All faculty hired for the 2013-14 academic year and thereafter, along with tenured faculty seeking promotion to full professor in the 2013-14 academic year, shall follow the guidelines and timelines outlined in this Handbook. Faculty who are already on the tenure-track are grandfathered and shall indicate in their dossiers whether they want to be evaluated using the previous guidelines and timelines or those outlined in this Handbook. In such cases, faculty shall notify their chair by September 1. (HARP)
TABLE OF CONTENTS - SUNY - Policies of the Board of Trustees
- Proactive Personnel Policies
- Review Terms
- Annual Timelines for Faculty Review
- C&I Personnel Committee Membership
- CPRS Decision-Making Guidelines
- C&I Personnel Committee Procedures
- C&I Department Chair Personnel Guidelines
- Review of Adjuncts
APPENDICES - Candidate Performance Review Scoring
- CPRS Decision Making Guidelines
- Guidelines for Promotion to Associate Professor
- Guidelines for Promotion to Full Professor Teaching Scale
- Research/Scholarship Scale
- Service Scale
Policies of the Board of Trustees
POLICIES OF THE BOARD OF TRUSTEESThe SUNY Board of Trustees has provided general guidelines for the "Appointment of Employees" and the "Evaluation and Promotion of Academic and Professional Employees." Article XI – Appointment of Employees Title A. Procedure1. Procedure states, "The chief administrative officer of a college, after seeking consultation, may appoint, reappoint, or recommend to the Chancellor for appointment or reappointment, as may be appropriate to the nature of appointment provided for herein, such persons as are, in his judgment, best qualified. ... For purposes of this Article, the term "consultation" shall mean consideration by the chief administrative officer of a college of recommendations of academic or professional employees, including the committees, if any, of the appropriate department or professional area, and other appropriate sources in connection with appointment or reappointment of a specified employee; ..." Title B. Continuing Appointment 1. Definition, "A continuing appointment shall be an appointment to a position of academic rank which shall not be affected by changes in such rank and shall continue until resignation, retirement, or termination." 2. Method of Appointment. "The Chancellor, after considering the recommendation of the chief administrative officer of the college concerned, and except as hereinafter permitted with respect to appointment of Distinguished, Distinguished Service, Distinguished Teaching and University Professors, may grant continuing appointments to such persons who, in his judgment, are best qualified." Article XII – Evaluation and Promotion of Academic and Professional Employees Title A. Evaluation of Academic Employees 1. Policy. "It is the policy of the University to evaluate employees." 2. Purpose, "The purpose of evaluation pursuant to this Title shall be the appraisal of the extent to which each academic employee has met his or her professional obligation." 3. Criteria, "In conducting evaluations, the chief administrative officer of the college concerned, or designee, may consider, but shall not be limited to consideration of the following: Mastery of subject matter – as demonstrated by such things as advanced degrees, licenses, honors, awards and reputation in the subject matter field. Effectiveness in teaching – as demonstrated by such things as judgment of colleagues, development of teaching materials or new courses and student reaction, as determined from surveys, interviews and classroom observation. Scholarly ability – as demonstrated by such things as success in developing and carrying out significant research work in the subject matter field, contribution to the arts, publications and reputation among colleagues. Effectiveness of University service – as demonstrated by such things as college and University public service, committee work, administrative work and work with students or community in addition to formal teacher-student relationships. Continuing growth – as demonstrated by such things as reading, research or other activities to keep abreast of current developments in the academic employee’s fields and being able to handle successfully increased responsibility."
