Table of Contents

I. Foreword
II. History
III. Mission and Vision
IV. University Governance and Structure
A) LUMS Governance
B) The Administration
C) The Faculty and Faculty Senate
D) University Committees
V. Faculty Rights, Privileges, and Responsibilities
A) Academic Freedom
B) Academic Responsibilities
C) Faculty – Staff Relations
D) Discrimination and Sexual Harassment
E) Amorous Relationships
F) Public Affairs
VI. Core Values and Standards of Conduct
A) Core Values and Guiding Principles
B) Standards of Faculty Conduct
C) General Conduct
D) Faculty Discipline
E) Student Discipline
F) Resolution of Complaints
VII. Faculty Appointments, Promotion, and Tenure
A) Positions for Appointment and Promotion
B) Roles and Responsibilities
C) Appointment Processes
D) Tenure and Promotion Processes for Faculty on the Tenure Track
E) Contract Renewal and Promotion Processes for Faculty on the Teaching Track
F) Dismissal/ Termination of Appointment, Sanctions, and Suspension
VIII. Faculty Development
A) Faculty Leave Policy

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 B) Travel
C) Teaching and Service Awards
D) Research Support
E) Consulting Policy
F) Outside Work and Conflicts of Commitment
G) Conflicts of Interest
H) Intellectual Property
IX. Faculty Working Conditions
A) The Library
B) Information Technology
C) Sponsored Research
D) Nepotism
E) Drug-free University
F) Disability Accommodation
G) Campus Safety
X. Faculty Benefits and Services
A) Fringe Benefits
B) Compensation Policies
C) Facilities
XI. Directories and Guides to Services

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I. FOREWORD
This handbook is designed to acquaint LUMS faculty with the policies and practices of the
University that they are expected to uphold. It is meant to be a guide instead of a legally binding
contract between LUMS and its faculty. It goes into effect on the date of its publication on the
University portal, and supersedes all previous versions.
This version borrows heavily from faculty handbooks provided by RICE University, New York
University, University of California, Berkeley, and Duke University. This was a deliberate decision
that allowed us to adopt standards from an eclectic mix of institutes of higher learning, and to
aspire to the best practices and highest code of ethics across the world.
The handbook clearly expresses the relationship between individual faculty members and the
University, and articulates the University’s expectations of the faculty as a collective group. It
provides an overview of the faculty’s rights and privileges, the policies that govern their
appointment and promotion, the conditions under which they work, and the benefits and services
they enjoy. The electronic version of the handbook is available on the portal. The handbook
references several policies, but does not list them in their entirety. Members of the faculty should,
therefore, visit the hyperlinks on the portal to read the full text of all policies that apply to them.

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II. HISTORY
The Lahore University of Management Sciences (LUMS) has aspired to shape the intellectual
milieu of the country since its inception in 1985. Over the years, it has built a formidable reputation
as a leading institute of higher learning, and made sizable contributions towards scholarship and
research in several disciplines. Its commitment to teaching excellence and growth has helped it
mushroom into an assemblage of schools offering varied specializations across the sciences and
humanities, and drawn a diverse mix of students each year.
LUMS graduates are not just successful professionals, but also conscientious citizens driven to
contribute to society. They graduate with more than just heads full of knowledge; they leave the
University with the conviction that they must galvanize their communities to give back, and enrich
their workplaces and societies.
The University owes much of this culture and vision to Syed Babar Ali – a philanthropist,
bureaucrat, and titan of industry – who founded LUMS in 1985. A short trip to Harvard Business
School in 1973 had left an indelible impression on Ali, and he had returned to Pakistan fixated
with the idea of opening a university of the same caliber in the country. With this in mind, on
November 7, 1984, he mobilized ten leading public and private sector corporations of Pakistan
into incorporating the University’s sponsoring body, the National Management Foundation (NMF).
Four months later, on March 8, 1985, the Government of Pakistan granted the NMF a charter
authorizing it to establish degree-granting programmes, and to set up other schools under the
aegis of the “Lahore University of Management Sciences.”
Syed Babar Ali guided LUMS through its formative years, and presided over an ambitious period
of building and expansion. His resilient efforts and connections with the global academic
community and world leaders have made LUMS a leading South Asian university. Today, he
serves as the Pro Chancellor, and remains a devoted mentor and guide for its faculty, staff, and
students.
As the sponsoring body, the NMF Board of Governors exercises fiduciary responsibility for the
University's operations and infrastructure. It owns all land and university buildings, and ensures
that the university has the financial stability necessary to maintain them. The Board is made up
of high-ranking executives and entrepreneurs who form a crucial link between the University and
the business world. Their involvement gives our student unprecedented access to members of
the business community.
The Board of Trustees is the policy-making body of the University. Its principal functions are to
review the operations of the University, and to set long-range strategy through broad policy
guidelines. LUMS functions on a no-profit, no-loss basis, and the Board ensures adherence to
this principle through its activities. It is composed of a diverse array of businessmen, academics,
and representatives of the government.
Through their complementary efforts, the two boards have guided the University through the
processes of establishing its schools. The LUMS Business School, now the Suleman Dawood
School of Business (SDSB), first opened its doors to a batch of MBA students in 1986. The MBA
programme employed the case methodology of teaching, adapted from premier business schools
all over the world and customized through the introduction of local cases. This approach allowed
students to scrutinize the challenges and constraints facing actual companies, and engage in
lively discussions geared towards problem solving in the real world. The first class graduated in
1988 and was rapidly placed in national and multinational companies, while others went on to
become successful entrepreneurs. The programme has maintained its high standards, producing
top business graduates every year since inception.
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In 1994, LUMS initiated the BSc Honours Programme. Two years later, it formed the School of
Arts and Sciences (SAS) to administer undergraduate programmes. The SAS initially housed
Computer Science (both BSc and MS), Economics, Social Sciences, and Mathematics majors,
and the Accounting and Finance minor. The Accounting and Finance minor later developed into
a major. In 2002, a five-year integrated BA-LL.B degree was launched by the School of Arts and
Sciences. The humanities department, and later school, oversaw some of the most popular
majors at LUMS. Economics, for instance, prevailed as the major of choice for hundreds of
graduates for decades. The department owes this popularity to its faculty’s innovative and
engaging approach towards teaching, and their persistent efforts to redefine the critical and
cultural axes of research in their field.
In response to increasing academic diversity and expansion over the years, LUMS established
additional schools. The Mushtaq Ahmad Gurmani School of Humanities and Social Sciences
(MGSHSS) oversaw the Humanities and Social Sciences programmes. Today, MGSHSS offers
a BA (Hons) in English, History, and Anthropology/ Sociology, a BSc in Economics, and Politics,
and a joint Economics and Politics degree. The undergraduate programme in Accounting and
Finance was moved to SDSB, where an undergraduate degree in management sciences was
added.
The Syed Babar Ali School of Science and Engineering (SBASSE) was established in 2008 to
offer a novel opportunity to students in Pakistan to study the basic and engineering sciences
without boundaries. Initially undergraduate programmes in Biology, Chemistry, Computer
Science, Electrical Engineering, Mathematics, and Physics were established. From the outset,
the school aspired to be the harbinger of a paradigm shift for science and education in the country.
In a few short years since its inception in 2008, it has garnered a reputation for world-class
education and research.
In 2013, the law programme was moved from MGSHSS to the recently established Sheikh Ahmad
Hassan School of Law, which now offered the Bachelor of arts & Bachelor of Law (honours
programme). The teaching methodology at SAHSOL encompasses a critical, comparative
approach that broadens students’ perspectives and sharpens their analytical skills. The faculty,
drawn from a rich community of practitioners, grounds them with an understanding of the interplay
between law and policy, and real-world applications of their craft.

Over time, LUMS also initiated Masters programmes in Economics, Computer Science, and
Electrical Engineering, and PhD programmes in Computer Science, Computer Engineering,
Mathematics, and Management. In 2002, an Executive MBA programme was added to its
catalogue of courses to facilitate mid-career managers and entrepreneurs. LUMS also offers a
wide range of executive courses through the Rausing Executive Development Centre (REDC),
which was established in 1994 with support from the Rausing family of Sweden. The Centre has
maintained its position as one of the finest institutes offering executive education in Pakistan.
In October 2015, the University embarked on another massive project to explore the
establishment of a LUMS School of Education. It was proposed that the envisioned school of
education would operate at the crucial nexus of research, policy and practice with a curriculum
featuring extensive field engagement that produces graduates poised to direct and reimagine
education reform in the country. This graduate programme in education will be launched in Fall
2018.
The university continues to foster ambitious plans for the future, and remains committed to
building new programmes and pushing pedagogical frontiers in relevant, emerging fields.

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III. MISSION AND VISION
Vision
To become an internationally acclaimed research university that serves society through
excellence in education and research.

Mission
LUMS aspires to achieve excellence and national and international leadership through
unparalleled teaching and research, holistic undergraduate education, and civic engagement to
serve the critical needs of society.

It seeks to accomplish this mission as a unified institution with cutting-edge research, a modern
and rigorous curriculum and socially responsible outreach to the nation and region.
A University of the Future
 A research university dedicated to advancement and creation of new knowledge;
 A place for holistic undergraduate experience and strong graduate education;
 A diverse community with a distinctive commitment to ethics, tolerance, and social
responsibility
 Engaged with the society and a change agent for economic growth and development.

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IV. UNIVERSITY GOVERNANCE
AND STRUCTURE
On March 3rd, 1985, the President of the Islamic Republic of Pakistan promulgated an
order (President's Order No. 25 of 1985) for the establishment of the Lahore University of
Management Sciences. This was published in the Gazette of Pakistan.
The LUMS Charter, granted on March 31st, 1985, determines its governance and operations.

A. LUMS Governance
1. The Chancellor
The President of the Islamic Republic of Pakistan is the Chancellor of LUMS.

2. The Pro-Chancellor
The Pro-Chancellor is appointed by the Chancellor in consultation with the Board for such period
and on such terms and conditions as the Chancellor may determine. When present, the Pro-
Chancellor chairs the meetings of the Board of Trustees.
Mr. Syed Babar Ali is the Pro-Chancellor of LUMS.

3. Board of Trustees
As provided for in clause 13(1) of the LUMS Charter, the general supervision and control of the
affairs, and the power to lay down the policies of LUMS vests in a Board of Trustees whose
composition is provided for in the Charter. Current appointees are listed in the table below.

Sub- Composition as per Charter Appointee

clause

(a) Rector/ Chairman of the Board Mr. Abdul Razak

Dawood

(b) Vice Chancellor Prof. Dr. S. Sohail H.

Naqvi

(c) One Vice Chancellor of a university located in Lahore, Prof. Dr. Fazal Khalid ,
nominated by the Chancellor VC UET, Lahore

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(d) Four persons nominated by the Board of the National 1. Dr. Parvez Hassan
Management Foundation 2. Mr. Hyder Ali
3. Ms. Saima A.
Khawaja
3. Mr. Osman Khalid
Waheed

(e) One Judge of the Lahore High Court, nominated by the Justice Syed Mansoor
Chief Justice of the Court Ali Shah

(f) Chairman, University Grants Commission, or his nominee Prof. Dr. Naveed A.
not below the rank of a Member of the Commission Malik, VC Virtual
University

(g) President of the Federation of Pakistan Chambers of Mr. Zubair Fareed

Commerce and Industry Tufail

(h) Principal, Pakistan Administrative Staff College, Lahore Mr. Azmat Ali Ranjha

(i) One Dean nominated by the Rector in consultation with Prof. Dr. Martin Lau
the Vice Chancellor, who acts as Secretary of the Board

(j) Not more than three persons, prominent in the field of 1. Mr. Shahid Hussain
management sciences because of their experience and 2. Mr. Shahzad
achievements, nominated by the members referred to in Saleem
clauses (a) to (i) and approved by the Chancellor

B. The Administration
The University has a well-defined hierarchy that clarifies the role of each member of the
administrative staff and their relationships with the academic units. The different administrative
departments work together along with the academic units as well-oiled cogs to ensure the smooth
functioning of the university
The Vice Chancellor is the chief academic and administrative officer of the university, responsible
for the implementation of the decisions of the Board and the execution of the programs of the
University in accordance with the guidelines and policies formulated by the Board. The Deans of
the Schools are the administrative and academic heads of the respective schools, while the Chief
Operations Officer is the head of Finance, HR, Information System and Technology, and all
other operational departments of the university. The Deans, COO, and administrative heads of
departments report directly to the Vice Chancellor. Department chairs and associate deans report
to the deans of their academic schools.
Faculty members normally discuss their appointments, duties, and performance with the head of
their department (or associate dean or dean, in the case of some professional schools). Faculty
members also have occasion to work directly with other administrative officials, for example, with
the Registrar and his staff on enrollment of students, recording of grades, or scheduling of exams.
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All administrative units are committed to facilitating the educational staff in achieving the
University’s academic vision and mission, and maintaining a tradition of excellence.

C. The Faculty and the Faculty Senate

Taken from the LUMS Governance Structure Policy [Currently Under Review]

Faculty Plenary
The faculty participates in university governance both directly, in general faculty meetings (or
Faculty Plenary), and indirectly, through elected representatives on the Faculty Council. The Vice
Chancellor presides at meetings of the general faculty, which take place at least four times a year.
Typically, before coming to the Faculty Plenary, proposals for action by the faculty pass through
both the Faculty Council and the University Council, either or both of which may make
recommendations.
When the Faculty Council is formed, two senior administrative staff members are appointed, one
of whom retires after one year.
Responsibilities of Faculty Plenary
The Faculty Plenary decides matters related to educational quality assurance; it delineates
graduation requirement and curriculum changes, and approves candidates for LUMS degrees.
While the plenary may deliberate and vote upon other matters, its proposals for issues that lie
outside its purview are not binding unless approved by the Vice Chancellor or Board of Trustees.
Composition of Faculty Plenary
The following categories of faculty members have the right to attend and vote in general faculty
meetings:
 Full-time Professors
 Associate Professors
 Assistant Professors
 Full-time Professors of Practice
 Full-time Associate Professors of Practice
 Executives in Residence
 Writers in Residence
 Poets in Residence who are employed full-time at LUMS
 Full-time Lecturers
 Teaching Fellows and Research Fellows who have served LUMS for two or more
consecutive years in these positions
 Full-time Visiting Faculty, Full-time Visiting Professors, Full-time Visiting Associate
Professors, Full-time Visiting Assistant Professors who have served for two or more
consecutive years in these positions at LUMS
An appointment as adjunct faculty does not carry voting privileges. Adjunct faculty and other
non-voting faculty can attend the Faculty Plenary as guests.

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Faculty Council
The Faculty Council provides a forum for faculty to participate in faculty governance through its
elected representatives.
Responsibilities of Faculty Council
As an elected body which broadly represents the faculty, the Faculty Council considers a wide
range of problems and policies primarily related to academic matters, including all proposals for
establishing new degree programs, and establishing or modifying curriculum and graduation
requirements. It also serves as the primary advising body to the Vice Chancellor on policy
decisions and matters affecting the faculty.
The Faculty Council may initiate studies and examine proposals submitted by members of the
faculty. In order to carry out its functions, the Faculty Council requires full access to pertinent
information (financial, budgetary, personnel, admissions, etc.) held by the various administrative
departments of the university. If the Faculty Council and the Vice Chancellor disagree about the
pertinence of information the Vice Chancellor is legally empowered to override the judgment of
the Faculty Council. When the information is of a sensitive nature, the Faculty Council must take
appropriate precautions to limit distribution. It is expected that most University matters will
continue to be studied by University Committees and the University Council.
Composition of Faculty Council
The Faculty Council is composed of twelve full-time faculty members, six of whom are elected by
the faculty to serve only on the Faculty Council and six elected to serve on both the Faculty and
University Councils. The distribution across ranks and schools is as follows:
 Three faculty members from the cohort of full-time associate professor, full-time associate
professor of practice, full-time professor and full-time professor of practice (one from each
school) serve on both the Faculty Council and University Council, and three faculty
members elected in the same manner and from the same cohort serve only on Faculty
Council.
 One full-time assistant professor is elected (in rotation from SDSB, SHSSL, and SSE) to
serve on both the University Council and Faculty Council, and two full-time assistant
professors (one each from the remaining two schools) are elected in the same manner, to
serve only on Faculty Council.
 Two faculty members-at-large from the cohort of full-time associate professor, full-time
associate professor of practice, full-time professor, and full-time professor of practice are
elected to serve on both the Faculty Council and University Council. One full-time faculty
member-at-large (from the cohort of full-time assistant professor or the cohort of full-time
associate professors, full-time associate professors of practice, full-time professors and
full-time professors of practice) is elected in the same manner, to serve only on Faculty
Council.
All elections (except for the very first election of the Faculty and University councils) are for terms
of two academic years. (For details, see “Bylaws of the Faculty Council of the Lahore University
of Management Sciences.”)
In elections for Faculty Council positions, the "voting faculty" is composed of all those members
of the faculty who have the right to vote in Faculty Plenary.
Faculty Council Standing Committees
The Faculty Council maintains four permanent committees:

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  The Policy Committee makes recommendations on all faculty-related policies and
changes in such policies.
 The Committee on University Standing Committees recommends candidates to the Vice
Chancellor for appointments to University Standing Committees.
 The Appeals and Grievances Committee hears appeals regarding promotion and tenure,
and other complaints of a more serious nature.
 The Elections Committee conducts elections to the Faculty Council and University
Councils.

Bylaws of the Faculty Council

Article 1: Organization
A. Election Procedures for Members
1. Nominations of Candidates
When a Faculty Council member's term expires, the entire voting faculty is notified and supplied
with nominating petitions. Any eligible faculty member may be nominated by the filing (within a
specified time interval) of a properly executed nominating petition. This requires the signatures of
five members of the voting faculty, plus the acceptance of the nominee. Vacancies on the Faculty
Council created by any reason other than the expiration of a full term are filled by action of Faculty
Council (with or without an election by the entire voting faculty). If only one candidate is nominated
for a given position, then that candidate is declared elected, without balloting.
The terms of elected members are staggered. One half of the elected members retire each year.
Six members (chosen randomly by the Committee on Elections following the procedure described
under Article I.A.2 below) retired one year after the first elections to the Faculty Council. In all
subsequent elections, each member is elected for two years.
2. Voting Procedure
For the first elections to the University Council and Faculty Council, the Vice Chancellor’s Office
notified the voting procedure. Subsequently, the voting procedure may be adopted or changed by
following the procedure for ‘Amendments to the Bylaws’. In the first elections of the Faculty/
University Councils, three members elected to both the Faculty Council and University Council
from the cohort of (i) associate professors, associate professors of practice, professors and
professors of practice, and (ii) faculty-at-large, retired at the end of first year, and three members
elected only to the Faculty Council from the cohort of (i) associate professors, associate
professors of practice, professors and professors of practice, and (ii) faculty-at-large retired at the
end of the first year. Thus assistant professors elected to the Faculty Council and/ or University
Council in these first elections retained their seats for two years. Of the remaining nine members,
six retired at the end of the first year.
Vacancies in elected faculty seats on University Council or any seat on Faculty Council are filled
by action of Faculty Council.
B. Officers, Duties, and Terms
From among its members, the Faculty Council elects a Speaker to serve as its presiding officer.
The Speaker names a Deputy Speaker, and a Secretary (a member of the staff). The Speaker
may appoint Faculty Council standing or ad hoc committees as needed, with approval from the
Faculty Council. The Faculty Council may elect other officers as it deems necessary.
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1. Speaker
The first fall meeting is convened by the most senior faculty member (in terms of employment at
LUMS), and the first item of business is the election of a Speaker. All members serving on the
Faculty Council are automatically nominated for the position of Speaker of the Faculty Council.
Following the election, the Speaker assumes the chair, and as presiding officer conducts all
meetings during the year in accordance with these Bylaws.
2. Deputy Speaker
The Speaker annually appoints a Deputy Speaker to act in the Speaker's stead when necessary.
3. Secretary
The Secretary to Faculty Council keeps minutes of all meetings of the Council and distributes
them to Council members in a timely manner. There is no verbatim reporting of remarks and
discussions, except when the Council deems this advisable, nor are professional titles recorded.
The Secretary deposits a complete set of minutes to the University Archives at the end of each
academic year. The Secretary shall produce issues of Proceedings of Faculty Council (to include
minutes and other appropriate information) when instructed by the Council, and distribute these
to the entire faculty.
C. Meetings
1. Schedule
In the fall semester the Speaker announces meeting dates for the year. They are held
approximately every four weeks. Advance notice of each meeting is mailed to all members either
by the Speaker or the Secretary.
2. Quorum for Faculty Council
A majority of the members constitute a quorum for the transaction of business at a regularly
scheduled meeting. The affirmative vote of the majority of those members present is necessary
for the passage of any resolution or motion, unless otherwise stated in these Bylaws.
3. Order of Business
The order of business at meetings of Faculty Council is as follows:
 The meeting is called to order by the Speaker;
 Previously distributed minutes of the last meeting are approved or amended;
 Unfinished business;
 Report of Special Committees;
 Reporting of Standing Committees;
 New business;
 Adjournment.
4. Proceedings of the Faculty Council
 Minutes: The minutes of the meetings of Faculty Council are to be distributed to the
faculty in the Proceedings of Faculty Council.
 Letters from Faculty:
Letters for publication in the Proceedings by faculty members on any subject of interest or
concern to the faculty are welcome. Letters are to be sent to the Secretary of Faculty
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 Council. The Faculty Council exercises editorial authority if necessary, but letters will be
printed as submitted or not at all. Authors must headline their letters in centered capitals
and identify themselves in capitals on the last line of the letter, unless they request that
their names be withheld, in which case NAME WITHHELD must appear in place of the
name. All letters must be signed and dated in the space outside the typescript.
 Meetings Announcement:
The Proceedings announce the time and place of the next meeting of the Faculty
Council. All faculty members are welcome to attend Faculty Council meetings as guests.
Any faculty member who wishes to address Council or bring an issue before Council is
invited to contact the Speaker or any member of Council in advance.
Article II: Committees
A. Policy Committee
The Committee is appointed by the speaker who also determines its membership and tenure.
The committee examines proposals on faculty-related policies (e.g. leave policies, appointment
and tenure policies, faculty disciplinary policies etc.) and makes recommendations.
B. Appeals and Grievances Committee
The membership of the Appeals and Grievances Committee consists of those members of Faculty
Council who do not also serve on the Promotion and Tenure Committee. The Committee is called
to action by its Convener who is appointed annually by the Speaker. Faculty appeals or
grievances should be addressed to the Convener. The Convener of the Committee may assign
members of the Committee to subcommittees to consider individual cases. This Committee
receives two types of cases:
 Appeals. Faculty may appeal to the Committee concerning whether proper university
procedures have been followed in decisions on promotion and tenure and in any other
matter where the concern is whether proper university procedures have been followed.
 Grievances. Faculty may file a grievance with the Committee regarding any matter of
concern except decisions on promotion and tenure, which are subject to review only in
regard to procedure.
In the case of accusations that might warrant severe sanctions, including dismissal, consideration
of a case by this Committee will precede a second stage of review by the Disciplinary Committee,
described in the “Faculty Disciplinary and Appeals Policies and Procedures”. The final action of
the Committee in any case is a report and/ or recommendation to the Dean/ Vice Chancellor as
appropriate (see “Faculty Disciplinary and Appeals Policies and Procedures”), and a copy is sent
to the Speaker of the Faculty Council and to the Appellant or Grievant.
C. Elections Committee
The Elections Committee is appointed annually by the Speaker to conduct elections of members
of Faculty Council, and any general faculty special committees. It may recommend changes in
election procedures and handle other business as Council may request.
D. Committee on University Standing Committees
The function of this committee is to present to the full Faculty Council recommendations for faculty
membership on the various university standing committees for the coming year. In considering
candidates, the committee makes use of names submitted by department chairs and current
committee chairs, gathered and forwarded to the Council by the office of the Secretary to the
University Council. After review by the full Faculty Council at a regularly scheduled meeting with
the insertion of any changes, these recommendations are forwarded to the Vice Chancellor via
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the Secretary of the University Council. Normally, this procedure takes place in the spring
semester. Recommendations for staff membership on standing committees are handled
administratively.
Article III: Amendments to the Bylaws
All amendments to the Bylaws relating to procedures within Faculty Council are submitted to the
membership of the Council at a regular meeting after circulation of any proposed amendment with
the advance notice of the meeting. The Secretary incorporates any revisions or changes arising
from discussion or action at the meeting into the wording of the proposed amendment. Final action
is taken by mail vote of all members of Council or by vote at the next regularly scheduled meeting
of Council.

D. University Committees

University Standing Committees

University Standing Committees serve as a university-wide platform, allowing faculty members to
interact with colleagues in other departments and schools to resolve a plethora of issues related
to the various functions of the University.
Faculty members are appointed by the Vice Chancellor on recommendation from the Committee
on University Standing Committees. This Committee seeks nominations for assignments to
particular committees from deans, associate deans (in the case of professional schools), and
department chairs. It also polls faculty members directly with respect to their preferred committee
assignment. Some committees also include undergraduate and graduate students, and alumni,
who are nominated by the associations that represent those groups.
While all committees perform a consultative and advisory role, most also have specific ongoing
tasks. The University has the following standing committees, not including the Dean's Council and
the Faculty Council:
1. Admissions Committee 12. Library Committee

2. Accessibility Committee 13. Physical Planning and Space

3. Appeals Committee 14. Research Council

4. Campus Safety and Security 15. Sports Committee

5. Convocation Committee 16. Teaching and Learning Committee

6. Conservation Committee 17. Undergraduate Curriculum

7. Disciplinary Committee 18. Graduate Program Council

8. Examination and Standing

9. Financial Aid

10. Graduate Programme Council

11. Housing Committee

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The current list of University Committees for the academic year 2016 – 17, and the details of
members and conveners are available on the portal at University Standing Committees.

University Admissions Committee (TORs)

The Admissions Committee is nominated by the Faculty Council (FC) and approved by the Vice
Chancellor (VC) of LUMS. Two to three faculty members from each of the four schools serve for
a term of one year on the Committee to ensure fair representation. The Dean of Student Affairs,
Registrar, and HoD Admissions also serve on the committee as ex-officio members.
The committee sets the minimum eligibility criteria for undergraduate admission applications, and
makes decisions about the tentative admissions calendar, testing, and all other pertinent issues.
As a policy making Committee, its primary charges are:
 To provide oversight in recruitment and admission methods and policies of the university
through the informed participation of the faculty in the process of devising said policies.
This includes gathering appropriate data to determine the effectiveness of existing policies
and admissions procedures, and proposing changes to these policies to ensure that
incoming students have adequate academic abilities to handle the LUMS programme.
 To assist the staff of the Admissions Office in the evaluation of applications for admission
to the University, and to select from the pool of applicants the most suitable candidates to
fill the stipulated number of places available in any year.

Accessibility Committee
Mandate
The Committee is mandated to formulate and recommend policies and processes concerning the
rights and well being of the LUMS community, especially persons with (visible and hidden)
disabilities working at and/ or studying at LUMS.
Persons with disabilities include those who have short-or long-term physical, mental, intellectual,
or sensory impairments which, in interaction with various attitudinal and environmental barriers,
hinder their full and effective participation in society on an equal basis with others.
These impairments include but are not restricted to:

Mobility or Physical The physical capacity to move, coordinate actions, or perform

Impairments physical activities is significantly limited, impaired, or delayed and is
exhibited by difficulties in one or more of the following areas:
physical and motor tasks; independent movement; performing basic
life functions. The term includes severe orthopedic impairments or
impairments caused by congenital anomaly, cerebral palsy,
amputations, and fractures.

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Visual Impairment An impairment in vision that, even with correction, adversely affects
an individual's performance. The term includes both partial sight
and blindness.

Hearing Impairment A permanent or fluctuating impairment in hearing that adversely

affects an individual's performance, despite amplification. A
hearing loss above 90 decibels is considered deafness, while a
hearing loss below 90 decibels is classified as a hearing
impairment. This category includes both.

Learning Disabilities Neurologically-based processing problems that interfere with

learning basic skills such as reading, writing, and math, as well as
higher level skills such as organization, time planning, abstract
reasoning, long or short term memory and attention. These include
dyslexia, dysgraphia, dyscalculia, dyspraxia, ADHD, etc.

Other Medical These are medical conditions that hinder effective functioning and
Conditions require reasonable accommodations such as Diabetes, Lupus,
Chronic Depression, Anxiety, PTSD, etc.

The Accessibility Committee advises and assists in promoting and facilitating a barrier-free
campus for any person at LUMS who requires accommodations in order to accomplish relevant
tasks.
In addition to the above, the Committee:
 Serves as the first point of contact on campus for persons with temporary injuries and
permanent disabilities;
 Guides faculty, academic staff, and administrative staff on how to facilitate students with
disabilities;
 Provides recommendations to the Admissions Department on testing accommodations
required by applicants with disabilities;
 Monitors the progress of compliance with and implementation of accessibility related
policies, procedures, and standards at LUMS;
 Coordinates with different departments to ensure that students with disabilities are
facilitated throughout their academic years at LUMS;
 Promotes awareness of legal, social and organizational issues and challenges, along with
their solutions, in the domain of accessibility; and
 Aims to facilitate knowledge and dialogue with governmental and non-government
organizations across the country and internationally, in order to improve the rights of
people with disabilities within Pakistan, particularly in Education.

16
The Committee is chaired by a member of faculty, and includes representatives from the student
body, faculty members (from every school), the Office of Student Affairs, Information Systems
and Technology, Facilities and Engineering, and Assistive Technology Officers.
The Committee meets as and when required, but no less than once a semester. It reports to the
Vice Chancellor.

Disciplinary Committee

For disciplinary matters involving students, there are two Disciplinary Committees; one for the
graduate students of SDSB, and the other for the remaining students. There is one Disciplinary
Appeals Committee. These Committees comprise faculty members and administrators.

The purpose of the Disciplinary Committees is to regulate student behaviour, and discourage
improper conduct by imposing previously agreed upon penalties on students found guilty of
breaches in discipline. The Committee seeks to ensure that all disciplinary matters are dealt with
fairly and promptly, and the accused student has ample opportunity to present his/ her side of the
case. The Committee is authorized to ask for additional evidence that it deems pertinent to the
case from all parties involved.

When the Disciplinary Committee (DC) assesses a case, the accused student is informed through
a letter that he or she may appeal the decision. These appeals are handled by the Disciplinary
Appeals Committee (DAC).

Disciplinary Appeals Committee

When the Disciplinary Committee (DC) assesses an alleged breach of discipline, the accused
student is informed through a letter that he or she may appeal the decision. These appeals are
handled by the Disciplinary Appeals Committee (DAC).
In some cases, the faculty or HOD who brought the case before the DC may also wish to appeal
the decision. The DAC does not have jurisdiction over such appeals.
Conditions for Appeal
The purpose of DAC is not to reopen all the DC cases anew. Instead, it is a procedural review
that evaluates a case only if one or more of the following conditions are met:
 If the students were not given adequate opportunity to present their side during the DC
proceedings;
 If the investigators who assessed the case were biased; or
 If new and compelling evidence has surfaced that was not available at the time of DC's
investigation.
Procedure for Appeal

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In order to appeal the DC's decision, the appellants must provide a written statement that clearly
demonstrates how one or more of the above conditions apply to their case. Any supporting
evidence may also be submitted along with this petition. The petition should be submitted to the
Office of Student Affairs.
Appeal Screening and Rejection
The LUMS faculty has unanimously agreed upon penalties for various offences. The DC awards
the specified penalties appropriately. Disagreement with the penalty is therefore not sufficient
grounds for appeal.
The academic and non-academic code of conduct for LUMS students is extensively explained in
the student handbook, and students found in violation of this code are deemed fully responsible
for the consequences of their actions. Hence, the financial or personal implications of the DC
penalty are not sufficient grounds for appeal.
All received petitions go through an initial screening process. Petitions are entertained only if at
least one of the conditions mentioned in the "conditions for appeal" is met.
Appeals Review Process
DAC members who have the relevant documents, witnesses, and evidence at their disposal
meticulously investigate screened appeals. The appeals process is mainly a procedural review of
evidence and appellants are rarely called to the DAC meetings.
As a result of its deliberations, the DAC may increase, decrease or uphold the punishment
assessed by the DC.
Point of Contact for Appellants
The appellants, their advocates and/ or guardians should refrain from contacting the DAC
members or convener directly. Such contact can be seen as trying to unduly influence the DAC
proceedings and can therefore hurt the appellant's case.
Appellants and their guardians may contact the OSA staff or the Dean of Student Affairs if
clarification is needed regarding the appeals process or its implications.

Campus Safety and Security

The Campus Safety and Security Committee represents and acts in the interests of all four
schools at LUMS. The Committee is nominated by the Faculty Council (FC) and approved by the
Vice Chancellor (VC) of LUMS.
It is a university-standing committee consisting of faculty and ex-officio members. Faculty
members are appointed for a term of one year, with two to three members from each school. The
ex-officio members are Director GAS, Manager F&E, and Representative OSA.
The Committee responds to the prevailing security situation in the city/country to ensure a safe
working environment for the LUMS community. Its primary charges are:
 To provide faculty oversight to ensure implementation of the LUMS Security Policy
Statement, given below:
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 The Campus Safety and Security Committee at LUMS is based on the philosophy that the
University and its community is given a secure and safe environment for working, studying,
teaching, and research. During this time, when security of educational institutions is
considered to be of paramount importance, there is a need to analyze, discuss, and
formulate the best plan for the execution of the safety and security of the university and
its community.
 To provide community oversight of Security & Safety assessment methods and policies of
the university through the informed participation of faculty.
 To review and finalize all policies related to Security & Safety. This includes, as
appropriate, making recommendations for policy changes to ensure that the University
and its community have the safest environment possible. To assist the Security Staff in
the smooth functioning of Security Policies with the aim of providing a secure environment,
and to determine all issues related to strength, weapons, and equipment and their
deployment.

Convocation Committee

The primary responsibilities of the Convocation Committee are to:

 Recommend the schedule for annual convocation and graduate night dinner;
 Coordinate the arrangements of convocation in consultation with Registrar Office, OSA,
GSA, Marketing and other stake holders;
 Recommend the keynote speaker, venue, and program of convocation ceremony and
graduate night dinner;
 Recommend the design of invitation cards and medals for the convocation ceremony and
graduate night dinner;
 Recommend the overall budget and different vendors for all arrangements for the
convocation ceremony and graduate night dinner;
 Recommend the involvement of staff in conducting the convocation ceremony and
graduate night dinner;
 Recommend the list of invitees for guests and faculty procession;
 Provides solutions for other issue related to the planning and conduct of the annual
convocation as referred to the committee.

Conservation Committee
The Conservation Committee, Sarsubz, is tasked with the evaluation and recommendation of
environment and sustainability initiatives at LUMS. It covers the physical, biological, social,
geological, chemical, economic, and aesthetic dimensions of workings at LUMS, and works
towards creating a sustainable institutional model for the University by maintaining and ensuring
ecological balance, economic growth, and social progress. The Committee acts as an advisory
body; it does not have the authority to introduce binding policies and measures for the University’s
operational departments. It actively engages the faculty, staff, and students in discussions on
proposed measures.
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The Conservation Committee’s primary responsibilities are:
 To increase awareness of environmental and social issues, and assist the LUMS
community in undertaking all decisions with a conscious evaluation of sustainability and
conservation; and
 To strive to make the LUMS community a leading example of an effective, environmentally
conscious campus and to serve as a source of information for other institutions of higher
learning.
The conservation committee carries out its responsibilities in the following domains:
 Education and Research: The Committee provides input in curriculum and integrates
sustainability research with co-curricular activities on campus.
 Operations: It works with university operations related to Buildings, Climate, Dining
Services, Energy, Grounds, Purchasing, Transportation, and Waste and Water.
 Planning, Administration and Engagement: It covers activities related to Coordination and
Planning, Diversity and Affordability, Human Resources, Investment and Public
Engagement.
The committee members serve for a standard term of one academic year and include the Heads
of Facilities and Engineering, General Administration, and HR as permanent members.

Examinations and Standing

The committee on Examinations and Standing is charged with the following duties:
 To interpret and enforce the academic regulations of the university and to approve
exceptions to them as circumstances warrant;
 To review periodically studies of these regulations with the purpose of improving them,
simplifying them, and eliminating contradictions and inequities; and
 To review each student's record at the time of graduation and recommend to the faculty
outstanding students to be granted degrees cum laude, magna cum laude, or summa cum
laude.

Financial Aid Committee

The Financial Aid Committee has representation from all four schools, and is nominated by the
Faculty Council (FC) and approved by the Vice Chancellor (VC) of LUMS. This is a University
Standing Committee consisting of faculty and ex-officio members. Two to three faculty members
from each school are appointed for a term of one year. The ex-officio members are the Dean of
Student Affairs, HOD Financial Aid, and HOD Admissions.
The committee reviews and finalizes the following with respect to the LUMS Undergraduate and
Graduate programmes each year:

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  Financial need assessment criteria for applicants and students of all degree programmes;
 Policies and procedures regarding fee waivers, student loans/ assistantships and
scholarships; and
 Any other issues related to financial aid need assessment policies.
As a policy making Committee, the primary charges of the Financial Aid Committee are:
 To provide faculty oversight to ensure implementation of LUMS Financial Aid Policy
Statement, which is as follows:
Financial Aid at LUMS is based on the philosophy that admissions must be independent
of the student's ability to afford LUMS tuitions. LUMS provides tuition fee waivers and
interest free loans to students on the basis of their financial need, assessed by the LUMS
Financial Aid Committee. Efforts are geared towards providing maximum financial
assistance to all eligible students, given the resources available to the University.
 To provide faculty oversight in financial need assessment methods and policies of the
university through the informed participation of faculty.
 To provide recommendations on policies related to financial aid disbursement including
fee waivers, scholarships, and student loans. This includes, as appropriate, making
recommendations for policy changes to ensure that all successful students are getting
enough financial aid to stay at LUMS. This also includes gathering pertinent data to assist
university management in determining the effectiveness of our financial aid program.
 To assist the staff of the Financial Aid Office in the evaluation of applications with the aim
of providing necessary financial support in the best possible way.

Housing Committee
The aim of the LUMS housing committee is to ensure a safe, healthy, and enriching environment
in the on-campus and off-campus residential areas of LUMS. Residential facilities for students do
not come under the purview of the committee.
The members of the housing committee comprise faculty and ex-officio representatives from
Administration. These members are people who, regardless of their school, are genuinely
interested in the housing needs of the LUMS community, and are willing to work on a volunteer
basis to meet those needs.
The LUMS Housing Committee comprises at least seven members in addition to ex-officio
members. Ex-officio members of the committee include Director GAS, Head of HRD, and Housing
Officer. The members and Convener of the committee are appointed by the Vice Chancellor.
Members are nominated at the beginning of each academic year. The term of office of these
nominations is one academic year, and no Committee member can serve more than three
consecutive terms. Members of the LUMS Housing Committee who do not attend any meeting of
the Committee in any six-month period forfeit membership of the Committee and are replaced.
The Committee’s primary functions are:
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  To ensure a secure, convenient, and child-friendly living environment for the resident
faculty.
 To review and recommend amendments to university policy and practice related to the
provision and management of on-campus and off-campus housing including guest houses
and other residential facilities for visiting or full-time faculty members in order to ensure
transparency and improve housing management. The committee may request information
from administrative departments for deliberation on policies related to the faculty housing.
 To conduct hearings of complaints from faculty housing residents regarding violations of
the Rules and Regulations for LUMS Faculty Housing Residents. The committee may
recommend action to appropriate authority for resolution of such complaints.

Library Committee
The Library Committee is a policy making body. Its charges are:
 Devising a vision for the library conforming to the university’s/ faculty’s expectations;
 Resource generation;
 Library development;
 Recommending library budget;
 Collection development (purchase of books, subscription of journals/ databases); and
 Approval of library rules and regulations.
There are four library committee meetings in an academic year to set guidelines for specific
issues.
 October/ November meeting: Staff sets the main agenda and approves subscription of
journals and electronic databases.
 December/ January meeting: Staff sets the main agenda, deliberates plans for mid-year
resource generation, and reviews library development projects.
 February/ March meeting: Staff sets the main agenda, discusses library objectives, and
approves estimates for planning and budgeting.
 May/ June meeting: Staff sets the main agenda, and plans library development.

