Department of Economics Handbook

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October 17, 2014

October 17, 2014

I. DEPARTMENTAL GOVERNANCE STRUCTURE

The faculty of the Department is responsible for the establishment of a mission statement, student learning goals, and Department policies that guide conduct of the Department’s programs.  Department policies are binding on all members of the Department, including the Chairperson, to the extent that each policy is consistent with the Policies of the SUNY, the collective bargaining agreement between the State of New York and United University Professions, and the SUNY Fredonia Handbook on Appointment, Reappointment and Promotion (HARP).  This Department Handbook defines the structure and policies for faculty governance within the Department 

A. Mission Statement

The Department of Economics has a multi-faceted mission which includes:

1. Providing majors with a professionally accepted undergraduate education that will prepare them for careers directly upon graduation in business, economics, and finance and/or for entry into a variety of graduate programs in economics, finance, business or law.
2. Exposing interested non-majors to the discipline of Economics and providing general education support by offering appropriate courses within the college's General Education Program.
3. Providing support instruction for majors or minors in business administration, accounting, social studies adolescence education, applied mathematics, statistics, computer information systems, co-operative engineering, industrial management, geographic information systems, environmental science, environmental studies, dance studio administration, leadership studies, sports management, women’s studies and international studies.
4. Contributing to the enhancement of economic knowledge through scholarly research and professional activities.
5. Providing professional service to the economics profession, university and community.

B. Learning Goals

1. Students achieve a working knowledge of the two core fields of economics: microeconomics and macroeconomics.  They understand the concepts and theories, can apply them to real-world situations, and develop problem solving skills utilizing these concepts and theories.
2. Students achieve competency in the statistical analysis of economic behavior.  They understand statistical inference and probability distributions.  They can perform the calculations of statistical estimation, regressions analysis, time series analysis, and analysis of variance as well as interpret the results and test their reliability.
3. Students can research a complex, real-world economic issue, gather relevant data and information, research the relevant literature, apply economic and statistical reasoning appropriate to the issue, and present their findings in a clear and professional manner.

C.   Procedure to Revise department handbook

1. Since governance must remain responsive to changing conditions within the Department, a process for Handbook revision is an integral part of this document.  Both faculty and the chair shall have the power to initiate the revision process by placing a revision on the agenda for a department meeting.
2. A majority vote of all eligible voting faculty in a formal departmental meeting is required to establish, revise, or abolish a policy.

D.   Department Meetings

1. The Chairperson shall call a departmental meeting with a 5-day minimum advance notice to the faculty (except for emergency issues). The Chairperson shall also provide an agenda of items to be discussed.
2. A Secretary of the Faculty shall be appointed by the Chairperson at the beginning of each academic year and shall take brief minutes of each meeting.
3. The voting faculty consists of all full‑time faculty members.
4. Presence of a majority of all eligible voting faculty constitutes a quorum.
5. Any voting faculty member may request the Chairperson of the Department to (a) place an item or items on the agenda of a subsequent meeting, and/or (b) call a meeting.
6. Electronic means of communication may be substituted by a faculty member for physical presence at Department meetings.  Electronic presence shall count toward a quorum.
7. Any faculty member, including the Chairperson, may call for a vote of an agenda item.
8. One non‑voting student representative designated by the Economics Club or Omicron Delta Epsilon may be invited by any faculty member to those meetings concerning student affairs.
9. The Chairperson of the Department may exclude the student representative from a meeting or part of a meeting when sensitive personnel or other sensitive departmental matters are on the agenda.

E. Chairperson

1. The Chairperson of the Department, in consultation with the other members of the faculty of the Department, supervises the activities and the programs of the Department in accordance with the Department policies set out in this handbook and University policies.  The duties of the Chairperson include but are not limited to the following:

   1. Oversee the hire, renewal, tenure and promotion of all departmental faculty and staff personnel in accordance with the Board of Trustees policy, University policy (Handbook on Appointment, Reappointment and Promotion) and Department policy.

   2. Serve as liaison between the Department and the Dean of the School of Business for all Department matters including faculty and staffing needs and retention.

   3. Facilitate and monitor Department assessment, curriculum development and revision, and all other educational activities of the department.

   4. Schedule classes in consultation with the faculty to achieve student learning goals.  Determine the final schedule by balancing faculty requests, staffing limitations, and student demand in pursuit of student learning goals.

   5. Assign chairs of Department committees in consultation with the faculty.

   6. Oversee Department budgets and approve expenditures.

   7. Oversee Department program reviews.

   8. Schedule and facilitate Department meetings.

   9. Serve as Department liaison in collaborations with 1) other academic departments, the Dean and the Provost, 2) administrative units of the University including Finance, Operations, Student Affairs, Human Resources, Enrollment Services, Registration, Summer and J-term programs, Advancement, Alumni Relations and Publications and 3) the academic and professional community beyond the campus.

   10. Resolve, when possible, student academic grievances and student requests for academic exceptions.

   11. Collaborate with University Advancement in monitoring existing scholarship funds and developing new scholarship funds.

   12. Maintain Department records.

   13. Oversee maintenance of Department website.

   14. Maintain Department’s sections of University Catalog.

2. Department Chairperson is selected in accordance with University policy and the following Department policy.  Whenever there is an anticipated vacancy in the department chairperson position, from retirement, turnover or term expiration, faculty can nominate themselves for the anticipated vacant chair or be nominated by others. A Department chair who wishes to seek reappointment should so inform the faculty in a timely fashion. All nominees should provide the faculty, formally (written) or informally, with an indication of what they have done or would like to do for the department, such as key goals, procedures and anticipations.  The Department Personnel Committee may request that the nominee(s) address the department questions at a departmental meeting. The Department then entertains these nominations in a Department meeting and by majority vote of the voting faculty makes its decision.  The decision shall be transmitted to the Dean by the Chairperson of the Department Personnel Committee.