Title B. Promotion of Academic Employees 1. Procedure. "The chief administrative officer of a college, after giving consideration to recommendations of academic employees, including committees, if any, of the appropriate department or professional area and other appropriate sources in connection with promotion of a specific academic employee, may promote, or recommend to the Chancellor for promotion, such persons as are, in the chief administrative officer’s judgment, best qualified. Nothing contained herein shall prevent the chief administrative officer of the college from taking such promotion action as the chief administrative officer may deem appropriate to the operating requirements of the college. 2. Criteria. Recommendations of academic employees, or their appropriate committees, or other appropriate sources may consider, but shall not be limited to consideration of, the following: Mastery of subject matter – as demonstrated by such things as advanced degrees, licenses, honors, awards and reputation in the subject matter field. Effectiveness in teaching – as demonstrated by such things as judgment of colleagues, development of teaching materials or new courses and student reaction, as determined from surveys, interviews and classroom observation. Scholarly ability – as demonstrated by such things as success in developing and carrying out significant research work in the subject matter field, contribution to the arts, publications and reputation among colleagues. Effectiveness of University service – as demonstrated by such things as college and University public service, committee work, administrative work and work with students or community in addition to formal teacher-student relationships. Continuing growth – as demonstrated by such things as reading, research or other activities to keep abreast of current developments in the academic employee’s fields and being able to handle successfully increased responsibility.
PROACTIVE PERSONNEL POLICIESSUNY Fredonia engages in careful, rigorous, and fair processes of personnel review so that term-appointed faculty and professional employees have clear ideas of their roles and responsibilities; several opportunities to demonstrate the ways their contributions benefit their department, unit, library, and the campus; and several opportunities for feedback at multiple levels. Effective personnel review also ensures that term-appointed faculty who are granted continuing appointment (the SUNY term for tenure) and term-appointed professionals who are granted permanent appointment meet the standards of their departments/units and show promise of continued effective contributions to the educational, scholarly/creative, community engagement, and operational missions of SUNY Fredonia. The continuing strength of academic programs and institutional effectiveness depends in large part on careful review of those entrusted with implementing the mission of SUNY Fredonia. (HARP) Department of Curriculum & Instruction Proactive Personnel Policies The Department of Curriculum and Instruction is a diverse group of varied disciplines. The Department prospers with faculty members who are genuinely creative scholars and inspired teachers and who are dedicated to the pursuit of knowledge. Outstanding intellectual qualities are reflected in teaching, scholarship and service and are the primary criteria for recommending reappointment, promotion and tenure. The primary objective of C&I personnel policies is to help faculty retain reappointment and gain tenure and promotion. The various procedures and policies need to be carefully assessed and followed to be successfully reappointed, tenured and promoted. Faculty themselves need to be proactive and successful in their teaching, scholarship/research, and service to the department, COE, University, and the professional community. All tenured faculty will share responsibility for and take an active collaborative role in evaluating members of their department or college. What follows are the basic guidelines for C&I personnel policies and procedures.
REVIEW TERMS AND TIMELINESHARP Reappointment Terms Reappointment reviews for a term-appointed Assistant Professor occur according to this timeline: | Year of service | Review for |
|---|
| 1st | 2nd-year reappointment | | 2nd | 3rd- and 4th-year reappointments (simultaneous) | | 3rd | 5th- and 6th-year reappointments (usually simultaneous) | | 5th | 7th-year reappointment | | 6th | Continuing Appointment (takes effect at the start of the 8th year) |
In the third year of service, departments may recommend reappointing candidates to a one-year term, instead of two years, as a means of providing further guidance to the candidate. In that case, during the candidate’s fourth year of service, s/he shall be reviewed for the 6th-year reappointment. In addition to these formal reviews, candidates are encouraged to seek regular input from their departmental colleagues. If a term-appointed faculty member is initially appointed by Fredonia as Associate Professor, Professor, Associate Librarian, or Librarian, this timeline for reviews is in effect: | Year of service | Review for |
|---|
| 1st | 2nd- and 3rd-year reappointments | | 2nd | Continuing Appointment (takes effect at the start of the 4th year) |
Timeline based on prior service According to the Policies, term-appointed faculty may request up to three years of credit toward review for continuing appointment, based on satisfactory full-time prior service in academic rank at another accredited institution of higher education (see Policies XI.B.3.d). Within one month of the initial appointment, eligible term faculty may request Prior Service Credit by submitting a completed form10 to the office of Human Resources. Once eligibility is confirmed, the Director of Human Resources forwards the verified document to the appropriate dean, who recommends to the Provost the number of years (0-3) of Prior Service Credit. The Provost notifies the faculty member of the approved number of years credit and sends a copy of the adjusted timeline for review to the chair, dean, President, and Director of Human Resources. Modified Reappointment Timelines Please refer to HARP for information on Modified Reappointment Timelines (HARP III.B.) HARP Annual Timelines for Faculty Reviews for Reappointment, Continuing Appointment and Promotion Timeline for Reappointment Review in the First Year of Service: December 1: Candidate submits the Reappointment Statement and current curriculum vitae (described in II.D.1.a) to the department Chair or the Chair of the Library Faculty for review by the DPC or LPC. December 15: DPC submits recommendation, signed ballots, and reappointment statement to the department Chair and candidate. The candidate has five working days to appeal to the Chair.