Physical Planning and Space Committee

This committee provides advice on the maintenance and development of teaching and learning
spaces at the university. The committee focuses on three key aspects: analyzing data related to
utilization of teaching resources, analyzing exiting inventory of teaching resources and,
recommending additions or changes in teaching resources.
The Committee is mandated to:
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  Analyze the effectiveness of existing teaching and learning facilities available at the
university through quantitative analysis (including enrolled student vs. class room capacity
data);
 Recommend changes to optimize the allocation of teaching resources;
 Analyze data on which resources are over-utilized and which resources are underutilized
(including numbers and types of teaching facilities, capacity, configuration, equipment,
etc.);
 Develop procedures to facilitate planning and decision-making on development and
maintenance of teaching facilities;
 Regularly analyze up-to-date inventory of the teaching and learning space, including a
review of current condition of furniture and equipment, and recommend upgrades if
needed;
 Collect feedback on which teaching resources are more favorable (including assessment
of classroom structure/ configuration vs. ability to interact with the students, multimedia
vs. white board/ black board placement, particularly in small classrooms);
 Review and recommend any proposed alterations (whether funded locally or centrally)
that affect teaching and learning space, in particular alterations that may have an impact
on other academic programs or units; and
 Interact and consult with stakeholders as necessary.

Research Council
The purpose of the University Research Council (URC) is to identify and recommend those
baseline policies that will be applicable to research endeavors of the faculty.
It is charged with:

 Advocating for and promoting a research culture at LUMS;

 Developing standardized policies and guidelines to promote quality research;

 Serving as an advisory group to the Vice Chancellor and other members of the academic
administration including Deans in areas related to research;

 Acting as a University Standing Committee in reviewing and recommending new research

policies and changes in existing ones; and

 Preparing a brief, written report on the year's activities of the URC at the end of each
academic year and submitting copies of the reports to the Vice Chancellor of the University
and to the Faculty Council.

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The University Research Council membership is recommended by Faculty Council and finalized
by the Vice Chancellor. Four faculty members each from SBASSE, MGSHSS, and SDSB, and
one from SAHSOL comprise the URC. The VC convenes it. 50% of the URC members are rotated
annually using a predefined formula.
The quorum is formed with 60 percent of members present (rounded up to the nearest whole
number). Decisions are made on a consensus basis among all the members present. If a
disagreement persists between the members on a particular issue, the Council may unanimously
decide to resort to a different method for resolving the problem, such as majority voting. The URC
meets at least once a quarter. More meetings may be scheduled if necessary. Members must
inform the Convener well in advance if they are not able to attend a meeting.
All meeting minutes are hosted on a university provided space such as the portal.

Sports Committee
The aim of the LUMS, Sports Wellness & Recreation department is to enrich the lives of the
University community through participation in sport and physical recreation.
Its members comprise student representatives from SLUMS, faculty, and staff.
It is managed by the LUMS Sports and Recreation Committee composed of seven members,
including the Head of Sports, Wellness and Recreation Department. The VC appoints the other
six members, one of whom is nominated by SLUMS, and a maximum of five chosen from the pool
of faculty at SBASSE, SDSB, MGSHSS, and SAHSOL. These members are nominated at the
beginning of the academic year for a one-year term and are not allowed to serve more than three
consecutive terms. The functions of the LUMS University Sport, Wellness and Recreation
Committee are:
 To formulate and recommend policy for the provision, delivery, staffing, and management
of sport, physical recreation, and other activities to encourage participation in sport and
physical recreation at LUMS;
 To determine the distribution of funds allocated to the department;
 To advocate for the development of sport and opportunities for physical recreation at
LUMS; and
 To advise the decision-making bodies on the maintenance and installation of physical
resources and infrastructure like playing grounds, sports complex, and water-sports
facilities.
The Committee meets no less than twice each semester. Meetings are held during the regular
term, outside of study hours. Members of the LUMS, Sport Wellness and Recreation Committee
who do not attend at least one meeting of the Committee in any six month period forfeit
membership of the Committee and are replaced.

Learning and Teaching Committee

LUMS established the Learning and Teaching Committee (LTC) to oversee academic quality in
taught courses in the Schools of Business (SDSB), Law (SAHSOL), Humanities and Social
Sciences (MGSHSS), Science and Engineering (SBASSE), and the School of Education (SE).
24
The LTC enables the University to maintain and improve academic standards and to foster high
quality in learning and teaching related activities. It is mandated to support and coordinate a
culture of effective learning and teaching at LUMS, to facilitate the optimal and innovative use of
instructional methodologies and technologies, and to liaise closely with the School of Education
in fulfilling this mandate.
The LTC’s mission is to foster excellence in teaching, to strengthen the students' academic
experience, to promote an inclusive learning environment, and to encourage co-curricular
engagement.
It envisages LUMS as a leader in the development and use of effective and innovative
methodologies and technologies in learning and teaching.
The Committee seeks:
 To promote a culture of best practices in learning, teaching and assessment;
 To promote dialogue between faculty and students in the development and enhancement
of the student learning experience;
 To communicate and disseminate best practices and initiatives in learning and teaching
across the University and to make recommendations on their implementation;
 To foster and explore opportunities for collaboration in the areas of learning and teaching
within and outside LUMS; and
 To design induction and development programmes for faculty and staff in the areas of
learning, teaching and assessment.
The LTC must have representation from all schools. The Dean of each school nominates one
member for the LTC, and members in turn, nominate one School's representative as their
Convenor. These nominated members are joined by a Student Council LTC representative, and
the Manager of the Quality Enhancement Cell, with the latter serving as an ex-officio member.
Hence, the Committee is composed of the following eight members:
1. Convenor
2. SDSB LTC Representative
3. MGSHSS LTC Representative
4. SAHSOL LTC Representative
5. SBASSE LTC Representative
6. SE LTC Representative
7. Ex-Officio: Manager, Quality Enhancement Cell
8. One Student Council LTC Representative
The quorum of the Committee is formed with three members.
The SE Representative serves as the Secretary of the Committee. If the LTC Convenor is
unavailable or unable to attend a meeting of the LTC, he/ she asks another member to convene
the meeting, failing which any member of the LTC present at the meeting may be chosen to
preside over the meeting by a majority of the members of the LTC present.

25
Attendance is mandatory for all Committee members. In case of non-availability, members must
inform the Committee before the meeting via email and nominate a representative in their stead.
LTC meets at least once per Semester. The Convenor LTC or the Secretary to the LTC may call
additional meetings.
The Secretary sends notice of the time and place of each meeting to each member and invitee
by e-mail within a reasonable time prior to the date of meeting. Minutes of every LTC meeting are
recorded. The Secretary circulates the minutes to all members of the committee after seeking
approval from the Convenor. Relevant excerpts may be shared with invitees, if required.
The Vice Chancellor must be kept informed by the Convenor of the activities following each LTC
meeting.
LTC members may not disclose information of a confidential nature, including but not limited to
deliverables and documentation, to any stakeholder before the official disclosure of the draft
version for input and/ or comments. These Terms of Reference will be reviewed every year or as
required by change of law or practice. Any changes to this procedure must be approved by the
same entities or persons who provided initial approval.

Undergraduate Curriculum Committee

The Undergraduate Curriculum Committee (UGCC) consists of the Convener and at least nine
faculty members appointed by the Vice-Chancellor before the start of a new academic year. The
four schools, MGSHSS, SDSB, SBASSE, and SAHSOL are represented by at least two faculty
members from each school. The Registrar of the University and the Dean of Student Affairs serve
as ex-officio members of the UGCC.
The members and Convener serve terms of one year. No member of the UGCC is allowed to
serve for a period exceeding three consecutive years.
The UGCC convenes at least three times in the course of an academic year. It may not convene
when LUMS is in recess.
The broad mandate of the UGCC is to recommend policy on all matters that have a bearing on
the undergraduate program at LUMS. These include but are not limited to:
 Reviewing proposals for all new majors and forwarding recommendations to the Faculty
Council.
 Reviewing proposals for all new minors and forwarding recommendations to the Faculty
Council.
 Reviewing proposals involving extensive or substantive modifications to existing majors
 Reviewing proposals involving extensive or substantive modifications to existing minors.
 Reviewing proposals for joint majors and interdisciplinary majors.
 Reviewing proposals for new courses that have a direct bearing on University Core
Courses, such as Introduction to Writing.
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The UGCC also recommends policy on all matters pertaining to:

 Distribution Requirements – In-Group and Out-Group Requirements

 Directed Coursework including Senior Projects, Independent Study, Research projects,
Internships
 Pre-Requisites, Co-Requisites, and Anti-Requisites
 Cross-Listed Courses
 Courses that are repeated
 Transfer of Credits
 Academic Performance including Grading Policy
 Make-up Policy for Graded Instruments
 Academic Standing including Separation and Probation
 Academic Honors

Graduate Programme Council (GPC)

Terms of Reference

 The broad mandate of the council is to revise & recommend policy on all matters that have
a bearing on the graduate programs at LUMS.
 The council reviews any recommendation in structural and curricula change of a graduate
programme and recommends/ approves the change to further university approval
committees (Faculty Council and Faculty Plenary).
 The rationale and feasibility of all new graduate programmes is presented and debated in
the GPC. Upon approval, the programmes are recommended for further university
approvals.
 The council reviews and finalizes uniform graduate programme policies to be included in
the graduate handbooks in accordance with national and international recognition
authorities.
 The Council acts as the examinations and standing committee for graduate programme
students (and oversees separation, time-barred cases, and appeals). Any exceptions are
debated and approved through the examination and standing committee role of GPC.
 The council decides all matters pertaining to academic standings, awards and honours.

Council Composition, Meeting Pattern and Quorum Requirements

 The Graduate Programme Council (GPC) consists of a Convener, all Graduate

Programme Directors and faculty members announced by the Vice-Chancellor before the
start of a new academic year.
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  Graduate Programme Council 2017 includes:
o Convener
o Director PhD Mgmt., SDSB
o Director MBA Programme, SDSB
o Director EMBA Programme, SDSB
o Graduate Programme Coordinator Economics, MGSHSS
o SBASSE Graduate Programme Coordinator, SBASSE
o Other Faculty members as announced by the VC
o Registrar, Ex-officio
o RO, Ex. Officio / Secretariat of the Council
o QEC, Ex-officio
 The term of the Convener and members of the council are one year.
 The GPC convenes twice in a term or more if needed.
 The GPC does not convene when LUMS is in recess. However, if needed, a GPC meeting
can convene with prior notification during the semester breaks.

The minimum quorum requirement is a presence of at least half the members.

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V. FACULTY RIGHTS, PRIVILEGES
AND RESPONSIBILITIES
Faculty members enjoy a great measure of professional autonomy. Collectively, they have a
primary role in deciding who will teach, what will be taught, and what students will be expected to
learn; and they play an important role in institutional governance. Individually, they have
considerable freedom in pursuing their scholarly and educational work. Faculty members also
have a number of rights and privileges, including the right to academic freedom and, for those
who have earned it, the privilege of tenure. But faculty autonomy, rights, and privileges are
combined with professional responsibilities; and this combination of rights and responsibilities
shapes to an important degree the roles of faculty members.
LUMS makes decisions concerning the appointments and promotions of faculty members, the
assignment of teaching and other academic duties, the support and sponsorship of scholarly
research, and the granting or withholding of benefits and the imposition of burdens without regard
to political, social, or other views not directly related to academic responsibilities.
Adjunct faculty are essential to the university’s efforts to diversify its teaching staff and engage
the most qualified professionals to interact with students and give them a “real world” perspective
in the applied dimensions of various disciplines. The university prizes their viewpoints, and
provides full support to the adjunct staff.

A. Academic Freedom
Universities exist to create and disseminate knowledge. Most of the time new knowledge is born
out of a rejection or re-interpretation of received knowledge. At LUMS, special care is taken that
the academic freedom to explore new areas of knowledge is not explicitly or implicitly hinderedd
or compromised. It ensures that faculty members cannot coerce students into accepting or
rejecting knowledge on account of their position of authority. Students are free to accept or reject
ideas based on their own reasoning. Since free expression can be deeply disturbing, none of us,
whether inside or outside of the academy, is immune to the temptation to suppress offensive
speech by force, censorship, or intimidation. It is accordingly incumbent on each individual
associated with the university -- whether as student, teacher, administrator or trustee -- to exercise
the vigilance and self-restraint without which freedom of expression cannot flourish.

B. Academic Responsibilities
The faculty members are citizens, members of a learned profession, and officers of an educational
institution. When they speak, or write as citizens, they should be free from institutional censorship

29
or discipline, but their special position in the community imposes special obligations. As scholars
and educational officers, they should be aware that the public might judge their profession and
their institution by their utterances. Hence, they should always be accurate, exercise appropriate
restraint, show respect for the opinions of others, and make every effort to indicate that they are
not speaking for the institution.

Faculty at LUMS are entitled to freedom in the classroom in discussing their subject, but they
should be careful not to introduce into their teaching controversial material that has no relation to
their subject. The distinction between education and advocacy is instructive in this regard. It is
appropriate for faculty to engage in discussions of controversial matters that are relevant to their
disciplines while engaging in the education of students. This will not be construed as limiting the
faculty member's right to determine what materials are relevant to the objectives of a course.

The university supports the full freedom of all faculty members to teach in the classroom. The
faculty is subject to the strictures associated with usual academic custom, usage, and case law
as well as to those requirements specified in the university's master syllabi. Such freedom
customarily includes the right to select those materials and teaching methods consistent with the
relevant master syllabus approved by departmental faculty and deans, and provided by the
university.

All faculty members are entitled to full freedom to conduct professional or scientific research.
Faculty are entitled to full freedom in research and in the publication of the results, subject to the
adequate performance of their other academic duties, but research for pecuniary return should
be based upon an understanding with the authorities of the institution.

The academic responsibilities of a faculty member at LUMS can be broadly classified into 1)
Course planning and review 2) Teaching responsibilities 3) Use of teaching resources, 4) Student
advising, 5) Service to the University, and 6) Research.

1. Course Planning & Review Processes

The academic year at LUMS comprises three semesters, of which Fall and Spring are regular 16-
week semesters and Summer is an optional 8-week semester. Faculty members have the
opportunity to accept summer teaching assignments based on their individual preference and/ or
departmental requirements but they are not obligated to do so. It is important to note that summer
teaching cannot count towards the faculty’s regular teaching load.

The academic calendar is published by the Registrar’s Office and includes several dates of
particular importance to the faculty, such as the starting and ending dates of classes, holidays
and rescheduled classes in lieu of those holidays, the last date students may add or drop a course,
the final exam week and grading deadlines for each semester.

Academic planning is a rigorous process that requires continuous involvement of the faculty,
school and department coordinators, and the Registrar’s Office. This is why the schools and
departments are expected to initiate this process well in advance of the semester and determine

30
which courses should be offered in the upcoming academic year in order to fulfill the requirements
of their students as set by the majors and minors.

This exercise typically begins at the start of the Spring semester each year with faculty meetings
at the stream level in which the Program Director reviews the courses from the previous semester.
In these meetings, faculty members are encouraged to discuss problems encountered, students’
feedback, peer reviews, and next steps. Course offerings for the next year are based on the
overall curriculum requirements of a major as well as of the wider student body. This means
ensuring a selection of courses spread out over the various levels from 100 to 400.

Proposing a New Course

Proposals for new courses should first be discussed at the departmental level, for example, the
program director, departmental colleagues, those in other departments with similar interests, and
the department chair, who must consider the overall curriculum obligations. All new courses
require the approval of their respective streams and of the School’s Academic Review Committee.
The steps required to get approval for offering a new course are as follows:

 Determine the title and level of the course (e.g., Introductory 100-level, Advanced 400-
level etc.) using the Guide for the respective stream available with the Program
Coordinator in each department.
 Create an outline of the course, keeping in line the guidelines for a standard course outline
document (see section 2.4).
 Contact the relevant program director to explain the rationale for the new course, discuss
how it relates to the existing courses being offered in the department, and ensure that it
does not duplicate any existing offerings.
 Once approved by the program director, the course is then presented to the faculty in the
respective stream and their feedback is incorporated. Obtaining approval from the stream
faculty may require several iterations.
 After all new courses have been approved by their respective streams, they are sent to
the School’s Academic Review Committee for a final approval. This must be done through
the Course Request Form (RO-RC) before March 1. The Academic Review Committee
comprises the department chair, all program directors in the department, and faculty
representatives from each stream. This committee reviews all courses to make sure that
the course outline contains all required components, the course description and course
objectives are clearly outlined, and the depth and breadth of the course matches the
criteria set by the Levels Guide. It analyses the course content and methodology to ensure
that Course Learning Objectives are mapped with Programme Learning Objectives, and
appropriate credit hours are awarded for each course, given the workload.
 The ARC also ensures that the courses will complement, not duplicate, the existing course
offerings, and approves cross listing with other streams. The ARC has the discretion to
reject any course that does not meet the requirements set by the department, stream
and/or the HSS Levels Guide.

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  The course review process for Fall & Spring courses is completed by March 15, and the
approved courses are communicated to the RO through a departmental course memo.

Review of Existing Courses

All schools/ departments are expected to review their existing courses at the end of each
semester. This process is divided into three different categories depending on the frequency of
course offering, and types of revision etc. as given below.

 Previously existing courses that have not been taught for a number of years, or are being
taught for a fourth time tend to be significantly outdated and must be reviewed by the
School’s Academic Review Committee. The School ARC approves the updated and
redesigned course reoffering and sends it to the RO in the departmental course memo.
 If revision is needed to the course content, course level, or grading breakup, the revised
course is treated as a new course and follows the approval process for offering new
courses as outlined in the above section. However, minor editing of course titles, change
in prerequisites, or slight revisions in the reading list can be approved by the program
director/department chair and do not need to be reviewed by the ARC.
 An existing course being taught by a faculty member for the first time is also treated as a
new course and follows the approval process for offering new courses as outlined in the
above section.
 Course reserves including the course outline, course pack and course files are available
with the school’s academic departments. The faculty can use it for their reference and
understanding.

Administrative Considerations:

 After the internal and ARC review of new and existing courses, Schools and departments
share their planned courses with the Office of the Registrar (RO) in the form of a School/
Department memo. The Course Memo defines course level, name, capacity, sections,
pre-requisites, co-requisites, anti-requisites, instructor, credit hours and cross listing of
each course offered by the department.
 All schools follow a rigorous process to ensure that a sufficient number of courses are
offered to cater to University demand. About 70% of courses offered by a school in a
regular semester are rolled forward with adjusted capacity and instructors.
 The Office of the Registrar collates the departmental course memo information and
compiles a Master Memo. The Policy on Course Memo Compilation (Draft) explains this
further. The Master Memo is verified by the School/ Departments and is then shared with
the students for Career/ Course Planning.
 Office of the Registrar generates the Semester Schedule as per the Information in Master
Memo and the Semester Schedule Guideline (Draft).

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  The faculty may request their respective school’s academic departments to schedule
courses on specific days or timings between 8:00 a.m. and 6:00 p.m. Every effort will be
made to honor the request of a faculty member for a specific time slot. The specific venue-
related needs for courses are accommodated upon adjunct faculty request. The entire
process is facilitated through the RO.
 The RO allocates venues to the classes based on their enrolment in Phases 1 and 2. The
classrooms are communicated to faculty/ students after Phase 2, two weeks prior to the
commencement of classes.
 The faculty is required to compile and submit the course pack to their respective school’s
academic departments a month before the start of each semester. Course packs are
forwarded to the Library and to the Photocopier (from where students can purchase them).
The faculty is also required to upload the course pack and the course outline on LMS so
that all course materials are available at one place.
 In case of text books purchases, the faculty is required to submit book orders to the Library
bookstore for timely procurement of books with a minimum lead time of four weeks. The
faculty must provide the author’s name, book title, edition, publishing company, and ISBN.
Suggestions and recommendations for new library materials, and any library-related
queries, may also be addressed to the bookstore representative mentioned in the list of
directory.
 The faculty is required to select the course TAs for their respective course section prior to
the start of the semester. The TAs shall aid the faculty in effective class conduction by
marking class participation, taking attendance, grading the objective part of the
quizzes/exams, whose grading component weighs not more than 40% of the total grade.
All schools have their own TA’s selection policies that guide the faculty on the selection
criteria and administrative procedures.

2. Teaching Responsibilities
2.1 Class Meetings

It is the responsibility of the course instructor to reach the class venue five minutes prior to the
scheduled class time and close the sessions on time. Sessions which run beyond the scheduled
timing hamper students’ ability to reach their next classes on time. The course meeting time
cannot be changed without the approval of the appropriate dean, department chair, director, or
center director.

If a faculty member is unable to meet a class due to an illness or unforeseen event, students
should be notified immediately and the department coordinator should be requested to arrange a
make-up session as soon as possible. The program director and department chair must be
informed and approve of any anticipated long absence (one week or more of missed classes or
a number of intermittent absences) and arrangements must be made for classes to continue
during that absence. Classes can only be rescheduled after verification of clash-free slots.

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2.2 Office Hours

In addition to regular classroom hours, faculty members (including Adjunct faculty) are expected
to be available for consultation with students. The number of open office hours should be equal
to at least 1 hour per week for each credit hour taught. These office hours may be regularly
scheduled and/or by appointment and should be distributed throughout the week to accommodate
the variety in students’ course schedules. During final examination week and course enrolment
cycles, additional office hours may be necessary as students may need more time for
consultation. Faculty members are expected to display their office hours on their office door and
in the course outline.

2.3 Course Outline

The course outline is a very important document that serves as a contract between faculty
members, students and the university. Every faculty member must upload their approved course
outline on LMS and Portal well before the enrollment cycle begins each semester.
They must also provide a copy of the course outline to students in each class at the first scheduled
session.

The Standard Course Outline Template is available at the following link: Course Outline Template.
While course outlines may differ slightly in appearance and organization, there are several
components that must be included based on common practice across LUMS. These include:

 The instructor’s office location, office hours and contact information.

 A statement of course goals and learning objectives
 An overview of the modules of the course arranged by weeks or by days. This schedule
lists due dates of major assignments, tests, examinations, and official holidays.
 An overview of course grading policy including grade scale, evaluation criteria, a list of
graded assignments and categories along with their individual weightage, and policy on
missed/late work submission.
 Reference to the university policy and procedure on academic honesty in the Student
Handbook.
 An overview of course policies such as attendance, academic integrity, class behavior
etc.

2.4. Midterm Examination

Examinations conducted during a semester are known as midterm examinations. Midterms are
considered an in-class activity for the undergraduate programme and no schedule is published
for them by the Registrar’s Office. The dates of the midterm examinations should be notified at
the start of the semester by the faculty member and included in the course outline shared with
the students.

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In certain cases it will be necessary to involve the Registrar office for setting the time and location
for the midterm exam to be conducted. This maybe required for:

 Large classes requiring multiple rooms for conduction of examinations

 Classes having multiple sections that hold a combined examination
 Midterm examinations that require a period of time larger than regular class duration
 Midterm examinations that are to be conducted at any time other than the scheduled class
time

In all of the above cases the instructor/ department forwards a request to the Registrar’s Office
well ahead of time to specify the location of the examination and the time. It is the responsibility
of the instructor/ department to notify the students of the date/ time and location for the
examination.

Faculty members have the primary responsibility for proctoring and grading examinations, and for
uploading the marks through Zambeel Grader tool. They must make a new exam with different
questions each semester. They may not use exam questions from any commercial or non-
commercial (test bank) materials. Past exams are available online on the Library’s webpage for
student’s review, so it is critically important to draft a new exam with different questions for each
exam period. Please refer to the TA Policy and the Examination Policy for operational details.

If a new faculty member is teaching a course for the first time, he or she must share with students
some exam formats so they know what to expect. This format is shared in the first week of the
semester. It describes the exam, and includes details like the instructor’s general approach, page
or word limits.

Exams have to be prepared by the faculty and TA involvement in exam preparation is strictly
prohibited. TAs are not authorized to grade the exams. TAs may only grade the objective portion
of the exams and quizzes totaling not more than 30% of the total course grade.

For graduate programmes, the detailed schedule is published by the respective school’s
programme managers covering all aspects of the evaluative components including exam weeks
and dates upon the start of every semester. There is no pre-set mid-term week for the
undergraduate programme. For graduate programs, all the class and exam details are published
in detail prior to the start of each semester.

Types of Examinations

a. Closed Book Examinations: The student is expected to complete the examination

without the help of any outside material.
b. Examinations allowing assistive materials: In certain cases, the faculty member may
allow students to bring additional material such as an A4 hand-written sheet of paper. It is
important that the faculty member clearly specify exactly what material the student can
bring to the examination, so that there is no ambiguity on the matter.
At least a month before the exam period begins, instructors must provide students with
written notice of exactly what materials can be used.
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 c. Take-Home Examinations: A take-home examination requires advanced planning on the
part of students and faculty, so it is important that a faculty member clearly states it in the
course outline. In such cases the student is allowed to consult outside resources while
completing the examination within the time stipulated.

2.5. Administering The Exam

The faculty member is required to administer the exam by him/ herself and is required to be
present during the entire examination period. Any queries related to the exam paper are to be
answered by the respective faculty members only. In case of large classes or those whose exams
are scheduled in multiple classrooms, it is necessary for the faculty member in consultation with
the department to have additional proctoring resources available to administer the examination.
For details please refer to the TA Policy and the Examination Policy.

a. Deferred Exams

All students are required to take exams as per shared schedule, however, in case of extreme
circumstances, an examination of a student maybe deferred by the office of student affairs on
receipt of an application by the student or the faculty member.

2.6. Grading Guidelines

A faculty member is expected to define an unambiguous, standardized system for conducting

quizzes, assignments & examinations so that the examination process is in line with LUMS' quality
principles. It is the responsibility of a faculty member to ensure that examinations are carried out
smoothly.

Grading Policy

At the start of the semester, the faculty member must configure the Zambeel grade book and
define the number of instruments as defined below and their respective weightages. The faculty
members formally evaluate students through appropriate instruments as specified in the course
outline and configured on the system (Zambeel). These may typically include but are not limited
to the following:

• Quizzes
• Assignments
• Projects
• Class participation
• Examinations

LUMS uses a letter grade system (A, B, C, D, F) with pluses and minuses (+, -) to designate
student performance. The plus/ minus grading scale, in terms of GPA points, is as follows:

36
 A+ 4.0
A 4.0
A- 3.7
B+ 3.3
B 3.0
B- 2.7
C+ 2.3
C 2.0
C- 1.7
D 1.0
F 0.0

The average is obtained by dividing the total number of grade points earned by the total number
of grading credits attempted.

Further information on university’s system of grading and an elaboration on the grade-point

system is available in the respective programme(s) handbooks. The faculty must familiarize
themselves with the grading section.

A+, A, A- (separate description required)

To earn the grade of “A,” students will:

 Demonstrate superior knowledge and mastery of subject matter

 Submit written work that shows a superior level of research, insight, and understanding
of the subject.
 Participate very actively and intelligently in class discussions.
 Demonstrate that, overall, their work is of superior quality.

B+, B, B-

To earn the grade of “B,” students will:

 Demonstrate a broad comprehension of subject matter.

 Submit written work that shows a high level of research, insight, and understanding of
the subject.
 Participate freely and effectively in class discussions.
 Demonstrate that, overall, their work is of high quality.

C+, C, C-

To earn the grade of “C,” students will:

 Demonstrate satisfactory comprehension of subject matter.

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  Submit written work that is acceptable and meets basic requirements.
 Remain attentive and take an acceptable role in class discussions
 Demonstrate that, overall, their work is of adequate quality.

To earn the grade of “D,” students will:

 Demonstrate a minimal or borderline comprehension of subject matter.

 Submit written work that is unsatisfactory in part.
 Participate little or not at all in class discussions.
 Demonstrate that, overall, their work is of inferior quality.

Students who earn the grade of “F,” do so because:

 They demonstrate an unacceptably low level of comprehension of subject matter.

 They submit written work that is unacceptable.
 They take little active interest in class discussions.
 They demonstrate that, overall, their work is not worthy of course credit towards the
degree.

This standard grading scale helps in maintaining the highest standard while at the same time
preserving the autonomy of the faculty in evaluating and assigning grades. The standard scale
does not take away the faculty’s ability to assign grades as they determine. How the faculty arrives
at the grade or average and weights assignments is up to the individual faculty member.

Grade confidentiality is an important part of a student’s right of privacy. All student grades are to
be treated as confidential information shared only between the individual student and his/her
faculty member. A student’s grade is not to be discussed with anyone other than the student and
must not be posted/ communicated through any mode.

The course outlines must mention if the course deviates from the standard relative grading
method.

Students’ work should be evaluated periodically throughout the semester and the feedback
communicated in a timely manner. It is expected that all grading instruments will be returned to
the students within 10 days of the due date. Grades must also be posted within these 10 days to
allow students to measure their performance in class. Furthermore, a student’s final course grade
should not depend on a single paper or exam. The final exam or paper should not count for more
than half of the final grade.

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Grading Deadlines

The faculty is required to inform the students about the weights assigned to the instruments for
grading student performance in the course outline. Any cumulative deviation of more than five
percent from the course outline is to be approved by the Department Chair and the Dean and is
to be properly communicated to all students in advance of evaluations that employ that
instrument.

The faculty is expected to create the course components on Zambeel as defined in the course
outline, within the Add/Drop period of the new semester. It is up to the faculty member to decide
whether to directly input the components’ marks on Zambeel or download an excel file from
Zambeel based on the created components. The faculty can maintain the components marks in
an excel sheet and upload it back on Zambeel so that the assessment is visible to students within
ten days of conduction of the instrument.

The absolute grading deadline for all subjects will be announced by the RO office each semester
and is generally 10 days after the completion to the last final exam. The exception to this is for
the case of graduating students whose grades deadlines will be separately announced by RO.
Final grades are due within ten days of the date of the final exam of that subject. Grade reports
for independent studies and any form of directed coursework must be turned in on LMS or
Zambeel before the absolute grading deadline. The Registrar’s Office sends an email to all faculty
announcing the approaching due date, and provides a helpful guide to grading.

It is imperative that faculty members meet the deadline for posting grades, especially if they are
teaching a class that has graduating seniors in it. All faculty members are also required to submit
signed hard copies of grade reports to the department coordinator, who will file them in the office,
and also send a copy to the Registrar’s Office.

Grade Change

It is important to note that the instructor is the final authority on all grades and, except in
extraordinary circumstances, has the responsibility for assigning or changing a course grade. A
faculty member may need to change a grade after final grades have been submitted to the
Registrar’s Office, if there has been an error in the computation, transcription, or reporting of the
grade. Good reasons for changing grades are limited to calculation errors and completion of
assignments after the submission deadline has passed. No change of grade may be made on the
basis of reevaluation of a student’s work or the completion of additional assignments.

To request a change in grade, a grade change petition needs to be completed and submitted to
the Registrar’s Office after approvals by the Department Chair and Dean. The deadline to submit
grade change petitions is 3 weeks after the absolute grading deadline for returning students, and
3 days after the absolute grading deadline for graduating students.

Incomplete Grades

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An incomplete grade may only be awarded to students enrolled in either (1) Directed course work
or (2) Senior project and thesis in case they are unable to complete the requirements for the
course within the semester time frame.

 An "I" grade maybe awarded if a student has completed 90% of the course work in the
semester and the remaining is to be completed 4-6 weeks into the next semester.
 The requirements for the course in which an I grade has been awarded must be
completed within the first six weeks of the next regular semester. This period excludes
the summer semester.
 If the grade is still pending 6 weeks into the next semester, a reminder/ warning is sent
to the department coordinator, instructor and student.
 Two weeks after the reminder/ warning is sent, an F grade is automatically assigned
for the DCW in case the requirements are not complete. Accordingly, the semester
GPA and CGPA are recomputed and a revised grades-slip is issued to the student.
 If the senior project is to be completed in two semesters, then the final grade for Sproj
1 and 2 is assigned after the completion of Sproj 2.

A detailed grading guideline and user manuals for Zambeel Gradebook and Grader (a custom
application developed for the faculty to assist in grading) are available at:
 Grading Guideline Presentation
 Grader User Manual for Deans
 Grader User Manual for Faculty
 Grade Reopening SOP

For further details, refer to the Policy on Course Grading at LUMS (Draft), and the Policy on
Grading of EMBA/ MBA.

2.7. Academic honesty and Integrity

A part of the overall LUMS mission is to inculcate a sense of honesty and academic integrity in
all our students. It needs to be frankly admitted that this presents a serious challenge; our students
often come from a milieu that does not prioritize these qualities beyond lip service. All faculty
members should be prepared to devote some thought, effort and time to these goals.

Three aspects of meeting this challenge are: 1) Monitoring 2) Informing and Reasoning 3)
Inspiring

In terms of monitoring, faculty must ensure that all evaluations (e.g., exams, quizzes) are properly
designed and implemented. Arrangements should be made for invigilation where required, along
with seating plans, multiple versions of exams etc. to discourage temptations. Students should be
warned repeatedly of the consequences of academic dishonesty. Repetitive and predictable
exams/ assignments that incentivize plagiarism/ copying and pasting/ rote learning should be
avoided. Students should be briefly reminded of the LUMS norms of honesty and integrity before

40
evaluations. Workloads should evenly divided and balanced over the semester so as to avoid
overwhelming work pressures at critical times. Students should regularly reminded of impending
deadlines and where possible, large projects should be divided into smaller components with
intermediate deadlines.

All faculty members should find the time to briefly remind students of the ethical arguments and
reasoning concerning academic honesty and integrity. Students should be made familiar with the
‘slippery slope’ argument whereby small ‘short cuts’ lead to ingrained habits and then a prevailing
culture of dishonesty. LUMS was established specifically to set a different norm to such cultures
that prevail in a number of other institutions. Students also need to be reminded that crimes
against academic honesty are not victimless. They victimize all honest students who achieve the
same grade without cheating. When the unqualified person who has benefitted from cheating
reaches the job market, all alumni become victims as the reputation of the university suffers. This
closes opportunities for all alumni as recruiters change their expectations. Another victim is the
cheater himself, who has failed to learn. In practically all cases, root causes of unfair means are
underlying weaknesses in basic skills such as language, programming and mathematics. Faculty
should make an effort to identify students with weaknesses earlier by grading efficiently and in a
timely manner and encourage weak students to take corrective measures.

In terms of inspiration, LUMS must always have the ultimate goal of producing ethical leaders
who act from internal conviction rather than fear of monitoring or external incentives. Honesty and
integrity are a part of an upright and dignified human existence. In particular integrity (the opposite
of which is expediency – rather than dishonesty) needs to be emphasized. Too many students
take pride in giving faculty the ‘answer that they want to hear’ in essays, or its equivalent in other
disciplines. The University should be the place where students learn to correct their errors in
thinking and weak argumentation but not confuse these with honest differences in opinion and
conviction. Students should also learn the difference between fulfilling procedural requirements
and stepping stones (like deadlines) and producing flawed or shoddy work. In some cases,
plagiarism is the outcome of a good student not having the integrity to put in the effort to produce
first-rate original work.

All these matters are a part of the learning and teaching profession and faculty must be prepared
to mention and work on these on the context of their particular disciplines.

2.8. Agenda for the first session

The faculty is required to review the course outline, grading scheme, schedule of activities and
expectations and the academic calendar with the class. The faculty must make sure that these
subjects are clearly elaborated and completely understood by the students since this is viewed
as a contract between the students and the faculty for the entire semester. The following dates
are to be clearly stated:

• Dates for the graded work submission along with the timeline
• Date of last class session

Students may not withdraw from the course any later than the date announced.
41
The faculty must also discuss all the course requirements and plans for the evaluation of students.
These include the following:

• Whether there will be a final exam or final project (In case of an exam, its format and
length must be clearly mentioned)
• Whether the final exam will be closed or open book (We strongly discourage limited open
book exams where only certain materials are allowed because they are difficult to
monitor.)
• The attendance policy
• The incorporation of class participation in the final grade
• The feedback that the instructor will provide on exams and papers
• Any other projects that will be included in the final grade

This information should be repeated during the second week of classes for the benefit of enrolled
students who may have missed the first meeting.

2.9. Add/ Drop Period

The first week of classes is the “Add/Drop Period” during which students may add any course that
they wish to take during the current semester. The student may also drop a course in this period.
Following the completion of this period, no courses may be added to the schedule of the student.

The first week of classes is a normal instruction period during which students are expected to
attend all classes. After students have enrolled in a course, they are required to attend classes
until they drop the course or withdraw from it. The onus for making up the material covered in any
class by a student who has not attended the class is on the student alone. Skipping classes in
the Add/ Drop period does not constitute a course drop or withdrawal. The attendance and grading
policy during the Add/ Drop period is clearly given in the course outline for each course and in the
respective progamme handbook. It is the faculty member’s discretion whether to count or discount
attendance and CP of sessions conducted during the Add/ Drop period.

2.10. Drop Period

During a regular (Fall/ Spring) semester, a student may drop a course without it being recorded
on their transcript during the first five weeks of the semester. This period is referred to as the drop
period. Upon completion of the drop period and prior to start of the eighth week of the semester,
a student may withdraw from a course following the required procedure as communicated by RO.
A non-credit mark of “W” is given for withdrawals during this period. After the seventh week of the
semester, the student may petition to withdraw from the course to the Office of Student Affairs. If
a student unofficially withdraws from a course, a grade of “F” is awarded.

The university’s academic calendar lists various deadlines for students to add/ drop/ withdraw
from courses. Programme handbooks provide additional details.
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2.11. Last day of classes

On the last day of class, the faculty reminds students of all the information regarding exams that
was presented in the first class. There can be no material change from the first week’s
instructions. Students are reminded of the exam format, the length of the exam and what
materials, if any, may be used during the examination. Where appropriate, the faculty should
announce whether calculators might be used.

Faculty members also re-affirm project paper deadlines. They describe the feedback procedure
they intend to follow for the class, and set aside time for the course evaluation.

2.12. Reading and Review Week

The academic calendar provides for a reading and review week in the penultimate week of the
semester. This period is intended to allow students sufficient time to prepare for final
examinations, and is reserved for optional review sessions. During this week, no new course
material is taught; and no graded quizzes or assignments of any kind are scheduled.

2.13. Final Examination

If held, the final exams must follow the official final exam schedule published by the Registrar’s
Office to avoid conflicts with other courses. The one-week period for final examinations at the
close of the Fall and Spring Semester is published in the academic calendar. Changes to a
scheduled final exam may not be made without prior approval of the Registrar’s Office. This
usually requires that every member of the class freely agree to the change.

The time slots for final exams are available upon the start of the first enrollment phase and are
available on the LUMS portal under Registrar’s Office. The exact schedule with venues is
published closer to the final exams. Faculty members have primary responsibility for proctoring
and grading examinations, and for running the marks through the Grader. Students should have
an opportunity to review their performance on final exams and/or projects.

Seminar and Research Papers’ Due Dates/ Extensions:

Final papers in seminars and other courses are due on the date announced in the academic
calendar unless the faculty sets an earlier due date. Individual extensions for up to the maximum
allowable days as listed on the Office of the Registrar’s website may be granted by the faculty,
provided the student submits an Individual Extension Form to the Office of the Registrar.

2.14. Student Course & Instructor Evaluation

Course/faculty evaluations are designed to strengthen teaching quality provided by university

faculty. The evaluations are administered for each course every semester and are an important
assessment tool used by the department chairs, academic deans, and center directors when
considering the renewal of teaching contracts.
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The evaluations are conducted online through Zambeel, during the last two weeks of semester.
The results are then compiled by Office of the Registrar. The faculty members can access the
evaluations in Zambeel in the Self Service tab, once they finalize their grades and they are posted
by RO as per university process. The evaluation summaries and student comments are visible to
them.