II. DEPARTMENT PERSONNEL POLICIES AND PROCEDURES

This Personnel Policies and Procedures section is designed to provide a reference to the mechanics of the reappointment, promotion and tenure process.  The bulk of the policies and procedures in this Department Handbook are taken from the Handbook on Appointment, Reappointment and Promotion (HARP).  HARP outlines the rationale, definitions, procedures and processes for evaluation of term and adjunct faculty at SUNY Fredonia, and is in compliance with the Policies of the Board of Trustees of the State University of New York (2009) and the Agreement between the State of New York and UUP (July 2007-July 2011).  Department policies that further elucidate expectations without contradicting HARP have been included. The Department hires individual faculty with the strong hope and expectation that each new hire will be successful as a teacher, a scholar, and as an integral element to the functioning of the Department and the University. The Department supports all faculty in their professional development and strives to do so on a continuous basis.

A. Procedures for Review of Term-Appointed (Tenure-Track) Faculty

1. Regular Timeline for Reappointments Leading to Continuing Appointment

Consistent with the Policies, reappointment reviews for a term-appointed Assistant Professor occur according to this timeline:

 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 SUNY Fredonia as Associate Professor, or Professor, this timeline for reviews is in effect:

2.     Timeline Based on Prior Service Credit

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 form[1] 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.

As an example, with two years of Prior Service Credit, the regular timeline shall be adjusted to reflect continuing appointment review in two fewer years:

3. Regular Timeline for Promotion to Associate Professor

At SUNY Fredonia, reviews for continuing appointment and promotion to Associate Professor shall occur at the same time, in the 6th year of appointment. Although continuing appointment is granted beginning with the 8th year of service, promotion to the rank of Associate Professor is in effect at the beginning of the 7th year. In rare circumstances, continuing appointment may be granted without promotion.

4. Regular Timeline for Promotion to Professor

At SUNY Fredonia, review for promotion to Professor may occur after five or more years in rank as Associate Professor. If granted, promotion will take effect August 15 of the following year.

5. Timeline for Alternative Department Process for Reappointment or Promotion

When the department chair is a candidate or has a conflict of interest, the timeline is modified to include a step of defining an alternative process and having approval from the dean. If there are any other reasons for an alternative process, this modified timeline is in effect.

6. Early Review for Continuing Appointment or Promotion in Rank

Only in exceptional cases shall early continuing appointment or early promotion be granted. The expectations for early continuing appointment and promotion can be found under Expectations for Successful Review below. In such cases, the review shall normally occur no more than one full year early.

7. Modified Reappointment Timeline

SUNY Fredonia recognizes the need for all term-appointed faculty members to balance the commitments of family and work. Special circumstances can cause substantial alterations to one‘s daily routine, thus creating a possible need to pause the tenure clock, fulfill an alternative work assignment, and/or create a flexible schedule for a period of time. 

Term-appointed faculty members have several options when such circumstances arise. New York State law, the Policies, the Agreement, and the Federal Family and Medical Leave Act (FMLA) all provide options for faculty members to pursue paid leave (e.g., through accruals, President-approved sick leave, or Title F leaves), unpaid leave, and/or an adjustment of the professional obligation to gain flexibility.

8. Pausing the Tenure Clock

Policy

Term-appointed faculty members may request that the tenure clock be paused for a period of time when any of the circumstances listed below would seriously impair the faculty member‘s capacity to build the record of accomplishment s/he judges appropriate for professional satisfaction and continuing appointment review. A faculty member may request to pause the tenure clock either in conjunction with or separate from a request for an adjustment of the professional obligation, or leave granted pursuant to other provisions of the Policies. The decision by SUNY Fredonia to grant a pause of the tenure clock shall be separate from any decision regarding proposed adjustments to the professional obligation or approval of leave.

HARP recognizes that a variety of circumstances and conditions can occur that would make it beneficial to the faculty member and SUNY Fredonia to pause the tenure clock in academic-year increments. This list of circumstances is intended to be illustrative, not exhaustive:

• • Physical or mental illness or other physical condition
  • Pregnancy, adoption, or foster child placement
  • Substantial caregiver responsibility for someone with whom the tenure-track faculty member has an important relationship
  • Military service or obligations for self or partner
  • Legal concerns, such as the settling of estates or the processing of divorce, custody deliberations or disputes, or civil suits
  • Pursuit of an advanced degree
  • Title F leave or grant-related work

Candidates who are granted such requests are not expected to produce more work commensurate to the additional time that will accrue in their total time in appointment as a tenure-track faculty member. Candidates for continuing appointment shall be evaluated on equal terms with candidates who did not pause the tenure clock.

The Departmental Personnel Committee does not review requests to pause the tenure clock. These requests are reviewed by the chair, dean, Provost, Director of Human Resources, and President.

Candidates who have received a notice of non-renewal from the President may not then petition for a pause in the tenure clock.

Application and Review Procedure

All requests for an extension of a faculty member’s pre-tenure period shall be submitted on the Request to Pause the Tenure Clock form[2] (see HARP Appendix G: Request to Pause the Tenure Clock) and forwarded through the appropriate chain of review as outlined below. 

For department faculty, the Request to Pause the Tenure Clock application shall be reviewed and recommended by the faculty member‘s chair, dean, and the Provost. The final approval is granted by the President.

If the faculty member’s request for a pause of the tenure clock is denied at any point in the process prior to reaching the President, the reasons for denial shall be included as an attachment to the application form.

If the request is denied, the applicant may write a letter of appeal to the President within five working days from the receipt of the denied application form and attached reason for denial. The President makes the final decision and notifies the candidate within ten working days of receiving the appeal letter from the candidate.

