1 Handbook on Appointment, Reappointment, and Promotion (HARP) FREDONIA,STATE UNIVERSITY OF NEW YORK August 18, 2017
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HandbookonAppointment,Reappointment,andPromotion
(HARP)
FREDONIA,STATEUNIVERSITYOFNEWYORK
August18,2017
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ContentsI.AboutThisHandbook 8
I.A.DefinitionsofTermsasUsedinThisDocument 8
I.B.DevelopmentofThisHandbook 10
I.C.RationalesandPrinciplesforThisHandbook 12
I.D.TheGoalsofPersonnelReview 13
I.E.ConflictofInterest 14
I.F.AcademicFreedom 14
I.G.PrevailingPolicies 14
II.ApplicationProcessandPre-EmploymentScreening 15
III.Appointment,Reappointment,ReviewandPromotionofTenure-TrackFaculty 16
III.A.CareerTimelinesforFacultyReviews 16
III.A.1.RegularTimelineforReappointmentsLeadingtoContinuingAppointment 16
III.A.2.TimelineBasedonPriorServiceCredit 16
III.A.3.RegularTimelineforPromotiontoAssociateProfessor/AssociateLibrarian 17
III.A.4.RegularTimelineforPromotiontoProfessor/Librarian 17
III.A.5.TimelineforPromotiontoDistinguishedRank 17
III.A.6.TimelineforAlternativeDepartmentProcessforReappointmentorPromotion 17
III.A.7.EarlyReviewforContinuingAppointmentorPromotioninRank 18
II.B.ModifiedReappointmentorTenureTimeline&AdjustmentstoProfessionalObligation 18
III.B.1.PausingtheTenureClock 18
III.B.2.TemporaryAdjustmentstoProfessionalObligation 20
III.C.AnnualTimelinesforFacultyReviewsforReappointment,ContinuingAppointment,andPromotion 21
III.C.1.TimelineforReappointmentReviewintheFirstYearofService 21
III.C.2.TimelineforReappointmentReviewProcessaftertheFirstYearofService 22
III.C.3.TimelineforContinuingAppointmentandPromotionReviewProcesses 23
III.D.ProcessandDocumentationforReview(includingfacultywithoranticipatingPriorServiceCredit) 24
III.D.1.ReappointmentStatementforFirst-yearReview 24
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III.D.2.UsingtheReappointmentStatementforPlanning 25
III.D.3.PreparingtheDossier(seeAppendixD)inSubsequentReviews 25
III.E.ReviewbytheDepartment 25
III.E.1.DepartmentHandbook 25
III.E.2.DepartmentalPersonnelCommittee(DPC) 25
III.E.3.ReviewbyDepartmentChair 26
III.F.AcademicPersonnelCommittee(APC) 27
III.F.1.CompositionoftheAcademicPersonnelCommittee(APC) 27
III.F.2.APCChair 28
III.F.3.Ballots 28
IV.CriteriaforEvaluatingTenured/Tenure-TrackFacultyatFredonia 29
IV.A.ContextforEvaluatingFacultyatFredonia 29
IV.A.1.TeachingandLearning 29
IV.A.2.ScholarshipandCreativeActivity 30
IV.A.3.Service 32
IV.B.ExpectationsforSuccessfulReview 33
IV.B.1.ExpectationsforReappointment 33
IV.B.2.ExpectationsforContinuingAppointmentandPromotiontoAssociateProfessor 34
IV.B.3.ExpectationsforContinuingAppointmentandPromotiontoAssociateLibrarian34
IV.B.4.ExpectationsforEarlyContinuingAppointmentand/orPromotiontoAssociateProfessor 34
IV.B.5.ExpectationsforEarlyContinuingAppointmentand/orPromotiontoAssociateLibrarian 35
IV.B.6.ExpectationsforPromotiontoProfessor 35
IV.B.7.ExpectationsforPromotiontoLibrarian 35
IV.B.8.ExpectationsforEarlyAppointmenttoProfessorand/orLibrarian 36
IV.B.9.ExpectationsforThoseWhoHavePausedtheTenureClock 36
IV.B.10.ExpectationsforPromotiontoProfessor/LibrarianforThoseWhoHaveTakenSignificantAdministrativeAssignments 37
IV.C.PromotiontoDistinguishedFacultyRanks 37
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IV.C.1.CriteriaforPromotiontoDistinguishedRanks 37