LPC submits recommendation, signed ballots, and reappointment statement to the Chair of the Library Faculty and candidate. The candidate has five working days to appeal to the Chair of the Library Faculty. January 15: Chair submits recommendation, signed ballots, and reappointment statement to the Dean with a copy of the recommendation to the candidate. The candidate has five working days to appeal to the Dean.
Library Faculty Chair submits recommendation, signed ballots, and reappointment statement to the Library Director with a copy of the recommendation to the candidate. The candidate has five working days to appeal to the Library Director. February 1: Dean submits recommendation, signed ballots, and reappointment statement to the Provost with a copy of the recommendation to the candidate. The candidate has five working days to appeal to the Provost.
Library Director submits recommendation, signed ballots, and reappointment statement to the Provost with a copy of the recommendation to the candidate. The candidate has five working days to appeal to the Provost. February 15: Provost submits recommendation, signed ballots, and reappointment statement to the President with a copy of the recommendation to the candidate. The candidate has five working days to appeal to the President. March 15: President notifies candidate of reappointment decision with a copy to the Provost/Vice President, Dean, Director, Chair, and Human Resources. Timeline for Reappointment Review after the First Year of Service: August 20: Faculty on the tenure-track prior to 9/1/2013 shall notify Chair in writing of their intent to use pre-HARP or HARP guidelines and timelines. September 1: Chair submits to Dean or Library Director any proposed alternative structure of the DPC. September 15: Dean or Library Director, after consultation with the Provost, approves or amends the proposed alternative and sends a letter to the candidate, Chair, and Provost. October 1: Candidate submits dossier to the department Chair or the Chair of the Library Faculty for review by the DPC or LPC. November 1: DPC submits recommendation, signed ballots, and dossier to the department Chair and candidate. The candidate has five working days to appeal to the Chair.
LPC submits recommendation, signed ballots, and dossier to the Chair of the Library Faculty and candidate. The candidate has five working days to appeal to the Chair of the Library Faculty. November 15: Chair submits recommendation, signed ballots, and dossier to the Dean with a copy of the recommendation to the candidate. The candidate has five working days to appeal to the Dean.
Library Faculty Chair submits recommendation, signed ballots, and dossier to the Library Director with a copy of the recommendation to the candidate. The candidate has five working days to appeal to the Library Director. December 15: Dean submits recommendation, signed ballots, and dossier to the Provost with a copy of the recommendation to the candidate. The candidate has five working days to appeal to the Provost.
Library Director submits recommendation, signed ballots, and dossier to the Provost with a copy of the recommendation to the candidate. The candidate has five working days to appeal to the Provost. February 15: Provost submits recommendation, signed ballots, and dossier to President with a copy of the recommendation to the candidate. The candidate has five working days to appeal to the President. March 15: President notifies candidate of reappointment decision with a copy to the Provost/Vice President, Dean, Director, Chair, and Human Resources. Timeline for Continuing Appointment and Promotion Review Processes August 20: Faculty on the tenure-track prior to 9/1/2013 shall notify Chair in writing of their intent to use pre-HARP or HARP guidelines and timelines for continuing appointment or promotion to Associate Professor.