If the request to pause the tenure clock is approved, the faculty member shall not be reviewed until the tenure clock is restarted. During the time that the tenure clock is paused, the faculty member is appointed as Visiting Assistant/Associate Professor.

After the requested pause is over, the faculty member resumes the title held previous to pausing the tenure clock. All time accrued toward continuing appointment prior to the pause remains in effect. A pause of the tenure clock shall not be held against candidates when they resume the reappointment process.

Methods for Pausing the Tenure Clock.

Current practice under the Policies allows two mechanisms for pausing the tenure clock: moving the individual from academic rank to qualified academic rank, or decreasing the individual‘s status to part-time (e.g. 99%). In either case, the Provost shall confirm in writing to the applicant that s/he shall be moved back to academic rank or full-time status after the period of time during which the tenure clock is paused.

9. Temporary Adjustments to Professional Obligation

Faculty who seek flexibility in balancing their work schedule while on the tenure track may apply for an adjustment to their professional obligation. Academic faculty requests for adjustments shall be submitted to the chair who then recommends to the dean an appropriate course of action. The dean then recommends to the Provost.

The Provost sends a copy of the decision to the candidate, chair, dean, Human Resources Director, and President.

An adjustment to the professional obligation does not affect the timeline for reappointment or continuing appointment. Such adjustments include a full-time work equivalent and thus do not involve a reduction in pay.

10.  Annual Timelines for Faculty Reviews for Reappointment, Continuing Appointment, and Promotion

Each July, the Provost publishes the Academic Affairs Calendar for the upcoming year. The calendar includes the following timelines for review of term faculty. The Calendar also includes the timelines for term faculty who were appointed on the tenure-track before HARP was in effect and who request in writing to be reviewed according to the previous timeline.

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 Process 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.

11.  Process and Documentation for First-year Review (including faculty with or anticipating Prior Service Credit)

Reappointment Statement

By December 1, the first-year faculty member shall submit a 2-3 page Reappointment Statement and an updated curriculum vitae to the department. The Reappointment Statement shall address the following questions:

• • What experiences, credentials, and scholarly/creative interests will be especially helpful as you define and continue in your role in your department?
  • What will you be doing in the next year to continue to develop as an instructor and advisor?
  • What scholarly/creative activities are you planning for the next year? How do these activities fit into your goals for establishing a record of scholarship/creative activity that will lead to continuing appointment?
  • In what service roles—such as committees, curriculum, and assessment—do you see yourself making the greatest contributions?

Whereas candidates in their first year may share, at their discretion, any such materials they are collecting for the review that begins in October of their second year, the only materials the department shall require the candidate to submit during the first-year review are the updated curriculum vitae and the Reappointment Statement.

Preparing for the First Dossier

At the beginning of the following fall semester—the beginning of the second year of appointment—the faculty member begins to follow the timeline under “Timeline for Reappointment Review Process after the First Year of Service” above), submitting a full dossier to the department. Because this dossier provides an overview of accomplishments in the first year, throughout the academic year the first-year faculty member should collect and reflect upon materials that show what is being done in teaching, scholarship/creative activity, service, and professional development.

Using the Reappointment Statement for Planning

Throughout the first academic year the candidate should look for opportunities to refine the plan set out in the Reappointment Statement. The candidate should meet with the department chair and her/his mentor to discuss a professional development plan, seek peer review of courses, and seek professional development opportunities on campus and in the discipline. 

12.  Review by the Department

Role of the Departmental Personnel Committee (DPC)

The role of the DPC is to review candidates from a broad disciplinary perspective, to vote on candidates, and to make their recommendations to the department chair. 

Composition of the DPC

The committee is comprised of all members of the department who hold continuing appointment, excluding the department chair. For promotions, DPC members shall be at or above the rank under consideration for candidates. Any department member who is on sabbatical may participate in this 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 the department available at this rank, the department chair, in consultation with the members of the DPC, shall select an appropriate alternate from another department. The selection of the alternate(s) is submitted to the dean for approval by September 1 as indicated in the timelines for reviews (II.A.10 “Timelines for Faculty Reviews”).

Chair of the DPC

For purposes of calling meetings, collecting ballots, and summarizing DPC activities and recommendations, the committee each year appoints one of its members as chair.

DPC Review of Materials

Each member of the committee shall review all materials submitted by the candidate and a file of the most recent reappointment recommendation letters from the DPC, chair, dean, Provost, and President. The committee shall not interview the candidate.

DPC Ballots

After deliberation, each DPC member shall complete a written ballot for each personnel action under consideration: reappointment, continuing appointment, and promotion. The ballot has these options: Strongly Recommend; Recommend; Recommend with Reservations; Do Not Recommend. Each ballot includes commentary on the decision. All ballots are signed and become part of the record that is available to the candidate and subsequent reviewers.

DPC Recommendations

The chair of the DPC shall forward the signed ballots to the department chair, with a cover letter that summarizes the activities of the DPC. The DPC Chair shall also provide copies of the cover letter and all signed ballots to the candidate. Candidates who wish to comment on the ballots or summary of the DPC submit comments in writing to the department chair within five working days of receiving the signed ballots from the DPC.

13.  Review by Department Chair

Review Process

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; 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 department chair shall also forward all dossier materials, as well as the signed ballots and summary letter from the DPC, to the dean. 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.

Appeal of Department Recommendation

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.

Exception When the Department Chair is a Candidate

All of the procedures in Review of Term-Appointed (Tenure-Track) Faculty are followed if a department chair is a candidate for continuing appointment or promotion, with the following differences. A full professor within the department shall assume all duties normally assigned to the department chair. This person shall be selected by the DPC and the dean. If there is no one in rank in the department to assume this role, the DPC and the dean shall select a professor from outside the department. The person designated as “department chair” for this purpose is not a part of the DPC.