IV.C.2.TimelineforDistinguishedRankNominationandPromotionReviewProcess 37
IV.D.CompositionoftheDistinguishedFacultyPromotionCommittee(DFPC) 38
IV.D.1.Representation 38
IV.D.2.DFPCChair 39
V.Appointment,Reappointment,andPromotionofContingentFaculty 40
V.A.DefinitionofContingentFaculty 40
V.B.AppointmentofContingentFaculty 41
V.B.1.TemporaryAppointments 41
V.B.2.Termappointments 41
V.C.Appointment&ReappointmentNotice 41
V.D.Part-TimeContingentFaculty 42
V.D.1.ProfessionalObligation 42
V.D.2.Appointment 42
V.D.3.Notification 43
V.D.4.Benefits 43
V.D.5.Titles 43
V.E.Full-TimeContingentFaculty 43
V.E.1.ProfessionalObligation 43
V.E.2.AppointmentStatus(TempandTerm) 43
V.E.3.Notification 44
V.E.4.Benefits 45
V.E.5.Titles 45
V.F.ContingentFacultyHiringProcedures 45
V.F.1.Posting 45
V.F.2.Part-TimeContingentFaculty 46
V.F.3.Full-TimeContingentFaculty 46
V.G.Qualifications 46
V.H.SelectionProcess 46
V.H.1.Part-TimeContingentFaculty 47
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V.H.2.Full-TimeContingentFaculty 47
V.I.ReviewofContingentFaculty 47
V.J.ContingentFacultyReviewProcess 48
V.K.Reappointment/Non-RenewalProcessforContingentFaculty 49
V.L.TitleAwardsforFull-TimeTermContingentFaculty 49
V.L.1.AwardTitleofSeniorLecturer 49
V.L.2.BenefitsoftheSeniorLecturerTitleAward 49
V.L.3.ProcedurefortheSelectionoftheSeniorLecturerAward 50
VI.APPOINTMENT,REAPPOINTMENT,REVIEWANDPROMOTIONOFPROFESSIONALEMPLOYEES 51
VI.A.TypesofAppointmentsforProfessionals 51
VI.A.1.Temporary 51
VI.A.2.Term 51
VI.A.3.AppendixATitles 51
VI.A.4.AppendixBTitles 52
VI.A.5.AppendixCTitles 52
VI.A.6.Permanent 52
VI.A.7.Probationary 52
VI.B.TimelinesforProfessionalReviewsforReappointmentandPermanentAppointment 52
VI.B.1.PriorServiceCredit 52
VI.B.2.TimelineforReappointments 53
VI.B.3.TimelineforNon-Renewal 53
VI.B.4.TimelineforConsiderationofPermanentAppointment 54
VI.B.5.PausingthePermanentAppointmentClock 54
VI.B.6.Reviewfor“Early”PermanentAppointment 55
VI.B.7TemporaryAdjustmentstoProfessionalObligation 55
VI.C.ChangesinProfessionalTitle(seePoliciesArticleXITitleC) 55
VI.D.AnnualTimelineforPerformanceProgramandEvaluation 56
VI.E.CriteriatobeUsedtoEvaluateProfessionalEmployees 57
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VI.E.1.EffectivenessinPerformance 57
VI.E.2.MasteryofSpecialization 57
VI.E.3.ProfessionalAbility 57
VI.E.4.EffectivenessinUniversityService 57
VI.E.5.ContinuingGrowth 58
VI.F.ProcessandDocumentationforAnnualEvaluationofProfessionals 58
VI.F.1.PerformanceProgram 58
VI.F.2.PerformanceEvaluation 59
VI.F.3.UnsatisfactoryEvaluation 60
VI.F.4.CollegeCommitteeonProfessionalEvaluation(CCPE)(Agreement,AppendixA-28,VI) 61
VI.G.ProcessforPromotionandIn-GradeSalaryIncreasesforProfessionalEmployees 61
VI.G.1.Scope 61
VI.G.2.TitlesandJobDescriptions 61
VI.G.3.PromotionRequests(Agreement,AppendixA-28,I) 62
VI.G.4.In-GradeSalaryIncrease(Agreement,AppendixA-28,IV) 62
VI.G.5.ProcessforAppeals(Agreement,AppendixA-28,III) 62
VI.G.6.TimelineforA-28Promotion&SalaryIncreaseRequests 63
VI.G.7.ProcessforA-28Appeals 63
VI.H.ProcessforInternalSearches 64
VII.EmeritusStatus 65
VII.A.Process 65
VII.B.Privileges 65
VII.B.1.AutomaticPrivilegesforEmeritusEmployees 65
VII.B.2.DiscretionaryPrivilegesforEmeritusEmployees 65
Appendix 67
AppendixA:DPCBallot 68
AppendixB:APCBallot 70
AppendixC:COIForm 73