2.15. Course Files

Maintaining a complete record of a course taught in a semester in the form of a Course File is
mandatory for all faculty members. A Course File should have a complete record of every activity
that happens during the course. It is mandatory for faculty members to ensure that their course
file contains a title page, change and distribution record, custodianship, content list, course outline
(containing course description, learning outcomes, grading components and breakup), Copy of
all homework assignments, quizzes, midterm examinations, any other grading instruments and
final examination, Instructor course review report, assessment material, teaching material and
student feedback.

Soft copies of all course evaluative components used in the semester must be submitted to the
respective school’s academic managers along with the faculty course review report upon closure
of the semester. The data is to be uploaded over LMS for future record and reference.

The Course File Policy provides further details.

2.16. Non-academic issues

a) Concerns about Student’s Well Being

As a member of the LUMS faculty, an instruction may be the first to notice when a student is in
distress, whether reflected in repeated absences from class, missed deadlines, a noticeable
change in hygiene or physical health, or comments or behavior suggesting the student is
depressed, overwhelmed, or otherwise at risk. Because the faculty member holds a position of
trust and authority, students who are having difficulties may be willing to seek help from the
student counselor. The faculty member should use their judgement to bring such matters to the
attention of the student counselor.

b) Auditing Courses

At LUMS, enrolled degree students may audit additional classes, with the permission of the faculty
and respective School’s Academic Department. Faculty should withhold permission to audit when
the classroom is full or where the presence of auditors would be detrimental to the classroom
experience of enrolled students. Auditors receive no transcript notation of their attendance in
class; their attendance is simply for their own interest and education. From time to time, faculty
members may get requests from co-workers or colleagues who would like to sit in on their course.
While an occasional guest in the class is acceptable, those who attend a class regularly must be
enrolled (on a seat-available basis) and pay the usual per-credit fee.

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c) Disability Services

Some students at LUMS may have disabilities including physical disabilities, learning disabilities,
attention disorders, chronic health conditions and psychological disabilities. Such students who
present appropriate documentation to the Office of Student’s Affairs are accommodated on a
case-to-case basis. The most commonly approved accommodations are extended time on
exams, classroom furniture accommodations, assistive technology, use of a note-taking service,
and audio-recorded lectures. In most cases, the faculty is not notified if a student with a disability
is enrolled in his/ her course. This is done to protect the student’s confidentiality. In instances
where it is necessary to inform a faculty member, the student will be consulted first and the
minimum amount of information will be disclosed to identify an appropriate accommodation.

d) Substitute Faculty to Teach

On occasion, when a compelling reason necessitates the instructor’s absence from the class,
substitute faculty may be asked to teach a class with the approval of the respective Dean of the
School. Such arrangements should be rare and, in every case, should be brought to the attention
of the Schools’ Academic Head as far in advance of the class as possible.

e) Use of Outside Guest Speakers

Although carefully chosen outside speakers maybe useful tools in teaching classes, the deans
request that instructors not make excessive use of such speakers. The students think most highly
of a faculty member who develops an intellectual relationship with them.

3. Teaching Resources

3.1 Learning Management System

LUMS provides students and faculty with Sakai Learning Management System (“LMS”), a secure
online environment developed by universities for online teaching and learning, course
management, and collaborative learning.

Some of the key features of the LMS include:

 Course related information: syllabus, course calendar and sharing contact information;

 Teaching and learning features: course management and learning tools allow instructors
to build and plan lessons, create and grade assignments, develop and offer tests and
other assessments, and share files via a drop box;

 Learning resources: documents, presentations, web sites and video links;

 Communication and collaboration: email, announcements, discussion forums, live chat,

polls, blogging, group projects, and scheduling advising appointments;

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  Evaluation: assignments, tests, online and offline quizzes, surveys, grade books, end-of-
term course evaluations, and plagiarism detection.

Before the semester commences, IST creates sites in the LMS for each course offered in the
semester, and enrolls students in their respective course sites.

Typically, instructors use the LMS to share course materials, class schedules, as well as
communicate deadlines and announcements. They also give assignments and assessments
(both online and offline), and post results in the LMS gradebook.

Mandatory Use of the LMS:

As per LUMS policy, instructors must populate their course sites with at least the following:

1. Course outline
2. Syllabus
3. Teaching / reading material

The LMS can be accessed at https://lms.lums.edu.pk

3.2. Zambeel

Zambeel is another online resource to access information about class schedules, course
enrollments, and, later on in the semester, submit quiz, assignment, mid-term and final grades.
From Zambeel, the faculty can also access their student advisee information and their academic
records (See Student Advising).
Instructors are required to create the course components on Zambeel as defined in the course
outline, within the Add/ Drop period of the new semester. It is the discretion of an instructor to
directly input the components’ marks on Zambeel or download an excel file from Zambeel based
on the created components.

3.3. Portal

The LUMS Portal is the definitive source of information for LUMS-wide academic
policies and procedures, and various forms for students and Faculty, of which Faculty
must be aware and be guided by in their work. It contains LUMS-wide policies, such
as course outlines, Student Handbooks, and documents such as the directed
coursework/senior project registration form, grade change request form etc.

3.4. Photocopying and Printing

The photocopying & printing services are available at the super store and can be reached at
extensions 2519 and 2520.
3.5. Library

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The Gad and Birgit Rausing Library offers many key resources and services for faculty, who may
access it for course materials, reference materials & assistance. Faculty members have full library
privileges during the semester they teach. Library hours are 8:30 a.m. – 2 a.m., Monday through
Friday, and 10 a.m.-10 p.m. on Saturday and Sunday. The Library offers regular training sessions
and workshops for using electronic resources, and is always ready to assist. Please refer to the
section on the library.

4. Student Advising
Faculty advisors play a critical role in students’ academic and non-academic careers at LUMS by
helping them make thoughtful decisions based on a full understanding of the diverse options
available to them. Each school has its own academic advising unit, supervised by the Dean, who
is responsible for assigning faculty advisors to all students within their respective school. The
academic advising unit assigns advisors for first-year students and any other students without a
declared major. After a student declares a major, he or she is assigned a faculty advisor from
their major department. This reassigning is usually handled at the departmental level.

Faculty members can view the list of their advisees by using Zambeel self-service. In the event
of incompatibility, either the faculty member or the student may request a change. Providing
accurate information to students is an important part of the advising process. Every faculty advisor
is expected to be familiar with the academic policies and procedures of LUMS as given in the
Student Handbook. Faculty advisors should also be familiar with the resources available to them
should they require assistance with interpretation of academic policies and procedures or with
creating an academic plan for their advisees, etc.
Faculty advisors are required to meet with their advisees at least once each semester to review
the progress toward completing the proposed academic program and to discuss grades and other
performance indicators. Any report of unsatisfactory work should be closely followed and special
attention should be paid to students who are placed on academic probation. If needed, faculty
members may refer their advisees to other institutional resources when academic, attitudinal, or
other personal problems require intervention by other professionals e.g., Student Advising Unit,
Office of Student Affairs, Department Program Coordinators, Student Counselor, etc.

4.1 Academic Advisement in Zambeel

Academic Advisement is an application available within Zambeel that tracks the requirements and
policies that a student must satisfy in order to graduate. Faculty advisors can also track their
advisees’ degree progress by viewing a comprehensive report of their course history and their
outstanding requirements.

Using the Academic Advisement tool, a faculty member can generate simulated advisement
reports for their advisees based on various what-if situations. These reports compare a student’s
transcript against multiple careers, programs, plans and sub-plans.

5. Service to the University

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Faculty members are expected to participate in the University Standing Committees that serve as
the decision-making platforms of the University, and to share the necessary administrative work
of their Departments, Faculties, and the University. Each year at the start of the Fall semester
composition of the university standing committees is announced by the Office of the Vice
Chancellor based on the recommendations received from the Faculty Council. During the
academic year, the conveners of the respective standing committees hold meetings as required
at which the attendance of all members of the committee is expected. In addition to the University
Standing committees Departments and Schools may constitute other committees to facilitate their
operations. All faculty members are expected to fully participate in all committees that they are
members of and to undertake any tasks assigned to them by the committee in a timely manner.

Service to the University embraces service to the larger academic community, which is performed
through reviewing academic publications, and sitting on editorial boards, granting councils, and
other learned associations (besides other duties). At the end of the academic year, each
Department Chair/ Dean carries out an assessment of service to the university by the faculty
member as a part of the annual faculty performance review.

6. Research
Faculty members are expected to dedicate a reasonable amount of their time to original research
and innovative or reflective scholarly or creative work consistent with their academic stream. They
must make the results of such work available to the scholars and public through publications,
lectures, and other appropriate means. Research is an integral part of academic activity and
contributes in enriching the scholarly content of the teaching material.

Faculty members are expected to dedicate a reasonable amount of their time and efforts to
original research and innovative or reflective scholarly work consistent with their academic
stream. Ordinarily, a faculty member devotes 40% of their time to teaching, 40% to research and
20% to service. The final distribution can vary based on his/ her commitments as long as the
Chair/ Dean is consulted about the changes. Faculty members are also allowed a maximum of
52 days per year for consulting activities.

There are two types of funding opportunities available to the LUMS faculty: one from the internal
funding sources of the university, and the second from external sources. The Office of Sponsored
Programmes and Research (OSPR) provides comprehensive support to the faculty, from the
inception and submission of the research proposal for funding to the closure of the research
project. OSPR also provides support in applying for Intellectual Property Rights (IPR) and
copyrights for all scholarly and creative work.

The authority to approve a proposal, memorandum of understanding, contract, agreement or any

other similar instrument rests with the Vice Chancellor. Faculty members are not allowed to enter
into such arrangements on behalf of LUMS directly.

While conducting research, the faculty must maintain high standards of integrity. It is also
important to follow the contractual obligations towards the funding agency when publishing
research outcomes. Faculty members are required to identify themselves as members of LUMS
and also acknowledge the support of the relevant sponsoring bodies such as LUMS if internal
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funding (FTG, Startup Grant, etc.) was obtained, and other bodies if an external grant was
awarded. In all publications, especially consultancy reports, the authors must explicitly
communicate in writing that the views expressed are their own, and the advice provided draws on
their personal expertise, and not the university’s.

Carrying out research related activities at LUMS requires the use of general physical and
administrative facilities of LUMS for which the university needs to be compensated. LUMS
charges a financial overhead (indirect cost) from the externally funded programmes at the rate of
30/130 of the total project cost, unless otherwise restricted by the sponsor. In case of consultancy
projects, overhead is calculated at the rate of 30/130 of the total consultant(s) fee.
Research at LUMS is managed through policies stated in the “Research Handbook”. Faculty
members are encouraged to visit the OSPR page on LUMS portal (http://portal.lums.edu.pk/osp)
for further details.

C. Faculty – Staff Relations

Underpinning the University’s academic functions and branches is an array of departments
dealing with administration and maintenance that employ a tireless group of individuals. These
staff members maintain and develop the library and laboratories, schedule classes and keep
academic records, provide meals, regulate safety and security, and keep the campus
immaculately clean and attractive. Their considerable efforts allow the university to function in the
efficient, frictionless manner it is known for.
The staff members seldom have a say in designing the policies and procedures they implement.
Despite this, they proactively predict and resolve problems that the faculty might face. Faculty
members must treat them with the same respect and appreciation they extend to their peers, and
resist burdening them with unreasonable or inappropriate requests. Faculty must not
indiscriminately treat all members of the staff as their personal assistants, nor ask them to perform
duties that do not fall within their job descriptions. Staff members may feel uncomfortable refusing
extraneous tasks assigned by the faculty because of the inherent imbalance of power in their
positions. The faculty must therefore take care not to exploit their perceived position of authority,
and to treat staff fairly at all times.

D. Discrimination and Sexual Harassment

The complete policy is available on portal: LUMS Sexual Harassment Policy

Policy Statement
(1) Sexual harassment is prohibited at LUMS and constitutes a punishable offence under the
LUMS Sexual Harassment Policy (the “Policy”) and applicable law. The Protection Against
Harassment of Women at the Workplace Act, 2010 (the “2010 Act”).

49
2) Sexual harassment is demeaning to human dignity and is unacceptable in a healthy work and
academic environment, specifically one in which scholarly pursuit may flourish. LUMS will not
tolerate sexual harassment of any member of the LUMS Community, as defined in Clause 5, and
will strive through education and deterrence to create an environment free from such behaviour
on its premises.
(3) LUMS affirms the right of every member of the LUMS Community to live, study, and work in
an environment that is free from sexual harassment. Behaviour constituting sexual harassment
as defined in the Policy and the 2010 Act is incompatible with all recognized standards of
professional ethics and with behaviour appropriate to an institution of higher learning.
(4) All persons entrusted with authority by LUMS have a particular obligation to ensure that there
is no misuse of that authority in any action or relationship.
(5) LUMS recognizes its legal and moral responsibility to protect all of its members from sexual
harassment and to take action if such harassment does occur. To these ends, LUMS has
developed a Policy on, and procedures for, dealing with complaints of sexual harassment,
including a range of disciplinary measures up to and including dismissal. LUMS has also
established an educational program to prevent incidents of sexual harassment.
(6) LUMS prohibits reprisals or threats of reprisal against any member of the LUMS Community
who avails of this Policy or participates in proceedings held under its ambit. Any individual or body
found to be making such reprisals or threats will be subject to disciplinary action.
(7) The intention of this Policy and its procedures is to prevent sexual harassment from taking
place, and, where necessary, to act upon complaints of sexual harassment promptly, fairly,
judiciously, and with due regard to confidentiality for all parties concerned
(8) All administrators, deans, managers, department chairs, directors of schools or programs, and
others in supervisory or leadership positions have an obligation to be familiar with, and to uphold,
this Policy and its procedures, along with informing members of their staff about its existence and
applicability.
(9) This Policy is adopted, among others, pursuant to the provisions of the 2010 Act. The
Annexures to the Policy are an integral part of the Policy. (10) This Policy shall come into effect
on November 1, 2014.
(11) This Policy shall supersede all other terms, conditions, agreements and arrangements at
LUMS with respect to sexual harassment.
(12) References to Clauses are, unless the context otherwise requires, references to Clauses in
or to this Policy.

Definitions
Unless the context otherwise requires, capitalized terms used in this Policy shall have the
respective meanings given to them below:
“2010 Act” - The Protection Against Harassment of Women at the Workplace Act, 2010.
“Code of Conduct” – The meaning ascribed in Clause 4 (2).

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“Competent Authority” – The VC or his designated representative.
“Inquiry Committee” – The meaning ascribed in Clause 7. “
LUMS” - Lahore University of Management Sciences.
“LUMS Community” – The meaning ascribed in Clause 5.
“Minor and Major Penalties” - The meaning ascribed in Clause 11.
“Ombudsman” – The Ombudsman appointed under the 2010 Act.
“Policy” – The LUMS Sexual Harassment Policy.
“VC” – The Vice Chancellor of LUMS

Understanding Sexual Harassment

(1) Sexual harassment is a reality which can occur in classrooms, offices, research laboratories,
and t h e LUMS environment in general. Sexual harassment can range from visual signals or
gestures, to verbal abuse, to physical contact along with hand or sign language to denote sexual
activity, including persistent and unwelcome flirting. All the actions categorized as sexual
harassment, when carried out physically or verbally, would also be considered as sexual
harassment when carried out using electronic media, such as computers, mobile telephones,
internet, and e-mails.
(2) Sexual harassment generally takes place when there is a difference in power or authority
among the persons involved (Student/Teacher, Employee/Supervisor, Junior Teacher/Senior
Teacher, Research Supervisee/Supervisor, Teacher/Research Assistant, and Teacher/ Teaching
Assistant).. Its key elements are that the behaviour is uninvited, unwanted, and unwelcome.
Notwithstanding the above, sexual harassment may also occur within a peer group (between
Teachers of the same seniority level, Student/Student) and is deemed to have occurred if the key
elements exist.
(3) LUMS employees and students must be aware of the need for freedom of inquiry and
openness of discussion in its educational and research programs, where they must also strive to
create and maintain an atmosphere of intellectual decorum and mutual tolerance, in which these
essential features of academic life can thrive. LUMS cannot and will not guarantee that every idea
expressed in its classrooms or laboratories will be inoffensive to all; pursued seriously, education
and scholarship necessarily entail raising questions about received opinions and conventional
interpretations. LUMS does guarantee, however, that credible accusations, such as those
accusations coupled with either tangible evidence, witnesses, footage, of inappropriate sexual
remarks or actions will be investigated promptly, thoroughly, and fairly.
(4) Once a person in a position of authority at LUMS has knowledge, or should have had
knowledge, of conduct constituting sexual harassment, LUMS is exposed to liability. Therefore,
any administrator, supervisor, manager or faculty member who is aware of sexual harassment
and condones it, by action, would be held responsible for negligence towards maintaining a
campus free from sexual harassment.
(5) Sexual harassment is ordinarily offensive sexual behaviour by persons in authority towards
those who can be benefited or injured in an official capacity. Therefore, it is primarily an issue of
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abuse of power. Sexual harassment is a breach of a relationship of authority and trust. It is
unprofessional conduct and undermines the integrity of the relationship. Sexual harassment is
coercive behaviour, whether implied or actual. In effect, it is unwanted attention and intimacy in a
nonreciprocal relationship. Sexual harassment is a violation of professional ethics and is also
against the law.
In General:
Harassment Defined
(1) Harassment is defined by Section 2(h) of the 2010 Act as any unwelcome sexual advance,
request for sexual favours or other verbal or written communication or physical conduct of a sexual
nature, or sexually demeaning attitudes, causing interference with work performance or creating
an intimidating, hostile or offensive work environment, or the attempt to punish the complainant
for refusal to comply to such a request or is made a condition for employment, admission and
engagement.
(2) LUMS adopts the Code of Conduct, pursuant to Section 11 of the 2010 Act, as Annexure I.
(3) To facilitate the understanding of sexual harassment as per Clause 4 and this Policy, the
following are offered as examples:
(a) Asking female students to meet supervisors/authorities in-charge out of the institution’s
premises with the promise of improvement in grades.
(b) Financial and sexual gratification from graduate students (PhD, M-Phil, Masters) by their
supervisors.
(c) Intimidation of faculty/staff by students/colleagues in order to tarnish the reputation (character
assassination) of faculty/staff.
(d) Harassment by senior students of junior students, or minority students.
(e) Unwelcome sexual advances – whether they involve physical touching or not.
(f) Asking female students to visit personal offices of their supervisors/authorities incharge after
office hours to discuss their grades and assignments.
(g) Sexual epithets, jokes, written or oral references to sexual conduct, or gossip regarding one’s
sex life.
(h) Comments on an individual’s body, comments about an individual’s sexual activity,
deficiencies, or prowess; displaying sexually suggestive objects, pictures, or cartoons.
(i) Unwelcome staring, whistling, brushing against the body, sexual gestures, or suggestive or
insulting comments.
(j) Inquiries into one’s sexual experiences.
(k) Discussion of one’s sexual activities (even if males are discussing this, it is done deliberately
in front of female students or colleagues).
(l) Using derogatory and abusive language that refers to others’ mother’s or sister’s or daughter’s
bodies.
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(m) Acts of sexual connotation relating to the same as a common usage in conversation.
(n) Male head of department deliberately touching or hitting the body of female employee with a
stationery item.
(o) Male teacher referring to female bodies and reproductive cycles to embarrass female students
during class lectures.
(p) Ogling at female student’s bodies.
(q) Needy female students given financial support by faculty member in exchange for sexual
favours.
(r) Teacher telling vulgar jokes with sexual innuendos during classes.
(s) Supervisors/teachers spending long hours locked away in office with a young female colleague
or student.
(t) A male student making vulgar comments about a female student on social media or verbally
relating vulgar material about her to his fellow students.
(u) Students sending written notes and emails with requests for intimacy in exchange for grades.
(v) Character assassination of female teachers to gain political, academic, or financial gains
(w) Female student initiating intimacy for benefits of grades, employment or finances.
(x) Using vulgar language to address females (student, faculty and other employees).
(y) To touch one’s intimate parts in the presence of females without any reason.
(z) Transferring a younger member of the faculty to another department against her will by the
authorities as a punitive measure for not complying with undue requests for sexual favours.
(aa) Threatening female students by using forged/fake documents and pictures to blackmail them
into compliance. (bb) Anonymous letters/pamphlets/e-mails leading to defamation or character
assassination of employees/teachers/students.
LUMS Community and Complaints Against the LUMS Community
(1) For the purpose of this Policy, members of the LUMS Community are defined as:
(a) The Board of Governors, all administrative, research, teaching and non-teaching employees
of LUMS, as well as students (including interns).
(b) Someone working at LUMS through a service provider that has a contract or arrangement with
LUMS.
(c) Stakeholders such as students/employees seeking to join the LUMS Community.
(2) A complaint of sexual harassment can be filed against any member of the LUMS Community.
(3) The complainant can be anyone who is aggrieved by the conduct of any member of the LUMS
Community when harassment takes place on the LUMS premises or in the context of LUMS-
related activities on any other premise.

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(4) If sexual harassment is proved against someone who is working at LUMS through a service
provider that has a contract with LUMS, LUMS can, if the behaviour warrants it, prevent the
accused from working at LUMS. However, LUMS does not have authority over the individual’s
work agreement with the relevant service provider.
(5) LUMS will inform all external agencies/service providers who do business on the
LUMS campus of the existence of this Policy and LUMS shall also obtain undertakings from them
that they shall ensure the implementation of this Policy within their organisations while providing
services to LUMS.
(6) Students engaged in LUMS-sanctioned academic activities on premises off-campus (including
placement, internship, practicum, and research) will have access to the provisions of the policies
of the hiring or supervisory agencies, where such policies exist. Students at off- campus
placements may seek advice from the Inquiry Committee.
Assurance of Fair Treatment
1) It is mandatory to treat all complaints and identity of complainants as highly confidential
throughout the process.
(2) The complainant, the accused, and any other parties to proceedings under this Policy are to
be treated fairly. This may involve the making of special arrangements, two (2) examples of which
are described below.
(a) Where the complainant at the time of making a complaint is e ither a student or instructor of
the accused, LUMS may, in appropriate circumstances, after the accused has been informed that
a complaint has been made, and after receiving recommendations from the Inquiry Committee,
make arrangements with the appropriate administrator for certain work and examinations of the
student to be supervised and evaluated by a neutral person.
(b) Where the complainant is a staff member whose performance is normally evaluated by the
accused, the complainant is to receive fair employment treatment and protection from adverse
employment-related consequences during the procedures of the trial. To that end, LUMS may,
after the accused has been informed that a complaint has been made, and in consultation with
the complainant, have the complainant's performance assessed by another administrator and
where practicable temporarily reassign the complainant/accused until the complaint is resolved;
or delay the complainant's performance appraisal and/or awarding of merit pay until the complaint
is resolved, in which case subsequent payment for merit shall be retroactive to the date it would
normally have been received, and mark-up shall be paid on the amount owed. These assurances
shall also be offered to witnesses in a case.
(3) Should any special arrangement of the type described in Clause 6(2) above be required, the
Inquiry Committee shall, after the accused has been informed that complaint has been made,
make the request for the special arrangement of the appropriate LUMS administrator, and shall
provide the administrator with any details of the complaint necessary to enable the administrator
to decide what special arrangements are appropriate. The administrator shall treat in confidence
all information provided by the Inquiry Committee.
The Inquiry Committee
(1) The Inquiry Committee shall comprise as follows:
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(a) LUMS, acting through its Vice Chancellor (the “VC”), has constituted a standing Inquiry
Committee to look into complaints of sexual harassment. The Inquiry Committee shall consist of
three (3) members of whom at least one (1) member shall be a woman. One (1) member shall be
from senior management of LUMS and one (1) shall be a senior representative of the
employees/students or a senior employee/student of LUMS. The VC shall also designate the
Chair of the Inquiry Committee from those appointed.
(b) Members will be appointed to the Inquiry Committee for staggered terms to provide for
continuity of experience. These will be two (2) year terms. Shorter terms may be required
occasionally to fill vacancies. No member shall serve for more than two (2) consecutive terms.
Former members will be eligible for re appointment after a gap of two (2) years since the last
appointment.
(c) The VC may consider reappointing at least one (1) member of the Inquiry Committee for two
(2) consecutive terms for institutional continuity.
(d) In case a complaint is made against one (1) of the members of the Inquiry Committee that
member should be replaced by another for that particular case. Such member may be from within
or outside LUMS. The VC may also alter the composition of the Inquiry Committee on a case by
case basis to address the valid objections of any of the parties involved in the inquiry.
(e) The VC may co-opt a person from outside of LUMS if there is ever a lack of suitable individuals
within LUMS and if this person meets the criteria of an Inquiry Committee member. (2) The duties
of the Chair of the Inquiry Committee include, but are not limited to, maintaining order during
hearings, answering procedural questions, granting or denying adjournments, arranging for a
permanent audio recording of the proceedings, which shall constitute the official record of those
proceedings, and reporting decisions and recommendations of the Inquiry Committee to the
Competent Authority. All these duties shall be undertaken in consultation with the other members
of the Inquiry Committee. (3) Members of the Inquiry Committee will attend training by
professionals in the field to learn about the particular sensitivities that surround issues of sexual
harassment, the procedures that effect fair resolutions, gender equality, trauma management,
and the penalties and sanctions appropriate to the various breaches of this Policy or violations of
the law and deterrents to further such breaches or violations. This training will not deal with
specific cases currently before the Inquiry Committee and is in no way meant to fetter the
independence of any Inquiry Committee member to decide any case on the basis of the evidence
presented in that case and according to his or her understanding and conscience.
(2) The duties of the Chair of the Inquiry Committee include, but are not limited to, maintaining
order during hearings, answering procedural questions, granting or denying adjournments,
arranging for a permanent audio recording of the proceedings, which shall constitute the official
record of those proceedings, and reporting decisions and recommendations of the Inquiry
Committee to the Competent Authority. All these duties shall be undertaken in consultation with
the other members of the Inquiry Committee.
(3) Members of the Inquiry Committee will attend training by professionals in the field to learn
about the particular sensitivities that surround issues of sexual harassment, the procedures that
effect fair resolutions, gender equality, trauma management, and the penalties and sanctions
appropriate to the various breaches of this Policy or violations of the law and deterrents to further
such breaches or violations. This training will not deal with specific cases currently before the

55
Inquiry Committee and is in no way meant to fetter the independence of any Inquiry Committee
member to decide any case on the basis of the evidence presented in that case and according to
his or her understanding and conscience.
Powers of the Inquiry Committee
(1) The Inquiry Committee shall have the power: (a) to summon and enforce attendance of any
person and examine him on oath; (b) to require the discovery and production of any document;
(c) to receive evidence on affidavits; and (d) to record evidence.
(2) The Inquiry Committee shall have the power to inquire into the matters of harassment under
this Policy, to get the complainant or the accused medically examined by an authorized doctor, if
necessary, and may recommend appropriate penalty against the accused within the meaning of
Clause 11.
(3) The Inquiry Committee may recommend for appropriate action against the complainant if
allegations levelled against the accused are found to be false and made with mala fide intentions.
Explanation: Allegations of sexual harassment made out of malice or intent to hurt the reputation
of the person against whom the complaint is filed are considered complaints made with mala fide
intentions. Making a mala fide allegation of sexual harassment knowing it to be false, whether in
a formal or informal context, constitutes a serious violation of this Policy However, a case that is
not proved cannot be taken as a false claim or as an illustration of mala fide intention.
(4) The Inquiry Committee may, if deems fit, issue interim no-contact or other orders between the
complainant and the alleged accused. LUMS can also decide to send the accused on leave, or
suspend the accused in accordance with the applicable procedures for dealing with the cases of
misconduct, if required. (5) Decisions of the Competent Authority on the recommendations of the
Inquiry Committee shall be binding and cannot be appealed within LUMS. They can be appealed
before the Ombudsman.
Procedure for Holding Inquiry
(1) The Inquiry Committee, within three (3) days of receipt of a written complaint, shall: (a)
communicate to the accused the charges and statement of allegations levelled against him, the
formal written receipt of which will be given;
(b) require the accused within seven (7) days from the day the charge is communicated to him to
submit a written defence and on his failure to do so without reasonable cause, the Inquiry
Committee shall proceed ex parte; and
(c) enquire into the charge and may examine such oral or documentary evidence in support of
the charge or in defence of the accused as the Committee may consider necessary and each
party shall be entitled to cross-examine the witnesses against him.
(2) The Inquiry Committee will hear statements from the complainant(s) and accused, and the
witnesses (as required) and examine any other documents and/or evidence as presented by the
relevant parties.
(3) The Inquiry Committee has discretion to limit testimony and questioning of witnesses to those
matters it considers relevant to the disposition of the case. The Chair of the Inquiry Committee
also has the power to compel a witness to attend, and the complainant(s) and/or accused may
request the Chair’s aid in this regard.
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(4) The Inquiry Committee has the right to acquire any relevant piece of evidence to further their
understanding of the case and the relevant parties, witnesses, and administration are required to
provide them with this documentation and/or evidence to facilitate the investigation.
(5) Following the hearing, the members of the Inquiry Committee shall deliberate in light of the
guidelines mentioned in Annexure III hereto. The presence or absence of evidence cannot always
be the sole criteria on which a judgment can be made, provided that the failure to provide evidence
is justified in certain circumstances. The credibility of statements and context must be kept in mind
during the deliberations. The Inquiry Committee members will reach a decision unanimously or
by a majority after the deliberations. Where the complaint is found to be valid, the Inquiry
Committee will recommend an appropriate penalty as prescribed by the Policy.
(6) The following provisions shall be followed by the Inquiry Committee in relation to inquiry:
(a) The statements and other evidence acquired in the inquiry process shall be considered as
confidential;
(b) An officer in an organization, if considered necessary, may be nominated to provide advice
and assistance to each party;
(c) Both parties, the complainant and the accused, shall have the right to be represented or
accompanied by a representative, a friend or a colleague;
(d) Adverse action shall not be taken against the complainant or the witnesses;
(e) The Inquiry Committee shall ensure that LUMS or the accused shall in no case create any
hostile environment for the complainant so as to pressurize her from freely pursuing her
complaint; and
(f) The Inquiry Committee shall give its findings in writing by recording reasons thereof.
(7) The Inquiry Committee shall submit its findings, recommendations, and final decisions to the
Competent Authority within thirty (30) days of the initiation of inquiry. This written report shall
record the reasons for the decision, including any note of dissent. If the Inquiry Committee finds
the accused to be guilty it shall recommend to the Competent Authority for imposing one (1) or
more of the penalties provided in Clause 11.
(8) Appeals against Minor and Major Penalties shall be conducted as per Clause 11 of the Policy.
(9) The Competent Authority shall impose the penalty recommended by the Inquiry Committee
under Clause 11 within one (1) week of the receipt of the recommendations of the Inquiry
Committee.
(10) The Inquiry Committee shall meet on regular basis and monitor the situation regularly until
they are satisfied that their recommendations subject to decision, if any, of the Competent
Authority and Ombudsman, appointed under the 2010 Act, have been implemented.
(11) In case the complainant is in trauma LUMS will arrange for psycho-social counselling or
medical treatment and for additional medical leave.
(12) LUMS may also offer compensation to the complainant in case of loss of salary or other
damages.

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(13) Where any procedural matter is not provided in this Policy, the Inquiry Committee may, after
hearing submissions from the parties, and guided by the principles of fairness, and by the letter
and spirit of the 2010 Act, establish any appropriate procedure.
(14) Objective documentation of the proceeding of the Inquiry Committee should be maintained
by audio/video recording, and high confidentiality of the records and other such material shall be
upheld at all times.
(15) All parties will bear their own costs related to the proceedings. The Inquiry Committee will
not order or recommend the payment of costs, including any legal costs, of the proceedings to
any party.
(16) Closed hearings shall take place as a rule.
(17) LUMS shall prohibit reprisals or threats of reprisal against any member of the LUMS
Community who formally or informally avails of this Policy as there is a possibility of further
victimization or hindrance in the launching of complaints. LUMS prohibits threats or actions
against anyone who participates in proceedings held under its ambit.
(18) Retaliation or any other action against the complainant is to be taken seriously under the
provisions of this Policy. All allegations of retaliation would be investigated formally under the
purview of this Policy, and if substantiated, would result in appropriate disciplinary action.
(19) The complainant may also request informal proceedings provided in Annexure I and II to this
Policy.
Other Guidelines
(1) All persons who allege sexual harassment under the provisions of this Policy and the 2010
Act must be advised to contact the Inquiry Committee. This provision will ensure that all such
complainants will have access to a common source of consistent and expert advice and that
reliable data may be gathered on the incidence of discrimination and harassment in the LUMS
Community. In the event a complainant is reluctant to contact any member of the Inquiry
Committee, the complainant may contact a colleague or instructor, or the employment supervisor,
manager, Department Chair, Dean or VC. It will be the responsibility of the individual contacted
to report the case to the Inquiry Committee without identifying either the complainant or the
alleged offender and to ask for advice on procedure and policy from them to effect a solution, if a
solution is deemed necessary.
(2) A staff member (e.g. from the Human Resource Department or the Shaikh Ahmed Hassan
School of Law) may be appointed to assist the Inquiry Committee with their work. This work may
include responsibilities such as organizing meetings and/or hearings, acting as a liaison between
the Inquiry Committee and the other parties involved, record keeping, making and updating a
database to track the processing of complaints, and ensuring appropriate awareness raising
about the issue of sexual harassment at LUMS.
(3) Confidentiality shall be enjoined on the Inquiry Committee and those who are working with
them. This does not preclude the discreet disclosure of information in order to elicit the facts of
the case, or to implement and monitor properly the terms of any resolution. In the event that the
complaint is prima facie valid and the complainant wishes to keep the complaint confidential and
not proceed with any kind of complaint resolution then the entire peer group/department of the
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accused, such as fellow teachers or students of the same batch, shall be required to attend
workshops/trainings that address the general, not specific, issue of sexual harassment and why
sexual harassment is harmful, if the Inquiry Committee so requires and deems appropriate.
(4) The Inquiry Committee and their support staff will be subject to administrative disciplinary
action for inappropriate breaches of confidentiality on their part.
(5) The complainant and the accused may at any stage of any of the procedures outlined in this
Policy be represented and/or accompanied by another person of her/his choice.
(6) Teaching, research, and non-teaching staff who participate in the procedures outlined in this
Policy shall be given release time to consult with the Inquiry Committee and attend formal
hearings pertaining to their cases. Students will be assisted in adjusting schedules as necessary
to attend their formal hearings.
(7) Should the Inquiry Committee believe at any time that the health or safety of members of the
LUMS Community is at risk, they may notify the Director of Security Services and the appropriate
administrative officer of LUMS. In a situation where there is threat to either of the two (2)
(complainant and accused) or the members of the Inquiry Committee, the campus security
services and resident officer/director security of the campus shall need to be alerted.
(8) No one shall be compelled to proceed with a complaint.
(9) All staff and students of LUMS should receive orientation/introduction at the commencement
of their association with LUMS with respect to inter alia, sexual harassment, reporting, preliminary
actions to be taken, confidentiality. The staff and students should be provided with basic
information such as names, titles and contact information of those persons or the office
designated to receive complaints, and where victims can report sexual harassment. Moreover,
the teachers, staff, administration should be competent to handle situations where if a
complainant does not know where to report an incident, or does not feel comfortable reporting
directly to the designated person, then they can report the incident to any person on campus that
they trust and that person can then guide the complainant and facilitate reporting of the complaint
for resolution.
Penalties, Sanctions, and Remedies
(1) If the Inquiry Committee finds the accused to be guilty it shall recommend the imposing of one
(1) or more of the following penalties to the Competent Authority: (a) Minor penalties: (i) censure;
(ii) withholding, for a specific period, promotion or increment; (iii) stoppage, for a specific period,
at an efficiency bar in the time-scale, otherwise than for unfitness to cross such bar; and (iv)
recovery of the compensation payable to the complainant from pay or any other source of the
accused;
(b) Major penalties: (i) reduction to a lower post or time-scale, or to a lower stage in a time-scale;
(ii) compulsory retirement; (iii) removal from service; (iv) dismissal from service; and (v) fine to be
given to LUMS. A part of the fine can be used as compensation for the complainant.
APPEAL AGAINST MINOR AND MAJOR PENALTIES

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(1) Any party aggrieved by the decision of the Competent Authority/Inquiry Committee on whom
Minor or Major Penalty is imposed may within thirty (30) days of written communication of decision
prefer an appeal to an Ombudsman established under the 2010 Act.
(2) A complainant aggrieved by the decision of the Competent Authority/Inquiry Committee may
also prefer appeal within thirty (30) days of the decision to the Ombudsman.
(3) The Ombudsman may, on consideration of the appeal and any other relevant material,
confirm, set aside, vary or modify the decision within thirty (30) days in respect of which such
appeal is made. It shall communicate the decision to both the parties and LUMS.
Procedure Where Complainants Are Unwilling To File A Written Complaint
(1) If the Inquiry Committee receives repeated allegations of offenses against the same person
but each of the persons making allegations is unwilling to file a written complaint and appear as
complainant, and if the circumstances are considered by the Inquiry Committee to be such that a
complaint should be lodged, they will inform the VC and a fact finding initiative shall commence.
(2) The Inquiry Committee can summon potential witnesses in the context described in this
respect and make all efforts to make the circumstances safer for anyone who may wish to come
forward with a formal complaint. (3) If the Inquiry Committee finds evidence of sexual harassment
but a formal complaint is not filed/processed, they will try to find solutions and take steps to make
the environment harassment free. (4) Informal proceedings may also be initiated as provided in
Annexure I.
Education for Prevention
(1) To ensure prevention of sexual harassment on campus, LUMS should develop programs to
educate and counsel its staff, faculty and students as well as provide written material for
reference. Education is essential to sensitizing the LUMS Community in order to eliminate sexual
harassment on campus. This may be done in multiple ways that include, but are not limited to the
following.
(2) This Policy shall be:
(a) available on the LUMS website in English and Urdu
(b) be a part of the package (in English and Urdu) that all new employees/students receive
(c) displayed in prominent locations on campus in English and Urdu
(3) The names of the members of the Inquiry Committee shall be made visible/accessible to the
LUMS Community through its website and other methods of prominent display.
(4) LUMS shall invite members from the Sexual Harassment Watch1 , or such other or similar
group, to conduct awareness raising sessions on sexual harassment for the LUMS Community.
(5) LUMS shall endeavour that its relevant members (such as members of the Inquiry Committee,
and HR personnel) attend a training to educate themselves on sexual harassment and the laws.
Once trained, designated HR personnel shall be made responsible for educating all
personnel/staff/faculty that enter the LUMS employment. This will be an ongoing activity.

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(6) All departments at LUMS must disseminate and display information on what constitutes sexual
harassment, how to respond to it and what to do when someone asks for advice about sexual
harassment.
Consensual Relationship Within The LUMS Community
In contrast to sexual harassment conduct, personal relationships among consenting adults of the
LUMS Community that do not breach the social and cultural norms of the society and occur
outside LUMS’s working or academic environment are, in general, a private matter. However,
under this Policy it is highly inappropriate for any member of the LUMS Community to establish
an intimate relationship with a student, subordinate or colleague on whose academic or work
performance he or she will be required to make professional judgments. This Policy requires that
the individual may not involve themselves in such conduct as the professional responsibility for
supervision or oversight would be affected in case such an intimate relationship develops during
the working relationship. Relationships with a difference in power and authority can seriously
affect the institutional working as well as the credibility of all concerned.
Records With Registrar
(1) All notes and records arising from procedures of an informal or formal resolution of a case of
sexual harassment under this Policy shall be maintained in a permanent confidential file, with the
Registrar, at LUMS.
(2) The notes/records referred to in Clause 16 (1) above shall be maintained by the individual
appointed to assist the Inquiry Committee. No one apart from this person and the Inquiry
Committee shall have access to the see records, except as otherwise instructed by the Inquiry
Committee.
Appeal Mechanism
Any party not satisfied with the Inquiry Committee’s decision in a case taken up by it may appeal
to the Ombudsman (see Annexure IV hereto).
Review Mechanism
This Policy shall, in light of the records maintained under Clause 16, be reviewed every year to
evaluate whether the mechanisms/procedures/remedies under the Policy are successful and
what actions may be implemented by LUMS to further achieve the objectives of
decreasing/eliminating sexual harassment.
The complete policy is available on portal: LUMS Sexual Harassment Policy

E. Amorous Relationships
LUMS is committed to providing a safe and intellectually engaging environment for its faculty,
staff, and students. Although the institute cherishes and upholds principles of freedom and self-
determination, it may curtail a degree of personal autonomy when it comes to consensual
amorous relationships in which there is a disparity of power between the two parties involved.
Relationships between faculty and students, and between faculty and teaching or research
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assistants for whom the faculty member is directly or indirectly responsible, are ethical violations
and may be subject to disciplinary action. It is within the university’s rights to penalize such
amorous relationships with severe sanctions like suspension or dismissal.
There are several compelling reasons for this policy. For one, faculty members may have
involuntarily manufactured assent in a seemingly consensual relationship by virtue of their power
over their subordinates. Hence, if a student or assistant feels uncomfortable or incapable of
refusing a faculty member’s advances because of his or her position, then consent becomes
meaningless. Even truly consensual relationships may be seen as exploitative or unfair by third
parties, creating situations in which festering perceptions of favoritism provoke complaints. The
faculty member is held culpable for such a situation, and must actively endeavor to avoid it.