14.  Academic Personnel Committee (APC)

Because decisions to promote and to confer continuing appointment upon academic employees represent a commitment beyond the individual department, evaluation of faculty for continuing appointment and promotion shall include a review by and recommendation from the Academic Personnel Committee (APC).

As permitted in Article XI Title A of the Policies and Appendix A-4 of the Agreement, the APC shall review and make recommendations regarding applications of academic employees for continuing appointment and promotion.

The role of the APC is to ensure another level of faculty input in the review process, to provide a campus-wide perspective on candidates being reviewed for continuing appointment and promotion, and to ensure that stated department criteria were applied to the evaluation of the candidate‘s record.

Composition of the Academic Personnel Committee (APC)

Representation

The APC consists of nine faculty who hold continuing appointment, jointly appointed by the Provost and the UUP Chapter President. In the event that the UUP Chapter President is the candidate or has another conflict of interest, the UUP Vice President for Academics shall appoint a replacement to preside over the applicable case(s). There shall be one member of the APC appointed for a staggered, two-year term from each of the following areas:

• • Business
  • Education
  • Humanities
  • Library
  • Music
  • Natural Sciences
  • Social Sciences
  • Visual and Performing Arts (other than Music)
  • One member (any discipline) appointed from a list of nominees proposed by the Senate

Rank of APC Members

All members of the APC shall have attained continuing appointment and hold academic rank with the title of Associate Professor or Professor. At least three members of the APC shall have the rank of Professor. Only those APC members at the rank of Professor participate in the reviews for promotion to Professor.

Vacancies

Any vacancies on the APC shall be filled by an appointee jointly determined by the Provost and the UUP Chapter President.

APC Chair

At the first meeting, APC members shall elect an APC Chair from among their members. The APC Chair shall serve in that role for a period of two years. The chair convenes the APC as necessary to fulfill its responsibilities.

Ballots

After the APC discussion of candidates, each member of the APC shall complete and submit a signed ballot form (see HARP Appendix B: APC Ballot) for each candidate. The ballot has these options: Strongly Recommend, Recommend, Recommend with Reservations and Do Not Recommend. APC members shall check one of the recommendations on the ballot; there shall be no abstentions except in the case of a conflict of interest (see HARP I.E. Conflict of Interest).

APC Recommendations

Following the APC discussion and submission of signed ballots, the Chair of the APC shall transmit the ballots of the APC members to the Provost and the candidate, in accord with the timetable in Timeline for Continuing Appointment and Promotion Review Processes. The candidate has five working days to submit a written appeal to the Provost. 

B.    Criteria for Evaluating Faculty at SUNY Fredonia

1. Context for Evaluating Faculty at SUNY Fredonia

The criteria for faculty review at SUNY Fredonia are based on the broad criteria in the Policies, as well as the specific institutional interpretations, commitments, and priorities defined in the sections below. Because each faculty member has an important role in fulfilling SUNY Fredonia‘s mission, faculty reviews should be guided in part by SUNY Fredonia‘s identity as a comprehensive, regional institution where “success is a tradition” and by alignment with the following values stated or implicit in the mission statement, baccalaureate and graduate goals:

• Commitment to student success
• Teaching and learning in formal and informal settings, including advising and co-curriculum
• Centrality of general education in the arts, humanities, and natural and social sciences
• Scholarly/creative activity, broadly defined
• Involvement of students in scholarly/creative activity
• Knowledge and inquiry that cross disciplinary boundaries
• Support of campus community
• Engagement and collaboration with communities beyond the campus
• Incorporation of global and cultural diversity in curricula, programs, and campus environments

Faculty are evaluated primarily in the areas of teaching, scholarship/creative activity, and service, with an understanding that continued mastery of subject matter and continuing growth occur in each of these areas. All areas shall be considered in all faculty personnel reviews.

2. Teaching and Learning – General Criteria

SUNY Fredonia has a long history of valuing strong teaching, and all faculty are expected to be regularly engaged in practices that encourage and support student learning. These practices include not only effective classroom delivery but work with students inside and outside the classroom, innovative use of virtual learning environments, and academic advising. Strong teaching also involves scholarly inquiry about one‘s own practices, knowledge of pedagogies in one‘s discipline, understanding of student learning, attention to course design, and assessment of student learning outcomes within and beyond the major. 

Aspects of teaching and learning may include a wide variety of activities, such as these examples:

• Classroom/studio/laboratory/online instruction
• Supervision of student research, performance, and creative activity
• Individual and group advising
• Supervision of independent study, clinical practice, service-learning projects, field experiences, and internships
• Course design, assignment/project design, and course management
• Professional development, which allows faculty to stay current in the discipline and in pedagogy
• Curriculum development, revision, and review
• Development of new modes of instruction, such as active learning strategies, integration of technology in the classroom and in assignments, and development of online tools for learning

HARP Appendix D: Suggestions for Preparing a Dossier for Reappointment, Continuing Appointment, or Promotion provides further information about how such work can be documented.

3. Scholarship and Creative Activity – General Criteria

SUNY Fredonia defines scholarship based upon the Policies, the standards of the specific academic disciplines, the mission and values of SUNY Fredonia, and the role of specific departments/schools. 

Each discipline shares a framework of inquiry that is understood and practiced by scholars and artists in that field, and SUNY Fredonia expects faculty members to be engaged with the broader work of their disciplines. Lee Shulman, former President of the Carnegie Foundation, defined scholarship as having these characteristics:

It should be public, susceptible to critical review and evaluation, and accessible for exchange and use by other members of one's scholarly community. We thus observe, with respect to all forms of scholarship, that they are acts of mind or spirit that have been made public in some manner, have been subjected to peer review by members of one's intellectual or professional community, and can be cited, refuted, built upon, and shared among members of that community. Scholarship properly communicated and critiqued serves as the building blocks for knowledge growth in a field.