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AppendixD:SuggestionsforPreparingaDossierforReappointment,ContinuingAppointment,orPromotion 75
AppendixE:PerformanceProgramForm 94
AppendixF:PerformanceEvaluationForm 98
AppendixG:RequesttoPausetheTenureClock 103
AppendixH:RequesttoPausethePermanentAppointmentClock 109
AppendixI:EmeritusApplication 114
AppendixJ:RequestforPriorServiceCredit–ACADEMICPosition 118
AppendixK:RequestforPriorServiceCredit–Non-teachingProfessionalPosition 119
AppendixL:ClassroomObservationPre-VisitQuestionnaire 120
AppendixM:ClassroomObservationFeedbackForm 121
AppendixN:ClassroomObservationPost-VisitQuestionnaire 123
AppendixO:RequestforAppendixA-28Promotionand/orSalaryIncrease 124
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I.AboutThisHandbook
I.A.DefinitionsofTermsasUsedinThisDocument
Academicemployee:AnemployeeintheProfessionalServicesNegotiatingUnitwithacademicorqualifiedacademicrank.
AcademicPersonnelCommittee(APC):Ninefacultywhoholdcontinuingappointment,jointlyappointedbytheProvostandtheUUPChapterPresident.
Academicrank:RankheldbyfacultyhavingthetitlesofProfessor,AssociateProfessor,AssistantProfessor,Instructor,AssistantInstructor,Librarian,AssociateLibrarian,SeniorAssistantLibrarian,andAssistantLibrarian.
Adjunctfaculty:ThosefacultymembersintheProfessionalServicesNegotiatingUnitatFredoniawhoarenotonthetenuretrack.
Agreement:ThecollectivebargainingAgreementbetweentheStateofNewYorkandUUP.
Chancellor:TheChancelloroftheStateUniversityofNewYork.
Chancellor’sAdvisoryCommittee(CAC):Athree-personcommitteewhoreviewsdecisionsbythecollegePresidenttonotgrantpermanentorcontinuingappointment,andissuesarecommendationtotheChancellor.Theemployeedesignatesonecommitteemember,Fredonia’sPresidentdesignatesanother,andthetwodesigneeschoseathirdfromalistjointlycreatedbythecampusandUUPchapterpresidents.
ChiefAdministrativeOfficer:ThePresidentoftheStateUniversityofNewYorkCollegeatFredonia.
CollegeCommitteeonProfessionalEvaluation(CCPE):ThreeFredoniaprofessionalemployeeselectedatlargebythelocalUUPchapterandtwoprofessionalemployeesappointedbyFredonia’sPresidentwhoreviewaPerformanceEvaluationissuedtoaprofessionalemployeethatcontainsafinal/summativeevaluationcharacterizedas“Unsatisfactory.”
CollegeReviewPanel(CRP):AcommitteeofnofewerthanfiveandnomorethansevenFredoniaprofessionalemployeeselectedatlargebythelocalUUPchaptertoreviewaprofessionalemployee’spromotionorin-gradesalaryincreasethatisdeniedatalevelbelowFredonia’sPresident.Fromamongthisgroup,acommitteechairshallbeselected.
ContingentFaculty-Part-timeandfull-timenon-tenuretrackfaculty.
Continuingappointment(tenure):Anappointmenttoapositionofacademicrankwhichshallcontinueuntilresignation,retirement,ortermination.
COS:ChangeofStatusisanelectronicworkflowsystemusedatFredoniatodocumentemployeeappointments,reappointments,separations,andchangesofstatus.
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Dean:Anacademicadministrativetitlewhich,forthepurposesofthisdocument,includestheLibraryDirector.
Department:Thelocalacademicunit,whichincludestheSchoolofMusicasanacademicunit.TheSchoolofBusinessiscomparabletoacollegeinitsstructure,withtwodepartmentsreportingtoaDean.Forthepurposesofthisdocument,theLibraryisadepartment.
DepartmentChair:Anacademictitlefortheunitheadofanacademicdepartment,includingtheDirectoroftheSchoolofMusicandtheChairoftheLibraryFacultyCommittee.