F. Public Affairs
The LUMS Communications Office provides comprehensive communications strategies and
services to strengthen and cement the university’s reputation as a leading institute of teaching
and research. Our staff works incessantly to build relationships with local and national media
outlets, to ensure that our community’s achievements are appropriately celebrated in the media.
It responds to interview requests from journalists and provides logistical support for such
meetings. Professionals from the Marketing department work closely with faculty members to
inform external and internal audiences about developments in their work, and provide media
liaisons to widely disseminate news.
The office also handles community relations, marketing, and multicultural community outreach. It
selects and publishes articles that augment the public’s understanding of the university’s work
and culture. To ensure that a lack of experience or media savvy does not discourage younger
faculty members from publicizing their work, the communications staff provides advice on how to
manage such interviews. It is also tasked with formulating crisis response strategies that would
enable the university to deal with a reputational threat appropriately.
Besides actively directing media coverage about LUMS, the communications staff also tracks and
archives articles and news reports written about the university, its faculty, and students. These
archives serve as comprehensive records of the institute’s history, curated from eclectic sources.
They are available to faculty members upon request.
The faculty is expected to assist the Communications Office in pursuance of these goals. All
faculty members are responsible for speaking and writing with accuracy and with respect for the
opinions of others. When writing for a publication, or speaking to a reporter, they must disclose
whether they are acting as advocates of the university, or expressing their personal opinions.

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VI. CORE VALUES AND
STANDARDS OF CONDUCT
While rules and regulations are critical for an institution’s operative efficiency, its set of values is
what defines its culture and gives it a distinct character. Some of these values find their expression
in various policies of the institution, but many remain unstated. They are, however, central to an
institution’s functions and are reflected in the behavior of its constituents; the faculty, students,
staff, other university officials and the members of the Board of Trustees. The LUMS community
has defined them as Core Values and has vowed to uphold these principles in all spheres of its
operations, including teaching, research, interpersonal behaviour and overall governance. The
LUMS Core Values not only guide us in our day-to-day operations, but are also integral to how
we approach and define policies, rules, and standard operating procedures. The Core Values are
applicable on an individual as well as a collective basis.

A. Core Values and Guiding Principles

Taken from the LUMS Values and Ethics Policy:
1. Merit 5. Diversity
2. Integrity 6. Excellence
3. Academic Freedom
4. Tolerance

All of these values are equally important to LUMS and hence there is no rank ordering. These
values reinforce each other.

Merit
This value entails that potential or demonstrated professional competence of a person in the
relevant domain will carry primary weight in decisions at LUMS regarding his/her induction, stay,
promotion and exit. Professional competence includes knowledge, skills as well as the attitude
of an individual. There will not be any discrimination based on ethnicity, gender, religious or
political beliefs, etc.

Integrity
Personal and professional honesty and integrity is a value that is essential to LUMS. Integrity
allows members of an organization to trust and rely on each other and, hence, work as an efficient
and effective organization.

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Academic Freedom
Universities exist to create and disseminate knowledge. Most of the time new knowledge is born
out of a rejection or re-interpretation of received knowledge. At LUMS, special care is taken that
the academic freedom to explore new areas of knowledge is not explicitly or implicitly hindered or
compromised. It ensures that faculty members cannot coerce students into accepting or rejecting
knowledge on account of their position of authority. Students are free to accept or reject ideas
based on their own reasoning.

Tolerance
Tolerance means listening, understanding and respecting the views of others that are different
from one's own. Tolerance goes hand in hand with academic freedom. The value of tolerance is
crucially important for an academic institution and enhances creativity and free flow of ideas.

Diversity
Diversity means creating and maintaining an environment where people of different beliefs,
cultures, nationalities, religion, color, gender, etc. feel at home and work together. There is no
implicit or explicit harassment of some groups and there is no notion that one group is superior to
the other. Diversity is valued in universities as creativity is many times seen to be spurred when
diverse cultures, frameworks, world views, etc., meet.

Excellence
Excellence entails striving for the best in all activities at LUMS. This value is important as it sets
certain expectations and standards that the LUMS community wishes not only to uphold but also
to go beyond. This spirit ensures a dynamic and positive work environment and also helps people
achieve their highest potential.

B. Standards of Faculty Conduct

The LUMS faculty plays a crucial role in protecting and preserving the Core Values of the
University. As members of this learning community, faculty members are expected to demonstrate
the highest standards of professionalism, excellence, mutual respect, academic freedom, and
tolerance for diversity. These principles are comprehensively defined in the following section,
drawn primarily from the "1966 Statement on Professional Ethics" and subsequent revisions of
June, 1987, issued by the American Association of University Professors. They comprise ethical
prescriptions affirming the highest professional ideals. These ideals are aspirational in character,
and represent objectives toward which faculty members should strive.
1. "Professors, guided by a deep conviction of the worth and dignity of the advancement of
knowledge, recognize the special responsibilities placed upon them. Their primary
responsibility to their subject is to seek and to state the truth as they see it. To this end,
professors devote their energies to developing and improving their scholarly competence.
They accept the obligation to exercise critical self-discipline and judgment in using,
extending, and transmitting knowledge. They practice intellectual honesty. Although
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 professors may follow subsidiary interests, these interests must never seriously hamper
or compromise their freedom of inquiry.
2. “As teachers, professors encourage the free pursuit of learning in their students. They hold
before them the best scholarly and ethical standards of their discipline. Professors
demonstrate respect for students as individuals and adhere to their proper roles as
intellectual guides and counselors. Professors make every reasonable effort to foster
honest academic conduct and to ensure that their evaluations of students reflect each
student's true merit. They respect the confidential nature of the relationship between
professor and student. They avoid any exploitation, harassment, or discriminatory
treatment of students. They acknowledge significant academic or scholarly assistance
from them. They protect their academic freedom.
3. “As colleagues, professors have obligations that derive from common membership in the
community of scholars. Professors do not discriminate against or harass colleagues. They
respect and defend the free inquiry of associates, even when it leads to findings and
conclusions that differ from their own. Professors acknowledge academic debt and strive
to be objective in their professional judgment of colleagues. Professors accept their share
of faculty responsibilities for the governance of their institution.
4. “As members of an academic institution, professors seek above all to be effective teachers
and scholars. Although professors observe the stated regulations of the institution,
provided the regulations do not contravene academic freedom, they maintain their right to
criticize and seek revision. Professors give due regard to their paramount responsibilities
within their institution in determining the amount and character of work done outside it.
When considering the interruption or termination of their service, professors recognize the
effect of their decision upon the program of the institution and give due notice of their
intentions.
5. “As members of their community, professors have the rights and obligations of other
citizens. Professors measure the urgency of these obligations in the light of their
responsibilities to their subject, to their students, to their profession, and to their institution.
When they speak or act as private persons, they avoid creating the impression of speaking
or acting for their college or university. As citizens engaged in a profession that depends
upon freedom for its health and integrity, professors have a particular obligation to promote
conditions of free inquiry and to further public understanding of academic freedom."

Teaching and Students

Ethical Principles: "As teachers, the professors encourage the free pursuit of learning of their
students. They hold before them the best scholarly standards of their discipline. Professors
demonstrate respect for students as individuals and adhere to their proper roles as intellectual
guides and counselors. Professors make every reasonable effort to foster honest academic
conduct and to assure that their evaluations of students reflect each student's true merit. They
respect the confidential nature of the relationship between professor and student. They avoid any
exploitation, harassment, or discriminatory treatment of students. They acknowledge significant
academic or scholarly assistance from them. They protect their academic freedom." (AAUP
Statement, 1966; Revised, 1987.)
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The integrity of the faculty-student relationship is the foundation of the University's educational
mission. This relationship vests considerable trust in the faculty member, who, in turn, bears
authority and accountability as mentor, educator, and evaluator. The unequal institutional power
inherent in this relationship heightens the vulnerability of the student and the potential for
coercion. The pedagogical relationship between faculty member and student must be protected
from influences or activities that can interfere with learning consistent with the goals and ideals of
the University. Whenever a faculty member is responsible for academic supervision of a student,
a personal relationship between them of a romantic or sexual nature, even if consensual, is
inappropriate. Any such relationship jeopardizes the integrity of the educational process. In this
section, the term student refers to all individuals under the academic supervision of faculty.

Types of unacceptable conduct:

1. Failure to meet the responsibilities of instruction, including:
 arbitrary denial of access to instruction;
 significant intrusion of material unrelated to the course;
 significant failure to adhere, without legitimate reason, to the rules of the faculty in the
conduct of courses, to meet class, to keep office hours, or to hold examinations as
scheduled;
 evaluation of student work by criteria not directly reflective of course performance;
 undue and unexcused delay in evaluating student work.
2. Discrimination, including harassment, against a student on political grounds, or for reasons of
race, color, religion, sex, sexual orientation, gender identity, ethnic origin, national origin,
ancestry, marital status, pregnancy, physical or mental disability, medical condition (cancer-
related or genetic characteristics), genetic information (including family medical history), or
service in the uniformed services or, within the limits imposed by law or University regulations,
because of age or citizenship or for other arbitrary or personal reasons.
3. Violation of the University policy, including the pertinent guidelines, applying to
nondiscrimination against students on the basis of disability.
4. Use of the position or powers of a faculty member to coerce the judgment or conscience of a
student or to cause harm to a student for arbitrary or personal reasons.
5. Participating in or deliberately abetting disruption, interference, or intimidation in the classroom.
6. Entering into a romantic or sexual relationship with any student for whom a faculty member
has, or should reasonably expect to have in the future, academic responsibility (instructional,
evaluative, or supervisory).
7. Exercising academic responsibility (instructional, evaluative, or supervisory) for any student
with whom a faculty member has a romantic or sexual relationship.

Scholarship
Ethical Principles: "Professors, guided by a deep conviction of the worth and dignity of the
advancement of knowledge, recognize the special responsibilities placed upon them. Their
66
primary responsibility to their subject is to seek and to state the truth as they see it. To this end
professor devote their energies to developing and improving their scholarly competence. They
accept the obligation to exercise critical self-discipline and judgment in using, extending, and
transmitting knowledge. They practice intellectual honesty. Although professors may follow
subsidiary interests, these interests must never seriously hamper or compromise their freedom of
inquiry." (AAUP Statement, 1966; Revised, 1987.)

Types of unacceptable conduct:

Violation of canons of intellectual honesty, such as research misconduct and/or intentional
misappropriation of the writings, research, and findings of others.

The University
Ethical Principles: "As a member of an academic institution, professors seek above all to be
effective teachers and scholars. Although professors observe the stated regulations of the
institution, provided the regulations do not contravene academic freedom, they maintain their right
to criticize and seek revision. Professors give due regard to their paramount responsibilities within
their institution in determining the amount and character of the work done outside it. When
considering the interruption or termination of their service, professors recognize the effect of their
decision upon the program of the institution and give due notice of their intentions." (AAUP
Statement, 1966; Revised,1987.)

Types of unacceptable conduct:

1. Intentional disruption of functions or activities sponsored or authorized by the University.
2. Incitement of others to disobey University rules when such incitement constitutes a clear and
present danger that violence or abuse against persons or property will occur or that the
University's central functions will be significantly impaired.
3. Unauthorized use of University resources or facilities on a significant scale for personal,
commercial, political, or religious purposes.
4. Forcible detention, threats of physical harm to, or harassment of another member of the
University community, that interferes with that person's performance of University activities.
5. Discrimination, including harassment, against University employees on political grounds, or for
reasons of race, color, religion, sex, sexual orientation, gender identity, ethnic origin, national
origin, ancestry, marital status, pregnancy, physical or mental disability, medical condition
(cancer-related or genetic characteristics), genetic information (including family medical history),
or service in the uniformed services or, within the limits imposed by law or University regulations,
because of age or citizenship, or for other arbitrary or personal reasons.
6. Violation of the University policy, including the pertinent guidelines, applying to
nondiscrimination against employees on the basis of disability.
7. Serious violation of University policies governing the professional conduct of faculty, including
but not limited to policies applying to research, outside professional activities, conflicts of
commitment, clinical practices, violence in the workplace, and whistleblower protections.

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Colleagues
Ethical Principles: "As colleagues, professors have obligations that derive from common
membership in the community of scholars. Professors do not discriminate against or harass
colleagues. They respect and defend the free inquiry of associates. In the exchange of criticism
and ideas professors show due respect for the opinions of others. Professors acknowledge
academic debts and strive to be objective in their professional judgment of colleagues. Professors
accept their share of faculty responsibilities for the governance of their institution." (AAUP
Statement, 1966; Revised,1987.)

Types of unacceptable conduct:

1. Making evaluations of the professional competence of faculty members by criteria not directly
reflective of professional performance.
2. Discrimination, including harassment, against faculty on political grounds, or for reasons of
race, color, religion, sex, sexual orientation, gender identity, ethnic origin, national origin,
ancestry, marital status, pregnancy, physical or mental disability, medical condition (cancer-
related or genetic characteristics), genetic information (including family medical history), service
in the uniformed or, within the limits imposed by law or University regulations, because of age or
citizenship or for other arbitrary or personal reasons.
3. Violation of the University policy, including the pertinent guidelines, applying to
nondiscrimination against faculty on the basis of disability.
4. Breach of established rules governing confidentiality in personnel procedures.

The Community
Ethical Principles: "Faculty members have the same rights and obligations as all citizens. They
are as free as other citizens to express their views and to participate in the political processes of
the community. When they act or speak in their personal and private capacities, they should avoid
deliberately creating the impression that they represent the University." (U.C. Academic Council
Statement, 1971.)

Types of unacceptable conduct

1. Intentional misrepresentation of personal views as a statement of position of the University or
any of its agencies. (An institutional affiliation appended to a faculty member's name in a public
statement or appearance is permissible, if used solely for purposes of identification.)
2. Commission of a criminal act which has led to conviction in a court of law and which clearly
demonstrates unfitness to continue as a member of the faculty

C. General Conduct
LUMS is committed to providing each student an environment that is conducive to learning and
free inquiry. This requires that there be appropriate conditions and opportunities in the
classrooms and on campus. The members of the LUMS Community (students, faculty, and staff)
are expected to conduct themselves with dignity, and show proper respect for one another. The
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university fosters the attitude that every person brings unique qualities, talents and dignity to the
university, and that every individual deserves to be treated with respect and decency. The code
of conduct concerns a wide range of activities from interpersonal behavior to maintaining and
enhancing the academic and professional values of the university.
The primary purpose of regulations and discipline in a university is to protect the wellbeing of the
community and to advance its educational mission by defining and establishing certain norms of
behavior. Actions which make the atmosphere intimidating, threatening or hostile to individuals
are therefore regarded as serious offences. Abusive behavior, harassment - verbal or physical -
which demeans, intimidates or injures another because of his or her personal characteristics or
beliefs is subject to university disciplinary sanctions.
1. Maintaining Decorum: All members of the LUMS community share the responsibility to
cultivate a comfortable and congenial environment at LUMS. Students are expected to
maintain proper decorum and etiquette, and adhere to accepted local, social norms while
interacting with their peers, faculty members, guest speakers, and the staff at LUMS. It is
also expected that faculty members will not encroach upon the legitimate space of
students and staff and will allow normal interactions to continue without any hindrance.
2. Personal Safety: Actions that threaten or endanger in any way the personal safety or
security of others are regarded as serious offenses.
3. Keeping the Campus Clean: All members of LUMS community have a shared
responsibility to keep the campus clean. This means no littering on campus, inside or
outside classrooms.
4. Smoking: Smoking is strictly prohibited in the entire Academic Block including the main
entrance area, the Pepsi Dining Centre, the Library Building, and the REDC.
5. Eating and Drinking: Eating and drinking can only be carried out in designated areas in
the Pepsi Dining Centre and in open areas. Food and drinks, with the exception of water,
are not allowed in classrooms, discussion rooms, computer labs, and the Library.
6. Visiting Guests: It is the responsibility of the members to ensure that the security rules,
regulations and behavioral norms of the University are not violated by their guests.
7. Dress: All members of the LUMS community must dress with decency and propriety,
according to the cultural and social norms of our society. There is no prescribed uniform
in the university, but community members are expected to conform to local norms of
dressing.
8. University Property: The protection of University property is the shared responsibility of
all members of the LUMS community.
9. Disruptive Behavior: Every LUMS community member has the right to a reasonably quiet
environment in the classrooms and on campus.. The university expects all members to
respect this right and to be aware of the impact of their activities on their fellow members.
10. Racial or Ethnic Bias and Sexual Harassment: Expressions of racial, religious or ethnic
bias directed at individuals or groups, and sexual harassment jeopardize the sense of
community and civility in the environment. These are also incompatible with the
maintenance of academic freedom on campus. Members of the university community are
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 encouraged to report promptly complaints of racial, religious or ethnic bias and of sexual
harassment.
11. Identification Cards: Identification cards (Smart Cards) are issued to all members of the
University community and are intended for campus use only. Members of the community
are asked to carry their cards while on campus. ID cards are non-transferable and must
be presented on request to authorized University representatives.
12. Illegal Drugs and Alcoholic Beverages: Heroin, cocaine, marijuana, hashish, alcoholic
beverages, and other substances referred to as "controlled dangerous substances" are
strictly prohibited anywhere on campus.
13. Off-campus conduct: The interaction of LUMS community with the people, institutions,
professional societies and corporations outside of LUMS, is an important aspect of LUMS
mission and activities. In all such interactions, where LUMS students, faculty and staff are
representing LUMS, their conduct on and off campus is a reflection of LUMS core values,
and influences the development of the LUMS image. The members of the LUMS
community are expected to behave professionally and in keeping with LUMS core values
and quality standards, while representing LUMS at professional conferences, seminars
and meetings, as well as in social delegations and excursion trips sponsored by LUMS.

D. Faculty Discipline
The faculty of the University is a community characterized by personal interaction and mutual trust.
Standards for faculty conduct, therefore, need to be defined to give clarity to faculty in respect of
expected conduct. Accordingly, when such standards of conduct are broken, disciplinary action
must be taken if the community is to be sustained. At the University, the Deans of the Schools
are responsible for ensuring adherence to the University’s standards for faculty conduct. The
Faculty Disciplinary Policy (link) defines conduct which does not meet such standards. It also sets
out disciplinary actions and procedures which may be initiated if these standards are not met by
faculty.

E. Student Discipline
Any matter that may result in a disciplinary action against a student is referred to the relevant
disciplinary committee. The Office of Student Affairs serves as secretariat of the committee. For
disciplinary matters involving students there are two Disciplinary Committees: one for the
graduate students of SDSB and the other for the remaining students. All students are afforded
an opportunity to defend themselves against any allegation made and to present their point of
view. The Disciplinary committee consists of faculty representatives from each school who meet
regularly to ensure that all disciplinary matters are addressed expeditiously.
Incase the student is not satisfied with the decision of the disciplinary committee they may file an
appeal with the Disciplinary appeals committee. The Committees are responsible for the
administration of the stated rules and regulations governing general conduct, for assessing
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reported violations by students, and, when necessary, for assigning and recommending
appropriate penalties.

F. Resolution of Complaints and

Grievances
Informal Procedures
The University encourages open and honest communication between members of the
community. Most conflict and differences of opinion can be resolved by the individuals directly
confronting issues and jointly exploring alternatives. In addition, there are a variety of resources
available to individuals who may be called upon to assist in informal conflict resolution. These
are, in the case of students and faculty: The Faculty Advisors, the Heads of Departments, the
Deans of the Schools and the Vice Chancellor, and in the case of staff, the supervisor or
department head, or the Head of Human Resources.
Formal Procedures
In cases where conflicts cannot be mutually resolved, the University has established formal
grievance procedures. For faculty related formal procedures see Faculty Disciplinary Policy,
LUMS Governance Structure, Bylaws of Faculty Council, and Sexual Harassment Policy.
Academic Matters
A student with a grievance must first bring it to the attention of the faculty member(s) involved. If
the grievance cannot be resolved in this way, the student may discuss the matter with the head
of the relevant department. Further appeal may be made to the Dean of the School or the Vice
Chancellor.
Nonacademic Matters Involving Students
Normally, an alleged infringement upon the rights or sensibilities of an individual, including
complaints of discrimination by a student, must first be discussed with that student. If this is not
possible, or does not lead to a satisfactory resolution, the matter is brought to the attention of the
Head of the Department or Dean. If the matter is not resolved through discussion or through
formal action, a complaint is made in accordance with the normal disciplinary procedures.
Nonacademic Matters Regarding Faculty, Staff, or Administration
Normally, an individual who has any concern about, or complaint against, a member of the faculty,
staff, or administration regarding nonacademic matters, including complaints of discrimination,
must first discuss the concern or complaint with the individual involved. If this is not possible, or
does not lead to a satisfactory resolution, the person, in the case of a faculty member, appeals to
the Head of the Department and, in the case of a member of the University staff or administration,
to the head of the office. Further appeal, if necessary, may then be made to the concerned Dean
or the Vice-Chancellor for matters pertaining to faculty, professional library staff, and professional
research and technical staff, or to the Human Resources Manager for all other staffs. All
complaints are investigated promptly.

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If the matter is such that a direct discussion of it with the individual involved and/or with his or her
Head of the Department or office head does not seem appropriate (because, for example, the
concern or complaint is of a personal or private nature), an initial discussion may be sought
directly with the Dean, the Vice-Chancellor, or the Human Resource Manager as appropriate.
Concerns or complaints about nonacademic matters can often be resolved on an informal basis.
Whenever an individual wishes to make a formal complaint, however, he or she needs to review
the appropriate rules or handbook and then contact the Dean, the Vice Chancellor, or the Head
of Human Resources to implement the formal review process.

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VII. FACULTY APPOINTMENTS,
PROMOTION, AND TENURE

Introduction
The reputation and standing of a university are determined by the quality of its faculty, and
consequently, the appointment, retention, and development of premiere quality faculty are of
highest priority. This document outlines the policies and procedures governing appointment,
promotion, and tenure decisions at LUMS as they apply to all members of the faculty. The
appointment and promotion procedures at LUMS are designed to privilege the knowledge and
judgment of senior scholars within the candidate’s field, with the understanding that scholars are
uniquely positioned to evaluate the quality of colleagues’ work within their field.
Except for changes due to policy revisions, the procedures by which candidates are evaluated
should remain consistent over time, irrespective of faculty or administrative turnover. This
document is intended to provide continuity and structure to the appointment and promotion
process, and serve as official guidelines for all individuals participating in the appointment and
promotion processes.
As much as possible, it is important that the process be applied uniformly across departments.
The AP&T committees recognize that both the nature of scholarship and the venues that are used
to communicate it vary widely from discipline to discipline. It is expected that the AP&T processes
across disciplines will be essentially similar.
Confidentiality is important at all stages of the review process. Unless specified otherwise within
these guidelines, all persons involved in a promotional review must hold in strict confidence all
discussions and materials related to the review, including but not limited to the letters of both
internal and external reviewers, letters of recommendation from deans and Chairs, testimony to
the AP&T committees by deans, Chairs, and all deliberations of the AP&T committees. No person
involved in the AP&T process should disclose to the candidate or to others what takes place at a
Committee meeting at any time. The VC may share the recommendations of the MC/ BoT with
the respective deans.

Implementation
The policies and procedures laid out in this document are for faculty hired on tenure track,
teaching track, contract or on special appointments. Faculty on termless contracts, who were
hired under contracts and policies that predate the adoption of this policy will be encouraged to
apply for tenure or promotion, but are not bound by the timelines and other procedures stipulated
in this document. Instead, faculty on termless contracts, hired prior to the adoption of this policy
are governed only by the terms of their existing contracts with the University.

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A. Positions for Appointment and
Promotion
Overview
The university may appoint academic staff on:
1. Tenure Track. All tenure track appointments are in professorial ranks at the Assistant
Professor, Associate Professor, or Professor level.
2. Teaching Track. These appointments may occur either in the professorial ranks or non-
professorial ranks. Within the professorial ranks, candidates may be appointed to the
Assistant Professor, Associate Professor or Professor level. In the non-professorial ranks,
candidates may be appointed to the position of Teaching Fellow.
3. Special Appointments. Special Appointments may occur either in the professorial ranks or
non-professorial ranks. Within the professorial ranks, candidates may be appointed as
Research Professor (all ranks), Professor of Practice (all ranks), or Professor Emeritus
level. In the non-professorial ranks, candidates may be appointed to the level of Visiting
Faculty, Adjunct Faculty, post-doctoral fellow or scholar/writer/artist-in-Residence.

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Faculty Responsibilities and Areas of Assessment
For appointment and promotion to a higher rank, a candidate is evaluated in terms of effectiveness
in three principal areas:
1. Teaching and mentoring

2. Research, scholarship or creative work

3. Professional service through university or professional society committee/council service,

advising and other duties.
Distinction in the first two, constitute the chief basis for appointment and promotion for faculty on
tenure track. Even though teaching may be more difficult to evaluate than scholarship, research,
or creative work, it is not of secondary consideration in the overall evaluation.

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Teaching track appointments within the professorial ranks prioritize teaching, mentoring, and
university service over research and scholarship, though teaching track faculty are encouraged
to pursue scholarship to the extent necessary to remain current in their field.
Non-professorial rank appointments and special appointments rarely involve responsibilities in all
three areas.
Teaching
Teaching is a principal function of the faculty. It involves direct educational connection with
students inside or outside the classroom, laboratory or studio, and includes such activities as
classroom, laboratory or studio instruction, seminars, independent study project supervision and
supervision of graduate and postdoctoral research. It also includes advising undergraduate and
graduate students.
University reviews will carefully evaluate a candidate’s record of excellence in teaching, using
both peer reviews and student evaluations. In addition, the teaching evaluation will consider the
quality of thesis and project supervision, as well as contributions to the development of curriculum
and courses, and use of technology. For professional disciplines, peer evaluation may include
evaluation of a faculty member’s teaching ability outside the traditional classroom lectures.
For faculty members who have contributed to teaching beyond classroom instruction or
project/thesis supervision, (including textbook authorship or research in education) performance
will be assessed according to measures of impact such as adoptions, citations, awards, and
stature of publishers and publications.
Research, Scholarship & Creative Work
Scholarship refers to creative work that significantly contributes to knowledge and practice within
the candidate’s field of expertise. The university will assess a candidate’s research, scholarship
and creative work according to objective measures, including external reviews.
In assessing a candidate’s achievements in research, scholarship and creative work, the factors
that will be taken into consideration include significant publications in books, journals, case
journals, conference proceedings and other scholarly outlets, and peer-reviewed funding and
substantial improvements or innovations in professional practice.
Various committees will assess publications according to objective measures of impact, including
adoptions, citations, awards, reviews, reputation of journals and stature of publishers. Quality,
rather than the quantity of work, will be the overriding factor for promotion as well as tenure.
Service
A demonstrated record of service is required for all faculty members. The shared governance
model embedded in the tenure/teaching track system requires collegiality and good citizenship
treating all members of the University community (faculty, staff, students) with respect. He/she
must demonstrate compassion and willingness to cooperate and work harmoniously with others,
while maintaining independence of thought and action. An individual's effectiveness as a teacher,
as a leader in a professional area, and as a human being is therefore of great importance. Most
notably, faculty members must exhibit intellectual breadth, emotional stability and maturity of
thought. The university seldom grants tenure and/or promotion to the level of Associate/Full
Professor to candidates with an unsatisfactory record of service.
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The university considers service to department, school, university, industry, national and
international agencies and professional organizations/societies/institutions in its assessment of
the candidate’s service record. The university places special emphasis on service that raises the
university’s local or global visibility and supports its key mission and strategic direction.
The university expects candidates for promotion to professor to have made contributions to the
university through service at the departmental, school or university level. Service in the
profession will be assessed according to objective measures of impact such as citations,
awards, commendations and level of appointment.

Professorial Ranks
Tenure Track
Assistant Professor
To be appointed as an Assistant Professor on Tenure Track, the candidate is required to have a
Ph.D/relevant terminal qualification from a recognized institution and excellent written
communication skills as well as excellent presentation skills. An assistant professor should be
demonstrably competent in his/her field of expertise and should have indicated a serious
commitment to teaching, but an extensive reputation in the field is not yet expected. As the
assistant professor continues in this rank an effort to increase knowledge and improve teaching
ability should be demonstrated, and professional presentations should be made through papers
to professional organizations, through publications, or through other creative work.
Assistant professors are appointed for an initial contract of four years, with the “Mid-Probationary
Period Review,” described in detail in section 6.5, for grant of a second 4-year contract occurring
in the third year.
Associate Professor
The candidate for Associate Professor should offer evidence of knowledge of developments in
the field of expertise and a continued interest in improving teaching methods. Appointment or
promotion to this rank represents an expectation on the part of the department, school, and
university that the individual will continue to make sound contributions to teaching and learning.
It should be made only after careful investigation of the candidate's promise in scholarship, in
teaching, and in leadership and learning. Initial appointment at the level of Associate Professor
may be made with or without tenure. In case the appointment is without tenure, tenure review will
happen at the end of the candidate’s third year of employment. (See section 6.3) It is expected
that an Associate Professor shall already have shown a basic general understanding with regard
to a large part of the discipline. Associate Professors are eligible to serve on Department, School,
and University level appointment, promotion & tenure committees, although they are ineligible to
vote on cases of promotion to full Professor.
Professor
24. A faculty member appointed to the rank of Professor is expected to have had an impact on
the state of knowledge. It is expected that the professor will continue to develop and mature with
regard to teaching, research, and other qualities that contributed to earlier appointments.
Consideration for this appointment should include particular attention to the quality and
significance of contributions to the candidate's field; to the sensitivity and interest in the general
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problems of university education and their social implications; and the candidate’s ability to make
constructive judgments and decisions in regard thereto. It should be kept in mind that the full
professors are likely to be the most enduring group in the faculty and are those who will give
leadership and set the tone for the entire University.
25. Initial appointment at the level of Professor may be made with or without tenure. Contracts for
appointment to Professor without tenure are for a maximum of four years, with tenure review
taking place at the end of the candidate’s third year of employment. (See section 6.3) Professors
are eligible to serve on department, school, and university level appointment, promotion & tenure
committees, and are the only faculty members eligible to vote on cases of promotion to full
Professor. Professor is the highest professorial rank at the university.
Teaching Track
Assistant Professor
The option of appointment of Assistant Professor on teaching track will in general be available to
those who either have a terminal degree/equivalent professional qualification, or 8-10 years of
teaching/industry experience after a master’s degree/equivalent professional qualification and
excellent written communication and presentation skills.
An assistant professor should be competent in their field and should be committed to teaching,
but it need not be expected that an extensive reputation in the field has been acquired. As the
assistant professor continues in this rank, he/she should demonstrate an effort to increase
knowledge and improve teaching ability.
Assistant Professor on teaching track hold four year contracts, which may be renewed subject to
formal reviews that take place at the school level during the final contract year of each contract
period.
Associate Professor
Normal expectation for appointment to Associate Professor is a terminal degree/equivalent
professional qualification along with 7-8 years teaching experience as Assistant Professor, or
equivalent relevant industry experience. The candidate for Associate Professor should offer
evidence of knowledge of developments in the field of expertise and an interest in improving
teaching methods. The candidates’ record of teaching, curriculum development, pedagogical
scholarship, and/or relevant industry experience will be carefully assessed prior to appointment.
Appointment or promotion to this rank represents an expectation on the part of the department,
school, and University that the individual will continue to make sound contributions to teaching
and learning. It should be made only after careful investigation of the candidate's promise in
teaching, leadership and learning. Initial appointment at the level of Associate Professor may also
be made.
It is expected that an Associate Professor shall have demonstrated substantial knowledge with
respect to his/her academic discipline. Associate Professors are eligible to serve on department,
school, and university level teaching-track appointment & promotion committees, although they
are ineligible to vote on cases of promotion to full Professor.

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Associate Professors on teaching track hold four year contracts, which may be renewed by the
Dean of the School, subject to formal reviews that take place at the school level during the final
contract year of each contract period.
Professor
A faculty member appointed to the rank of Professor is expected to have had an impact on the
state of knowledge. It is expected that the professor will continue to develop and mature with
regard to teaching, research, and other qualities that contributed to earlier appointments.
Consideration for this appointment should include particular attention to the quality and
significance of contributions to the candidate's field, sensitivity and interest in the general
problems of university education and their social implications, and ability to make constructive
judgments and decisions in regard thereto.
Normal expectation for appointment to Professor is a terminal degree/equivalent professional
qualification and an additional 8-10 years of teaching experience at the Associate Professor level.
It should be kept in mind that the full professors are likely to be the most enduring group in the
faculty and are those who will give leadership and set the tone for the entire university.
In all other cases they will hold four year contracts, which may be renewed subject to formal
reviews that take place at the school level during the final contract year of each contract period.
Appeals
Candidates may appeal a negative committee decision with respect to extension of contract or
promotion at any time in process not later than six weeks after the candidate has been notified.
The appeal is with the dean if the application is rejected at the department level, and with the VC
if it is rejected at school or university level.
Candidates may also appeal decisions by writing to the Faculty Council not later than six weeks
after the candidate has been officially notified that contract is not being extended or promotion
has not been awarded. This review, which is conducted by the Appeals and Grievances
Committee of the Faculty Council, examines procedural issues only and does not assess the
substantive issues having to do with the candidate's qualifications for renewal of contract or
promotion. Once the review is complete, the Appeals and Grievances Committee files a written
report of its findings to the Vice Chancellor, who subsequently decides what action to take.

Special Appointments
Professor of Practice
Appointment to the rank of Professor of Practice or Associate Professor of Practice is for
practitioners who have demonstrated a high level of expertise in fields of particular importance to
LUMS. The process followed for these appointments is the same as that followed for tenure track
appointments at the same rank. These appointments are intended for individuals who, by virtue
of their credentials and extensive practical experience, bring distinctive insight and skill to
teaching in various educational programs. Appointment is within the professorial ranks, and
candidates must demonstrate a deep commitment to teaching and/or research.
Professors and Associate Professor of Practice hold four year contracts. These contracts are
renewable and based on performance, as assessed through annual reviews. The appointment

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letter for those hired with this title must include a description of their teaching duties and other
responsibilities. It should also describe the procedures to be used for their annual review and
evaluation.
Research Professor (All Levels)
Appointment as a Research Professor at the level of Assistant, Associate or Full Professor is for
researchers required by the university for a specific task or on a specific funded project, through
which their salary would be paid. The process followed for these appointments is the same as
that followed for tenure track appointments at the same rank. These faculty members are not
assigned any teaching responsibility nor are they expected to participate in any administrative
activity.
Professor Emeritus
The university may appoint full professors who retire in good standing to the status of Professor
Emeritus. The university may also appoint distinguished retired full professors from an institution
of comparable or higher reputation to the status of Professor Emeritus. This honorary status is
permanent and does not confer teaching, research, or service responsibilities. The university may
provide the Professor Emeritus with office space, clerical assistance, lab space, and other
facilities on the basis of need and ability. The university may appoint a Professor Emeritus to
teach courses, conduct projects, or assume administrative duties. The letter of appointment will
contain the terms and conditions of the supplemental appointment. Those chosen as Professor
Emeritus may not hold down a salaried position elsewhere.

Non-professorial Ranks
Visiting Faculty
Visiting appointment of a faculty member are limited to persons who hold primary positions
elsewhere, usually at another University/Institute, etc. Contracts may be granted for a maximum
period of two years and are renewable. Individuals of distinction having assistant/associate/full
professorial or equivalent rank at institutions of equivalent or higher standing than LUMS may be
appointed at equivalent visiting professorial ranks.
Teaching Fellow
This is an entry level position for individuals who have a bright prospect for a career in academia.
Teaching Fellows hold a master’s degree or its equivalent and are working towards a doctorate
or professional degree pursuant to a career in academia. Teaching fellows are eligible to apply
for appointment as Assistant Professors upon the attainment of a doctorate / professional degree,
in accordance with the individual’s review schedule. While there is no guarantee of appointment
as an Assistant Professor upon the attainment of a doctorate degree, the aptitude and
qualifications of an applicant should be carefully assessed during the appointment process for the
Teaching Fellow position.
Teaching Fellows would be appointed for an initial period of three years, during which they would
be expected to proceed for their doctoral studies or complete requirements for their ongoing
doctoral studies.
Adjunct Faculty

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Members of the adjunct faculty do not have permanent positions, and are hired to teach courses
at the university on a part-time basis each semester. They are not limited to working only at LUMS,
do not have administrative responsibilities and, in general, are not expected to perform research.
Appointments will only be made for one semester, but may be renewed. Faculty members may
be appointed as adjunct Assistant Professor, Adjunct Associate Professor, or Adjunct Professor.
Scholar/ Writer/ Artist in Residence
Practitioners in fields of particular importance to LUMS may also be appointed as Executive-,
Writer-, or Poet-in-Residence. Appointments to Executive-, Writer-, or Poet-in-Residence are for
a maximum of four years and are renewable.

B. Roles and Responsibilities

Origination of cases of appointment, promotion and tenure occurs either at the departmental level
for schools that do have a departmental structure or at the school level in the absence of a
departmental structure. The most important stage of the review process occurs at the level where
appointment, promotion, and tenure cases originate.

The Candidate
Appointment
The candidate is responsible for providing an up to date CV along with a list of referees to the
Departmental Search Committee (DSC) to be considered appointment in the department / school.
Any application received by any other person in the university is to be forwarded to the DSC.
Candidates who are invited to interview on campus will be expected to deliver a seminar of at
least one-hour duration on a topic relevant to their area of scholarship.
Promotion & Tenure
Once a Chair has informed a candidate of the department's intention to conduct a review for
promotion, and he or she consents, the candidate will prepare his/her dossier in accordance with
guidelines provided for in this document. While it is the responsibility of the candidate to prepare
their dossier, it is important to note the responsibilities of the Chair outlined later in this document.
The Department
In schools having a departmental structure it is expected that the department faculty typically has
the most extensive knowledge of the candidate's work and the most relevant expertise to evaluate
it. It is here that the quality standards are most effectively applied. Ideally, if the departments
execute their responsibilities fully and correctly, the vast majority of cases that are forwarded with
a positive recommendation will be approved. If a candidate does not qualify for appointment or
promotion, it is preferable that the recommendation to not award promotion be made at the level
of the department.
Departmental Search Committee (DSC)
Once the departments are fully staffed it is expected that faculty position vacancies would occur
only occasionally due to retirement or departure of a faculty member or provision of additional
faculty lines by the university. Once this steady state operation is reached the process of
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recruitment of a new faculty member would be managed by an ad-hoc Department Search
Committee which would be a committee set up to solicit and process candidates for the open
faculty position. The DSC solicits applications, evaluates applicants, and recommends successful
candidates to the Chair for further consideration.
The search committee would normally consist of at least three members, including a minimum of
two whose areas of scholarship relate to that of the open position. The appropriate Chair appoints
faculty to the DSC in consultation with the school’s dean. Both the dean and Chair serve as
independent reviewers to the committee, and may not serve as voting members of the committee.
If the department is small, the Chair may participate in the search process, though he/she may
not participate in the DSC report or recommendation. If a school does not have a departmental
structure, the search committee will be formed at the school level by the dean.
If the department is small or intends to hire faculty with interdisciplinary expertise, the DSC may
draw members from other departments or schools of the university. If the university lacks a
sufficient number of relevant faculty to serve on the committee, the Chair may extend the DSC
committee membership to faculty members from universities of equal or higher standing.
During the formative years of a department the Chair in consultation with the dean of the school,
may establish a standing DSC consisting of at least three faculty members who would perform all
functions of the search committee and would obtain review of experts in the areas of scholarship
of the faculty candidate, as required.
Appointment
The DSC constructs a recruitment plan for the department’s available positions, including an
advertising and outreach strategy, and solicits applications for open positions. Advance planning
and strategic recruitment is encouraged in order to attract a competitive and robust candidate
pool. The DSC may invite candidates to apply for open positions.
After soliciting applications, the DSC compiles a dossier of all eligible candidates, which consists
of all necessary documentation in line with the department’s specific application procedures. All
applications must include letters of reference.
The DSC short-lists candidates to invite to campus for in-person interviews, arranges the visit
program, and takes responsibility for all communication between the university and candidate.
The program for appointment candidates’ campus visit shall include (at a minimum) interviews, a
seminar presentation by the candidate, and time for interaction between the department and the
candidate. As an alternative to the visit, the DSC may conduct the interviews through Skype or
any other electronic means.
Following the interactions, the DSC shall meet to discuss the candidates’ impact, and to evaluate
the strength of the candidate’s dossier. The DSC will vote on whether to recommend the
candidate’s appointment, and will delegate one member to write a written report elaborating on
the committee’s decision.
Any committee member whose vote did not align with the committee’s official recommendation
may opt to submit a minority report, either in support or against the candidate’s appointment. All
minority reports are included in the candidate’s dossier.