Scholarship, then, is evident in publications, presentations, exhibits, grants, and performances, but may also include a variety of actions and products that may become such “building blocks” of knowledge. In Scholarship Assessed (1997), Charles Glassick, Mary Huber, and Gene Maeroff argued that six qualitative standards are used to evaluate many types of scholarship, including scholarship of teaching and learning and scholarship of engagement:

• clear goals
• adequate preparation
• appropriate methods
• significant results
• effective presentation
• reflective critique

This approach to evaluating scholarship – broadly defined – is valuable in understanding SUNY Fredonia‘s view of scholarly and creative work in faculty reappointment, continuing appointment, and promotion processes. Regardless of the type of scholarship, these standards encourage faculty and committees to assess the quality of each contribution.

As a regional, public liberal arts institution, SUNY Fredonia values a wide variety of scholarly and creative activities, undertaken alone or with student or peer collaborators:

• Basic research that provides new foundations upon which others can build;
• Original works of art, music, dance, creative writing, and theatre;
• Applications of basic theories and research that solve problems in the discipline or in practice;
• Interdisciplinary scholarship that brings together perspectives from two or more fields;
• Scholarly approaches to teaching and learning that go beyond practice to contribute to the pedagogy of one‘s field or to significant curricular or assessment initiatives;
• Community-based research (scholarship of engagement) that may include partnerships with others in addressing regional issues.

As per HARP, individual department handbooks clarify the way each of these kinds of activities might be weighted and what evidence or scholarly/creative products are expected. Furthermore, individual faculty should be able to vary the form their scholarly and creative activity takes over the course of their careers, as long as their agendas are appropriate to the discipline to which the faculty member belongs and the mission of the academic department within SUNY Fredonia.

These are some typical examples of the kinds of scholarly/creative products that SUNY Fredonia values, representing any of the categories of scholarship noted above:

• Juried exhibitions and performances
• Refereed publications (books/articles/chapters/essays/reviews/textbooks)
• Presentations at scholarly/artistic conferences
• Invited publications (articles, reviews, opinion pieces), exhibitions, and performances
• Writing and funding of grants
• Editorships
• Scholarly websites, blogs, and electronic tools
• Organizing sessions at scholarly conferences
• Fellowships, awards, and residencies
• Development of curricula and assessment tools
• Engaged scholarship that involves collaborative community efforts to solve problems

HARP Appendix D: Suggestions for Preparing a Dossier for Reappointment, Continuing Appointment, or Promotion provides further information about how such work can be documented.

4. Service – General Criteria

Service—defined as those professional activities that aid the department, college/school/library, university, profession, or community—is an important part of faculty work at SUNY Fredonia. Beyond their individual roles in teaching and learning and scholarship/creative activity, faculty share responsibility for the academic mission of SUNY Fredonia and therefore play significant roles in curriculum development, recruitment of students and faculty, personnel reviews, accreditation, academic initiatives, governance, and community engagement.

Department, college/library, and university service may include many kinds of activities, such as these examples:

• Participation on committees, advisory boards, task forces, councils, unions, or governance groups
• Participation in faculty meetings
• Initiation of campus programs and projects, including international activities
• Advising student organizations, honorary societies, and living-learning communities
• Assisting with recruitment, orientation, and retention of students
• Volunteering in professional development activities, such as mentoring programs, rengas, and workshops for colleagues
• Academic and co-curricular program development

Faculty also share their expertise with professional and community organizations. In some instances, collaboration with community partners may represent engaged scholarship; in other cases, volunteering one‘s time and expertise is valued service. The following list—by no means comprehensive—includes professional and community service which may be evaluated as part of tenure-track faculty work:

• Serving as an officer in a professional organization
• Reviewing proposals for funding agencies
• Serving as a referee for publications, conference presentations, or awards
• Organizing a professional meeting or session at a conference
• Speaking as an expert to civic, public, business, or professional organizations
• Serving in a professional capacity on boards of organizations
• Working with colleagues in the P-12 schools
• Organizing or participating in public concerts, exhibitions, productions, lectures, performances, or readings
• Working with groups that promote the understanding of a discipline in the community
• Serving as a consultant (paid or unpaid)

All tenure-track faculty are expected to contribute to the service workload of the department, college/library, and campus. No amount of professional or public service shall excuse a faculty member from taking on the tasks that are essential to the academic enterprise. 

5. Expectations for Successful Review

Teaching, research, and service are integrated faculty obligations. They all serve to enrich the educational experience of students and to strengthen the standing of SUNY Fredonia. The value of these activities is determined according to how well they contribute to the central mission of SUNY Fredonia, which is to help students succeed. Department handbooks shall offer discipline- specific criteria for teaching, scholarship/creative activity, and service.

6. Expectations for Reappointment

These are the expectations for successful review for reappointment of term faculty:

• The candidate develops and offers courses and engages in other teaching activities, such as advising, that contribute to the successful learning outcomes of students;
• the candidate takes an appropriate role in working with the department on issues that impact student learning (e.g., curriculum development, assessment, academic program review);
• the candidate has mapped out and is following an appropriate scholarly/creative agenda and contributes to scholarly/creative work within the candidate‘s field;
• the candidate engages in appropriate department, university, community, and professional service; and
• the candidate is progressing toward expectations for continuing appointment.