Faculty shall notify Chair of intent to submit dossier for promotion to Professor. September 1: Chair submits to Dean or Library Director any proposed alternative structure of the DPC. September 15: Dean or Library Director, after consultation with the Provost, approves or amends the proposed alternative and sends a letter to the candidate, Chair, and Provost. October 1: Candidate submits dossier to the department Chair or the Chair of the Library Faculty for review by the DPC or LPC.
The UUP Chapter President and the Provost appoint the nine academic employees to the APC. November 1: DPC submits recommendation, signed ballots and dossier to the department Chair and candidate. The candidate has five working days to appeal to the Chair.
LPC submits recommendation, signed ballots and dossier to the Chair of the Library Faculty and candidate. The candidate has five working days to appeal to the Chair of the Library Faculty. November 15: Chair submits recommendation, signed ballots, and dossier to the Dean with a copy of the recommendation to the candidate. The candidate has five working days to appeal to the Dean.
Library Faculty Chair submits recommendation, signed ballots, and dossier to the Library Director and candidate. The candidate has five working days to appeal to the Library Director. December 15: Dean submits recommendation, signed ballots, and dossier to the Provost and candidate. The candidate has five working days to appeal to the Provost.
Library Director submits recommendation, signed ballots, and dossier to the Provost and candidate. The candidate has five working days to appeal to the Provost. December 20: The recommendations, signed ballots, and dossier are available for review by the APC. February 15: Chair of the APC submits recommendations, signed ballots, and dossier to the Provost with a copy of the recommendation to the candidate. The candidate has five working days to appeal to the Provost. April 15: Provost submits recommendation, signed ballots, and dossier to the President with a copy of the recommendation to the candidate. The candidate has five working days to appeal to the President. May 15: President notifies the candidate of continuing appointment and promotion decisions with a copy Provost/Vice President, Dean, Director, Chair, and Human Resources, and submits recommendations on continuing appointment to the Chancellor of the State University of New York. Fall: Chancellor notifies the candidate of continuing appointment decision.
DEPARTMENTAL PROCEDURESCurriculum & Instruction Personnel Committee Membership All faculty members in the department of Curriculum & Instruction, who hold continuing appointment, excluding the department Chairperson, serve on the C&I Personnel Committee for reappointment review. All faculty members in the department of Curriculum & Instruction who are at or above the rank under consideration, excluding the department Chairperson, serve on the C&I Personnel Committee for promotion review. Candidates shall not be reviewed by anyone who has any of the following relationships with the candidate: a tenured faculty member who is a member of the candidate’s immediate family; a tenured faculty member who is a candidate’s partner in an external business; and/or a tenured faculty member who is an intimate partner with the candidate (current or past). Tenured faculty members who are on sabbatical leave may participate in the process and vote, as long as that person reviews the candidate’s dossier and is at or above the rank of the person under review. If there are not at least three people in Curriculum & Instruction available at the required rank, the department Chairperson, in consultation with the members of the C&I Personnel Committee, shall select an appropriate alternative from another department. The selection of the alternative(s) is submitted to the Dean for approval by September 1. - (NOTE: In some cases, this timeline may be impossible to maintain as the deadline for a faculty member hired prior to 2013 to notify the Chairperson of his/her intent to elect HARP procedures is also September 1.)
Candidate Performance Review Scales (CPRS) Decision-Making Guidelines - For reappointment, faculty members must achieve a record of Competence (3-4) in all three areas of review (i.e., teaching, scholarly ability, and professional service).
- For promotion from Assistant to Associate Professor with tenure, faculty members must achieve a record of Competence in all three areas of review (i.e., teaching, scholarly ability, and professional service) and a consistent record of Achievement in at least 2 of the three areas.
- For promotion from Associate to Full Professor, faculty members must achieve a record of Achievement in all three areas of review (i.e., teaching, scholarly ability, and professional service) and a consistent record of Achievement with Distinction in at least 2 of the three areas.