DepartmentalPersonnelCommittee(DPC):Thedepartmentalbodythatreviewsapplicationsandmakesrecommendationsforreappointment,continuingappointment,andpromotion.ThisincludestheLibraryPersonnelCommittee(LPC).
DistinguishedFaculty:AnacademictitlethatshallherewithbeinclusiveofDistinguishedTeachingProfessor,DistinguishedServiceProfessor,DistinguishedProfessor,andDistinguishedLibrarian.
DistinguishedFacultyPromotionCommittee(DFPC):Thelocalselectioncommitteethatsolicitsnominations,conductsanevaluationofproposedcandidatestoDistinguishranks,preparesthefinalnominationportfolio,andforwardsrecommendation(s)tothePresident.
Faculty:Anemployeewithacademicorqualifiedacademicrank,includinglibraryfaculty.
Fileofevaluativematerial:Foracademicfacultythisfileshallincludethedossier,reappointmentstatement,signedballots,allrecommendationletters,responses,andappealletters.Forprofessionalsthisfileshallincludeperformanceprograms,evaluations,responses,andrecommendations.
Handbook:ThisHandbookonAppointment,ReappointmentandPromotion(HARP).
Localtitle:Anemployee’sFredoniatitle.
ManagementAdvisoryCommitteeonClassificationandCompensation(MACCC)Guide:TheguidetoUUPbargainingunittitlesandpositiondescriptions.
Permanentappointment:Anappointmentofaprofessionalemployeeinaprofessionaltitlewhichiseligibleforapermanentappointment,whichshallcontinueuntilachangeinsuchtitle,resignation,retirement,ortermination.
Policies:TheSUNYPoliciesoftheBoardofTrustees.
President:ThePresidentoftheStateUniversityofNewYorkCollegeatFredonia(Fredonia).
Professionalbudgettitle:TheofficialStatetitleofapositionintheProfessionalServicesNegotiatingUnit,otherthanapositionofacademicorqualifiedacademicrank.
Professionalemployee:AprofessionalemployedintheProfessionalServicesNegotiatingUnit,otherthananemployeewithacademicorqualifiedacademicrank.
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ProfessionalServicesNegotiatingUnit(PSNU):ThebargainingunitforallUUP-representedpositions.
Qualifiedacademicrank:Rankheldbyfacultyhavingtitlesoflecturer,ortitlesofacademicrankprecededbythedesignation“visiting”orothersimilardesignations.
Qualifiedprofessionalrank:Rankheldbyprofessionalemployeeshavingatitleprecededbythedesignation“special.”
Temporaryappointment:AnappointmenttoapositioninthePSNUforaspecifiedperiodoftimethatmaybeterminatedatanytime.
Termappointment:ExceptasprovidedinArticleXITitleD,Section6ofthePolicies,atermappointmentisanappointmentforaspecifiedperiodofnotmorethanthreeyears,unlessterminatedearlierbecauseofresignation,retirement,ortermination.AtermappointmentmaybegiventoanypersonappointedtoorservinginapositiondesignatedasbeinginthePSNU.
University:TheStateUniversityofNewYork.
UniversityReviewBoard(URB):Athree-personboardofManagementConfidentialemployeesassignedbySUNYwhoreviewdenialsbyFredonia’sPresidentofprofessionalemployees’requestsforpromotionsandissuearecommendationtotheChancellor.
UnitedUniversityProfessions(UUP):UnitedUniversityProfessionsisthestate-wideunionrepresentingallfacultyandprofessionalemployees.
I.B.DevelopmentofThisHandbook
ThisHandbookoutlinestherationales,definitions,procedures,andprocessesforpersonnelreviewsofterm(tenure-track)andcontingentfaculty1andprofessionalemployeesinthePSNU2atFredonia.IncompliancewiththePoliciesoftheBoardofTrusteesoftheStateUniversityofNewYork(2009)3andtheAgreementbetweentheStateofNewYorkandUUP(July2,2007–July1,2011),thisHandbookdefinesandclarifiesinstitutionalstandardsandexpectationsatFredonia.
TheyarebasedinpartontheworkoftheTaskForceonPersonnelPolicies,4whichwas1Exceptwhereotherwisenoted,theterm“faculty”inthisdocumentincludesdepartment/schoolfacultyandlibraryfaculty.
2RepresentedbytheUnitedUniversityProfessions(UUP),theStateUniversityProfessionalServicesNegotiatingUnitiscomprisedoffacultyandprofessionalemployeeswithintheStateUniversitysystem.