7. Expectations for Continuing Appointment and Promotion to Associate Professor

Continuing appointment and promotion are separate personnel recommendations but are normally decided simultaneously. These are the expectations for successful review for continuing appointment and promotion to the rank of Associate Professor:

• The candidate shall have held the rank of Assistant Professor for six years at SUNY Fredonia or has been granted prior service credit;
• the candidate has developed and offered courses and has engaged in other teaching activities, such as advising, that improve student learning outcomes;
• the candidate has made use of assessment results to improve his/her work with students;
• the candidate has made improvements and changes in his/her performance in response to recommendations noted in reappointment reviews;
• the candidate has established a record of scholarly/creative achievement, which has grown over the years and shows promise of continuing development, and which has been recognized by experts in the field beyond SUNY Fredonia;
• the candidate has made substantial contributions in appropriate department, university, community, and professional service; and
• the candidate‘s record indicates that professional growth and contributions in all professional areas are likely to continue.

8. Expectations for Early Continuing Appointment and/or Promotion to Associate Professor

Continuing appointment and promotion to Associate Professor are granted based on sustained accomplishments across years of review; these distinctions are not awarded as soon as one demonstrates a minimal threshold of achievement. Candidates are normally considered for promotion to Associate Professor and continuing appointment in their 6th year of appointment. Candidates may apply for early promotion and/or continuing appointment only if they have achieved an extraordinary record of accomplishment in all three professional areas: teaching, research/creative activity, and service. Candidates may apply for early continuing appointment and/or early promotion to Associate Professor only once. If denied early continuing appointment and/or promotion, the candidate may apply for continuing appointment and promotion under the regular reappointment schedule.

9. Expectations for Promotion to Professor

These are the expectations for successful review for promotion to the rank of Professor:

• Ordinarily, the candidate will have held the rank of Associate Professor for at least five years at SUNY Fredonia;
• the candidate is a leader in promoting and achieving student success, both within and outside the classroom;
• the candidate has established an outstanding record of scholarly/creative achievement, which has grown over the years and been recognized by experts in the field beyond SUNY Fredonia through peer-reviewed or juried work;
• the candidate has taken a leadership role in appropriate department, university, community, and professional service; and
• the candidate‘s record indicates that professional growth and contributions in all professional areas are likely to continue.  

10. Expectations for Early Appointment to Professor

Promotion to Professor is granted based on sustained accomplishments across years of review; this distinction is not awarded as soon as one demonstrates a minimal threshold of achievement. A candidate may apply for promotion to Professor before s/he has completed at least five years in rank as Associate Professor only if the candidate has achieved an extraordinary record of accomplishment in all three professional areas: teaching, research, and service.

11. Expectations for Those Who Have Paused the Tenure Clock

Please refer to section on Pausing the Tenure Clock.

12.  Expectations for Promotion to Professor for Those Who Have Taken Significant Administrative Assignments

An Associate Professor who has taken on significant administrative responsibilities shall have achievements in his/her administrative capacity evaluated as a part of the process for promotion to Professor. Teaching, service, and research expectations shall be adjusted according to the demands placed upon the candidate for successfully fulfilling his/her administrative responsibilities.

13.  Department Criteria for Reappointment, Tenure and Promotion

The Department subscribes to the general criteria for reappointment, tenure and promotion as listed in Sections 2-4 which require significant contributions in the areas of teaching, research and service. 

Department Dossier Guidelines

In addition to the Department dossier guidelines that follow, faculty should also consult HARP Appendix D: Suggestions for Preparing a Dossier for Reappointment, Continuing Appointment or Promotion.

Teaching:
Candidates should present evidence of teaching effectiveness and steps toward improvement. Candidates for promotion should include evidence of improvement or course strenghtening from the last personnel action.  Relevant materials include: student evaluations with some written explanation; peer evaluations by senior member/s of the department; syllabi; relevant course materials; new course proposals; involvement in workshops and other faculty development activities; and a statement of the candidate's teaching philosophy, goals, and accomplishments, including any changes in teaching methodology and experimentation with new teaching techniques. Candidates may also include letters from former students that testify to the candidate's teaching effectiveness. 

Scholarly Activities and Publications:
Candidates for all personnel actions should present evidence of a strong program of research. Relevant materials include: any publications in recognized journals and presses; manuscripts submitted and other work in progress; papers presented at professional conferences; evidence of pursuit of grants and fellowships; book reviews; consultations; public presentations. For promotion, candidates must show increasing professional contributions and continued research development in the form of publications, papers, presentations, grant preparation and other professional activity.  For promotion to Full Professor, in addition to the above, candidates must show evidence of significant and growing contributions to the profession and recognition from professionals in the field.  Additional materials include external letters, a strong and continuing publication record and evidence of a maturing contribution to the field of economics.

Service:
For reappointment, candidates must present evidence of involvement in service to the College and Department. Relevant materials include: college and departmental committees on which the candidate served during the relevant period; a brief discussion of his/her activities on those committees; other college or departmental service activities (explain); public service related to the college's relations with the community or to the candidate's professional work; service in professional organizations.   For promotion and tenure, candidates must present evidence of significant college and professional involvement. Relevant materials include: college and departmental committees on which the candidate has served; a brief discussion of his/her activities on those committees; other college or departmental service activities (explain); community service related to the college’s relations with the community or to the candidate’s professional work; service in professional organizations.

Department Dossier Check Sheet

The candidates shall follow the outline below when presenting materials for Departmental review.  Begin with a cover letter that briefly summarizes accomplishments in all areas of review for the appropriate time period followed by a current vita. The remainder of the dossier should have sections with the following material. 

TEACHING

1. Course Materials and Teaching evaluations by students and peers
2. Newly developed courses
3. Major revisions of courses
4. Advisement evaluations
5. Honors and awards to students
6. Statement of philosophy

SCHOLARSHIP

1. Books
2. Monographs
3. Referred articles
4. Chapters
5. Invited addresses at professional meetings
6. Invited colloquia
7. Federal grants
8. Non‑refereed articles
9. Papers at professional meetings
10. Local grants
11. Work in progress

PROFESSIONAL ACTIVITIES

1. Participation in professional organizations
2. Leadership roles in professional organizations
3. Journal editorial responsibilities
4. Articles and book reviews
5. Attendance at conferences
6. Other professional development activities

SERVICE

1. University
2. School
3. Department
4. Community

OTHER INFORMATION

C. Appointment and Reappointment of Adjunct Faculty

1. Adjunct Faculty Titles

The term “adjunct faculty” refers to both full-time and part-time faculty members at SUNY Fredonia who are not on the tenure track. Some adjunct faculty teach a single course, while others may have several sections. Some adjunct faculty are part of SUNY Fredonia for a semester or a year; others continue for years. Full-time faculty in “qualified academic rank” are also in this category.