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The committee shall forward its report and the dossier (including the candidate's application,
written notes from the candidates’ interviewers, and any minority committee reports, if applicable)
to the Chair.
Department Promotion and Tenure Committee (DPTC)
The DPTC is a department level committee formed by the Chair in consultation with the Dean. It
makes recommendations on mid probationary review, promotion and grant of tenure to faculty
members. The DPTC recommends successful candidates to the SAPTC for further consideration.
Schools without a departmental structure will not have DPTCs, and the SAPTC will serve as the
starting point for matters of tenure, review, and promotion of existing faculty.
The committee consists of three to five faculty members at the Associate / Full Professor level
who serve a 3-year term. The appropriate Chair shall appoint the members in consultation with
the school’s dean. Both the dean and Chair serve as independent reviewers to the committee,
and may not serve as voting members of the committee. For cases of promotion to Professor,
only the vote of Professors may count. For cases of grant of tenure, only the vote of tenured
faculty may count.
If the department is small or if the candidate has a joint appointment with other departments or
schools, the committee may draw members from other departments or schools within the
university. If the university lacks the relevant faculty to constitute a full committee, the Chair may
extend the DPTC committee membership to senior faculty members from universities of equal or
higher standing.
Promotion and Tenure
For each case, at the conclusion of the deliberations, a member of the Committee, referred to as
the Convener, will be assigned by the Chair the task of authoring an “Executive Summary” of the
committee deliberations. The final draft of the Executive Summary, including a record of each
vote without the name of the specific Committee member attached to it, should be approved by
the Committee and added to the dossier in electronic form and forwarded to the Chair.
Chair
The Chair is responsible for informing candidates about appointment and promotion processes,
including the candidate's role in the review and the expected schedule for each stage of the
review. The Chair should also make a reasonable effort to ensure that the candidate has fully
understood the process and that any potential confusion or misunderstanding has been resolved.
Appointments
The Chair will receive a written report and recommendation from the DSC regarding the strength
of any candidate who has been interviewed on campus for a position within the department. If
both the DSC and Chair issue a negative recommendation for the candidate’s appointment, the
Chair will then inform the candidate.
If either the DSC and/or the Chair issues a positive recommendation for the candidate’s
appointment, the Chair will write a summary of the case and forward the candidate’s dossier and
all additional materials to the SAPTC for further consideration.
The SAPTC reviews the case and forwards its recommendations to the dean.
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If both the SAPTC and the dean decline to recommend the candidate for appointment, the
application will be rejected and the Chair will notify the candidate.
In all tenure track and teaching track cases (professorial ranks only) the dean will forward the
case along with his/her summary recommendation as well as the recommendation of the SAPTC
to the VC for final review and decision.
Promotion &Tenure
The Chair should explain clearly to the candidate the expectations for meeting university-wide
standards of quality and productivity in scholarship, research, or other creative work, in teaching,
and in professional service both within and outside the University. For Assistant Professors, this
information should be provided to the candidate at the time of employment, reiterated at each
performance review, and again communicated to the candidate prior to review for promotion or
contract renewal. At annual performance reviews, the Chair should give Assistant Professors
feedback about their progress toward achieving tenure and suggest constructive measures that
will help address any existing deficiencies. At the beginning of all meetings concerning promotion,
the Chair should remind the faculty of the confidential nature of the entire review process.
For tenure candidates, the Chair is also responsible for the preparation of the candidate's external
dossier. Although he or she may delegate work to others, the Chair must oversee the process
and ensure the full dossier is complete and in compliance with university guidelines. The Chair
will ensure that concise, uniform dossiers in electronic form with recommendations of the external
reviewers and Chair are available to be forwarded to the dean, DPTC, and SAPTC for
consideration.

The School
School Appointment, Promotion &Tenure Committee (SAPTC)
The SAPTC is a school-level standing committee with responsibility for the review of all
appointment, mid probationary review, tenure and promotion cases for the school.
The SAPTC must have a minimum of five faculty members at the Associate / Full Professor level,
each of whom serves a three-year term. The dean shall appoint the members. The dean and
Chair serve as independent reviewers to the committee and may not serve as voting members.
For cases of promotion to Professor, only the votes of Professors may count.
If necessary in order to constitute a full-sized committee, the SAPTC may draw members from
other schools within the university. If the university lacks a sufficient faculty qualified to serve on
the committee, the Dean may extend the committee membership to faculty from universities of
equal or higher standing. Membership of the SAPTC may include senior faculty including those
on termless contracts but who have not been through the tenure process.
Appointments
The SAPTC reviews any appointment candidate who has been recommended for appointment
by the DSC and/or relevant Chair. The SAPTC reviews the candidate’s dossier and all additional
documents, and then votes whether to support the candidate’s appointment. The SAPTC then
makes a report and sends its recommendation with the dossier and all documentation to the dean
for further review. Any committee member whose vote did not align with the committee’s official

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recommendation may opt to submit a minority report, either in support or against the candidate’s
appointment. All minority reports are included in the candidate’s dossier.
Promotion & Tenure
For each case, at the conclusion of the deliberations, a member of the SAPTC will be assigned
by the dean the task of authoring an “Executive Summary” of the committee deliberations. The
final draft of the Executive Summary, including a record of each vote without the name of the
specific Committee member attached to it, should be approved by the Committee and added to
the dossier.

The Dean
Appointments
The dean will receive a written report and recommendation from the SAPTC regarding the
strength of any candidate whose dossier the committee has evaluated. If both the SAPTC and
dean issue a negative recommendation for the candidate’s appointment, the Chair will then inform
the candidate.
For all teaching track and special appointment positions (Except adjunct faculty), if either the dean
and/or the SAPTC delivers a recommendation in support of the candidate’s appointment, the dean
will forward the candidate’s dossier and any additional documents to the VC for final evaluation.
In the case of adjunct faculty, the final appointment will be made by the Dean.
For all tenure track appointments at the level of Assistant Professor, if either the Dean and/or the
SAPTC delivers a recommendation in support of the candidate’s appointment, the dean will
forward the candidate’s dossier and any additional documents to the VC for final evaluation.
For all tenure track appointments at the level of Associate or Full Professor, if either the dean
and/or the SAPTC delivers a recommendation in support of the candidate’s appointment, the dean
will forward the candidate’s dossier and any additional documents to the Vice Chancellor.
Promotion & Tenure
Once a case has been reviewed by a department and forwarded to the school, the dean will then
seek evaluation of the candidate and recommendation from the SAPTC. The dean may also
request letters of assessment from faculty in the candidate's department. Such letters will be
treated in confidence and will be included in the dossier when it is forwarded to the VC. Should
letters be received by the dean from others, whether solicited or not, copies of such letters will be
sent by the dean to the DPTC.
Upon completion of the review by the SAPTC, the dean will write a confidential memorandum to
the vice chancellor. This memo will describe his or her evaluation of the candidate and will assess
the potential impact of the promotion on the long-range goals of the school and the University. It
will be added to the dossier and sent to the VC’s office.
Occasionally, a dean may disagree with the recommendation of the SAPTC. This may occur when
a dean feels that a candidate whom the department supports is not qualified for appointment or
promotion; or conversely, a dean may feel that a candidate should be reviewed by the university
when the department feels otherwise. The dean will in all cases forward the dossier to the vice
chancellor along with a confidential letter of recommendation.
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The Vice Chancellor
The Office of the Registrar (RO) is the custodian of all policies and procedures relating to faculty
appointment, promotion, tenure, and retention at the university. The Registrar’s Office is
responsible for circulating policies to all academic staff and their respective units.
The VC conducts the final review of all matters pertaining to appointment, promotion & tenure,
prior to approval by the Management Committee (MC) and ratification by the Board of
Trustees(BoT). In making decisions regarding appointments, promotion or tenure, the Vice
Chancellor may call on other persons who might provide information considered vital to a fair and
thorough review before transmitting them to the MC.
All candidates who are reviewed by the SAPTC, whether successful or unsuccessful, will be
notified by the VC of the decision. This communication is made immediately following the VC’s
decision and precedes the formal approval of the MC/BoT. Unsuccessful candidates will be
informed by the Vice Chancellor of their right to an appeal which may only be on procedural
grounds.

MC / Board of Trustees
Appointment
For all cases of appointment with tenure or appointment to full Professor (with or without tenure),
final approval of a candidate’s appointment lies with the MC to be ratified by the BoT. After the
VC considers the candidate for appointment, the VC will deliver a formal recommendation to the
MC who will then vote to either approve or reject the candidate’s appointment. Decisions of the
MC will be forwarded to the BoT for ratification.
Promotion
For all cases of tenure track promotion, or of a teaching track candidate’s promotion to full
Professor, final approval of a candidate’s appointment lies with the Board of Trustees. After the
VC considers the candidate for promotion and/or tenure, the VC will deliver a
formal recommendation to the MC, who will then vote to either approve or reject the candidate’s
promotion. Decisions of the MC will be forwarded to the BoT for ratification.

B. Appointment Processes
Approval for Appointment Position
The university’s annual budget, as approved by the Board of Trustees, includes the number of
lines for professorial and non-professorial rank academic staff on tenure track, teaching track and
special appointments. Any appointment of an academic staff member may only be made against
an approved line. The Vice Chancellor will allocate available positions between the schools based
on anticipated needs and university priorities. Each dean may thereafter allocate the school’s
budgeted positions among the various departments, based on the needs and priorities of the
school and each department.

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Standard Appointment Process for (Professorial Rank) positions

87
Summary of Appointment Processes, Procedures and Signing
Authority
The process to be followed for appointments to be made in the professorial and non-professorial
ranks is outlined in Section 5.2 and Section 5.3 respectively. The offer letter and the employment
appointment letters employ a standard format and are generated by the Human Resource
division.

Academic Staff Position Appointment Signing Signing Authority

Approving Authority of of Employment
Authority Offer Letter Appointment
Letter

Professional Ranks

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Assistant/ Associate Professor Vice Chancellor Dean Vice Chancellor
(Teaching Track, Tenure Track
or Research), Assistant
Professor of Practice

Associate Professor (Tenured)/ MC/ Board of Dean Vice Chancellor

Professor (Tenure Track)/ Trustees
Professor (Tenured)

Professor Emeritus MC/ Board of Not Applicable Vice Chancellor

Trustees

Non-Professional Ranks

Teaching Fellow Dean Not Required Dean

Visiting Professor (All Ranks) Vice Chancellor Dean Vice Chancellor

Adjunct Faculty Dean Not Required Dean

Scholar/ Writer/ Artist in Dean Not Required Dean

Residence

Post-doctoral Fellow Dean Not Required Dean

D. Tenure and Promotion Processes for

Faculty on Tenure Track
Definition of Tenure
Tenure is an arrangement whereby an Associate Professor or Professor, maintains his/her
professorial appointment until retirement, resignation, dismissal for cause, or termination due to
the discontinuation or reduction of a program. Tenured faculty members are entitled to continued
institutional support for teaching and scholarship, and they enjoy equitable compensation and
benefits.
Academic tenure allows faculty members to teach, research, or inquire into areas that might be
politically or commercially controversial without fear of dismissal. The process of exploring and

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expanding frontiers of knowledge often challenges the established order. Therefore, tenure’s
value extends beyond the mere protection of individual faculty members. Tenure assures society
that the faculty’s first priority will remain the pursuit of truth and knowledge.
The granting of tenure does not preclude a faculty member from further review of performance.

Eligibility for Tenure

All non-tenured appointments in the tenure-track are eligible for tenure. New appointments at the
associate professor and professor rank can be with tenure or without tenure, and can be moved
to tenured positions on meeting tenure requirements.
The conferral of tenure represents a long-term commitment by the university and requires tenure
candidates to demonstrate both a track record of proven excellence, and promise for continued
distinction. Relevant benchmarks for tenure evaluation, therefore, include the extent to which the
candidate’s work has advanced his/her field; reflects growing professional development; is
perceived as valuable by experts in the field; and demonstrates potential for increased
contribution to the discipline’s body of knowledge.

Tenure Clock
The “tenure clock” is the schedule for the probationary period after which a tenure track faculty
member in the professorial ranks is required to apply for tenure. A standard tenure clock spans
eight years that are divided in two parts. New tenure track appointments are made at the initial
professorial rank of Assistant Professor.
An initial appointment of a faculty member on tenure track is made through grant of a first contract
for four years. A mid-probationary review (MPPR) occurs during the third year of the first contract
and upon successful review at the end of the third year of the first contract, the faculty member is
awarded a second contract of four years. If the review is not successful, the fourth year of the first
contract will be the terminal year. The official tenure application and review occurs during the
Assistant Professor’s third year of the second contract or one year prior to the expiration of the
second contract. Assistant professors are promoted to the rank of associate professor on award
of tenure.
During the third year of their second contract (or seventh year after initial appointment), Assistant
Professors are required to undergo review for tenure. Assistant Professors who receive tenure
are promoted to Associate Professor after the completion of their contract; for those who do not
receive tenure, the eighth year will be the terminal year, unless the candidate is granted the option
to reapply for tenure. This extension is granted at the sole discretion of the university.
If the candidate is granted the option to reapply for tenure, the university will extend his/her
contract for a two-year term upon expiration of the second contract. The second tenure review
must take place within two years of the first application for tenure review. If tenure is not granted
the second year of the extended contract will be the terminal year.

Deviations from Standard Tenure Clock

Professor or Associate Professor without Tenure

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Rarely, a scholar or researcher with experience may be appointed to tenure track at the Associate
Professor or Professor level. These appointments are made typically when considering qualified
senior level individuals without significant experience in academia, or those candidates returning
to academia after some break. The period of contract of a professor or associate professor without
tenure shall be for a maximum of four years.
Professors or associate professors without tenure may be reviewed for tenure during the first
three years of the period of contract. If they are not conferred tenure by the end of the third year,
the fourth year will be the terminal year, unless the candidate is granted the option to reapply for
tenure. This extension is granted at the sole discretion of the university. If the candidate is granted
the option to reapply for tenure, the university will extend his/her contract for a two-year term upon
expiration of the contract. The second tenure review must take place within two years of the first
application for tenure review. If tenure is not granted the second year of the extended contract
will be the terminal year.
The time frame in which a faculty member is to apply for tenure is specified in the contract
awarded.
Prior Professorial Experience
When an individual who has served at other institutions at a professorial rank is employed at
LUMS, prior service at other institutions will not be counted in the tenure clock.
Leave of Absence
An approved leave of absence from LUMS without pay is not counted in the tenure clock if, due
to the nature of the leave, the faculty member is unable to continue the pursuit of normal scholarly
activities during that period. The tenure clock would also be stopped for a period of one-year
during the period of maternity leave. Extension in the tenure clock must be requested in writing at
the time the leave is requested. The VC in consultation with the dean will determine how such a
leave will affect the timing of the review for promotion and the terms of the contract. All leaves
from which normal research activities are continued will count towards the tenure clock.
Request for Early Tenure Review
Early reviews are encouraged only in cases where candidates are making unusually rapid
progress and have already shown high accomplishments. To be successful, the case must be
very clear and compelling. If the department wishes to put forward a candidate early, it should
make a proposal in writing to the dean, summarizing the reasons, prior to initiating the review
process.
In determining whether to conduct an early review, the department will examine the CV, teaching
record, and other materials the candidate chooses to present. Should the department decide that
the candidate’s scholarship lacks sufficient justification for early tenure review, it will reject the
request for an early tenure review and explain the reasons for its decision to the candidate. The
candidate’s tenure review will proceed under the standard timeline in accordance with his/her
contract and tenure clock.
If the department feels the request for early review is warranted, it may agree to start the tenure
review process at the request of the candidate.

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Performance Review of faculty
Annual Review
All faculty members participate in annual review of their performance by completing the electronic
self-evaluation forms following which their performance is reviewed by the respective
Chairs/Deans.
Review of Tenured Faculty
Other than annual salary reviews, tenured associate professors receive a review by their chair
every three years; a more detailed review by a review committee is also carried out in their ninth
year at associate status. Other than annual salary reviews, tenured full professors are reviewed
in detail by a review committee every five years. The review committee will be constituted at the
department or school level by the Dean of the School in consultation with the Vice Chancellor.
The Dean may waive the review for faculty members who have submitted a letter of retirement or
resignation. The Dean of the School may grant an extension of up to one year when
circumstances place an undue burden on the faculty member or department to complete the
review during the scheduled year of review.
Preparation of the Dossier:
The following information must be included in the dossier to be prepared by the candidate to be
reviewed on the tenure track system and promoted on the teaching-track system:
Cover letter to the Chair/Dean that succinctly highlights accomplishments in research (do not list
publications), teaching, service to LUMS as well as societal impact, if any. Accomplishments
outside these categories may also be highlighted. For teaching, applicants should prepare a table
listing all courses taught (semester by semester)
along with percent contribution, student enrollment in each course and the associated instructor
evaluation score (score out of 5).
Updated curriculum vitae that includes list of publications in journals, conferences and books,
cases, research grants and role in each, travel grants, awards and honors, and invited seminars
at conferences and institutions. Also include in CV consultancies, patents filed, invention
disclosures, and companies formed.
A comprehensive Google Scholar / Scopus/Web of Science report listing all publications along
with number of times each contribution was cited.
Teaching statement describing teaching philosophy, innovations in teaching methodology (if any),
and courses developed. Other notable achievements in enhancing quality of pedagogy may also
be highlighted in this section.
Research statement describing past accomplishments, ongoing work and future research
activities. Also list past and ongoing collaborations, along with the number of undergraduate and
graduate students supervised and their placements.

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Service statement elaborating how the applicant has contributed to institutional building as well
as impacting the society. List all conferences and workshops organized, associations with
scientific journals and/or funding agencies, and service to them as reviewer.
Names and contacts of at least six referees working in the applicant’s research area including
those who have worked, collaborated, and/or supervised the applicant are to be provided at the
time of tenure review. External referees are not required for mid-probationary review. [For
promotion to associate professor all referees must be at a rank of Associate Professor and above;
similarly, for promotion to full Professor, all referees must also be at the same rank. Referees
from research institutes or corporations with ranks equivalent to academic ranks are also
acceptable.
Mid Probationary Period Review
The employment of tenure track Assistant Professors consists of two consecutive contracts, each
of four-year duration. The first contract is awarded at the time of employment and the second is
awarded following a successful review of work done during the first contract period. During the
third year of the first contract, the Assistant Professor undergoes a Mid Probationary Period
Review (MPPR) to evaluate his/her progress towards tenure and determine whether his/her
contract will be extended for the following 4 years.
This MPPR will take place no later than the spring semester of the candidate's third year of the
first four-year contract period. Assistant professors whose contracts are not renewed will be
entitled to complete the fourth year of their contract but lose the right to participate in faculty
searches. Candidates will be notified in writing of the decision regarding contract renewal no later
than six months prior to the completion of their contract.
All candidates, regardless of when they are hired, must be reviewed for their first contract period
no later than their third year by DPTC &SAPTC; and must be reviewed for tenure no later than
their seventh year (with appropriate account of leaves).
In preparation for the MPPR, the faculty member must prepare a dossier to inform the committees’
evaluation of his/her scholarship, teaching performance, and service. The requirements of the
MPPR dossier are the same as that of the internal dossier required for tenure and promotion
decisions. External reviews are not required for the MPPR.
The decision to award a second four-year contract to an assistant professor is a major
commitment. Consequently, the review process must evaluate the candidate's performance in the
same categories of scholarship, teaching, and service as are addressed when a candidate is
reviewed for tenure. The review process must also respect the legitimate expectations of the
candidate and reflect the informed judgment of his or her peers (normally the tenured and senior
members of the department). Since the period of evaluation is less -- typically two and one half
years for a contract review versus six and one-half for a tenure review-- the expectation for
demonstrated research and achievements is far less than what is expected for the grant of tenure.
The option of non-renewal is not meant to compromise the integrity of the normal probationary
period, for the university well understands that creativity is not easily assessed and need not
arrive on a fixed schedule. However, the same general standards and principles should apply;
the decisive criteria are the quality and impact of the work to date and that the candidate is making
reasonable progress toward tenure. The materials required for review of a tenure-track contract

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renewal are thus of the same kind as for a tenure review and they should be assembled by
following the same steps described in the previous sections. The only exception is that external
reviewers are not required. There may, however, be cases where a department feels that the
review would benefit from an external opinion. In such cases, the same guidelines for selecting
and communicating with external reviewers as for a tenure review apply. The appointment of an
internal reviewer is also optional.
Committee Recusal
Under certain conditions, specific members of the appointment, promotion & tenure committees
should be recused from considering all or part of a specific case:
A member who serves on more than one committee may vote no more than once on any case,
and must be recused in other committees.
A member of a committee who is the candidate’s Department Chair has already made his/her
recommendation, contained in the dossier, and therefore should abstain from voting and
deliberations in the committee, but may answer other committee members’ questions as needed.
A member of a committee who has a conflict of interest or who feels he or she may not be able
objectively to evaluate the candidate has the responsibility to disclose the nature of the conflict to
the Dean or the Vice Chancellor prior to deliberations and, if deemed appropriate, will be recused
from deliberations and voting.
The membership of all committees should be available to all candidates before the Chair or dean
forwards the dossier to the respective committees. If a candidate believes there is a potential
conflict of interest or asserts an improper bias involving a member of a committee, the candidate
must raise it prior to deliberations on the case so that Chair or dean can evaluate the claim and
act appropriately.
Updates and Late Submissions to the Dossier
It is likely that over the course of the review, candidates’ submitted information may change.
Examples could include notification of a decision to publish a book manuscript, the receipt of an
award, or the achievement of a government research grant. Late materials such as these may be
included in the candidate's dossier by forwarding them through the Chair and dean to the
appropriate promotion & tenure committee. The various promotion & tenure committees may
decide at its discretion when to cut off the inclusion of late materials.
Substantive Guidelines for Evaluation
The departmental evaluation of the candidate’s dossier should base its recommendation on the
following issues, as appropriate.
1. What is the quality and impact of the candidate’s scholarship or creative work? Is the work
original and innovative? Are the questions addressed in the research important and has
the candidate made substantive contributions to answering them?
2. How has the candidate influenced the understanding or practice of his or her discipline(s)?
How has the work of the candidate been recognized in the profession? Has the candidate
established a national or an international reputation in his or her chosen field(s) of
research or creative work?
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 3. Has the individual been involved in leadership activities and service in professional
organizations in his or her field(s)? What has been the candidate’s impact within the
external professional communities, nationally and internationally?
4. How does the candidate compare with others in the field, both at LUMS and at other
institutions, at a similar stage in their careers?
5. What has been the individual's teaching performance, and what is their potential for
improvement? This evaluation should, among others, be based on the following: student
teaching evaluations, departmental evaluations, letters from students, prizes and awards
for teaching, record in mentoring graduate and undergraduate students, implementation
of new courses, novel deployment of information technology for teaching, and curriculum
development.
6. Has the candidate made useful contributions to service in the LUMS Community and in
the external professional community?
7. Does the candidate strengthen the department, the school, and the university and if so,
how?
8. What is the reason for believing that if promoted, the candidate will continue to be a
creative scholar, a proficient teacher, and an interactive member of the LUMS community?
It is useful to remember that tenure and promotion are not granted as a reward for past
achievements. They are given with the anticipation that the promise suggested by the
record of scholarship, teaching, and service to date will be fulfilled many times over in the
future.
9. The increasing prevalence of multi-authored publications and scholarly works presents a
special challenge in assessing candidates for tenure and/or promotion. In preparing a
dossier, the department should pay particular attention to ascertaining and documenting
the specific quantitative and qualitative contributions of the candidate to multi-authored
works. Documentation of the individual’s contributions can (and probably should) include
several approaches, including a specific statement from the candidate addressed to this
question. In soliciting outside letters of reference, specific question should be raised about
identifying the candidate’s creative and conceptual contributions to joint work. In the
interest of obtaining a penetrating assessment of the candidate’s contributions to
collaborative work, it may be appropriate to target some number of reference requests to
collaborators and co-authors, with the context of a sufficiently rich list of outside
references.
10. Has the candidate exhibited good citizenship and role modeling? Is he/she a good team
player willing to take on additional responsibilities when the need arises? Does he/she
possess a positive attitude? How would you describe his/her behavior towards his/her
colleagues?
Documentation of the individual's contributions can (and probably should) include several
approaches, including a specific statement from the candidate addressed to this question. In
soliciting outside letters of reference, specific question should be raised about identifying the
candidate's creative and conceptual contributions to joint work. In the interest of obtaining a
penetrating assessment of the candidate's contributions to collaborative work, it may be

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appropriate to target some number of reference requests to collaborators and co-authors, with
the context of a sufficiently rich list of outside references.
Meeting Minutes
Minutes of all DPTC and SAPTC meetings will be recorded and included in the candidate’s
dossier. All committee minutes should remain confidential and will be retained by the Chair of
respective committees and housed within the office of the VC or the respective Dean, as is most
appropriate.

Minutes of all DPTC and SAPTC meetings will be recorded and included in the candidate’s
dossier. All committee minutes should remain confidential and will be retained by the Chair of
respective committees and housed within the office of the VC or the respective Dean, as is most
appropriate.

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For greater detail on the individual roles and responsibilities of various parties at different points
along the appointment timeline, see Section 4
The standard promotion and/or tenure review process is described in detail below:

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1. The candidate compiles his/her dossier and submits it to the Chair. The Chair adds the
candidate’s external reviews to the dossier, confirms the dossier’s completed status and compiles
the dossier in electronic form.
2. The Chair forwards the dossier to the Department Promotion and Tenure Committee (DPTC)
which evaluates the strength of the candidate’s case for promotion and/or tenure. After a thorough
discussion, the DSC will vote whether to approve the candidate’s promotion. One committee
member will be selected to write a report outlining the committee’s recommendation, and any
committee member who objects to the recommendation may submit a minority report. The report
of the DPTC is forwarded with the candidate’s dossier to the Chair.
3. The Chair conducts a thorough review of the case and if either the Chair or the DPTC has
recommended the candidate for promotion, the Chair will forward the candidate’s dossier to the
Dean for processing by the SAPTC. In case both the Chair and the DPTC have recommended to
reject the case, the candidate is informed of the decision by the Chair and further processing of
the case is stopped.
4. The SAPTC evaluates the strength of the candidate’s case for promotion and/or tenure. After
a thorough discussion, the committee will vote whether to recommend the candidate’s promotion
and/or tenure. One committee member will be selected to write a report outlining the committee’s
recommendation, and any committee member who objects to the recommendation may submit a
minority report. The report of the SAPTC is forwarded with the candidate’s dossier to the Dean.
5. The Dean conducts a thorough review of the case and if either the Dean or the SAPTC has
recommended the candidate for promotion, the Dean will forward the candidate’s dossier to the
VC for further processing. In case both the Dean and the SAPTC have recommended to reject
the case, the candidate is informed of the decision by the Chair and further processing of the case
is stopped.
6. In case of promotion only to the level of Associate Professor (teaching track only), the final
decision on the case is made by the VC and communicated to the school.
7. For all cases of award of tenure or appointment to full Professor, final approval of a candidate’s
appointment lies with the MC as ratified by the Board of Trustees. The VC conducts a thorough
review of the case and if either the VC or the dean has recommended the candidate for
promotion/award of tenure, the VC will forward his/her recommendation, together with the
completed dossier and all recommendations to the MC for consideration. In case both the VC and
the dean have recommended to reject the case, the candidate is informed of the decision by the
Chair and further processing of the case is stopped.
Effective date of Tenure
Tenure for a faculty member becomes effective only after the MC has approved the Vice
Chancellor’s recommendation for tenure
Appeals
Candidates for promotion may appeal a negative committee decision at any time in process not
later than six weeks after the candidate has been notified. The appeal is with the dean if the
application is rejected at the department level, and with the VC if it is rejected at school or
university level. If the candidate feels that the process has not been followed, he may appeal
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decisions by writing to the Faculty Council not later than six weeks after the candidate has been
officially notified that promotion has not been awarded. This review, which is conducted by the
Appeals and Grievances Committee of the Faculty Council, examines procedural issues only and
does not assess the substantive issues having to do with the candidate's qualifications for
promotion. Once the review is complete, the Appeals and Grievances Committee files a written
report of its findings to the Vice Chancellor, who subsequently decides what action to take.

Timelines for Dossier Submission and Processing

Tenure Review

Times for dossier submission and further processing for tenure and/ or promotion to Associate or
Full Professorship are as follows:

Submission From Submission To Deadline

Candidate Chair June 30

Chair DPTC August 31

DPTC Chair October 15

Chair Dean October 31

Dean SAPTC November 30

SAPTC Dean January 31

Dean Vice Chancellor February 15

Vice Chancellor Management Committee April 30

Management Committee/ BoT Vice Chancellor June 30

Midterm Review
Spring Semester prior to the review:

Action Date

Candidate begins to compile dossier March 1

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Dossier completed and forwarded to the Chair March 25

Department decides whether to alert the dean and candidate of a April 5

weak case.

If Department proceeds with review, the Chair solicits names for April 15
external reviewers from candidate.

Chair sends out preliminary requests to external reviewers. May 1-May 15

Departments send letter and materials to external reviewers. June 15

Fall Semester of the review:

Action Date

Deadline for external reviewers’ responses. October 1

Dossier with external reviewers complete. October 15

DPTC votes, if outcome is positive, Chair forwards full dossier to dean November
accompanied by a written recommendation and a summary of the DPTC’s 1
deliberations.

Dean asks SAPTC to review dossier. November

15

Dean, after reviewing full dossier including the DPTC and SAPTC’s December
recommendation, forwards it to Office of the Vice Chancellor 1

E. Contract Renewal and Promotion

Processes for Faculty on Teaching Track
Eligibility for Promotion
All faculty members on teaching track at the Assistant Professor level who meet the eligibility
conditions for appointment as Associate Professor as outlined in section 3.4.1.2 may prepare their
dossier and submit it to the Chair of the Department or Associate Dean, as the case may be, for

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consideration. Faculty members at the Associate Professor level are required to meet the
eligibility conditions for appointment as Professor as outlined in section 3.4.1.3.
It may be noted that each case will be considered on merit, following the process outlined in this
document. Meeting the eligibility criteria for appointment at the next level does not confer any right
of promotion.

Deviations from Standard Eligibility Requirements

Prior Professorial Experience
When an individual who has served at other institutions at a professorial rank is employed at
LUMS, prior service at other institutions will not be counted for meeting the eligibility conditions.

Performance Review of faculty

Annual Review
All faculty members participate in annual review of their performance by completing the electronic
self-evaluation forms following which their performance is reviewed by the respective
Chairs/Deans.
Review for Extension of Contract
Faculty on teaching track are provided 4-year contracts, which are to be reviewed in the final year
of the contract. The review process should be completed six months prior to the completion of the
contract.
Faculty members in their fourth year of contract will be required to complete the electronic self-
evaluation form for contract renewal, following which their performance will be reviewed by the
respective Chairs and Dean.
Preparation of the Promotion Dossier:
Faculty members on teaching track who wish to be considered for promotion would prepare their
dossier in accordance with the guidelines provided in Section 6.5, providing all information that is
applicable.
Committee Recusal
Policy noted in Section 6.7 is applicable to teaching-track cases as well.
Updates and Late Submissions to the Dossier
Policy noted in Section 6.7.1 is applicable to teaching-track cases as well.
Substantive Guidelines for Evaluation of Promotion Cases
The departmental evaluation of the candidate’s dossier should base its recommendation on the
following issues, as appropriate.
1. How has the candidate influenced the understanding or practice of his or her discipline(s)? How
has the work of the candidate been recognized in the profession? Has the candidate established
a national or an international reputation in his or her chosen field?

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2. Has the individual been involved in leadership activities and service in professional
organizations in his or her field(s)? What has been the candidate’s impact within the external
professional communities, nationally and internationally?
3. How does the candidate compare with others in the field, both at LUMS and at other institutions,
at a similar stage in their careers?
4. What has been the individual's teaching performance, and what is their potential for
improvement? This evaluation should, among others, be based on the following: student teaching
evaluations, departmental evaluations, letters from students, prizes and awards for teaching,
record in mentoring graduate and undergraduate students, implementation of new courses, novel
deployment of information technology for teaching, and curriculum development.
5. Has the candidate made useful contributions to service in the LUMS Community and in the
external professional community?
6. Does the candidate strengthen the department, the school, and the university and if so, how?
7. What is the reason for believing that if promoted, the candidate will continue to be a proficient
teacher, and an interactive member of the LUMS community? It is useful to remember that
promotion is not just granted as a reward for past achievements. It is given with the anticipation
that the promise suggested by the record of teaching, and service to date will be fulfilled many
times over in the future.
8. Has the candidate exhibited good citizenship and role modeling? Is he/she a good team player
willing to take on additional responsibilities when the need arises? Does he/she possess a positive
attitude? How would you describe his/her behavior towards his/her colleagues?
Meeting Minutes
Minutes of all DPTC and SAPTC meetings will be recorded and included in the candidate’s
dossier. All committee minutes should remain confidential and will be retained by the Chair of
respective committees and housed within the office of the VC or the respective Dean, as is most
appropriate.

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For greater detail on the individual roles and responsibilities of various parties at different points
along the appointment timeline,
The standard promotion process is described in detail below:

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1. The candidate compiles his/her dossier and submits it to the Chair. The Chair adds the
candidate’s external reviews to the dossier, confirms the dossier’s completed status and compiles
the dossier in electronic form.
2. The Chair forwards the dossier to the Department Promotion and Tenure Committee (DPTC)
which evaluates the strength of the candidate’s case for promotion. After a thorough discussion,
the DSC will vote whether to approve the candidate’s promotion. One committee member will be
selected to write a report outlining the committee’s recommendation, and any committee member
who objects to the recommendation may submit a minority report. The report of the DPTC is
forwarded with the candidate’s dossier to the Chair.
3. The Chair conducts a thorough review of the case and if either the Chair or the DPTC has
recommended the candidate for promotion, the Chair will forward the candidate’s dossier to the
Dean for processing by the SAPTC. In case both the Chair and the DPTC have recommended to
reject the case, the candidate is informed of the decision by the Chair and further processing of
the case is stopped.
4. The SAPTC evaluates the strength of the candidate’s case for promotion. After a thorough
discussion, the committee will vote whether to recommend the candidate’s promotion. One
committee member will be selected to write a report outlining the committee’s recommendation,
and any committee member who objects to the recommendation may submit a minority report.
The report of the SAPTC is forwarded with the candidate’s dossier to the Dean.
5. The Dean conducts a thorough review of the case and if either the Dean or the SAPTC has
recommended the candidate for promotion, the Dean will forward the candidate’s dossier to the
VC for further processing. In case both the Dean and the SAPTC have recommended to reject
the case, the candidate is informed of the decision by the Chair and further processing of the case
is stopped.
6. In case of promotion only to the level of Associate Professor on teaching track, the final decision
on the case is made by the VC and communicated to the school.
7. For all cases of teaching track candidate’s promotion to full Professor, final approval of a
candidate’s appointment lies with the MC as ratified by the Board of Trustees. The VC conducts
a thorough review of the case and if either the VC or the dean has recommended the candidate
for promotion/award of tenure, the VC will forward his/her recommendation, together with the
completed dossier and all recommendations to the MC for consideration. In case both the VC and
the dean have recommended to reject the case, the candidate is informed of the decision by the
Chair and further processing of the case is stopped.
Effective date of Promotion
Promotion of a faculty member becomes effective only after grant of approval by the relevant
office or forum, and its subsequent communication by the Vice Chancellor.
Appeals
Candidates for promotion may appeal a negative committee decision at any time in process not
later than twenty calendar days after the candidate has been notified. The appeal is with the dean
if the application is rejected at the department level, and with the VC if it is rejected at school or
university level.
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Candidates may also appeal decisions by writing to the Faculty Council not later than twenty
calendar days after the candidate has been officially notified that promotion has not been
awarded. This review, which is conducted by the Appeals and Grievances Committee of the
Faculty Council, examines procedural issues only and does not assess the substantive issues
having to do with the candidate's qualifications for promotion. Once the review is complete, the
Appeals and Grievances Committee files a written report of its findings to the Vice Chancellor,
who subsequently decides what action to take.