Curriculum & Instruction Personnel Committee Procedures - In August of each year, the Curriculum & Instruction Personnel Committee convenes to elect a Personnel Committee Chair. The departmental Chairperson will announce the results of this election to the entire department. The Personnel Committee Chair is responsible for calling meetings, collecting ballots, and summarizing Personnel Committee activities and recommendations.
In September of each year, the department Chairperson provides the Personnel Committee members with the names and timelines of candidates under review during the current academic year. Prior to October 1, the Chair of the Personnel Committee announces to the Personnel Committee the review period and meeting schedule for each candidate under review according to the established timeline. Individual Personnel Committee meetings will be scheduled by the Personnel Committee Chair—one meeting for each candidate under review. Although meetings are independent, they may be scheduled consecutively. Prior to October 1, the Department Chairperson announces the composition of each candidate’s C&I Personnel Committee to the C&I faculty. Faculty candidates up for review submit materials (1st-year reappointment statements as per HARP guidelines or subsequent year dossiers) to the Chairperson by the deadline in the established review timeline. The Chairperson electronically announces the availability of the materials for review. All C&I Personnel Committee members who meet the aforementioned qualifications to serve on a candidate’s review committee shall (a) independently review the reappointment statement or dossier and (b) complete an individual Candidate Performance Review Scales (CPRS). The candidate’s most recent recommendation letters from the C&I Personnel Committee, the C&I Chairperson, the COE Dean, the Provost and the President shall be available for review by committee members. Each Personnel Committee member: (a) brings the CPRS to the Personnel Committee meeting; (b) participates in deliberation; and subsequently (c) completes a written ballot for each personnel action under consideration (reappointment or tenure and/or promotion). The ballots have the following options: Strongly Recommend; Recommend; Recommend with Reservation; Do Not Recommend. Each ballot includes commentary on the decision. All ballots are signed and become part of the record available to the candidate and subsequent reviewers. The Personnel Committee Chair collects ballots and CPRS data from each member of the Personnel Committee and, in the form of a cover letter, summarizes the actions of the Personnel Committee. The Personnel Committee Chair forwards the cover letter, ballots and CPRS data to the Department Chair according to the established timeline. The Personnel Committee Chair provides copies of the cover letter, ballots and CPRS data to the candidate under review according to the established timeline. Candidates who wish to comment on the letter, ballots or CPRS ratings must do so in writing to the Department Chair within five working days of receipt of the materials.
Curriculum & Instruction Department Chairperson Recommendation Guidelines The department chair reviews the candidate’s dossier, the DPC ballots, the summary letter from the DPC Chair, and any written appeal from the candidate. The chair shall then write a recommendation, addressed to the dean, with the following components: statement on the vote of the committee and a summary of the committee’s process, and comments from the chair’s own review of the candidate’s case for promotion and/or continuing appointment; and a recommendation for or against the personnel action. The chair’s letter is copied to the candidate and the Director of Human Resources. The chair shall forward the dossier to the dean along with the department chair’s recommendation and the signed ballots and summary from the DPC. If the candidate wishes to appeal the recommendation of the department chair or to comment on the chair’s letter, s/he shall submit a letter of appeal to the dean, with a copy to the department chair. This letter shall be submitted within five working days of receiving the chair’s letter. Review of Adjuncts following the Guidelines established by HARP As stated in HARP: - Adjuncts who have NOT taught in previous semesters:
- By Friday of the fifth week of the semester, an adjunct who wishes to be rehired for the next semester shall present the department chair with the following documents from the course(s) s/he is currently teaching:
- syllabus from each course being taught;
- an example of how s/he assesses student learning (e.g. exam, paper, assignment).
- By Friday of the sixth week of the semester, the department chair shall inform the adjunct whether s/he is likely to be offered a course(s) for the next semester.