Examples of the different titles of adjuncts include:

• Lecturer
• Visiting Assistant/Associate/Professor
• Visiting Instructor

For part-time employees, the initial appointment is temporary, but after six consecutive semesters at SUNY Fredonia, the appointment becomes term (Policies Article XI Title D).

Aside from the appointment of temporary part-time employees during their first six consecutive semesters, appointment of temporary employees is a stopgap measure when the need for such service is important and urgent, and such appointments are exceptions of necessity to the general rules for filling appointments. 

2. The Roles of Adjunct Faculty

Adjunct faculty fill many roles within academic departments, such as teaching courses that provide expertise in specialty areas, providing instruction when full-time faculty are on sabbatical or have release time, and assisting departments in providing courses when full-time faculty cannot meet all departmental instructional needs. In some cases, adjunct faculty may advise students, engage in scholarly and creative activities, lead study abroad or experiential courses, serve on departmental and university committees, or have other responsibilities agreed to by the adjunct faculty member and the hiring department.

Adjunct faculty are important members of their academic departments, as their contributions are essential in delivering the curriculum, assessing the department‘s instructional effectiveness, and in achieving student learning outcomes. Department chairs should welcome adjunct faculty at department meetings and include them in communications.

All adjunct faculty are represented by UUP and have rights defined in the Agreement.

Appointing Adjunct Faculty  

Advertising
To meet anticipated student needs and to encourage diversity in hiring, the department chair may advertise for specific semesters/courses or for applicants to a departmental pool. The dean‘s office assists in selecting the venues for advertising, preparing the advertisement copy, and requesting funding from the Provost. Advertisements shall meet the requirements of the Office of Human Resources and the Office of Affirmative Action.

Application Process and Background Screening
SUNY Fredonia uses an electronic application system to ensure fairness to all applicants, to facilitate review by the department and administrative offices, and to maintain accurate records of adjunct faculty applicants and hires. Details about this system are provided by the Office of Human Resources.

As an institution of higher education, SUNY Fredonia protects its students and the university community by engaging in a professional service to conduct background screenings on all potential employees, including adjunct faculty. The application system informs candidates about this practice and seeks their consent before any screening is initiated. Adjunct faculty shall be cleared through this screening before being offered an appointment at SUNY Fredonia.

Qualifications
Usually adjunct faculty have at least a Master‘s degree in their fields. In some cases, professional experience may be considered as an appropriate equivalent.

Departmental Pool
Each department recruits and maintains a pool of adjunct faculty who are qualified to teach courses offered by that unit. At the time of hire, the chair evaluates the credentials of the new adjunct faculty member and determines the courses that s/he is qualified to teach. A copy of this list is also maintained in the offices of the dean and Provost.

3. Criteria for Reappointing Adjunct Faculty

In almost all cases, adjunct faculty appointments are for teaching, so the SUNY Fredonia statement on teaching and learning in this Handbook applies to their work: “. . . all faculty are expected to be regularly engaged in practices that encourage and support student learning.”

Departments, knowing their disciplines and departmental culture, may include in their handbooks specific criteria for effective teaching in that field. These are the general criteria for all adjunct faculty across SUNY Fredonia:

• Effectiveness in teaching and learning, demonstrated through multiple measures (not only the student survey/evaluation);
• participation in department assessment activities;
• understanding of the adjunct‘s course within the curriculum and of shared pedagogies, approaches, or priorities; and
• teaching and learning consistent with department processes, priorities, and intended learning outcomes.

4. Review of Adjunct Faculty

At minimum all departments shall follow these procedures.

Temporary 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.

Temporary 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.

Term Adjuncts Hired by Semester

By Friday of the third week of the semester for which the term adjunct was hired, a term adjunct who wishes to be rehired for the next semester shall present the department chair with the following documents from the previous semester in which the adjunct taught:

• a brief statement on teaching and learning accomplishments;
• syllabus from any course taught;
• one example of a test or assignment from each course taught; and
• student, peer and/or self-evaluations.

The department chair shall notify the adjunct about which courses, if any, the adjunct will teach for the next semester. This notification shall be given pursuant to the Agreement (Article 32): no later than 45 days before a part-time adjunct‘s current contract expires, or either six months or one year before a full-time adjunct‘s contract expires, depending on length of service.

Term Adjuncts Hired by Year

By Friday of the third week of the spring semester, a term adjunct who wishes to be rehired for the next academic year shall present the department chair with the following documents from the previous 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, peer and/or self-evaluations.

The department chair shall notify the adjunct about which courses, if any, the adjunct will teach for the next academic year. This notification shall be given pursuant to the Agreement (Article 32): no later than 45 days before the part-time adjunct‘s current contract expires, or either six months or 1 year before the full-time adjunct‘s contract expires, depending on the length of service.

III.  OTHER DEPARTMENTAL POLICIES

A.    Department Searches

1. Full Time Tenure-track Faculty

The Department subscribes to the University’s Affirmative Action Recruitment Policy and Procedures for recruitment and appointment of new faculty as listed in Appendix B of the Guidelines for Faculty Searches 

The Search Committee will:

1. initiate the search process by identifying the specialty need of the department;
2. write up the job description and position announcements;
3. do the initial screening of applications;
4. be responsible for interviewing candidates at professional meetings as well as on campus;
5. deliberate and vote on final selection and ranking of candidates;
6. informally contact the selected candidate/s to discuss the potential for job offer; 
7. make formal recommendations to the Chair; and
8. formally conclude the search process once the selected candidate/s would accept the job offer.