Timelines for Dossier Submission and Processing

Tenure Review

Timelines for dossier submission and further processing for promotion to Associate or Full
Professorship are as follows:

Submission From Submission To Deadline

Candidate Chair June 30

Chair DPTC August 31

DPTC Chair October 15

Chair Dean October 31

Dean SAPTC November 30

SAPTC Dean January 31

Dean Vice Chancellor February 15

Vice Chancellor Management Committee April 30

Management Committee/ BoT Vice Chancellor June 30

Renewal of Contract

For contracts expiring on Dec 31st/ spring semester prior to the review:

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Action Date

Candidate initiates self-evaluation February 1

Self-evaluation completed and forwarded to the Chair February

20

Department decides whether to alert the dean and candidate of a weak case. March 5

If Department proceeds with review, the DPTC convenes and conveys its April 15
recommendations to the Chair

Chair forwards recommendations of the DPTC, along with his observations to April 25
that SAPTC

Dean, after reviewing the case, including the DPTC and SAPTC’s June 15
recommendation, makes the final decision with respect to renewal of contract

Fall Semester of the review:

Action Date

Candidate initiates self-evaluation August 10

Self-evaluation completed and forwarded to the Chair August 31

Department decides whether to alert the dean and candidate of a weak case. September
5

If Department proceeds with review, the DPTC convenes and conveys its October 15
recommendations to the Chair

Chair forwards recommendations of the DPTC, along with his observations to October 25
that SAPTC

Dean, after reviewing the case, including the DPTC and SAPTC’s December
recommendation, makes the final decision with respect to renewal of contract 15

F. Dismissal/ Termination of
Appointments, Sanctions and Suspension
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Resignation
Faculty members who intend to resign at the end of the academic year should submit a written
notification to the Vice Chancellor of the university with a copy to the dean and Chair of their
intention no later than April 15 of the year of resignation, or thirty days after receiving written
notice of the terms of reappointment, whichever comes later.
Dismissal
Legitimate Causes for Dismissal
Dismissal of faculty members may only occur for cause. Adequate cause for dismissal must be
related, directly and substantially, to the fitness of faculty members in their professional capacities
as teachers or scholars. Dismissal will not be used to restrain faculty members in their exercise
of academic freedom or other rights under Pakistani law.
Examples of behavior that in their most serious form may directly and substantially detract from
the professional capacities of faculty members in their roles as teachers and scholars are fiscal
malfeasance, unauthorized absence from the university, plagiarism, dishonest research, and
sexual harassment of the students, faculty, or staff of LUMS.
Hearing Process
A faculty member will be dismissed for cause only after he or she has had an opportunity for a
formal hearing by a faculty panel convened for the express purpose of considering dismissal for
cause. The VC or his/her delegate will initiate consideration of dismissal by presenting to the
speaker of the elected Faculty Council a written statement of the allegations, framed with
reasonable particularity that, if established, would justify dismissal.
The University Faculty Council, in consultation with the Vice Chancellor, will establish the
procedure to be followed during dismissal hearing, and any subsequent changes in that procedure
affecting the authority of the Vice Chancellor or Board of Trustees must be approved by the Vice
Chancellor or the Board. The speaker will ensure an opportunity for a dignified, careful, and fair
hearing in which:
1. Written notice will be given to the faculty member of the administration’s allegations against
him or her.
2. The faculty member will be considered fit in his or her capacity as a teacher or scholar until
proven otherwise.
3. The confidentiality of the proceedings will be guaranteed and the privacy of the faculty member
will be respected.
4. An unbiased panel composed solely of faculty members will be chosen.
5. An opportunity will be given the faculty member to be present throughout the hearing, to
confront and question witnesses, and to give information in his or her favor. The hearing panel
will reserve the right, at any time before, during, or after the formal hearing, to meet in closed
session outside the presence of the parties of their representatives

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Following the hearing, the panel will weigh the evidence and give to the Vice Chancellor a written
report, containing both its findings and its recommendations. The Vice Chancellor, after reaching
a decision, will inform the MC/Board of Trustees.
Other university policies may be established from time to time, such as the currently existing
policies on sexual harassment and scientific misconduct that provide for a range of potential
sanctions and a committee to review allegations against a faculty member. A hearing held in
accordance with the sexual harassment policy will substitute for the dismissal hearing required in
this policy as described in this section.
Suspension Pending Final Decision
Pending a final report by the hearing panel, the administration may suspend the accused faculty
member, for example, by placing the accused on administrative leave or assigning him or her to
other duties in lieu of leave-only if continuance threatens harm to other persons, to the accused,
or to university property. A faculty member who has been suspended pending a hearing will
continue to receive full salary throughout the period of suspension. A suspension that is not
followed either by reinstatement or by the opportunity for a hearing is in effect a summary
dismissal in violation of academic due process.
Sanctions Other than Dismissal
If the behavior of a faculty member, although not constituting adequate cause for dismissal, is
sufficiently grave to justify imposition of a sanction, then the matter would be dealt with as
specified in the Faculty Disciplinary Policy.
Termination
All faculty members on teaching or tenure track appointments or with a special or contractual
appointment can be terminated as per the provisions of their appointment agreement/contract or
under circumstances related to the fitness in their professional capacities as teachers following a
due evaluation process.
Termination because of a Reduced or Discontinued Program or Academic Unit
The university may terminate the employment of a faculty member because it has in good faith
decided to discontinue or reduce a program, department, or other academic unit of the university.
Such decisions are the final purview of the Board of Trustees and will be communicated by the
Vice Chancellor first to the unit involved and then to the University Faculty Council or all faculty in
the absence of a Faculty Council.
Financial Exigency
Tenure may be terminated in a situation of university-wide financial exigency. Financial exigency
is declared only under conditions set forth by the Board of Trustees and communicated through
the Vice Chancellor to the University Faculty Council or all faculty in the absence of a Faculty
Council. If there is need to terminate a faculty member's tenure for reasons of financial exigency,
the university will provide letters of recommendation to the tenured faculty member.
Exemptions and Revisions

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The University, its officers, or any other person or entity associated with them shall have no liability
whatsoever for any losses, damages, claims, legal costs, or other expenses that a person may
suffer or incur, whether directly or indirectly (including any loss of profit or damage to reputation)
by reason of any proceedings instituted or measures taken pursuant to these procedures.
These procedures may be revised by the University from time to time in its absolute discretion
provided that any revision or amendment in the procedures shall not apply to any proceedings
that have commenced or affect the validity of any decision or anything done prior to the revision.

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VIII. FACULTY DEVELOPMENT
LUMS expects its faculty to routinely engage in professional activity of a scholarly nature, and to
augment and redefine the existing bodies of knowledge in their respective disciplines. While there
is no articulated policy regarding the minimum number of research projects or publications that
all faculty members must engage in, the university encourages them to push themselves to a
great degree. To avoid unnecessarily encumbering faculty with the administrative and financial
aspects of research work, it supports the faculty through a number of different offices.

The Office of Sponsored Programmes and Research (OSPR) is one such office, which actively
pursues its mandate to promote a culture of research at LUMS. It regulates internally sponsored
research activities at the University, and acts as a liaison between external funding agencies and
the faculty. It also creates dashboards to categorize and disseminate information, maintains a
web-based customized application to facilitate grant administration, and procures, manages, and
transfers research equipment.

The University ensures that restrictive policies do not stifle opportunities for research by granting
teaching and service awards, and designing a generous faculty leave policy. Both these steps are
geared towards giving faculty members the resources and time to evolve and make substantial
progress in their fields.

A. Faculty Leave Policy

Taken from new Faculty Leave Policy

Purpose
As defined in the statement of Principles of Leaves of Absence:
“Leaves of absence are among the most important means by which the teaching effectiveness of
faculty members may be enhanced, their scholarly usefulness enlarged, and an institution’s
academic program strengthened and developed. A sound program of leaves is therefore of vital
importance to a college or university, and it is the obligation of faculty members to make use of
available means, including leaves, to promote their professional competence. The major purpose
is to provide opportunity for continued professional growth and new, or renewed, intellectual
achievement through study, research, writing, and travel. Leaves may also be provided in
appropriate circumstances for projects of direct benefit to the institution and for public or private
service outside the institution.”

Faculty Presence on Campus

Faculty on academic year contract are required to devote full-time to their LUMS responsibilities
during the entire period of the academic year, starting on the first day of Freshman orientation
and concluding 10 months from that date. In fulfilling their obligations, faculty members are
expected to have a substantial presence on campus during the academic year, and may be
absent from the campus for greater than 10 days, only if they are on an approved leave.

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Unauthorized absence from the university may lead to sanctions against the faculty member,
including dismissal from service.

Leave Programs
1. Leaves from teaching responsibilities are provided by the University to permit members of the
faculty to participate in activities that will upon their return to LUMS:
a. Enhance their competence as scholars and teachers.
b. Utilize the special expertise of faculty in programs of broad interest (for example, programs
sponsored by professional societies or by the government).
2. Leaves are also granted for medical reasons, and care of parental charges.
3. LUMS has limited resources at its disposal and, other than maternity leaves, the right to apply
for a leave does not grant the faculty member the right to receive approval for the leave. The
faculty member is also required, other than in an emergency, to apply for a leave well in time and
proceed on leave only after approval of leave by the university.
4. The contract of faculty members who proceed on leave without approval or who fail to return
after completion of the sanctioned leave period, will be expired and they will have to go through
the standard procedure of re-employment. As detailed in the sections following, depending upon
the type of leave availed, such faculty member may be legally obligated to refund LUMS for the
salary obtained during the period of leave.

Types of Leaves
Sabbatical Leaves
1. Sabbatical leave of one-year is granted by the university to meet either or both of the following
aims :
a. To provide time for research or other professional or creative activity;
b. To provide time for improvement of instructional materials and techniques or their
administration.
Eligibility for Sabbatical Leaves:
2. In order for a faculty member to apply for a sabbatical leave it is necessary that the following
conditions be met:
a. The applicant is a full-time teaching track, tenure-track or tenured faculty member at the rank
of assistant, associate or full professor, or an administrator holding academic rank.
b. The applicant is a full-time member of the faculty for six full years.
c. Leaves of absence without pay and any leave of duration greater than one month are excluded
from the time required to qualify for a sabbatical leave.
d. The time counted towards the sabbatical leave begins to accumulate from the first day of work
as a regular faculty member, in case of a first award and from the next appointment semester, in
case of an applicant who has already availed a sabbatical leave.
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3.Research and extension personnel paid wholly from other than University funds are not eligible
to apply for sabbatical leaves.
4. A sabbatical leave cannot start during a semester.
5. In as much as the faculty member on leave is still considered to be a full-time employee, all
LUMS regulations and benefits shall apply to the recipient while on sabbatical leave.
Procedure:
1. The processing of a sabbatical leave application is initiated by the faculty member wishing to
proceed on sabbatical, who submits a completed application form to the Department Chair within
the specified deadline. The justification of a sabbatical leave is determined primarily on the basis
of a written proposal outlining the nature of the program to be undertaken and the benefits to the
individual and to the University that may reasonably be expected.
2. A sabbatical leave must be planned by the faculty member well in advance to the date of
departure to allow the Department to review the application carefully. The faculty member is
required to submit a sabbatical application form through the department chair, at least twelve
months prior to the proposed date of departure. The sabbatical leave application form needs to
be filled out with care and is expected to contain complete justification for the proposed activity,
including a substantive plan in some detail explaining the nature of the project, location of the
proposed activity as well as projected goals, indicating how the leave will promote the faculty
member’s professional development and benefit LUMS. The faculty member may not take up
additional employment during the sabbatical leave period, except to the degree and terms and
conditions specifically approved by LUMS.
a. For applicants intending to take the Spring Semester off as the first semester, applications for
sabbatical leaves should reach the department chair by the last Friday of January of the prior
year. Notification of the action on the grant shall be made not later than the first Friday in May
following the request for sabbatical.
b. For applicants intending to take the Fall Semester off as the first semester, applications for
sabbatical leaves should reach the department chair by the last Friday of September of the prior
year. Notification of the action on the grant shall be made not later than the first Friday in
December following the request for sabbatical.
c. The importance of early application and early notification for the University and for the individual
faculty member cannot be overemphasized. Applications received with less than the lead time
indicated may be accepted, but the disadvantages of risking later notification or lower priority
rating should be recognized.
3. It is the responsibility of the department chair to evaluate the proposal’s consistency with
departmental needs and objectives, and to indicate to the dean the rating of the project and the
manner proposed to absorb or fill the vacancy thus created. Normally, one is not granted a
sabbatical leave for teaching courses elsewhere that are regularly taught at LUMS.
4. The dean will forward the sabbatical leave application, together with the recommendations of
the department chair, for review to the School Appointments Promotion and Tenure Committee
(SAPTC). Recommendations of the SAPTC will be forwarded to the Dean of the School. The dean
may consult with the faculty member about the plan and may make suggestions for modifications.
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Proposals may be rejected because of lack of merit or low priority or may be deferred because of
staffing and/or budgeting problems. The applicant shall be notified of the action at each level of
administrative review.
5. For tenure track faculty, the tenure clock will continue during the sabbatical. Most faculty is on
10-month academic year appointments, with a July 1 contract renewal date. While the salaries of
10- month faculty are paid over the full 12 month period, workload is assigned only during the fall
and spring semesters of the academic year. To make it convenient for faculty on 10-month
academic year appointments, half the appointment year (1st July to 31st December or 1st January
to 30th June) is interpreted as one semester.
6. The final recommendation of the dean on the sabbatical leave application, along with a copy of
the sabbatical leave application will be forwarded to the Vice Chancellor. Any exceptions
concerning the terms and conditions of a sabbatical leave require the approval of the Vice
Chancellor.
7. The sabbatical leave may not be combined with any other leave and the faculty member is
required to rejoin the department on completion of sabbatical leave.
Rejoining:
Faculty returning from sabbatical will notify the head of department on the date that he/she
physically rejoins LUMS. In case the sabbatical period completes during summer, the faculty
member is expected to be back at LUMS at least two weeks prior to the start of the fall semester.
The faculty member must submit a detailed report to the departmental chair with a copy to the
dean, summarizing sabbatical activities within 90 days of rejoining. The report should include a
summary of the activities for the year, along with copy of a book, article, or papers submitted or
written during the leave period. A presentation to the general school community may be
appropriate. The quality of the leave accomplishment will be taken into account at the time of the
next salary review in evaluating the total contribution of the faculty member to the school.
Post Sabbatical Service Requirement:
A faculty member who is awarded a sabbatical leave has a legal obligation to return to active
University service immediately upon completion of the sabbatical leave. Following their return to
the university, the faculty member is required to remain at the university for a period that is at
least equal to the period of sabbatical leave. Failure to return to regular University employment
immediately after sabbatical leave for a period at least equal to the period of the sabbatical leave
shall create an obligation on the part of the appointee to refund the entire salary received for the
period of a regular sabbatical leave. The university shall have the right to deduct the amount due
from any funds of the faculty member at the university including the Provident Fund. The refund
requirement will be reduced in proportion to the length of the time served.
Short Leaves for Academic Purposes
It is understood that a faculty member may be absent from campus for a period less than ten days
for academic purposes including travel for conferences, workshops, seminars, research
collaboration visits, etc., for which they will make suitable arrangements for make-up classes or
alternate instructors during a semester. Any short leave for academic purposes of 10 days or
longer, however, must be taken with the explicit written consent of the Dean. The faculty member
going on short leave for academic purposes must submit a work plan providing details of the
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proposed activity along with a justification and itinerary to the Head of the Department for onward
recommendation to the to the dean for approval. For tenure track faculty, the tenure clock will
continue during the short leave period.
PhD Study Leave for Teaching Fellows
Full-time teaching fellows who have served at LUMS for at least two years may apply for PhD
study leave to their respective deans through their department chairs. On the recommendation of
the chair their respective deans, taking into consideration the strength of the proposal submitted
and availability of budget for the requisite purpose, will make a recommendation to the Vice
Chancellor regarding grant of PhD study leave granting the faculty member three years of basic
salary on the condition that they successfully complete their PhDs and rejoin their departments
thereafter.
Six months prior to the expected date of completing their PhD, teaching fellows must notify their
department chair so that their case of appointment is processed by their respective school.
Teaching fellows awarded PhD study leave have a legal obligation to immediately upon
completion of their PhD return to the university and serve for a period of at least three years.
Teaching fellows failing to complete their PhDs or rejoin the university within 5 years of taking
leave are legally obligated to refund the entire salary obtained by them from the university.

Leaves without Pay

Professional Leave
Faculty members may be allowed leave without pay, at the discretion of the university on case to
case basis for professional purposes, after every three years of continuous service as a regular
faculty member. Application for leave without pay should be submitted at least six months prior to
the proposed date of departure. A leave without pay may be granted, provided the university is
satisfied that the purpose for which a faculty member is seeking leave will enhance his/her
professional capabilities in line with the interests of the university. The university, however,
reserves the right to sanction such leave for faculty member consistent with his/her work
requirements. Examples of such leave requests may include but are not restricted to leaves for
setting up start-ups, leaves to work for a commercial entity for a limited period of time, fellowships
or leaves for government service. Leaves without pay for a period less than one year would be
granted by the dean of the school on the recommendation of the department chair.
Request for extensions beyond one year leave without pay, requires careful consideration by the
department chair. The faculty member has an obligation to assist the Department in finding
replacement instructors for his or her courses. Leaves for government service are a special case,
and may be extended, at the discretion of the university, for the full term of the service, up to a
maximum of three years. All cases of leave without pay for a period greater than a year require
the approval of the Vice Chancellor.
For tenure track faculty, the tenure clock will continue during the leave period
Personal Leave
Faculty members may be allowed leave without pay for personal reasons, after three years of
continuous services for a maximum duration of one year. A leave without pay may be granted, on
case to case basis to faculty by the dean on the recommendation of the department chair. Once
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again, faculty members applying for Personal leave shall inform the department Chair / associate
dean / dean, of this leave at least six months prior to their leave plan.
All leaves without pay (Professional or Personal) will not be treated as service period for
accumulated benefits or to claim seniority of service. Faculty members shall inform the
department chair / associate dean / dean, of this leave at least six months prior to their leave plan
with the appropriate recommendation from department chair, and approval by the dean.
For tenure track faculty, the dean of the school shall make the determination regarding stoppage
of tenure clock during the leave period.

Medical & Maternity Leaves

Medical Leave
Faculty members requiring leave to recover from their own or their immediate family’s serious
illness can request for medical leave which will be dealt by on a case-by-case basis by the
department chair.
Maternity Leave
The University is committed to supporting faculty members to balance their employment and
family commitments. Maternity leave is applicable to all permanent and long-term contract female
faculty members. Faculty is eligible to apply for maternity leave of up to twelve weeks. Under
normal circumstances, a maternity leave application should be submitted to the department chair
at least three months in advance. Leave can start anytime during six weeks prior to the expected
delivery date. However, in case of medical complication, leave can be taken as advised by the
doctor. The approval would require submission of valid medical certificate by competent medical
authority. If the faculty member is unable to return to work after the completion of her maternity
leave due to complications arising out of pregnancy (to be certified by the competent medical
authorities) the period of absence in excess of the maternity leave will be considered medical
leave and be subject to the provisions governing medical leave.
Faculty members proceeding on maternity leave may, within 3 months, request to stop the tenure
clock for a period up to one year, which would be allowed.
Paternity Leave
Fathers are eligible for 10 working days of paternity leave
Implementation
a. This policy would be implemented starting July 1, 2015

Roles and Responsibilities:

Faculty Member
a. Submission of Request for leave within the time lines specified, prior to expected date of
departure from the university b. Ensure that they are eligible to apply for the leave requested. c.
Return to active duty at LUMS immediately upon completion of leave period. d. Submit reports as
required for the type of leave availed

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Department Chair’s Office
a. Confirm that the faculty member is eligible for the type of leave applied.
b. Ensure that the leave form is completed properly and all supporting documents are attached.
c. Ensure that adequate arrangements are made to deal with the absence of the faculty member
requesting the leave.
d. Ensure that sufficient budget is available to cater to the requirements resulting from the
expected absence of the faculty member.
e. Write a succinct memo to the Dean listing the budgetary impact of the proposed leave on the
department’s operations and provide recommendations regarding the leave application.
SAPTC
a. Review the Sabbatical proposal submitted by faculty along with the recommendations of the
Department Chair
b. Evaluate the relevance of the proposal to the faculty’s teaching and research at LUMS.
c. Forward its recommendations to the Dean.
Dean’s Office
a. Review leave application along with the recommendations of the department chair and make
a determination regarding the leave application.
b. Recommend and forward all cases of leave without pay for a period greater than a year to the
VC Office for approval.
c. Inform the faculty member regarding the result of the leave application.
d. In case the leave application is approved to forward a copy of the approval to the VC Office.
e. Inform the VC office of any changes to the leave status or duration.
f. Inform the VC office on resumption of duty by the faculty member.
VC Office
a. Approve all cases of leave without pay for a period greater than a year, sabbatical leaves, PhD
leaves.
b. Forward a copy of the leave approval information to the HR Office.
c. Inform HR office regarding resumption of duty by the faculty member.
HR Office
a. Record leave information in the requisite software
b. Inform Finance and Accounts Office regarding stoppage of salary during period of leave without
pay

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c. Inform Finance and Accounts Office regarding payment of salary following resumption of duty
by the faculty member after period of leave without pay
Exemptions and revisions
The University, its officers, or any other person or entity associated with them shall have no liability
whatsoever for any losses, damages, claims, legal costs, or other expenses that a person may
suffer or incur, whether directly or indirectly (including any loss of profit or damage to reputation)
by reason of any proceedings instituted or measures taken pursuant to these procedures.
These procedures may be revised by the University from time to time in its absolute discretion
provided that any revision or amendment in the procedures shall not apply to any proceedings
that have commenced or affect the validity of any decision or anything done prior to the revision

B. Travel
Complete policy can be found on this link: LUMS Travel Policy

LUMS Travel Policy

Travel approval will be as per the University policy. Indent needs to be raised for all travels. All
travel authorization forms should include cost of hotel, rent a car, mode of travel and
miscellaneous expenses which includes daily allowance.

Domestic Travel Policy

Mode of Travel
a. Domestic travel entitlements for modes of travel for Faculty/ Staff are listed below according to
their categories.
b. Mode of travel for Faculty/ Staff requires prior approval of Vice Chancellor, Dean, Head of
Department and as applicable in the university matrix. The mode of travel which is economically
most appropriate will be selected and entitlements may vary according to an employee‟s job
contract.
c. If an employee opts to travel by road in his/her own car, fuel expenses will be reimbursed to
them at a rate of Rs. 12/ km. d. For category-3 special permission from Head of Department will
be obtained while availing the facility of traveling by Air (in case of emergency only).
Entitled Domestic Travel for Category 1
Designation By Air By Train By Road
VC Economy Class A/C Own Car
Deans Sleeper Rent a Car
Associate Deans A/C Bus
Department Chairs
Professors
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 Associate Professors
Assistant Professors
Directors/ Sr Mgr/
Mgr
HOD/ Acting HOD

Entitled Domestic Travel for Category 2

Designation By Air By Train By Road
Deputy Managers Economy Class A/C Rent a Car
Assistant Managers Sleeper A/C Bus (*Subject to
Lecturers approval of Dean/
Teaching Fellows HOD)
Project Research
Teaching Assistant
Research Assistant

Entitled Domestic Travel for Category 3

Designation By Air By Train By Road
Administrative Staff Economy Class A/C Rent a Car
Support Staff Sleeper A/C Bus (*Subject to
Senior Officer approval of Dean/
Officer HOD)

2. Accommodation Entitlement
a. Accommodation entitlements are set according to the prevalent market trends. The University
reserves the right to change Accommodation Entitlements1 according to the current market trends
and hotel rates.
b. Accommodation arrangements will be made by the concerned secretarial/ support staff of the
department as per their entitlement listed in the categories.
c. When hotel stay is “Bill to Company” it means that Hotel will send direct bill to LUMS. Hotels
will be instructed to send only the accommodation per night bill. Foods and misc bills will be
accommodated through daily allowance. Employees will do the payment by themselves through
daily allowance entitlement.
d. If a group of individuals are traveling as a team they are required to stay at the same place as
per entitlement for the objective of efficient resource utilization and management of travel
expenses. Wherever appropriate they are advised to utilize the option of twin accommodation to
accommodate junior staff within the same hotel. e. If the stay is arranged at own expense, 35 %
of the entitlement of lowest applicable rates within respective entitlement shall be admissible to
all categories.

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Domestic Accommodation Entitlement for Category 1

Designation Hotel Entitlement/ Equivalent

VC
Deans
Associate Deans
Department Chairs Equivalent Five star hotel/ Four star hotel
Professors
Associate Professors
Assistant Professors
Directors/ Sr Mgr/ Mgr
HOD/ Acting HOD

Domestic Accommodation Entitlement for Category 2

Designation Hotel Entitlement/ Equivalent

Deputy Managers
Assistant Mgrs
Lecturer Equivalent Four star hotel/ Three star hotel
Teaching Fellows
Project Research
Teaching Assistant
Research Assistant

Domestic Accommodation Entitlement for Category 3

Designation Hotel Entitlement/ Equivalent

Administrative Staff
Support Staff Equivalent three star hotel or motel
Senior Officer
Officer

Daily Allowance Entitlement Daily Allowance (per diem):

Daily Allowance covers meals, laundry, ironing and other incidental expenses.
a) The table of daily allowance entitlement is given below.
b) Employees may choose to take the daily allowance as an entitlement or get reimbursed for the
daily allowance at actual.

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c) The employee may take the daily allowance as an advance and later claim full entitlement but
all receipts will be required (within the entitled limit). In case the employee does not opt for the
official accommodation and makes personal accommodation arrangements, s/he will be provided
35% daily allowance (without any time limitations) and no receipts for utilization of daily allowance
will be required. If the receipts are required and are not provided, the advance will be charged to
the employee‟s personal account. If an employee‟s expenses exceed the entitled daily allowance,
the additional amount will be charged to employee‟s personal account.
d) Full daily allowance will be admissible only if it involves an overnight stay. i. If the total Travel
duration is less than 6 hours, NO daily allowance shall be admissible. ii. If total Travel duration is
more than 6 hours but less than 12 hours, 50 % of the daily allowance shall be admissible. iii. If
total travel duration is 12 hours or more, full daily allowance shall be admissible.

Domestic Daily Allowance Entitlement for Category 1

Designation Daily Allowance

VC
Deans
Associate Deans
Department Chairs Up to Rs. 3,000
Professors
Associate Professors
Assistant Professors
Directors/ Sr Mgr/ Mgr
HOD/ Acting HOD

Domestic Daily Allowance Entitlement for Category 2

Designation Daily Allowance

Deputy Managers
Assistant Mgrs
Lecturer Up to Rs. 2,400/-
Teaching Fellows
Project Research
Teaching Assistant
Research Assistant

Domestic Daily Allowance Entitlement for Category 3

Designation Daily Allowance

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Administrative Staff
Support Staff Up to Rs. 1,800/-
Senior Officer
Officer

Approval and Procedure for Domestic Travel

a) Approval for the domestic travel has to be obtained by the authorized supervisor on Forms T-
12 and T-23.
b) Forms T-12 and T-23 will be completed by the employee at least three (3) working days in
advance from the date of travel. After completion the form will be sent to the Travel Office with
other relevant details.
c) All travel costs and cash advances made by the University in the first instance will be charged
to the personal accounts of the employee and recognized as an advance against travel. These
advances will be adjusted after receipt of Travel Claim Form T-34 along with supporting
documents and declaration form5.
d) The Departments will be responsible for checking entitlements, making reservations and
bookings according to the entitlement and other details provided by the employee and finally
handing over relevant documents to the employee.
e) All travel arrangements for the employee will be made by the Travel Office of the University to
take advantage of the corporate discounts available to the University and to ensure a safe trip for
the employee. The travel status will be confirmed by the Travel Office before issuance of tickets
and other reservations.
f) After issuance of tickets and confirmation of arrangements, payment of cancellation charges
will be the responsibility of the employee unless the tour is cancelled or postponed by the
University.
g) An employee can only take a travel advance if he is traveling for more than three days. He is
eligible to take up to 80 % of the entitled daily allowance in advance and the remaining daily
allowance will be provided after the employee‟s return from the trip and provision of Travel Claim
T-34 and remaining documents.
h) After return to the University if the employee has any outstanding dues, s/he may complete the
Travel Claim Form T-34 and submit it to the Finance and Accounts Department within Seven (7)
days of the date of return along with original receipts, cash memos, bills, boarding pass and used
tickets to receive payment and adjustment of advances.
i) In case of default in submitting Travel Claim Form T-34 and/or supporting documents within the
specified time period, amount of advances paid by the University both in cash and expenses will
be adjusted from the monthly salary.

Local Commutation during Domestic Travel

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a) Pick and drop service from the destination in Lahore is available for all employees. If the service
is not provided, they are entitled to claim reimbursement of expenses.
b) Employees are advised to utilize the hotel‟s pick and drop service in the visiting city if it‟s the
most economical mode of transport.
c) In case the pick and drop service is not provided or the daily schedule is such that the pick and
drop cannot be used, rental car facility/cab service may be used.
d) Rent a Car will charge employees directly. Employee will bear this expense through "Local
Commutation Allowance‟.
e) For category 1 rental cars shall be used from the Travel Desk. Rest all categories will utilize
cab service/ public transport.
f) Any personal use of the transportation will be not be reimbursed.
g) Door-To-Door Cab Service is available for Secretaries to Office Coordinators and Custodian
Staff but requires prior approval of Head of Department.
h) Employees will be reimbursed for local commutation expenses for maximum 10 days according
to the table given below. Provision of receipts/tickets is essential for reimbursement. Proper proof
of commutation is required. Further this allowance is applicable for official commutation only. If
there is more than one employee at the vicinity; they are required to pool in for commutation.
Local Commutation Allowance (Domestic):-
Per day: 1 day
Allowance: Up to Rs. 1200

International Travel Policy

Mode of Travel
a) For international travel, all categories are subject to the permission of Vice Chancellor. The
mode of travel which is economically most appropriate will be selected and entitlements may vary
according to an employee‟s job contract. Visa fee will be reimbursed upon submission of relevant
documents.
b) The entitlements for International modes of travel for faculty staff are listed below.
c) Foreign traveling will be arranged via direct route.
d) For Category 3 special approval is required from VC. Entitled International Travel for Category
1
Entitled International Travel for Category 1

Designation By Air

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VC
Deans
Associate Deans
Department Chairs Economy Class
Professors
Associate Professors
Assistant Professors
Directors/ Sr Mgr/ Mgr
HOD/ Acting HOD

Entitled International Travel for Category 2

Designation By Air

Deputy Managers
Assistant Mgrs
Lecturer Economy Class
Teaching Fellows
Project Research
Teaching Assistant
Research Assistant

Entitled International Travel for Category 3

Designation By Air

Administrative Staff
Support Staff Economy Class
Senior Officer
Officer

Accommodation Entitlement
a) The table of accommodation entitlement is given below.
b) Accommodation arrangements may be made by the respective Departments but should be the
most economical deal not exceeding the accommodation entitlement limit mentioned in the table
below.
c) By hotel stay it means that this entitlement if for the accommodation per night. Foods and misc
bills will be accommodated through daily allowance.

123
d) In case the employee does not opt for the official accommodation and makes personal
arrangements, s/he will be provided only 35% accommodation entitlement of lowest applicable
rates.
e) If a group of individuals are traveling as a team and prefer to stay at the same place, for the
objective of efficient resource utilization and management of travel expenses, wherever possible
and appropriate, they are advised to utilize the option of twin accommodation.
f) All foreign visits on the University account shall be recommended by the authorized supervisor
and approved by the Vice Chancellor. A proposal for each visit shall clearly state the purpose of
the tour and complete details of itinerary.
g) Period of stay shall be based on the dates of the official assignment. If period of stay is longer
than fifteen (15) days, it requires the prior approval of the Vice Chancellor.
h) If the hotel accommodation is arranged by the Travel Office, the hotel bill will be adjusted
against the entitlement of the employee.
International Accommodation and Entitlement for Category 1

Designation For UK and USA ($) For All Other Regions ($)

Hotel Stay Hotel Stay

VC
Deans
Associate Deans
Department Chairs
Professors Up to 250 Up to 220
Associate Professors
Assistant Professors
Directors/ Sr Mgr/ Mgr
HOD/ Acting HOD

International Accommodation and Entitlement for Category 2

Designation For UK and USA ($) For All Other Regions ($)

Hotel Stay Hotel Stay

Deputy Managers
Assistant Mgrs
Lecturer
Teaching Fellows Up to 200 Up to 180
Project Research
Teaching Assistant
Research Assistant

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International Accommodation and Entitlement for Category 3

Designation For UK and USA ($) For All Other Regions ($)

Hotel Stay Hotel Stay

Administrative Staff
Support Staff Up to 150 Up to 120
Senior Officer
Officer

Daily Allowance Entitlement

Daily Allowance covers meals and incidental expenses such as laundry and ironing.
a. The table of daily allowance entitlement is given below.
b. Accommodation arrangements may be made by the respective Departments but should be the
most economical deal not exceeding the daily allowance entitlement limit mentioned in the table
below.
c. In case the employee does not opt for the official accommodation and makes personal
arrangements, s/he will be provided 35% of daily allowance entitled and receipts for utilization of
daily allowance will be required.
d. The employee may take the daily allowance as an advance and later claim full entitlement but
all receipts will be required. If the receipts are not provided, the advance will be charged to the
employee‟s personal account.
e. If the hotel accommodation is arranged by the Travel Office and the bill includes meals, laundry
and ironing expenses, they will be adjusted according to the employee‟s daily allowance
entitlement. If an employee‟s expenses exceed the entitled daily allowance, the additional amount
will be charged to employee‟s personal account.
International Daily Allowance Entitlement for Category 1

Designation Daily Allowance ($)

VC
Deans
Associate Deans
Department Chairs Up to 50
Professors
Associate Professors
Assistant Professors
Directors/ Sr Mgr/ Mgr
HOD/ Acting HOD

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International Daily Allowance Entitlement for Category 2

Designation Daily Allowance ($)

Deputy Managers
Assistant Mgrs
Lecturer
Teaching Fellows Up to 50
Project Research
Teaching Assistant
Research Assistant

International Daily Allowance Entitlement for Category 3

Designation Daily Allowance ($)

Administrative Staff
Support Staff Up to 25
Senior Officer
Officer

Approval and Procedure for International Travel

a. Prior approval for the international travel needs to be obtained. The travel is recommended by
the authorized supervisor and approval is obtained by the Vice Chancellor on Form T-1 and T-2 .
b. Form T-1 and T-2 will be filled in by the employee at least fifteen (15) working days in advance
from the date of travel (more time will be required if visas are to be obtained). This form is then
sent to the Travel Office with relevant documents.
c. Travel arrangements will only be made by the Travel Office of the University to ensure a
safe/satisfactory trip for the employee and to take advantage of the corporate discounts available
to the University.
d. The Advance of an International Travel will be paid to the individual as per the entitlement and
the days officially specified for him/ her. All travel advances should be calculated on the number
of days of the conference and the daily allowance allowed.
e. The Travel Office will be responsible for checking entitlements, and making bookings according
to the itinerary and other details provided by the employee and finally handing over relevant
documents to the employee.
f. Information to the employee about any variations regarding entitlements, availability of flights
or seats will be the responsibility of the Travel Office.
g. The travel status will be confirmed by the Travel Office before issuance of tickets and other
reservations (if it is made by the Travel Office).
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h. After issuance of tickets and confirmation of arrangements, payment of cancellation charges
will be the responsibility of the employee unless the tour is cancelled or postponed by the
University.
i. Re-confirmation of travel reservations from the travel agents is the responsibility of the
employee.
j. An employee is eligible to take 100 % of the entitled daily allowance in advance before
proceeding on Travel.
k. Travel Claim Form T-34 should be submitted to the Finance and Accounts Department within
fifteen (15) days of travel along with original receipts, cash memos, bills, boarding pass and used
tickets for payment and adjustment of advances. Declaration form5 must also be signed and
attached.
l. In case of default in submitting the Travel Claim Form and supporting documents within the
specified time period, amount of advances paid by the University both in cash and expenses will
be adjusted from the monthly salary.
Local Commutation during International Travel
a. Employees will be reimbursed for local commutation expenses for maximum 10 days according
to the table given below. Provision of receipts/tickets is essential for reimbursement.
b. Employees are advised to utilize the hotel‟s pick and drop service in the visiting city if it‟s the
most economical mode of transport
c. When the hotel‟s pick and drop service is not available, the employees should use the most
economical local transport like subway, bus or tram.
d. Any personal use of the transportation will be not be reimbursed. e. Proper proof of
commutation is required. Further this allowance is applicable for official commutation only. If there
is more than one employee at the vicinity; they are required to pool in for commutation.
Local Commutation Allowance (International):-
Per day: 1 day
Allowance: Up to 25$
Official Travel Expenses
a. Official telephone calls will be reimbursed at actual after approval by the authorized supervisor.
b. Two telephone calls of three minutes each made to home by the employee during the entire
period of visit will be reimbursed

C. Teaching and Service Awards

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The LUMS administration is cognizant of its employees’ unwavering dedication and work ethic,
and aims to reward faculty and staff members who exhibit extraordinary loyalty to the institution.
A teaching and service award is given to employees upon completing ten, twenty, or thirty years
of continuous employment service with LUMS. The University strives to retain professors
committed to teaching excellence by providing a collegial atmosphere that its faculty values. A
professor’s retention for such prolonged periods is not just a validation of the University’s
attempts, but is also usually indicative of thoughtful and attentive pedagogy, innovation in
methods of instruction, or effective student mentoring on the faculty member’s part.

The award carries an honorarium and a shield, and marks the faculty’s service milestones. The
HR department collaborates with the VC to establish a cutoff date for the calculation of tenure.
Historically, this date has fallen around the end of the first quarter of the financial year, but it may
change from year to year. The financial components of the awards are listed below:

Length of Service Award

10 years One basic salary or Rs. 25k (whichever is higher) with a ceiling of Rs. 35k

20 years One basic salary or Rs. 55k (whichever is higher) with a ceiling of Rs. 75k

30 years One basic salary or Rs. 75K (whichever is higher) with a ceiling of Rs. 400k

D. Research Support
I. Office of Sponsored Programmes and Research
The Office of Sponsored Programmes and Research (OSPR) actively pursues its mandate
to provide support to LUMS faculty in their research endeavours. It acts as a bridge
between LUMS faculty and external funding agencies, along with managing internally
sponsored research activities at LUMS. OSPR also assists in bringing funding
opportunities to the attention of faculty members and then coordinates with all the
stakeholders in routing and tracking research proposals and awards.
Recently a Technology Transfer Wing (TTW) has been established at OSPR. The mission
of TTW is to promote the development of technologies at LUMS into products for the
benefit of the public at large while generating the resources for the support of research
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 and education at LUMS. Through its TTW, formal support mechanisms are being
established to provide legal, administrative and financial support required in the patent
and commercialization process to LUMS faculty in order to ensure that their focus remains
on the research and innovation aspect, leaving the legal and administrative matters for the
TTW team. OSPR is provides support to faculty in copyrighting their creative work.
II. Grants Application Management & Execution System (GAMES)
GAMES (http://games.lums.edu.pk/) is a web based customized application to facilitate
efficient research and grants administration at LUMS. It is is accessible to the LUMS
community through their LUMS login ID and password. The primary objective of GAMES
is to make the grants application process paperless, efficient, streamlined, and
transparent. GAMES will assist the LUMS community in staying updated about funding
opportunities, applying for new grants, monitoring the application status of the existing
grants, hassle free resource hiring, availing bridge finance facility, and using other related
project management features. Furthermore, the application will facilitate change requests,
submission and resubmission of the deliverables and seeking ethics approval from the
Institutional Review Board (IRB). GAMES is designed to provide timely email
announcements of the grant/ project status updates. Moreover, it will enable the users to
manage their research work and time track their deliverables.
The GAMES will allow the Deans and Department Chairs to approve/ reject/ return
applications and obtain information about sponsored research projects of their respective
schools and departments. OSPR staff will be providing support to the users to ensure that
the grants management system is operated in a proficient manner.
III. The Dashboards of OSPR
OSPR has been assisting key stakeholders in adding sense to the raw data. It has made
an effort to aid higher management in making informed decisions and ensuring that it
remains focused on the pursuit of University’s research vision and mission. The following
dashboards were created over the past couple of years by team OSPR:
 Key Research Statistics
 Publications
 Admissions
 Faculty Teaching Load

The main objective of this activity is to assess the numbers, converting them into
information, and presenting them in the most concise and meaningful way so that the
efforts of researchers are spotlighted. These dashboards have been instrumental in
identifying key performance areas and indicating the trends over the past few years. The
trends can be monitored by year, by school, and by department, and even the individual
researcher level. Links of the dashboards have been shared with the Deans and the
respective Chairs for their review and feedback. Currently the dashboards showing Key
Research Statistics and Publications are updated monthly, and the Faculty Teaching Load
dashboard is updated once a semester. The Admissions dashboard has been
discontinued as the data is directly processed and presented to the respective
stakeholders by the Admission Office itself.