- Adjuncts who have taught in previous semesters:
- By Friday of the third week of the semester, an adjunct who wishes to be rehired for the next semester shall present the department chair with the following documents from the last semester in which the adjunct taught:
- A brief statement on teaching and learning accomplishments for the semester;
- Syllabus from each course taught;
- One example of a test or assignment from each course taught;
- Student evaluations from each course taught;
- Peer and self-evaluations where available.
- By Friday of the fifth week of the semester, the department chair shall inform the adjunct whether s/he is likely to be offered a course(s) for the next semester.
Candidate Performance Review Scales (CPRS) Decision-Making Guidelines - For reappointment, faculty members must achieve a record of Competence (3-4) in all three areas of review (i.e., teaching, scholarly ability, and professional service).
- For promotion from Assistant to Associate Professor with tenure, faculty members must achieve a record of Competence in all three areas of review (i.e., teaching, scholarly ability, and professional service) and a consistent record of Achievement in at least 2 of the three areas.
- For promotion from Associate to Full Professor, faculty members must achieve a record of Achievement in all three areas of review (i.e., teaching, scholarly ability, and professional service) and a consistent record of Achievement with Distinction in at least 2 of the three areas.
General Recommendations for Promotion to the Rank of Associate Professor Promotion to associate professor requires both a high and a consistent level of performance on all of the Trustees' Policies criteria. Evaluation and recommendation for promotion to associate professor and for continuing appointment will normally take place within the same cycle of faculty, departmental, and administrative considerations. Although the Trustees' Policies do not permit continuing appointment being made contingent upon promotion to associate professor, or vice versa, a recommendation for one substantially reinforces a recommendation for the other. Teaching The person's teacher effectiveness dossier evidences continued excellence in the classroom in the rank of assistant professor. This is to be done in the following ways: By demonstrating that courses taught are in a continuous state of development and reflect extensive and current resources. By undertaking successfully new course assignments; by designing, developing, and successfully teaching new courses not previously part of a department's offerings; and by participating successfully in the college-wide instruction programs. By providing whole-class student evaluations of teaching effectiveness in a variety of courses over a reasonable period of time since appointment or promotion to the rank of assistant professor. By confirmation of teaching excellence by departmental colleagues who are directly familiar with the person's work. By demonstrating consistent and successful involvement with independent studies, research projects, final major student works, and/or theses.
Scholarship, Research, and Creative Activity The person has advanced significantly in the area of scholarship beyond the level of assistant professor. This progress is demonstrated by providing the following evidence: Scholarly/creative work or performance record beyond that demonstrated for the terminal degree. (There should be evidence that the person promoted to the rank of associate professor has completed substantial work in new or continuing investigations that demonstrate a cohesive line of thought in the discipline.) Scholarship, creative works, and performance record (documented through reviews) should be national in scope. (Reputation of the journals, sources of reviews, and extent of the performance record will be an important consideration.) Significant work/research conducted, but not yet published, can also be provided at this stage of professional development. (The significance of the creative research/work should be attested to by reputable and established individuals in the field. It is important in these cases to attain a number of objective evaluations that testify to the quality and the value of the research, product, or performance.) Invitations (particularly if unsolicited) to give readings, presentations, exhibitions, demonstrations, or workshops at major conferences, institutes, or universities should also be included. Grants, awards, and particularly the quality of the works resulting from them are important for promotion to associate professor.
Public, University, and Professional Service The person ought to be able to demonstrate excellence on a continuous basis in the area of service during the period of tenure as assistant professor. This is demonstrated by providing the following evidence: Increased administrative responsibilities and major leadership roles. (The important point is that the assistant professor has consistently played an active and constructive role in departmental meetings and committees and in college-wide service, including academic advisement, recruiting, and in student service activities. Substantive letters of recommendation which cite and describe the success of specific contributions in providing initiative and direction in committee efforts. Active role in the resolution of issues in professional and/or community organizations.