The Chair will:

1. review the Search Committee’s recommendation, and  if agrees with it, write the departmental recommendation for appointment to the Dean by approving (and attaching) the Search Committee’s decision;
2. in cases of disagreement with the Search Committee decision, write his/her own letter explaining the reasons for disagreement and attaching the Search Committee decision.

The President writes the formal letter of appointment for new full time faculty as per University policy.

2.     Policy on Temporary/ Adjunct Faculty Hiring

The Department subscribes to the University’s Affirmative Action Recruitment Policy and Procedures for recruitment and appointment of temporary/ adjunct faculty as listed in Appendix B of the Guidelines for Faculty Searches.

The Chair in consultation with the senior faculty does:

1. initiate the search process by identifying the specialty need of the department;
2. make job announcements including contacting potential sources of candidates;
3. contact applicants and select candidates; and
4. make recommendations for appointment to the Dean.
5. The Provost/Human Resource Office sends the formal letter of appointment as per University policy.

B.    Other Faculty Responsibilities

1. Faculty Mentors

Each first-year faculty member will have two mentors: the most junior faculty member from the previous academic year and the Chairperson.  Mentors will advise junior faculty concerning Department and University policies and career development. 

2. Peer Evaluation of Teaching

Peer evaluation of teaching has a dual purpose:

• to provide a faculty member with feedback from their peers on teaching technique, so the faculty member can assess and improve effectiveness; and,
• to provide information useful in reappointment, promotion, and continuing appointment decisions.  

Term appointed faculty prior to continuing appointment will have peer review and observation of teaching

• Twice in first year
• Thereafter, once per review period until continuing appointment
• Chair in consultation with Department Personnel Committee and faculty member to review assigns peer reviewer.

3. Student Evaluation of Teaching:

Student evaluation of teaching has a dual purpose:

• to provide a faculty member with feedback from the students on teaching technique, so the faculty member can assess and improve effectiveness; and,
• to provide information useful in reappointment, promotion, and continuing appointment decisions.  

Near the end of each semester, before the final examination period, a student evaluation of teaching effectiveness shall be conducted for each course by the University.

The results of the evaluation shall be recorded in each faculty member’s file in the chair’s office.

The chair shall make available to the Department Personnel Committee, upon its request, the evaluation results of the individual faculty member about whom the Committee is to make a recommendation for reappointment, continuing appointment, or promotion.

4. Office Hours:

Each faculty member shall post and maintain office hours that are in accordance with University policy.

5. Timely Submission of Reports:

Each faculty member shall file midterm and final grades by the deadlines established by the University registrar.

Each faculty member shall annually update their professional accomplishments contained in the Digital Measures Database by the deadline established by the chair. This data is the source for individual and Department annual reports.

C. Policy on Chancellor’s Awards and for Distinguished Professorships

The Department encourages faculty members to present themselves as candidates for the Chancellor’s Awards and/or for promotion to the rank of Distinguished Professor. 

Because extensive supporting documentation is required, individuals contemplating application should begin to assemble their dossiers several years prior to the time the application is to be presented.

When the application is submitted, the candidate will inform the chair, who will inform the department.

D. Procedures for Leaves

The department encourages faculty leaves of absence for scholarly and professional development. The acceptance of a leave presumes a commitment on the part of the person to return to the institution upon completion of the leave. Consequently, leaves for scholarly and professional development normally are not granted unless the candidate holds an academic appointment that extends beyond the period of the leave.

Sabbatical Leaves and Other Leaves for Scholarly and Professional Growth

1.  Faculty seeking such leaves will inform the department chair of their intentions at least two weeks prior to the campus deadline for submitting applications.  To facilitate adequate departmental planning, faculty are encouraged to indicate their intentions to apply for leaves as far ahead of time as possible.

2.  The chair will call a department meeting prior to the deadline specified for submission of recommendations to the Dean. At that meeting, each candidate who requests a leave for scholarly purposes will briefly discuss his/her plans for the leave. After that discussion, each candidate will be excused and the department members will be able to advise the chair about that requested leave.

3.  As required by campus policy, the chair will submit recommendations concerning leave requests to the Dean by the established deadline and at the same time will inform the candidate(s) and the Department about the recommendations.

Personal Leaves

Medical, maternity-paternity, and other leaves of absence of a similar nature are matters of personal and private concern and are not subject to departmental review. Faculty seeking such leaves are reminded of campus policy, which states that such leaves are arranged with the President after consultation with the Department chair.

E. Transfer Credit Policy

Department policy on transfer credit, to the extent that each policy is consistent with SUNY system and University policies, is as follows:

1. Transfer from accredited two-year college

Department transfer credit policy for incoming students transferring credit from an accredited two‑year college is as follows:

1. 1. Transfer credit toward the major is extended for courses that are equivalent to Fredonia's ECON 200, 201 and 202.
   2. In principle, no transfer credit toward the major is allowed for the Fredonia Economics courses taught at the upper‑division level, except that the Department Chairperson may allow transfer of some courses upon petition by the student. In such a case, it is the responsibility of the student to provide the Chairperson with concrete evidence of course equivalency.

2. Transfer from accredited four-year college

No departmental limit is placed on transfer credit allowed from an accredited four­-year college, provided, of course, the transferred courses are equivalent to Fredonia courses in content.

[1] http://www.fredonia.edu/humanresources/forms/servicecredit.pdf

[2] www.fredonia.edu/humanresources/forms/tenure_clock_form.pdf