IV. OSPR Policies

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1. Routing of Externally Sponsored Programmes
All academic and research activities (except for REDC) in which an external agency is
involved are required to be routed through the OSPR. These include, but are not limited
to: Externally funded research proposals; Unrestricted grants; Travel grants; Sponsored
conferences / workshops / seminars; Consultancy assignments; Instructional and service
activities; Contracts; and Agreements and arrangements related to sponsored and
externally funded activities. OSPR is responsible for ensuring that all proposals routed
through it conform to sponsor guidelines and LUMS policies, and if funded, the projects
comply with sponsor requirements and applicable LUMS policies and procedures. An in-
house legal counsel reviews and advises on the proposal or contract if the OSPR
determines a need thereof. Final approval on a contract or agreement is given by the Vice
Chancellor (VC) or his designated authority.
The policy may be accessed at:
http://portal.lums.edu.pk/OSP/Research%20Forms/1-
%20Routing%20of%20Externally%20Sponsored%20Programmes.pdf

2. Management and Administration of Sponsored Programmes

LUMS expects its faculty members to devote a reasonable amount of their time to original
research and innovative or reflective scholarly or creative work consistent with their
academic stream. They must endeavor to make the outcome of such efforts accessible to
the scholarly and general public through publications, lectures, and other appropriate
means. The preparation and submission of a research proposal is directed by the Principal
Investigators (PIs) and facilitated by the OSPR. Preparation and submission of a proposal
includes activities such as the identification of an appropriate sponsor, use of any
application forms specific to a sponsor, preparation of the technical and financial content
(budget) of the proposal and correspondence with the sponsors. The OSPR may be
contacted for assistance in identifying potential sponsors and securing any sponsor
application materials and for protection of IP/Copy Right, and thereafter, for
commercialization of the product that may result as a result of the sponsored activity.
Researchers may not undergo any contract with any third party on behalf of the University
directly. The authority to approve or enter into agreements lies solely with the Vice
Chancellor (VC) or his designated authority.
More details on different research types, grant expenditure and management, are
available at:
http://portal.lums.edu.pk/OSP/Research%20Forms/2-
%20Management%20and%20Administration%20of%20Sponsored%20Programmes.pdf

3. Research Misconduct

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 It is the primary responsibility of the individual resercher to ensure the high standards of
quality, integrity and research conduct. In situations where a case of research misconduct
is reported, the OSPR is responsible for initiating the required inquiry process.
The policy on research misconduct is available at:
http://portal.lums.edu.pk/OSP/Research%20Forms/3-%20Research%20Misconduct.pdf

4. Research Equipment Procurement, Management, Transfer and Disposition

The purchase of research equipment is governed by the sponsor guidelines and the
respective LUMS’ research policy. LUMS policy encourages that all special purpose
equipment be shared by researchers to the maximum extent possible, however this
shared use must not contradict with the terms and conditions under which the equipment
was acquired and interfere with the work for which the equipment was acquired.
The policy is available at:
http://portal.lums.edu.pk/OSP/Research%20Forms/4-
%20Research%20Equipment%20Procurement,%20Management,%20Transfer%20and
%20Disposition.pdf

5. Intellectual Property Policy

The University owns any and all Intellectual Property provided that such IP is conceived:
during a research or other assignment given to researcher pursuant to a research project,
grant or contract, or any other University administered program; utilizing University
resources or other contributions of the University (use of University residential facilities
allotted to researcher shall not be considered for this purpose); and by the researcher but
the University has not entered into a research grant or contract agreement with express
provisions to the contrary.
The University shares the net revenues generated from the commercialization or licensing
of IP with the originators. The details can be found in the relevant policy. In an event of
originating an invention, originators shall promptly and in writing disclose and assign each
invention (except for traditional scholarly output) to the TTW.
More details on Intellectual Property & Commercialization policy are at:
http://portal.lums.edu.pk/OSP/Research%20Forms/5-
%20Intellectual%20Property%20and%20Commercialization.pdf

6. Conflict of Interest for Researchers and Consultants

A conflict of interest exists where an outside activity or an economic or personal interest
of a LUMS investigator competes with or diminishes the interest of the University or
interferes in such an investigator’s performance of duties on behalf of the University. A
conflict of interest also occurs when the outcome of a decision that has to be made in the

131
 best interest of the University conflicts with the personal or economic interest of the
investigator.
The policy on the procedure of conflict of interest may be accessed through:
http://portal.lums.edu.pk/OSP/Research%20Forms/6-
%20Conflict%20of%20Interest%20for%20Researchers%20and%20Consultants.pdf

7. LUMS Overhead Policy

Carrying out research related activities at LUMS requires the use of general, physical, and
administrative facilities of LUMS for which the university needs to be compensated. Thus,
LUMS charges a financial overhead (indirect cost) from the externally funded programmes
at the rate of 30/130 of the total project cost, unless otherwise restricted by the sponsor.
In case of consultancy projects, overhead is calculated at the rate of 30/130 of total
consultant(s) fee. This policy is applicable to all externally sponsored research and
consultancy projects.
While the bulk of the overhead amount from resaerch projects is directly retained by the
university and included in the total revenue earned, a portion of the funds is distributed to
the relevant school to support seeding of research activities, with the remaining funds
being placed with the Principal Investigator (PI) for his/ her academic and research use.
Details of the distribution can be found in the relevant policy. In case of consultancy
projects, overhead is transferred wholly to the University.
More details on overheads and utilization of overhead account are available at:
http://portal.lums.edu.pk/OSP/Research%20Forms/7-
%20LUMS%20Overhead%20Policy.pdf

8. Bridge Financing
Bridge Financing is temporary financing of a project from institutional resources for smooth
running of operations. In case of temporary delays in receiving funds from a sponsor, a PI
may apply for bridge finance in order to ensure continuity of an ongoing sponsored
program. Funds for bridge finance may be made available through PI’s own overhead
account, school overhead account or Vice Chancellor (VC) pool in the same order of
preference. In case, bridge finance is requested from a source other than PI’s own
overhead account, justification for doing so must be given by the PI. In case, bridge finance
is requested from VC pool rather than school overhead account, justification for doing so
must be given by the relevant Dean. These funds can be used for all classes of
expenditure to be incurred as per project’s original budget except for the salaries of PI and
Co-PI; non-urgent equipment, non-availability of which does not cause delay in
submission of any deliverable of the project; and overhead. Approval of bridge financing
is subject to the funds available and final approval by the VC. It is to be noted that funds
of any other externally sponsored project cannot be used for bridge finance purposes.
For more details on availing bridge finance facility, policy may be accessed through:
http://portal.lums.edu.pk/OSP/Research%20Forms/8-%20Bridge%20Financing.pdf

9. Institutional Review Board

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 LUMS Institutional Review Board (IRB) is responsible for overseeing all research activities
that involve the use of human subjects and animals or issues related to biosafety.
Research studies involving purchase or use of animals require approval from IRB to
ascertain that they are handled, treated, kept and euthanized in as humane a manner as
possible.
For more details on seeking IRB approval please see:
http://portal.lums.edu.pk/OSP/Research%20Forms/9-
%20Institutional%20Review%20Board.pdf

10. Faculty Initiative Fund

The LUMS Faculty Initiative Fund (FIF) is an internal funding mechanism that awards
competitive grants up to Rs. 1,000,000 to the LUMS faculty. These grants are intended to
aid faculty members to develop innovative projects and benefit from new research
initiative opportunities in order to enhance the research endeavours of the university. An
FIF grant is awarded as a seed money to enable the faculty to work on advanced research
projects that would attract national and international collaborators/sponsors.
For more details on FIF, policy may be accessed through:
http://portal.lums.edu.pk/OSP/Research%20Forms/10-
%20Faculty%20Initiative%20Fund.pdf

11. Faculty Travel Grants

The FTG is an internal funding mechanism that awards competitive grants to full-time
regular faculty for participation in research related international events such as
conferences, seminars, symposiums, workshops and research collaborations. The
purpose of the FTG is to encourage presentation of research papers and research
collaborations by LUMS faculty in the International arena.
For more details on FTG, policy may be accessed through:
http://portal.lums.edu.pk/OSP/Research%20Forms/11-
%20Faculty%20Travel%20Grant.pdf

12. Startup Grant

Start-up Grants are the first grants given to full-time regular faculty hired on the tenure
track or as tenured faculty. These grants are awarded by the Deans of respective schools.
Budgetary allocations for startup grants are made at the beginning of the financial year for
all schools in consultation with the VC Office. The amount to be made available to a new
faculty member is decided by the Dean, ensuring that sufficient funds are available for
remaining faculty expected to be hired during that financial year. The amount available to
the new faculty member as a startup grant is communicated in the offer letter.
For more details on Faculty Startup Grant please see:
http://portal.lums.edu.pk/OSP/Research%20Forms/12-%20Startup%20Grant.pdf

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E. Consulting Policy
This policy is currently being redrafted. The existing policy is below:
This policy is available on the following link on the portal: Consulting Policy

Objective
Leading universities world over recognize that though professional consulting services their
resident expertise can be gainfully used to assist institutions and individuals in the public, private
and not-for-profit sectors. In return, apart from financial benefit, academic institutions enrich their
reservoir of knowledge and forge mutually beneficial long-term relationships with their clients. Like
any relationship, however, such engagements have to be skillfully and carefully managed and the
interests of the academic institution, the individuals involved, and the clients have to be protected.
This chapter spells out the key issues involved in ensuring that professional consulting offered by
the University will adhere to the highest standards and be governed by a consistent set of policies
regarding the process of such activity.
Consulting Typologies Opportunities for consulting arise at various times and the assignments
can take various forms depending on the nature of the assignment and the client. Broadly, such
assignments may be classified as follows:
Specific Problem Solving Such assignments can vary considerably in duration ranging anywhere
from a couple of weeks to a couple of years and involve one or multiple disciplines. Depending
on the client they may involve the submission of a final report and / or a final presentation or in
some cases not involve a formal report though frequent communications of some type may be
necessary. They may also use just a single consultant from the University or a team comprising
several faculty members.
Broad Reviews Operationally, this is a variation of the first typology but no specific problem is
identified by the client who just seeks a professional review of some facet of his organization and
in case the consultant finds something amiss, he / she may be asked to recommend some
solutions or changes.
Policy Making Sometimes, the federal or provincial governments may seek professional
assistance on any number of areas with a view to formulating or re-formulating policies. Usually,
in such cases the University faulty is a part of a larger group comprising individuals from a wide
spectrum of society e.g. educationalists, politicians, bureaucrats, other professionals, etc.

Board Directorships
The University faulty can be asked to serve as members of board of directors of organizations in
any of the three sectors i.e. private, public or not-for-profit. Such an involvement is mostly confined
to attending board meetings and any other policy level action that any board member may be
requested to perform. While the typologies may have many significant differences depending on
the task and client, one major difference between the first two and the latter two is in the nature
of financial rewards. The first two categories offer faulty and the University to charge a
professional fee for their contribution while the latter two generally do not. Government policy
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making could involve financial compensation but is usually not paid for in cash but may present
the opportunity to make a broad impact on society. Board directorships can be paid or unpaid but
any financial rewards are probably going to be minimal. Where the assignment involves token
compensation it would not be categorized as “consulting.”

Entitlement
Faculty members are allowed fifty-two (52) full working days as consulting time during the course
of the academic year.

Policy
University consulting policy is binding to the University faculty. Furthermore contravention of this
policy may lead to disciplinary action against the faculty member

Compensation Rules
1. The compensation rules and the University deductions on consulting income apply to all fulltime
faculty members.
2. Where the consulting contracts have been formally or informally entered into prior to joining the
University, these must be declared at the time of entering into contract with the University.
3. A reduced rate of overheads could be negotiated on these contracts.
4. These rules do not apply to adjunct and part time faculty. However, if the adjunct or part time
faculty makes use of the University’s facilities for their consulting assignments, they too would be
required to pay towards the overheads.
5. Compensation for consulting assignments is mutually agreed upon by the client and the lead
faculty or the faculty team involved.
6. Broadly, pricing for consulting assignments can either be through a monthly retainer, daily
professional fee or agreed upon lump sum for the assignment depending upon the nature of the
assignment and the client.
7. A team leader should be nominated when accepting a team assignment, and all team members
clarify the compensation terms including individual proportions before beginning a team
assignment.
8. During the course of an assignment it is quite likely that the relative efforts will be different from
those planned in which case the faculty involved are expected to respect such contributions and
mutually agree on the relative shares.
9. If a consensus cannot be evolved, the team leader will decide on the relative shares.
10. The university retains 30% of the net consulting income earned by faculty. The faculty’s share
is calculated by subtracting from the contract fee, the ‘out of pocket’ expenses and then dividing
the balance by 1.3.
11. Where the University is a direct client and has to contract the services of the faculty, the 30%
deduction by the University will be waived. The University can negotiate a lower contract fee which

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adjusts for the zero deductions on such contracts. In case of consultancy projects, overhead is
transferred wholly to the University.
More details on overheads and utilization of overhead account are available at:
http://portal.lums.edu.pk/OSP/Research%20Forms/7-%20LUMS%20Overhead%20Policy.pdf

Permissible Consulting Load

The Head of Department has to keep track that the time spent on consulting is within the allowed
limits. 2. For the summer, if the faculty wishes to spend any significant time in consulting, special
permission has to be sought from the Dean. 3. The Dean may allow trade off between academic
years – more consulting in one (1) year and less in subsequent years.
Co-ordination: The consultant will submit a periodical progress report to the client on mutually
agreed terms. The same is mentioned in Clause 4 of the Consultancy Agreement (CForm 2).

Confidential Information
The consultant will treat any information provided to him / her by the client as confidential during
the term of the agreement and vice versa. A time frame may be agreed between the client and
the consultant after the expiration of the contract during which confidentiality of information will be
maintained. If there is a need to share information with a third party during this period, the same
will be done with the written consent of the consultant / client (Ref: C-Form 2: Clause 7).

Competition
The consultant may offer his / her services to other clients during the term of the agreement
provided that they are not in direct competition with the client (Ref: CForm 2: Clause 8).

Liability
Neither of the parties will be liable to each other for any loss or cost incurred directly or indirectly
during the term of the agreement or arising from the agreement at a later date other than by willful
misconduct or gross negligence of either party. In the event of willful misconduct or gross
negligence by the consultant, his / her liability is to be limited to the proportionate amount of
payment received by the consultant at that date (Ref: C-Form 2: Clause 10).

Non-Agency
The consultant does not have the authority to bind the University to any contract (Ref: C-Form 2:
Clause 11).

Termination
Certain events such as bankruptcy, insolvency or winding up of either party will entitle the other
party to terminate the agreement immediately by provision of written notice to the other party.
Written notice of three (3) months has to be given to the party in breach which grants a cure or
remedial period. If the default continues thereafter then the other party may terminate the
agreement by further written notice to the defaulting party (Ref: C-Form 2: Clause 14).

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Applicable Law
The law of Pakistan has been nominated as the applicable law. Lahore is named as the sole seat
of arbitration and the courts of Lahore are to exercise exclusive jurisdiction over any arbitration
proceedings, as the contract will be made and performed at Lahore. This provision has been
made so that in case of a dispute under the agreement, if the client initiates proceedings, he / she
will be able to do so only in Lahore. By virtue of this, the client is denied action against the
consultant in any other court of Pakistan (Ref: C-Form 2: Clause 19, 20, 22).

Disclaimer Clause
In all submissions and presentations emerging from the consulting assignment, the consultants
have to identify themselves as faculty members of the University but make it clear that the views
expressed and the advice provided is purely in their personal capacity. The following disclaimer
needs to be present in their submissions: “The views expressed in this report / papers are the
authors / consultants alone and do not, in any way, represent the view of the Lahore University of
Management Sciences and the Lahore University of Management Sciences does not accept any
responsibility or liability in relation thereto..”

Approval and Procedure for Consulting

1. Consulting assignments usually take two routes in coming to the University.
2. First, an institution or an individual may approach any administrative head (Vice Chancellor,
Dean, Head of Department, etc.) or any other member of the faculty and ask for assistance in any
of the categories of consulting.
3. The person is approached as a member of the institution or because he knows the faculty
member personally. In such cases, the person approached can recommend directly to the
prospective client, the persons who would be suitable for the assignment. He / she can also elicit
interest in the assignment by informing the faculty about the proposed assignment.
4. Depending on the nature of the assignment and its importance for the University, the Vice
Chancellor or the Deans may also form one or more team to work on the assignment.
5. Second, an individual representing an institution may approach a faculty member directly
because he / she recognizes the faculty’s expertise in the area that needs help.
6. In such cases, the faculty member will inform the relevant Dean and get the approval before
commencing work. For multi-functional issues the Dean may form a team or in certain cases ask
the initiating faculty to form a team.
7. Formal permission to undertake a consulting assignment is required in all cases.
8. A Consultancy Approval Form (C-Form 1) has to be submitted to the Dean for approval with
Head of Department recommendations before entering into a contract with the client.
9. When a consulting assignment involves a financial compensation, a formal contract in the form
of Consultancy Agreement (C-Form 2) must be signed with the client before starting an
assignment.

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10.Departure from this format is allowed provided all the clauses of the specimen contract are
included.
11. All payments related to the contract must be handled through the University. Payments by the
clients would be made to the account of the University, which in turn would make payments to
individual consultants after appropriate deductions.
12. Departure from this practice would require express approval of the Vice-Chancellor.
13. The role of the Accounts Department is primarily to facilitate the transactions between the
client and the consultants and to make deductions for the university overheads and expenses.
14. It is mandatory for the proposed agreement to be reviewed by the Head of Finance and
Accounts prior to its execution to ensure that the payment structure and invoicing mechanism is
satisfactory.
15. Normally the Accounts Department must release payments to the consultants within ten (10)
days of the receipt from the client.
16. If there were any reasons for withholding or delaying payment, the consultants would be
informed in writing with a copy to the Dean.
17. In the event where the client delays payment as agreed under the terms of the contract, the
Accounts Department will, on the advise of the consultants, write to the client and follow up to
ensure that contractual payments are made in time.
18. If the client procrastinates (without a plausible reason) the Accounts Department can initiate
legal proceedings on the advice of the consultants and the approval of the Dean.
19. In the event of a dispute between the client and the consultants regarding the fulfillment of the
contract (such as quality of work or delay in the completion of work etc.) the Dean can be
approached for arbitration or for pursuing any legal course of action.

Contract Research and Commissioned Studies Contract research and commissioned studies
have a consulting component but it is clear from the outset that the deliverable of the assignment
would be a recognizable research output for instance a chapter in a book, an edited volume or
research papers and publications. The faculty members may combine their research interests
and supplement their incomes if they can find sponsors who will support their research.
Sometimes the sponsors approach the faculty directly because of their professional reputation
and standing. The consulting rates charged for such work are usually not comparable with the
normal consulting rates.

Policy
1. Any time spent on contract research and commissioned studies is not treated as “consulting”
and therefore the fifty-two (52) days a year limit placed on consulting will not apply here.
2. Deliverables should be clearly recognizable as research output.
3. Typically the University’s overheads will not apply but expenditure on consumables, materials
and other direct costs will be charged.

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4. Sponsorship rates may at times be comparable with consulting rates. In such cases University
overheads will be built into the budget when seeking sponsorships.

Approval of Contract Research and Commissioned Studies

1. The Consultancy / Contract Research Approval Form (C-Form 1) must be submitted for
approval to the Head of the Department and the Dean.
2. A formal contract must be signed with the client along the lines of the contract in CForm 2
3. There is no limit on the number of days the faculty member can work on contract research but
the Head of Department and the Dean should be satisfied that other responsibilities do not suffer
and must give their approval on the consulting / contract research approval form.

Other External Programs

All programs that complement the programs at the University and provide positive externalities
are permitted. There are two types of external programs:
1. External Programs with Financial Benefits
2. External Programs without Financial Benefits The following types of assignments may be
categorized as “Other External Programs”: 1. Membership of government committees 2.
Membership of a task force
3. Membership of the board of trustees or board of governors of a University
4. Membership of a selection board of a University or college
5. Membership of Board of Directors of a company
6. Supervision of a PhD student registered in another University
7. Acting as an external examiner for a MS / M Phil / PhD thesis

Policy
1. Honoraria for “Other External Programs” are subject to the 30% deduction on account of
“University overheads”.
2. A faculty member who receives any compensation for assignments undertaken under this head
must inform the Accounts Department of the payment received.
3. The Accounts Department will make appropriate deduction from the monthly salary bill.

Approval of Other External Programs

1. All such assignments require approval from the Head of Department and the Dean.
2. The assignments could involve substantial commitment in term of time and University
resources.
3. The Head of Department and the Dean have to feel comfortable that;
a. The assignment is consistent with the needs of the University
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b. The demand on the faculty and other resources at the University are within reason
c. The time commitment is within the limits allowed for consulting in a year
d. The benefit to the University compensate for the resources that are committed to the
assignment.

Programs not permitted or outside the purview of this policy

Programs that are not permitted are those that are either competitive with the programs at the
University or have negative externalities for the University. The arbiter for this would be the Dean
or the Vice Chancellor. Teaching (voluntarily or otherwise) in schools, tuition centers, colleges or
universities falls in this category. Another example is executive training programs. These
programs are handled through the Executive Development Center and the appropriate rules and
procedures are those that apply for EDC programs. Similarly, refereeing for academic journals is
an external assignment, is almost always voluntary and makes demands on faculty time. Yet
these are not only permitted but also encouraged. Another example of external assignments,
which fall outside the ambit of this document, is working for family businesses or for social,
religious and political organizations. If faculty members are to commit significant amount of their
time to such activities, permission from the Vice Chancellor is required. The system works on an
honor code. Faculty members will judge themselves whether their time commitment to these
external activities is notional or substantive.

Approval for programs outside the purview of this policy

If any faculty member intends to take assignments, as are mentioned in this section, formal
permission needs to be acquired from the Dean and the Vice Chancellor.

F. Outside Work and Conflicts of

Commitment
This policy is currently being redrafted. The existing policy is below:-
This policy is available on the following link on the portal: Outside Activities of Faculty Policy

Background
This policy statement provides guidance on outside activities of faculty and faculty fellows, which
may create conflict of interest situations and/or have the potential to impact the reputation of the
University. More importantly, it is intended to provide maximum protection for faculty members by
instituting prior review and approval procedures to assist them in making sound judgements when
faced with such situations.
Consulting, advising, and other services to outside organizations, including industry and
government, often constitute very desirable activities for faculty. These services can provide
mechanisms for enriching the professional experience of faculty and thereby broadening their
background for instruction and research. The university also has a responsibility to share

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knowledge, expertise, and research results to help improve products, services, and processes
that can benefit the society and the marketplace. In many instances, the best means of affecting
such a change requires active participation of researchers as advisors or consultants.
External activities of this type must not interfere with the principal activities of faculty members
related to preparing courses, teaching, counseling students, serving on committee and
administrative assignments, and conducting
research. These activities are best carried out in an environment that encourages the free flow of
ideas and preserves academic freedom. In certain situations, there may be a potential for conflicts
of commitment and/or interest.
The university community needs to be aware of situations that may compromise the image of the
university, have the appearance of a potential conflict of interest or commitment, or actually
constitute a conflict of interest. The University expects all faculty members to conduct their outside
activities in a manner which reflects well on themselves, their professions, and the University.
Participation in such activities must enhance the professional development of faculty members
and enhance the public recognition and prestige of the University.
When performing outside activities sponsored by private interests, negotiating with companies,
forming a company for commercial purposes, serving in an advisory capacity, or engaging in any
other activity in which a conflict of interest and/or commitment might arise, it is the responsibility
of faculty members to protect:
1. The good name of the University. External associations with companies, organizations, or
government agencies in research, advisory, or consulting capacities must be guided by the
prudence to protect the good name of the University.
2. The public interest. When external funds are involved in the support of research, the
University‟s accountability requires that the faculty demonstrate particular sensitivity to resolving
any conflicts of commitment/ and or interest.
3. The integrity of research, scholarship, or other creative work.
4. The academic freedom and economic rights of fellow faculty, staff, and students.
5. The primacy of the students' educational interests. The involvement of students in research
must be governed not only by the legitimate needs and objectives of the research project, but
also and primarily by consideration of the students‟ own educational goals. Faculty must not
exploit the work of students or other researchers.

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 that could interfere with the faculty member‟s
ability to meet his or her responsibilities to the University. The University expects that a faculty
member‟s outside activities and interests will not interfere with his or her primary obligations to
the University, which are teaching, research, scholarship, producing other creative work, or other
obligations to the University.
Specific, university standards for defining the proper balance are not feasible, but experience
indicates that full-time faculty members have difficulty carrying out their primary activities as a
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faculty member if they spend more than the equivalent of one day a week on outside activities
such as consulting or activities requiring the exercise of significant managerial responsibilities on
behalf of an outside organization.
Travel to professional meetings and conferences are desirable but must not conflict with the
primary duties of the faculty member at the University. Where class schedule will be affected by
faculty travel to professional meetings, faculty should coordinate their travel, before commencing
the trip, with their department heads.
Certain activities in the public service area contribute to public recognition and enhance the
prestige of LUMS as an outstanding and contributing institution. In cases, where extensive service
of a public nature is contemplated (e.g. a lectureship, Governmental Policy committee work,
service to a professional society, running of public office, etc.) the department heads and deans
should be notified and appropriate arrangements made.
Faculty members who cannot satisfactorily discharge their obligations to the University as a result
of their outside activities should consider a part-time appointment or a leave without pay.

G. Conflicts of Interest
This policy is currently being redrafted. The existing policy is below:-
This policy is available on the following link on the portal: Conflict of Interest Policy
All University employees are expected to perform their responsibilities diligently, legally, honestly,
in good faith, in accord with principles of loyalty and fidelity to LUMS, and in furtherance of LUMS’
mission of education, research and scholarship. Employees who have an actual or potential
conflict of interest in performing their duties for the University have an obligation to disclose the
conflict in writing in a timely fashion, so that the University can determine how best to avoid or
manage the conflict. Employees must be sensitive to situations that may pose a conflict of interest
or the appearance of a conflict of interest so that they are perceived at all times as objective,
ethical, free from bias or undue influence, professional and fair in performing their duties. A conflict
of interest exists where an outside activity of the employee competes with or diminishes the
interest of the University or interferes with the employee’s performance of duties on behalf of the
University. A conflict of interest also occurs when the outcome of a decision that should be made
in the best interest of the University conflicts with the personal or economic interest of the
employee. Among such decisions that may present conflicts are those determining or
recommending the use of suppliers or vendors, the use of University resources, or the use of
one’s own work time. To avoid a conflict of interest, employees must not be in a position of making
or participating in the making of a decision as part of their University responsibilities if the personal
or economic interest of themselves, members of their families or others with whom they have a
personal relationship (including outside organizations) may be directly affected by the outcome.
An employee may not participate, directly or indirectly, in decisions involving a benefit (such as
employment, promotion, compensation, work assignments, supervision, other working conditions,
or purchasing or use of goods, services or equipment) for those persons or entities in a personal
relationship with the employee, including the following:

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1. Family members, defined as being a spouse, a person with whom the employee has an intimate
relationship, persons related by blood, adoption or marriage to the employee (including children,
grandchildren, parents, siblings, aunts, uncles, cousins, nieces, nephews and their spouses), and
persons residing in the same household,
2. Persons or entities with a business or professional relationship with the employee,
3. Any company or other entity in which the employee or a family member has an ownership
interest of 5% equity or Rs.100,000, whichever is less (excluding such interests held through
mutual funds for which the individual has no control over the investment decisions of the fund), or
any entity for which the employee serves as an officer, partner, director, or employee, and
4. A company or entity with which the employee has a consulting or other business relationship
and that seeks to do business with LUMS.
In order to avoid a conflict of interest or the appearance of a conflict, the definition of “relationship”
covered by this policy should be interpreted expansively. In considering whether a relationship
falls within this policy, employees should disclose the facts in writing pursuant to this policy and
seek guidance. This policy is meant to provide general guidance, but the existence of an actual
or apparent conflict usually depends on the facts and circumstances of the particular situation.
Employees who have concerns about a conflict or potential conflict or are uncertain as to the
impact or appearance of their activities should always consult with their supervisor or the director
of Human Resources prior to engaging in the activity. Other University policies that govern or
provide guidance on various issues relating to conflicts of interest should also be consulted if
applicable.

Particular Issues of Potential Conflict

Gifts and Gratuities
Employees should not accept any personal gifts, favors or hospitality that reasonably could be
viewed as influencing their decision-making processes or compromise their judgment in actions
affecting the University. Gifts of promotional items that are routinely distributed by vendors to
customers and are of de minimus value (Rs. 1000 or less) may be accepted. Gratuities or gifts of
money, cash equivalents or securities (other than those for the benefit of the University and
processed according to University policies and procedures) may not be accepted at any time.
Business Events and Meals
Employees may accept ordinary business courtesies, such as payment for a meal or an invitation
to an event, if the value is reasonable and not excessive. If a vendor or supplier offers to pay for
or reimburse an employee for an employee’s reasonable costs of transportation, lodging and/or
meals as part of the employee conducting University business, the employee should first discuss
the matter with the employee’s supervisor to be sure that there is no actual or apparent conflict of
interest in accepting such payment and whether it may be more prudent for the University to pay
such expenses under all of the facts and circumstances. Even if such payments for travel for
employees are appropriate, employees may not accept such payments for their family members
or other traveling companions.
Service on Outside Boards and with Outside Entities

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Service on outside boards and entities or participation in professional, charitable or civic
organizations outside the University may mutually benefit the organization, the community and
the University. An employee must always remember, however, that his or her primary obligation
is to the University, and an employee must avoid any situation where the nature or amount of
outside activity could, either directly or by appearance, impair the employee’s impartiality or
effectiveness in performing University responsibilities. Professional activities generally related to
the employee’s position at the University, such as participation in conferences, workshops or
symposia as a speaker, organizer or attendee or participating in an advisory or visiting committee,
would not ordinarily present a conflict of interest as long as such matters do not unreasonably
detract from the employee’s fulfilling his or her job duties or conflict with the University’s objectives
or goals. Other outside activities, including non-partisan public service activities, generally are not
part of an employee’s job and should not, except on an occasional basis, be carried out during
normal working time or involve the use of University resources, unless the employee is asked to
perform such service by the University or the University has approved such activity. Even in
connection with the most worthy outside activities, employees should be sure that they do not
state or imply that they are speaking for the University. Consulting arrangements (with or without
pay) or other outside business interests where there is a risk of an actual or potential conflict of
interest must be disclosed in writing to and discussed with one’s supervisor. (Issues of conflict of
interest and commitment in such consulting arrangements for faculty are discussed in greater
detail in Faculty Policy No. 205-08.)

Process for Disclosure and Resolution of Conflicts

For faculty with actual or potential conflicts of interest or commitment, the process set out in
Faculty Policy No. 205-08 should be followed. For all other employees, an individual with an actual
or potential conflict of interest should make a timely, full and truthful disclosure in writing of all
relevant facts and circumstances so that the University can adequately evaluate the conflict and
determine the appropriate management plan. If an actual or potential conflict of interest arises (or
if facts and circumstances change relating to the management of a conflict), the employee must
make an immediate written disclosure. The disclosure should be to the employee’s immediate
supervisor, who may also seek guidance from the Provost, or the director of Human Resources.
(Actual or potential conflicts involving the Vice Chancellor, Provost, deans, or senior
administrators shall be reported to the Board of Trustees) The supervisor and the employee
should craft an appropriate written plan to manage any conflict (which may include disqualification
of the employee from the particular decision), and the supervisor must review the nature of the
conflict and the proposed plan with and obtain the approval in writing of the supervisor’s manager
on the handling of the conflict. Any issues involving an actual or potential conflict of interest that
cannot be satisfactorily resolved at that level or about which the manager wishes guidance must
be referred to the Provost for appropriate resolution. The Provost or directors may implement
more extensive reporting and disclosure requirements for operations under their oversight or
control.

H. Intellectual Property
Taken from draft OSPR policy Intellectual Property & Commercialization Policy

Purpose of Policy
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The purpose of this policy is to set forth the guidelines that define the rights and obligations of
LUMS faculty, staff, students and sponsors with regard to Intellectual Property (IP) which results
from research or academic activities.
The policy aims to guide researchers in the following areas:-
1. Understanding IP;
2. Disclosure of IP;
3. Ownership of IP;
4. Management of IP; and
5. Distribution of income from commercial use of IP.

Scope of Policy
This policy is applicable to IP that results from research activities carried out using LUMS
resources whether from a sponsored or internally funded project.
Basic Objectives
LUMS is dedicated to teaching, research, and dissemination of all new knowledge generated
within the University community. Thus, the basic goal of policies that govern the disposition of IP
generated at LUMS is to promote the progress of science and technology and to ensure that
discoveries, inventions and creations generated by the faculty, staff, and students are utilized in
ways most likely to benefit the public. At the same time, it is recognized that the University must
assist its faculty and other researchers in properly disclosing their scholarly work, in complying
with applicable laws and formal agreements, and in gaining the protection available under local
and international laws governing patents, copyrights and trademarks. The basic objectives of the
policies set forth in this document include the following:
1. To create an environment that encourages and expedites the dissemination of discoveries,
creations, and new knowledge generated by the faculty and other members of the campus
community for the greatest public benefit;
2. To protect the traditional rights of scholars to control the products of their scholarly work;
3. To protect the rights of sponsors who are financing research activities wholly or partially, and
wish to utilize IP owned by LUMS or its faculty members;
4. To ensure that the commercial results, financial or otherwise, are distributed in a fair and
equitable manner that recognizes both the contributions of the inventors or developers and the
University;
5. To ensure that IP and other products of scholarly research and teaching are made available to
the public through an efficient and timely process of technology transfer; and
6. To encourage research and scholarship without regard to potential gain from royalties or other
such income.

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A member of the LUMS community encountering any instance(s) of departure from these
objectives should communicate them in writing to the Director of Office of Sponsored Programmes
and Research (OSPR).

Policy Statement
The University owns any and all Intellectual Property provided that such IP is conceived: during
a research or other assignment given to researcher pursuant to a research project, grant or
contract, or any other University administered program; utilizing University resources or other
contributions of the University (use of University residential facilities allotted to researcher shall
not be considered for this purpose); and by the researcher but the University has not entered into
a research grant or contract agreement with express provisions to the contrary.
The University shares the net revenues generated from the commercialization or licensing of IP
with the originators.The details can be found in the relevant policy. In an event of originating an
invention, originators shall promptly and in writing disclose and assign each invention (except for
traditional scholarly output) to the TTW.
More details on Intellectual Property & Commercialization policy are on the portal.

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IX. FACULTY WORKING
CONDITIONS
LUMS strives to provide an exhaustive infrastructure of support for its faculty members, and to
nurture a space that is both comfortable and intellectually stimulating. It supports the work of its
faculty in a variety of ways. In addition to the space, funds, equipment, and clerical assistance
that it provides through its departments and schools, LUMS maintains libraries, computing and
networking facilities, and other university-wide programs to assist and protect the faculty.
Although many of these facilities have existed from the outset, they have matured and multiplied
over the years to accommodate an ever-increasing arsenal of resources. With the advent of the
School of Science and Engineering, the library has acquired subscriptions to several new journals,
broadening in scope to include those covering scientific research. Purpose-built labs have
cropped up across several departments on campus to cater to expanding faculty interests, and
support staff and departments have proliferated. LUMS continues to add to the resources
available, and encourages faculty members to give feedback on their development.
The university also regulates many aspects of a faculty member's work, not just to sustain the
interests of the university but also to conform to federal, state, and local laws and regulations. By
regulating research and consulting work, protecting intellectual property, clearly identifying
conflicts of interest, and outlawing nepotism and the use of drugs, the university hopes to cultivate
an environment that is safe and generates peace of mind for all faculty members.

A. The Library
The Gad & Birgit Rausing Library at Lahore University of Management Sciences serves as a
centre for information and knowledge for the faculty, researchers and students through its wide
range of collections, competent staff, high quality infrastructure, and innovative services. Currently
the library has a collection of over 260,000 books and documents, 150,000 online books, 2500
Audio Visuals, CDs & DVDs, and subscription to 350 print journals. It also provides campus-wide
as well as off campus access to over 35,000 full-text online journals published between the 1800s
and the present. The library maintains press clippings from leading national newspapers on 51
broad subject areas related to Pakistan's business and economy. It also indexes more than 25
major Pakistani business & social science periodicals in the Pakistan Periodicals Index database.

Library Relationship and Circulation

On joining the university, every faculty member becomes an ex-officiate member of the library.
They only need to deposit a filled-in relationship form at the circulation desk. The library
relationship form is provided by the HR Department upon hiring. It is also available online
at https://library.lums.edu.pk/library-forms-library. The LUMS smart card enables the faculty to
carry out circulation transactions (issue/ return of books). The Windows login and password are
used to access the library portal (http://libraryportal.lums.edu.pk/) that enables users to reissue
books online, place book purchase requests, reserve an item currently issued to another library
member, and view detailed information of library account. Faculty can borrow a maximum of 30
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books for a semester. Books not reserved by another user can be renewed online, through the
self-check machine, or by presenting them at the circulation desk. In case a book is lost, the
faculty member can replace the same within 15 days or pay three times the current price.

Book Purchases and Subscriptions

LUMS bookshop purchases books and subscribes to print journals and e-databases directly
from the publishers, through online bookstores and local booksellers. The faculty can order
book(s) by sending an email to [email protected], [email protected]
or [email protected]. Similarly journal subscription requests can be made to these
emails.

Library Services
The library offers a variety of services to assist the faculty in their teaching and research. These
include but are not limited to:
 Course Guides: The Library has developed these guides on all subject areas using the
state of the art content management system, LibGuides. Library users are able to find their
required contents on specific subject areas through a customized interface. Guides on all
subject areas and their relevant courses have been developed and regularly updated by
the relevant library staff.
 Self-Check Service: Self-check kiosk enables users to checkout/ check-in and to renew
library material without any intervention of the library staff. This service saves the time and
efforts of the users.
 Digital Scanning Service: Two digital scanners are available on both floors of the library.
Users can digitize their required contents (within copyright limits). This service is
environment friendly and saves time and paper.
 Kindle E-Readers Issuance: Kindle e-book readers have been made available for
issuance (for Fourteen days). Kindles are pre-loaded with classics, fiction and course
packs, and these readers are also configured to access more than 35,000 online journals
and over 150,000 e-books.
 Book and Article Alerts: Alerts are sent to the concerned faculty according to their interest
areas determined by the librarians during library orientation, and through the circulation of
the list of subscribed journals. Lists of fresh arrivals are circulated to users and posted on
the library portal at https://library.lums.edu.pk/book-list
 Document Delivery Service: If an article or a particular document is not available in the
library, arrangements are made to acquire it from other libraries through interlibrary loan
and international document delivery services.
 Virtual Private Network (VPN): It provides off-campus access to library's full-text resources
at: https://vpn.lums.edu.pk/+CSCOE+/logon.html
 Teaching Resource Center: Teaching Resource and Circulation librarian
([email protected]) helps in getting instructor manuals, tutorials, Powerpoint

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 presentations, test banks, course outlines of other universities, student handouts, and
solution manuals.
 Reference and Research Support Services: Specialized helpdesks have been set up to
provide in-depth reference and research support. Users can visit these helpdesks, seek
assistance through telephone, fax, and e-mail, and can also live chat with library
professionals through the web chat facility at https://library.lums.edu.pk/live-chat-
library. The Library also facilitates its patrons in searching for relevant literature in order
to support their academic and research endeavors.
 SMS alerts: Library has initiated SMS alert service for its users. Now the users will receive
SMS alerts from LUMS Library two days before due date of issued items.

 Plagiarism Detection Support: The Library facilitates LUMS faculty's access to online
plagiarism detection service Turnitin. It provides training to use this tool and helps faculty
member with interpreting similarity reports of the publications scanned through Turnitin.
Mr. Waris Ali Arslan ([email protected]) can be contacted for any assistance in
this regard.
 Information Literacy Program: It offers faculty the opportunity to invite subject librarians to
introduce course-related library resources to students and faculty (either in-class or in the
library). A forty-eight hour notice must be given through the library helpdesk to avail this
service. SDSB ,SBASSE & SAHSOL can contact Mr. Waris Ali Arslan,
([email protected]), and MGSHSS faculty can write to Mr. Muhammad Zeeshan,
Senior Librarian ([email protected]). They may also send emails to the
Library’s universal email address ([email protected]). The Library also arranges
orientation sessions for new faculty.
 Opening Hours: Library timings are 08:30 am to 02:00 am from Monday to Friday, and
10:00 am to 10:00 pm on Saturdays and Sundays. The Library remains open around the
clock during examination days. Library help desks on both floors provide proactive
services from 08:30 am to 08:00 pm from Monday through Friday. It remains closed on
public holidays.
 Multimedia Services: The Library provides access to audiovisual material including DVDs,
CD-ROMs, and videos, which can be borrowed or watched in-house.. The services section
is equipped with Cable TV, VCR, and CD/ DVD players.
 Wireless LAN: The Library is a WiFi enabled area that provides Internet connectivity to its
fast growing smart phones, notebook, and laptop users.
 Video Lecture Server: It is used to provide access to video lectures, research
documentaries, academic events, convocation and graduate night videos, etc. These
videos can be accessed at http://panopto.lums.edu.pk/Panopto/Pages/Default.aspx. The
IST department has a video recording facility for faculty and visiting dignitaries.