General Recommendations for Promotion to Rank of Professor The promotion to professor should signal maturity and demonstrated excellence as scholar, teacher, and contributing member of the department, college and University. Promotion to professor demands substantial and sustained growth and evidence of contributions beyond the level upon which promotion to associate professor was based. There are no hard and fast rules for time in rank or promotion to the next higher rank, and faculty may apply for promotion at any time. Teaching The person must demonstrate continued excellence in the classroom in the rank of associate professor. This is to be done in the following ways: - By demonstrating that the courses taught are in a continuous state of development and provide students with extensive resources.
By undertaking successfully new course assignments and by designing, developing, and successfully teaching new courses not previously part of curricular offerings. By providing whole-class evaluations in a variety of courses since promotion to the rank of associate professor. Confirmation of teaching excellence by departmental colleagues who are directly familiar with the person's work. Evidence of a major contribution to the department or college-wide instructional program. External assessment/reviews of student accomplishments/creative works which have a direct link to the faculty member.
Scholarship, Research, and Creative Activity Accomplishment in this area should be significantly greater than was expected to achieve the rank of associate professor. There should be evidence of new and more sophisticated levels of achievement. Successful research has led by now to publication or creative work which has been subject to further review. Furthermore, the significance of the person's accomplishment is attested to by peers and reputable figures in the field away from campus. Recognition of the quality of the work (publications, works of art, or performance record) should be made evident and available in the form of reviews, comments, and citations in the works of others; direct letters of assessment by recognized authorities off campus solicited by the department and by the candidate; and such evidence as invitations from leaders in the field to contribute to publications, conferences, and exhibitions, to serve on editorial boards, to review books, etc. (Reputation of the place-- journal, gallery, theatre--in which the articles, research projects, poems, short stories, works, etc., have appeared will be an important consideration, as will the publishers or sponsors.) Honors or awards serve to recognize the person's contributions for long-term work in the field and/or new interpretations and applications of research.
Public, University, and Professional Service Accomplishment in this area should be significantly greater than was expected to achieve the rank of associate professor. Not only has the person consistently played a constructive role in departmental meetings, committee, academic advisement, and in college-wide faculty governance since the last promotion, he or she is now accepting leadership roles in the department, the college, and the profession. This is demonstrated by providing the following evidence: Increased complexity in administrative duties. (For example, the person has chaired a variety of committees, both inside and outside the department.) The excellence of his or her contributions to the committees is testified to by colleagues and can be illustrated in tangible ways. The work/product of the committees is exemplary and significant to the college or organization.
As a general guideline, promotion from associate to professor could come as quickly as four or five years after promotion for the most exceptional faculty, i.e., those who are clearly outstanding on all promotional criteria. Most associate professors should aspire to and seek promotion to full professorial status from six to ten years after their promotion to associate status. Those associate professors whose further growth is undistinguished or poorly balanced (i.e., very strong on some promotional criteria but undistinguished on others) may expect to serve longer as associate professor before promotion to professor. Some associate professors can be expected never to become professors. NOTE: Each year the faculty in the Curriculum & Instruction Department will meet to review, discuss and update (as needed) the examplars in the three scales that follow (Teaching, Scholarship and Service).