Organization of Collections
The Library is spread over two floors. The ground floor houses collections on Business, Computer
Sciences, Pure Sciences and Engineering, as well as, popular books and magazines, theses,

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graduate students projects, multimedia, course reserves, photocopiers, self-check machines, e-
kiosk, digital scanner, digital access center, finishing corners, bookshop, and circulation counter.
The first floor (Khalid Ishaque Wing) houses books on Economics, Humanities and Social
sciences, Law, Politics, History, Languages and Literature, Rare books and the Oriental
collection. It also has scholar's commons, research commons, digital scanner, photocopier,
finishing corner and a reading area where hot beverages are allowed. The books and other
reading materials are put into various sections according to the specific nature of the collections.
The library uses the Dewey Decimal Classification Scheme to classify and shelve its knowledge
resources. It starts from 000 and goes to 999 in decimal order.

Electronic Resources
The Library’s electronic resources are growing at a fast pace. it provides access to a wide range
of electronic resources including e-databases, e-journals and e-books that are accessible on
campus and off campus through VPN. Some important resources are:
 SCOPUS - http://www.scopus.com/ Scopus is the largest abstract and citation database
of peer-reviewed research literature with over 20,500 titles from more than 5,000
international publishers. Scopus offers researchers a quick, easy and comprehensive
resource to support their research needs in the scientific, technical, medical, and social
sciences fields, as well as arts and humanities.
 Science Direct - http://www.sciencedirect.com It is a world's leading electronic collection
of journals and provides access to the full text of the last ten years. Subject areas include
business, management, mathematics, computer science, and economics
 Wiley InterScience - http://www3.interscience.wiley.com It has over 1400 leading journals.
It covers the full spectrum of science, technology, engineering, medicine, business, social
sciences, and the humanities.
 Springer Link - http://www.springerlink.com It is one of the world's leading online
information services for scientific, technical, and medical books and journals. Over 1100
fully peer-reviewed journals are available with back files starting from different dates.
 Business Source Premier – http://search.ebscohost.com Business Source Premier is the
most popular business research database, that features the full text of more than 2,150
journals. The full text is provided for journals published since 1886, and searchable cited
references date back to 1998. Additional full text, non-journal content includes market
research reports, industry reports, country reports, company profiles, and SWOT
analyses.
 Cambridge Journals Online - http://journals.cambridge.org It is the Cambridge University
Press' collection of nearly 200 leading journals across the sciences, social sciences and
humanities.
 Informaworld - http://www.informaworld.com It provides access to over 1100 peer-
reviewed research journals published by Taylor & Francis, Rutledge, Psychology Press
and Informa Healthcare from 1997 to the present.

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 Emerald - http://www.emeraldinsight.com Emerald provides full text of all 150+ Emerald
online journals available, with full text back-files, many going back to 1990's, with abstracts
going back in some cases to 1980's.
 Project Muse Journals: It offers full text access to current content from prestigious
humanities and social sciences journals. It provides full text access to more than 147888
articles from 406 scholarly journals by more than 100 publishers.
 Informs Journals - http://journals.informs.org: It has 12 scholarly journals including the
flagship journals Operations Research and Management Science. It provides full text
access to current four years’ content.
 IEEEXplore - http://ieeexplore.ieee.org: IEEEXplore provides full-text access to 132 IEEE
and 45 IEE journals, magazines, transactions and conference proceedings as well as
active IEEE standards.
 ACM Digital Library - http://portal.acm.org: ACM digital library includes full-text articles
from all ACM journals and magazines – from 1985 through the current issues, and ACM
conference proceedings for the same period.
 American Chemical Society (ACS) - http://pubs.acs.org: It provides full text access to more
than 40 ACS journal titles, some of which date as far back as the 1800s. American
Physical Society (APS) - http://publish.aps.org: APS is an authoritative source of physics
information. It provides full text access to all APS material from 1893 to present.
 Mathscinet - http://www.ams.org: It is a comprehensive database covering the world's
mathematical literature. It indexes and abstracts journals, books, and proceedings in
mathematics from 1940 to the present.
 JSTOR - http://www.jstor.org: It is an online archive database with complete back files of
over 1100 journals covering business, economics, mathematics, law, humanities, social
sciences, and education.
 LEXISNEXIS - http://www.lexisnexis.com/hottopics/lnacademic/? It provides access to
more than 3.5 billion public records including state and federal case law; codes and
statutes; court documents and extensive secondary materials.
 Questia Digital Library - http://www.questia.com: This online library that provides 24/7
access to the world's largest online collection of over 67,000 books, and 375,000 journal
articles in the humanities and social sciences.
 EBRARY E-contents Platform: It offers an increasing selection of more than 20,000 e-
books in business, economics, computers, engineering and technology.
 Project Muse E-Books- http://muse.jhu.edu: It provides full text access to more than 5300
e-books from various publishers in the area of humanities and social sciences.
 McGRAW - Hill Digital Engineering Library: The Digital Engineering Library offers access
to a selection of more than 4,000 engineering articles including classics from world
renowned McGraw-Hill publications.

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  McGRAW - Hill Access Medicine: McGraw-Hill's AccessMedicine.com is an online
innovative resource that provides students, clinicians, and researchers with instant
answers to their clinical questions from the most trusted sources
 World Bank E-Library: World Bank e-library is one of the most comprehensive collections
in the area of social and economic development. It has more than 1,396 World Bank
Publications and over 1,938 Policy Research Working Papers.
 IMF E-Library: The International Monetary Fund's (IMF) e-Library simplifies analysis and
research with direct access to the IMF's periodicals, books, working papers and studies,
and data and statistical tools. It provides information and perspective on macroeconomics,
globalization, development, trade and aid, technical assistance, demographics, emerging
markets, policy advice, poverty reduction, and so much more".

Information Retrieval System

The library is continuously introducing user-focused innovative information access and retrieval
systems. The library is using state of the art Integrated Library System VIRTUA, which provides
remote and free access to its library catalogue, secure access to user accounts, and other
personalized services. Multiple access points are available for users to search and download full-
text resources. They are:
 The Library Website (http://library.lums.edu.pk) provides a comprehensive gateway to a
wide range of library materials, both online and in print. It is a primary source for
information about library collections, services and facilities. User self-sufficiency and ease
of access are promoted by designing a single, coherent, remotely accessible service.
 CHAMO Library Portal (http://libraryportal.lums.edu.pk/) provides access to library
catalogue and secure access to patron accounts. Users can carry out many transactions
like reissuing books online, reserving checked out items, viewing fine details, initiating
book purchase requests, exporting bibliographic records, and reviewing, ranking and
tagging of library items. Patrons can save a search query for future retrieval, set alerts by
email, and use RSS for books and journals of their interest.
 Web Discovery Service (https://search.ebscohost.com) The Web Discovery Service
searches seamlessly across a wide range of local and online resources including library
catalog, online journals, e-books and other contents through one window interface.
 Course Guides: Library users are able to find their required contents on specific subject
areas through a customized interface. Guides on all disciplines related to the courses
offered at LUMS are developed and regularly updated by the relevant library staff.
 The Library mobile app: The app provides access to the library’s resources and services
on mobile devices. Library users can now access customized interfaces of library systems
from their mobiles. This app can be installed from all major app stores (Android, iOS, and
Windows).
 Full Text Linking from SCOPUS and Google Scholar: The Library has enabled full text
linking of subscribed contents from the world's most popular search engine Google
Scholar and the largest peer-reviewed indexing source SCOPUS. Users can get required
full text while searching from these sources.
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The Library is a pollution free area – no eatables, mobiles, loud discussion, and drinks (except
soft water) are allowed in the library.

B. Information Technology
The Information Systems and Technology (IST) department is responsible for the academic and
administrative computing facilities, and the electronic communication infrastructure at LUMS. The
IST department facilitates every aspect of the faculty members' computing needs as much as
possible, while they focus on achieving their academic and administrative goals at the university.
The information in this section briefs key services offered by IST, and includes web addresses for
detailed information on specific topics.

1. Centralized IT Helpdesk and Website

The IST Helpdesk facility is located on the second floor of the Library Building. The function of
the Helpdesk is to:
 Help the faculty members better understand and avail various IT related services at LUMS;
 Resolve IT related issues on campus-owned IT equipment in a timely manner;
 Assist in leveraging commonly used software applications as best as possible via group
training and one-on-one sessions;
 Facilitate the purchase and provisioning of campus-owned computing hardware and
software based upon approved university standards and policies.
Helpdesk staff is available from 8:30 am to 10 pm on weekdays, and from 9 am to 6 pm
on weekends and holidays.
To contact the helpdesk via phone, faculty members can dial 4140 or 4150 from an office
phone, or 042-35608000 x4140 or 4150 from a phone outside the campus.
The Help Desk can also be contacted online, by submitting a service request
at http://helpdesk.lums.edu.pk, or by sending an email to [email protected]. (The
email will automatically create a ticket in the helpdesk software and send an auto reply
containing the ticket number).

2. Access to the LUMS Network

Currently, IST is managing more than 9000 network nodes throughout the campus. Each faculty
office and residence apartment provides high-speed connectivity to the Campus network and
Internet. Wireless hotspots are provisioned in all the buildings, covered areas, male/ female
hostels and in the student sitting area outside of the Khokha.
 Each faculty member is entitled to a desktop or laptop machine for his or her computing
purposes.
 IST will help connect office computers and personal workstations from the faculty's on-
campus residence to the network, if applicable.

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  Faculty members may request additional computing resources, such as dedicated
printers, scanners or more computers after approval of their Head of Departments, while
complying with LUMS policies.
 Faculty members may also request temporary allocation of IT equipment through IST
(provided that the equipment is available in the temporary allocation pool at that time).
There are a number of high-speed printers provisioned on the network as well. Each faculty wing
has a printing facility conveniently located in the hallway and/ or by the departmental secretary's
desk.

3. High-speed Internet
Reliable and effective Internet connectivity is critical for pursuing teaching and research
endeavors on campus.
The Internet Infrastructure at LUMS offers high-speed (1 Gbps and rising) access to the Internet,
as well as to PERN2 (Pakistan's Research Data Network) from offices, residence blocks,
computing labs, auditoriums, as well as the LUMS Library.

4. Campus Email System

LUMS Email is hosted on Microsoft Office’s 365 cloud services. An email account is created for
each student, faculty, and staff member through LUMS email system. Email can be accessed
using MS Outlook or with a web-based email client (OWA).
Email can be accessed by visiting the following webpages:
https://outlook.office365.com or http://campusmail.lums.edu.pk
The IST Helpdesk can be contacted for more information on specific email software, configuring,
or mail quotas.

5. LUMS Learning Management System

To facilitate online faculty-student collaboration, LUMS has implemented Sakai, a world-class
open source learning management system. Faculty members can create course websites for their
students, and use the system for managing class assignments, creating blogs, uploading reading/
reference material, etc. Course websites in Sakai are created at the beginning of each semester.
The IT Helpdesk can be contacted for website creation request and assistance.
Sakai may be accessed at LUMS by visiting https://lms.lums.edu.pk/portal.

6. Zambeel (Campus Administrative System)

Zambeel is the name given to the PeopleSoft Campus Solutions information system. Zambeel
enables students to enroll online in courses, and view their grades, transcripts, advisement status,
and financial status. It is also used to evaluate courses at the end of the term, and to allocate
hostels. Faculty members post student grades for all grading instruments (quizzes, assignments,
projects, exams, etc.) as well as the final grade in Zambeel.

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Each faculty member has an account on Zambeel created for them when they join LUMS. More
details on Zambeel are available at https://zambeel.lums.edu.pk/, and the IST Helpdesk offers
additional help on its various features if needed.

7. Access to SharePoint Collaboration Suite

The SharePoint collaboration suite offers users an online, password protected resource for
document management, workflow automation, and end-user based content management.
Community members such as faculty, staff, research groups, and event organizers can quickly
create online project workspaces, blogs, and wikis. Setting-up and conducting online surveys are
also extremely simple to do.
More details are available at http://portal.lums.edu.pk.

.8. Video Conferencing Services

LUMS has conducted over 600 video conferences in the recent past with distinguished faculty
across the globe. IST can help set up video conferences on-campus when the need arises. These
services may be requested through the IT Helpdesk,

9. Lecture Capture
IST offers lecture capture and live webcast support to the LUMS community. Recorded lectures
are available for online viewing within 30 minutes of the event itself. Recorded course lectures
can also be added to the Learning Management System.
These services require advance scheduling at the moment. The IT Helpdesk must be contacted
well in advance of the event so that proper arrangements can be made.
The LUMS recording server can be accessed for the lectures at:
http://panopto.lums.edu.pk/CourseCast/Default.aspx

10. General Purpose Computing Labs

There are a total of six general-purpose computing labs on campus. Five labs are operated on a
24x7 basis and the Trading Lab in SDSB is operated from 8:30am till 8pm. There is another lab
located above the super store which is mostly being used by computer science students. These
labs are used by students of all programs, and reserved from time to time by Registrar's Office
and LUMS faculty for in-class teaching.
The labs are equipped with 350 high-performance computing workstations, hosting commonly
used workplace productivity tools and specific course software as required by faculty.

11. Research Computing

Besides the general computing labs maintained by IST, there are several purpose-built research
computing labs managed by academic departments at LUMS.
The department staff may be contacted directly for more information on research computing
facilities within a particular department.

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All the classrooms are provisioned with multimedia equipment ranging from digital projectors,
audio systems, and computers. Some of the SDSB classrooms also have smart classroom
technology through which all the multimedia equipment can be controlled from instructor's desk.
Labs with computers can also be reserved. All the general-purpose labs are equipped with
multimedia projectors, multiple projection screens, and audio systems.
The Registrar's Office or IST Helpdesk at ([email protected]) can be contacted to reserve
a lab for a one-off teaching session or to schedule a weekly class session for the entire semester.

13. Access Control and Visitor Management

To improve access control and visitor management capabilities at its 100-acre campus, LUMS
has invested in an industry-leading campus security and visitor management solution.
The LUMS Smart Card has become the official University ID and access control card for students,
faculty, staff, and alumni.
The Smart Card provides its owner authorized access to key University facilities, including office
blocks, student hostels, Library, computing labs, and the Sports Complex.
In case of any query, the card owner can contact the Security Office at the main gate or call +92-
42-35608000 x2560, or send an email to [email protected].

14. Telecommunications
Telephone services including voicemail are provided to faculty. The IST Helpdesk logs
complaints, and deals with requests for phone connections. A person's extension on campus
(office or on-campus residence number) is located at: http://phonelist.lums.edu.pk

C. Sponsored Research
The Office of Sponsored Programmes and Research (OSPR) actively pursues its mandate to
provide support to LUMS faculty in their research endeavours. It acts as a bridge between LUMS
faculty and external funding agencies, along with managing internally sponsored research
activities at LUMS. OSPR also assists in bringing funding opportunities to the attention of faculty
members and then coordinates with all the stakeholders in routing and tracking research
proposals and awards.
Recently a Technology Transfer Wing (TTW) has been established at OSPR. The mission of TTW
is to promote the development of technologies at LUMS into products for the benefit of the public
at large while generating the resources for the support of research and education at LUMS.
Through its TTW, formal support mechanisms are being established to provide legal,
administrative and financial support required in the patent and commercialization process to
LUMS faculty in order to ensure that their focus remains on the research and innovation aspect,
leaving the legal and administrative matters for the TTW team. OSPR is provides support to
faculty in copyrighting their creative work.
More details are available with the Management and Administration of Sponsored Programmes.
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Grants Application Management & Execution System (GAMES)

GAMES (http://games.lums.edu.pk/) is a web based customized application to facilitate efficient

research and grants administration at LUMS. It is is accessible to the LUMS community through
their LUMS login ID and password. The primary objective of GAMES is to make the grants
application process paperless, efficient, streamlined, and transparent. GAMES will assist the
LUMS community in staying updated about funding opportunities, applying for new grants,
monitoring the application status of the existing grants, hassle free resource hiring, availing bridge
finance facility, and using other related project management features. Furthermore, the
application will facilitate change requests, submission and resubmission of the deliverables and
seeking ethics approval from the Institutional Review Board (IRB). GAMES is designed to provide
timely email announcements of the grant/ project status updates. Moreover, it will enable the
users to manage their research work and time track their deliverables.
The GAMES will allow the Deans and Department Chairs to approve/ reject/ return applications
and obtain information about sponsored research projects of their respective schools and
departments. OSPR staff will be providing support to the users to ensure that the grants
management system is operated in a proficient manner.

Overhead Policy

Carrying out research related activities at LUMS requires the use of general, physical, and
administrative facilities of LUMS for which the university needs to be compensated. Thus, LUMS
charges a financial overhead (indirect cost) from the externally funded programmes at the rate of
30/130 of the total project cost, unless otherwise restricted by the sponsor. In case of consultancy
projects, overhead is calculated at the rate of 30/130 of total consultant(s) fee. This policy is
applicable to all externally sponsored research and consultancy projects.
While the bulk of the overhead amount from resaerch projects is directly retained by the university
and included in the total revenue earned, a portion of the funds is distributed to the relevant school
to support seeding of research activities, with the remaining funds being placed with the Principal
Investigator (PI) for his/ her academic and research use. Details of the distribution can be found
in the relevant policy. In case of consultancy projects, overhead is transferred wholly to the
University.
For funded research projects that generate overhead, the distribution of overhead income within
the University is as follows:
University takes upon payment (LUMS share) 65%
The relevant School receives (Department share) 20%
The PI receives (Grantee share) 15%
In case of consultancy projects, overhead is transferred wholly to the University.
More details on overheads and utilization of overhead account are available at:
http://portal.lums.edu.pk/OSP/Research%20Forms/7-
%20LUMS%20Overhead%20Policy.pdf

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D. Nepotism
Taken from Nepotism Policy
Applies to all LUMS faculty and staff LUMS seeks to foster an environment where people are
treated with respect and trust. Employment of family members may be problematic because such
situations can create a conflict of interest, an appearance of favoritism, and increased potential
for a hostile work environment. Because of these concerns, the University is sensitive to
circumstances in which relatives of employees might be hired, transferred, or promoted to
positions where one relative might have influence over any of the following: a relative’s
employment, performance review, salary administration, promotion, or other employment-related
decisions. Further, employment of relatives in the same department is generally discouraged. If
a relationship develops during the course of employment that would violate this policy, the
University will work with the individuals involved to resolve the situation. In all cases, the needs
of the University determine the resolution. The responsible supervisor should take measures in
consultation with the appropriate dean and the head of the Human Resources. If an approved
employment relationship exists where individuals work together in the same department,
evaluation and recommendations concerning performance and/or salary will be accomplished at
the next higher level of supervision. The University requires full disclosure of any relationship as
defined below to Human Resources at the time of employment or at anytime that it occurs in the
course of employment. Relationships covered in this policy include: spouse, parents,
grandparents, brothers, sisters, cousins, children, grandchildren, aunts, uncles, nephews, nieces,
and relatives by marriage.

E. Drug-free University
Illegal Drugs and Alcoholic Beverages
The following actions specific to contraband drugs, alcoholic beverages, and other
intoxicating substances are considered a serious misconduct and a violation of the Code of
Conduct at LUMS.
a) Possession or consumption of opiates, cocaine, marijuana, hashish, alcoholic beverages, or
other intoxicating substances.
b) Offering to sell, obtain, or facilitate the availability of these substances.
c) Being part of a group or circle of students in which the substances referred to in (a) are being
consumed. It shall be assumed that such students possess or consume these substances, and
shall be liable for the punishment of possession and use accordingly.

All students accused of ingesting intoxicating substances (including those found in a group where
such activities were happening), will be allowed to present the results of a tox screen urine
test by Shaukat Khanum Labs. Those with a clear test will be cleared and not be required to
defend themselves in front of the DC.

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All students found guilty of illegals use by the disciplinary processes at LUMS, will be required to
show a tox screen urine test by Shaukat Khanum before being allowed to rejoin. This requirement
is in addition to any other punishment given to them.

Section taken from the Revised Code of Conduct from Student Handbook: Undergraduate
Student Handbook 16 - 17

F. Disability Accommodations
Accessibility and Disability Services
LUMS strives to provide an accessible environment for learning and life on campus. The
Accessibility Office (AO) offers a variety of services to students with documented disabilities such
as vision impairments, hearing disorders, learning disabilities, and mobility impairments. AO
arranges for academic accommodations and support services that are individualized and flexible.
Student documentation is reviewed and eligibility for service determined. AO staff members are
trained and possess the knowledge needed to assist students and faculty on issues of academic
adjustment, learning strategies, advocacy skills, and transition from high school to college and
into employment. The faculty provides the opportunity for students with disabilities to identify their
accommodation needs and works with them to make access to all educational experiences
possible. AO will assist the classroom instructor to provide necessary accommodations. Any
student with questions regarding academic performance and disability needs must contact the
AO. The Accessibility Committee will make recommendations and referrals for testing and/ or for
other available services after careful evaluation of the situation.
Eligibility for services is determined on an individual basis. Students must self-identify and make
individual needs known to the AO. A documentation of the disability is required before further
processing is possible.
Private consultations and confidential handling of documentation is our policy. Students receiving
service have complete control over the disclosure of information to faculty and other offices. No
record of services provided appears on the transcript documentation.
Specialized technology is available to increase access to oral and printed text. Training in the use
of hardware and software adaptations is available in AO.

G. Campus Safety
The General Administration Services Department (GASD) is charged with the regulation of all
matters pertaining to campus safety. Campus safety and security is of paramount importance to
the institution. Although on-campus violence is rare, the University is adequately armed against
potentially devastating contingencies, and requests faculty members to assist the department by
following the guidelines and protocols established.
If faculty members observe unsafe or suspicious activity, they must report it to GASD promptly so
that possible threats can be explored and extinguished in a timely manner. This includes, but is
not limited to:
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  Unattended items or unusual situations (luggage left in inappropriate areas, vehicles
parked in no-parking zones, doors that are customarily locked remaining open after office
hours);
 Chemical smells or fumes;
 Strangers eliciting information about campus security and shift changes, or expressing
more than a casual or professional interest in the schools buildings and roads.
In addition to flagging potentially harmful activity, the faculty must never hurl threats, or otherwise
abuse or intimidate other members of the community. Actions that endanger anyone’s safety or
make their continued presence on campus untenable will be considered serious breaches of the
code of ethics that LUMS employees must uphold. These offences include:
 Any physical assault committed on the premises of the University;
 Unlawful damage to property;
 Intimidation by violence, by a threat of violence, or by property damage;
 Any other act that endangers human life, or threatens serious physical or psychological
injury; and
 The possession, storage, use or threat of use on campus of firearms, ammunition or other
weapons.
Any person found brandishing or concealing a firearm on University property will be held
accountable for violating the University’s rules and regulations. The possession of a weapons
permit or any other form of legal authorization to hold the weapon will not deter the University
from pressing charges against the offender. Only employees authorized by the University to carry
a gun in order to secure the campus are exempt from this rule.

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X. FACULTY BENEFITS,
FACILITIES, AND SERVICES
The Human Resource Department at LUMS believes in the philosophy that a well-structured
compensation plan can help motivate and attract existing and prospective employees. It is the
responsibility of the Compensation and Benefits personnel to keep the dynamic job market in
perspective, and ensure that the organization’s policies and procedures are kept up to date.
LUMS offers competitive remuneration packages to its academic and professional staff members.
The Human Resource Department constantly maintains and implements Compensation and
Benefits programmes at the University to bolster the continuous welfare and development of its
workforce.

This section describes the most important of those benefits, including leaves, medical and other
insurance plans, and other recreational opportunities for members of the faculty. To take
advantage of these benefits, faculty members work closely with the Human Resource
Department.

A. Fringe Benefits
The University has a sustainable, equitable, and non-discriminatory benefits programme that
includes several forms of nonwage compensation for its faculty. The programme is designed to
anticipate and meet faculty members’ current and future needs in all spheres, to ensure that they
enjoy a high standard of living, and are not distressed or distracted by basic requirements or
medical costs. The insurance, benefits, and discounts offered cover a broad range of services.

The OSPR augments these benefits by giving out research awards to acknowledge and celebrate
the scholarly achievements of faculty members. This allows the faculty to focus on its research
objectives. The programme is one of the most competitive and comprehensive benefits schemes
for faculty in Pakistan.

1. Faculty Leaves

Leaves from teaching responsibilities are provided by the University to permit members of the
faculty to participate in activities that will upon their return to LUMS:

a. Enhance their competence as scholars and teachers;

b. Utilize the special expertise of faculty in programs of broad interest (for example, programs
sponsored by professional societies or by the government).

Faculty members are required to apply for leaves as per the Faculty Leave Policy.

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2. Research Awards
Various research awards are given to acknowledge scholarly achievements of faculty members.

The Office of Sponsored Programmes and Research (OSPR) actively pursues its mandate to
promote a culture of research at LUMS, acts as a bridge between LUMS faculty and external
funding agencies, and manages internally sponsored research activities at LUMS. The aim of
OSPR is to ensure that all submitted proposals conform to sponsor guidelines and LUMS policies,
and if funded, the projects comply with sponsor requirements and applicable LUMS policies and
procedures. Sponsored research includes, but is not limited to, externally funded research
proposals; unrestricted grants; travel grants; sponsored conferences/ workshops/ seminars;
consulting assignments; service activities; contracts; agreements and arrangements related to
sponsored and externally funded activities. Moreover, the OSPR also manages internal grants,
which are provided by LUMS including Faculty Initiative Fund (FIF), Faculty Travel Grant (FTG)
and Start-up Grants.

Recently OSPR has set up a Technology Transfer Wing (TTW) to provide help in filing copyright
and patent applications. Through its TTW, formal support mechanisms are established to provide
legal, administrative and financial support required in the patent and commercialization process
to LUMS faculty in order to ensure that their focus remains on the research and innovation aspect,
leaving the legal and administrative hurdles for the TTW team.

More details are available at: Management and Administration of Sponsored Programmes

3. Medical insurance
The University heavily subsidizes its faculty’s medical costs, making the provision of basic medical
care smooth and affordable for all teaching staff. These costs are calculated based on the current
market value of healthcare in local hospitals. Faculty members are responsible for copayments if
the cost of their treatment exceeds the amount the university has agreed to provide in this
handbook. They are entitled to different insurance plans based on their rank. Details of these
plans are given below:
Designation Medical Plan
Professor Plan A
Associate Professor Plan A
Assistant Professor Plan B
Visiting Faculty Plan B
Teaching Fellow Plan B

Contact person
Name: Sadia Anwar
Designation: Senior Officer
Department: Human Resource Department
Email: [email protected]
Ext: 4450
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4. LUMS Employees Contributory Provident Fund
All permanent employees are eligible to become members of the LUMS Employees Contributory
Provident Fund Scheme. Details are below:

LUMS Employee Contributory Provident fund (LECPF) is a registered trust under Income Tax
Rules, 2002. It is a post retirement benefit created by the employer for its employee, both
employee and employers contribute to the fund at the rate of 10% of basic salary. When an
employee resigns from LUMS, he/ she receives the entire sum along with profit in the form of a
final settlement. All permanent employees of LUMS are members of LECPF. Members of LECPF
can also obtain loan against their provident fund balance subject to the regulations of Income Tax
Rules, 2002.

Contact person
Name: Jamal Sikandar
Designation: Assistant Manager
Department: Finance & Accounts
Email: [email protected]
Ext: 8149

5. University provided Accommodation

Faculty members have the opportunity to live in the clean, pollution free and safe on-campus
accommodation, provided that space is available. LUMS offers its faculty members modern
residential facilities, with a beautifully landscaped and serene environment for families. There are
seven faculty residential blocks providing high quality one, two, and three bed apartments.

Apartments are designed to provide comfortable living and are equipped with multiple facilities,
including hot water, cooking range, gas heater, air-conditioning, cable TV hook-ups, telephone
lines, and shared storage space with parking facility. High-speed access to the campus network
is also available for each faculty apartment.

Accommodation is also provided in Askari XI for Faculty Members on a space-available basis.

The process for applying for accommodation is as follows:

 The faculty member sends a request via e-mail to the General Administration & Services
Department (contact details below).
 An Apartment Request Form, stating details of housing requirements is filled and sent to
the General Administration & Services department
 Apartments are allocated according to the waiting list being maintained. Once an
apartment is available, rent and other details are shared with the faculty member

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  An apartment is allocated once confirmation is received from the faculty member and all
formalities are completed

6. Moving Allowance
Reimbursement to the faculty members moving from abroad will be made as per the following
Policy:

a) Full time faculty members at the rank of Assistant Professor and above are eligible for the
reimbursement of moving expenses.
b) Moving expenses will be reimbursed only if the faculty member returns to Pakistan or
Lahore to join LUMS directly.
c) Economy class airfare, on most direct route will be reimbursed on actual basis up to a
certain limit mentioned in the offer letter.
d) The payment will be made in equivalent Pak Rupees. Faculty member should stay a
minimum period of one year with LUMS; otherwise the expenditure will be apportioned.
e) If any individual carries books on behalf of LUMS, the expenditure on those books will be
reimbursed on actual basis in addition to above limits; however, if the books are for
personal use, there will be no additional compensation

7. Tuition Remission for Dependents

LUMS provides eligible dependents of its faculty and staff a remission of undergraduate tuition
during their study at the university as per the Faculty-Staff Dependents Tuition Remission Policy.

8. Employees’ Old-Age Benefits Scheme

All faculty members are eligible for Employee Old-Age benefits except adjunct faculty.

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This scheme is operated under the Employees’ Old-Age Benefits Act, 1976, and covers
employees working in industrial, commercial and other organizations.

Details are available in the EOBI policy.

9. LUMS Daycare
LUMS recognizes the challenges faced by working parents with regard to childcare. Therefore,
by having a daycare centre in the facility we hope to relieve our employees of their concern for
children during their hours of work.

Our aim is to provide childcare for our employees through a dedicated team in a loving and secure
environment for their children. The Human Resource Department (HRD) at LUMS processes all
enrollments and deals with all queries, issues, and grievances regarding the Daycare Centre.
Parents are requested to approach HRD for all issues before contacting the Centre.

Details are available at: LUMS Daycare Handbook

Contact person

Name: Sadia Anwar

Designation: Senior Officer
Department: Human Resource Department
Email: [email protected]
Ext: 4450

10. Discounts
The LUMS community can avail discounts at various restaurants and retail outlets on the LUMS
discount panel.
The details on LUMS Benefits can be found on the website of Human Resource Department
Contact person
Name: Minahil Khalid
Designation: Management Trainee Officer
Department: Alumni Affairs
Email: [email protected]
Ext: 4408

B. Compensation Policies
LUMS offers attractive remuneration packages that are competitive with the local market and
comparable to those offered at educational institutes abroad. It is vigilant about keeping intramural
politics out of the decision-making process, and rewards faculty members generously for their
commitment to the institute.

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An employee usually receives multiple forms of compensation beyond base pay. Medical
insurance packages partially or completely alleviate the financial burden of medical conditions
and emergencies, paid annual leaves ensure sufficient time off for leisure and scholarly pursuits,
and several bonuses, discounts, and travel allowances add to the amount earned. The University
continues to strive to develop a compensation based on fairness and consistency.
LUMS delineates different salary ranges to account for differences in educational qualifications,
experience, and discipline amongst faculty members of the same rank. An individual faculty
member’s salary is determined by all of the aforementioned factors, as well as current market
conditions. Salary negotiations begin during the job interview, and come up from time to time
during yearly appraisals and deliberations for promotion.
Annual Performance Appraisal:
The annual appraisals, or qualitative performance evaluations, heavily influence decisions about
salary adjustments and merit based raises. The process starts on January 1 each year, and all
faculty members who have joined LUMS on or before 31st December are a part of activity. Adjunct
faculty is exempt.
The University has also set up a provident fund to provide for faculty members’ long-term financial
security. This fund is meant to complement personal savings and other forms of post retirement
income, and may be en-cashed when an employee retires or resigns. This fund is subject to
national income tax laws.
Since the Higher Education Commission of Pakistan (HEC) recognizes LUMS as a non-profit
educational institution, the federal government has reduced full-time faculty members rebate from
75% to 40% through the Finance Act of 2013. They are now entitled to a 40% reduction/ rebate
in tax liability.
More information about appraisals is available on the portal at “Faculty Appraisal Process 2016,”
and on the LUMS website at https://appraisal.lums.edu.pk/. The University uses the Faculty
Scholarly Report Guide 2016 to regulate performance reviews.
Contact Persons:
Adnan Wahid
Assistant Manager HRIS
[email protected]
Ext: 4443

Adeel Masood
Assistant Manager
[email protected]
Ext: 8240

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C. Facilities
1) Syed Maratib Ali Sports Complex

In an effort to tend to the physical well being of individuals at LUMS, the university offers an
extensive range of modern sports facilities to its students, faculty, staff and alumni. The Syed
Maratab Ali Sports Complex at LUMS offers the ideal environment to carry out numerous sporting
activities like tennis, squash, gym, football, volleyball, cricket, basketball etc.

The following facilities are present in and around the Sports Complex:
 Indoor basketball court
 Floodlit outdoor basketball court
 Badminton courts
 Table tennis areas
 Squash courts with viewing galleries
 Outdoor, floodlit, all-weather tennis courts
 Gymnasiums for men and women
 Floodlit football pitches with changing rooms
 Grass cricket ground with changing room
 Meeting rooms for student clubs/associations

2) Coca Cola Aquatic Center

LUMS recently inaugurated the Coca-Cola Aquatic Center. The swimming pool is the first in
Pakistan built according to the standards set by FINA (Fédération Internationale de Natation
Amateur). The Office of Sports, Wellness and Recreation (SWR) has hired highly professional
and dedicated staff to facilitate the entire Community of LUMS.

3) The Dining Block

The Pepsi Dining Centre (PDC), which covers an area of 14,000 square feet, offers a diverse
range of food for meals and snacks at very reasonable prices. The first floor of the PDC
accommodates food stalls from popular cafes from across the city. Other eating facilities on
campus include Khokha (canteen) where edibles and everyday routine stuff are available to the
students.

4) Super Store and ATM

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The LUMS Super Store provides easy access to daily provisions including toiletries, snacks and
medicines to individuals living on campus. Along with catering to the basic needs of the LUMS
community, the super store also has an ATM facility for individuals’ convenience.

5) Mosque

The campus also has a beautifully designed, community mosque, which is open 24 hours a day.
Daily sermons are delivered in both Arabic and Urdu. The spacious mosque offers separate
prayer facilities for men and women.

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XI. Directories and Guides to Services
1) Information for New Joiners
Employee ID

Once you have signed your employment contract and submitted Personal Action Form, you are
assigned an “Employee ID”. You can get this ID from the recruitment team in HRD (Room No.
411, Ext. 4433, 4412)

LUMS ID Card (Smart Card)

While on campus, you are required to carry your smart card for identification and for security
purposes. Attendance is marked through smart card and this card will also help you in gaining
access to campus facilities (Sports Complex, Library, etc.).

Procedure for Getting the LUMS ID Card (Smart Card)

 Please send your picture with white background to Ms. Sadia Anwar (Senior Officer,
HRD), ID: [email protected], Ext. 4450. Within one to two days you can collect
the smart card from Security Office.
 If you misplace your card please inform Ms. Sadia Anwar Ext. 4450 and the Security Office
on Ext. 2560 immediately. Charges for replacement of the card will be charged from
employee as per policy.

Email Account

Request for your email ID is generated after your joining. You are advised to change your
password after the first login. To inquire about your email account, please contact Ms. Anam
Siddiqui in HR on Ext. 4412 or Rabia Siraj on Ext. 4433.

Letter for Opening Bank Account

For direct salary transfer, you are required to have a bank account in one of the below mentioned
banks. In case you do not have an account in one of these banks, kindly contact Mr, Ali Safdar
(Ext. 4411) in the payroll section and he can assist you with opening a salary account.

 MCB
 Bank Al Falah
 Askari Bank
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  Faysal Bank

In case you have not provided any bank details, kindly collect your salary pay order at the end of
the month from Mr. Ali Safdar (Ext. 4411).

Parking Sticker

For security reasons, LUMS employees are advised to have LUMS car sticker on their cars and
motorbikes. Due to the depraved security situation, LUMS has further tightened its security and
employees are identified at the gate by the presence of car and motorbike stickers and LUMS ID
Cards (smart cards). Stickers can be requested and collected from Mr. Riyaz Yusuf (Ext. 8332)
or Mr. Muhammad Imran Asif, General Administration & Services Department (Ext. 2547).
Stickers fall under these categories: Pick & Drop, Free Parking and Covered Parking (They cost
Rs. 200 per month, and the University deducts the annual payment of Rs. 2400 at the beginning
of the year). Employees have to provide a copy of their CNIC, photocopy of registration, bank
letter (in case of lease), copy of Smart Card, and owner’s CNIC and relation to employee. There
is generally a waiting list for the covered parking.

Visiting Cards

Mr. Sohaib Ali (Ext. 8265) or Bilal Habib (Ext. 8248) in the procurement department are in charge
of visiting cards, and guide all faculty members through the process.

2) Forms for New Faculty Members

Overview of Forms

FORMS PURPOSE
Employee The employee provides general, personal, demographic information,
Database Form which is later entered in Human Resource Database.
Personal Action The employee gets an ID by submitting this form. It helps in keeping
Form the records of an employee. It has basic information regarding
employment start and end date, and also serves as a joining report.

Library The LUMS library is the first automated library in Pakistan; it is a state
Relationship Form of the art facility with over 52,000 volumes of printed and electronic
information. To get access to library, employees need to fill this form as
soon as possible. After submitting this form, employees can access the
LUMS library through their smart card.

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 Provident Fund LUMS has a contributory provident fund where both employees and
Form (Set of 3 LUMS add 10% of the basic salary on monthly basis. The fund can be
forms) encashed at retirement or at the time of resignation.

Employee Old-Age By filling in this form employee can get himself registered to EOBI. It
Benefits Institution helps employees get their retirement benefits such as Old-Age
(EOBI) Form Pension, Survivors pension.

Bank Account HR issues a letter to the employee for opening a bank account with the
Opening Form LUMS partnered banks.

Relationship The Nepotism Policy requires that all employees inform the HR
Disclosure Form department about their relatives (spouse, parents, grandparents,
brothers, sisters, cousins, children, grandchildren, aunts, uncles,
nephews, nieces, and relatives by marriage) working at LUMS.

3) Faculty Clearance
In order to streamline the internal processes and procedures, HR has updated the following
Administrative Staff SOP & Form on HRD portal:

 SOP of Clearance Process

 Clearance Form

The following link contains the updates:

http://portal.lums.edu.pk/HR/HRPolicies/Pages/HRFormsPolicy.aspx

All our coordinators and concerned employees are requested to adhere to these updated SOP
and form for smooth workflow.

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4) LUMS ORGANIZATIONAL CHART

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5) LUMS Map

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Appendix: Directories and Guides to
Services

Phone List https://phonelist.lums.edu.pk/

Policies and Forms http://portal.lums.edu.pk/Pages/policiesandforms.aspx

LUMS Website https://lums.edu.pk/

List of Administrative Offices https://lums.edu.pk/offices-lums

Human Resource Department Portal: http://portal.lums.edu.pk/HR/default.aspx

Website: https://hr.lums.edu.pk/

Office of the Registrar http://portal.lums.edu.pk/RegistrarOffice/default.aspx

General Administration and Portal:

Services http://portal.lums.edu.pk/GeneralAdminServices/default.aspx

Website: https://lums.edu.pk/general-administration-and-
services

Information Systems and Portal: http://portal.lums.edu.pk/ist/default.aspx

Technology
Website: https://lums.edu.pk/information-systems-and-
technology

Office of Procurement Portal:

http://portal.lums.edu.pk/OfficeofProcurement/default.aspx

Website: https://lums.edu.pk/office-procurement

Office of Sponsored Portal: http://portal.lums.edu.pk/OSP/default.aspx

Programmes and Research
(OSPR) Website: https://ospr.lums.edu.pk/

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