TEACHING Teaching is a fundamental faculty responsibility. Teaching encompasses not only classroom instruction, but such activities as clinical supervision, advising, mentoring, and service on graduate committees and projects. Teaching effectiveness should be documented with student evaluations (SIRS and/or formative measures). Additional documentation might include: (a) evidence of pedagogical innovations, (be) measured improvements in subject mastery by students, (c) special teaching awards/recognition and (d) peer reviews of teaching. COMPETENCE - High level of subject matter knowledge and mastery of course content
- Technical proficiency
- Rigorous preparation for the semester and for each individual class
- Evidence of high level of scholarly course content, rigor, and fairness in grading, and effective teaching skills
- Evidence instructor defines expectations, supplies timely evaluations to students, and reports on student progress
- Evidence of effective student advisement
- Evidence of significant contributions to the education of graduate students
ACHIEVEMENT/ACHIEVEMENT WITH DISTINCTION CONFIRM WITH DEPARTMENT CHAIR high level of subject matter knowledge and mastery of course content evidence of high level of scholarly course, rigor and fairness in grading, and effective instructional skills technical proficiency: Ability to organize and sequence course lessons; organize individual lessons; communicate expectations/objectives to students, deliver subject matter clearly, concisely, and with an appropriate amount of repetition Evidence that indicates that students perceive that instructor promotes growth in student interest, abilities, learning, and understanding Evidence that students perceive instructor’s interest and commitment to subject matter (AT LEAST TWO OF THE FOLLOWING) Development of pedagogical methods and materials that demonstrate a significant impact on learning Significant contributions to major curriculum changes, course/program development, and other instructional programs Generation of significant grants and/or the securing of resources to support institutional mission Contributions to teaching as a science and art through paper presentations, journal articles, and book chapters on teaching and its improvements
RESEARCH/SCHOLARSHIP Listed below are examples of activities that meet the criteria for performance evaluations of Achievement with Distinction, Achievement, and Competence, in the areas of Research/Scholarship. This list is not exhaustive! Other activities may be judged by Peer Review Committee as befitting one of the categories. COMPETENCE - Book or chapter in progress
- Paper(s) presented at a local meeting, or state or regional conference
- Paper(s) submitted to journals
- Paper(s) in progress
- Research in progress
- Technical report (unpublished) and/or non-refereed journal article
- Grant submitted (evidence of substantial effort)
- University grant
ACHIEVEMENT - Small grant ($10,000 or less) from external funding agency
- Publication in 2nd tier*, refereed journal
- Invited chapter in book
- Paper or symposium presentation at national or international conference
- Invited lectures/presentations at national/international conferences
- Invited reviewer for book, book chapter(s) or refereed journal articles
- Invited for review panel for major professional conference
- Citation of work in dissertation technical report, or non-refereed article
ACHIEVEMENT WITH DISTINCTION - Publication in first tier*, refereed journals
- Member of Editorial Board for refereed journals
- Author or co-author of book, or 1st tier* published monograph
- Invited chapter in book from recognized publishers
- Principal investigator/co-investigator on major grant from external funding agency
- Editor of national/regional journal
- Editor of book (in print or press)
- Citation of work in published article (refereed journal) or book
- Nationally recognized contribution in electronic media
SERVICE Indicators of Competence, Achievement, and Achievement with Distinction for Service are listed below. It should be noted that the indicators on each list are examples of activities that meet the criteria for inclusion in the category. The lists are not exhaustive! Other activities may be judged by the Peer Review Committee as meeting the requirements for a given category of performance. In addition to the activities listed below, service includes consultation, products developed for a variety of media/technology, performances/products/services for the arts, professional reviewing activities, inservice activities, service related grants or acquisition of resources. Activities should be appropriately documented. COMPETENCE - University
- Serves on and contributes to Departmental Committees
- Contributes to area program of study
- Invited class presentations
- Professional
- Belongs to professional organizations
- Attends local meetings
- Contributes to local program of work
- Invited talks & presentations at professional groups
- Community/State/National/International
- Contributes to the community well-being or fulfills a need which goes beyond self-interest
ACHIEVEMENT - University
- Has role of responsibility within Department (chairs committee)
- Serves on and contributes to College or University Committees
- Represents University at community level
- Professional
- Attends state meetings of professional organizations
- Active in state organizations or contributes substantially to state work policy-making/professional literature.
- Community/State/National/International
- In the area of one's professional expertise, contributes to the resolution of a problem at the local level
- Serves on a state policy-making or advisory board
ACHIEVEMENT WITH DISTINCTION - University
- Has role of responsibility at University level (chairs committees)
- Represents University at State level
- Works on University-wide projects
- Provides statewide or regional training
- Professional
- Attends national meetings & holds national office or contributes substantially to national work
- Chair or program chair of state organization
- Community/State/National/International
- In the area of one's professional expertise, contributes to the resolution of a problem at the state or national level
- Serves on national policy-making and/or advisory board
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