3http://www.suny.edu/board_of_trustees/pdf/policies.pdf
4MembersofthisTaskForcewhowereapprovedbytheUniversitySenate(April30,2007)andservedforallorpartof2007-08wereRichardReddyandMaggieBryan-Peterson(co-Chairs);NancyHagedorn,TomLoughlin,LarryMaheady,AverlOtis,JodiRzepka,MonicaWhite,KerrieWilkes,andJuliaWilson.
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appointedbytheVicePresidentforAcademicAffairsinSpring2007aspartialfulfillmentoftheMemorandumofUnderstandingbetweenFredoniaandtheStateUniversityofNewYork.ThisTaskForcemetthroughoutthe2007-08academicyearandsubmittedinMay2008areportoffindingsandrecommendationsfortenure-trackfacultyandprofessionalemployeesinthePSNU.Therecommendationsofthe2002TaskForceontheEvaluationofTeaching5werealsoadaptedandincludedinthisHandbook,whichreplacepreviousversionsofpersonnelpoliciesintheCampusHandbookandontheHumanResourceswebsite.TheAcademicAffairsVicePresident’sCouncil6providedadraftofpersonnelpoliciesinacademicyear2008-09,buildingontheseearlierdocuments.
In2009-10,threesubcommitteesoftheFacultyandProfessionalAffairsCommittee(FPAC)werechargedwithdevelopingrecommendationsforpersonnelpoliciestoFPAC7,whichthenprovidedaninitialdrafttotheUniversitySenate.SeveralforumsanddiscussionswereheldwithVPCouncil,UniversitySenate,theChairsoftheCollegesofArtsandHumanitiesandNaturalandSocialSciences,andtenuredandtenure-trackfacultywhilethesubcommitteesandFPACcreatedtheirrecommendations.AsubsequentdraftwasdiscussedintheUniversitySenateonFebruary8,2010,andMarch1,2010,andapprovedonMarch1,2010.SubsequenttotheSenateapprovalofthepersonnelpoliciesdraft,theUUPchapterleadershipsoughtandobtainedapprovaltonegotiatethisHandbookfromPhillipSmith,thestate-widePresidentofUUP.8
ThisHandbookistheresultofthosenegotiationsandshallremaininfullforceandeffectunlessmodifiedbywritten,mutualagreementofUUPandFredoniaadministration.ThisHandbookshallbereviewedeverytwoyearscommencing5/1withtheexpectationthatnegotiationsbecompletedby9/1ofthatsameyearforthepurposeofchanginglanguage,clarifyingprocedures,updatingformsorothersuchmodificationsthatUUPandFredoniaAdministrationdeemappropriate.9Thereviewprocessshallfollowthesameprocessofnegotiationsthatwas5MembersofthisTaskForcewhoservedinSpring2002wereJackBerkleyandJoanBurke(co-Chairs);BobBooth,RogerByrne,BillJungels,BarbaraMallette,RichardReddy,JoeStraight,andPaulSchwartz.
6MembersofthisadministrativeCouncilin2008-09wereVirginiaHorvath(facilitator);DavidEwing,RandyGadikian,ChristineGivner,MelindaKarnes,KevinKearns,JohnKijinski,KarenKlose,BeezSchell,andEricSkowronski.
7MembersoftheFPACFacultySubcommitteewereRobDeemer(Chair),RaymondBelliotti,AnnCarden,MichaelJabot,AdrienneMcCormick,SamanthaKenney,BeezSchell,JohnStaples,andKimTillery.
MembersoftheFPACProfessionalsSubcommitteewereChristopherTaverna(Chair),ShariMiller,BeezSchell,IdaliaTorres,andJeffersonWestwood.MembersoftheFPACLibrariansSubcommitteewereBarbaraKittle(Chair),DarrylColeman,JeremyLinden,andBeezSchell.
8ATheUUPwasrepresentedbyEdwardGiblinandTaraSinger-Blumberg,JanetMayer,BridgetRussell,andKathleenSacco.ThecampusadministrationwasrepresentedbyMichaelDaley,DavidHerman,VirginiaHorvath,andJohnKijinski.
9The2017negotiationswerecompletedon8/18/2017.Thenextroundofnegotiationswillbeginonorabout5/1/2019forcompletiononorabout9/1/2019.
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followedforthecreationofHARP,andcanbecommencedbyeitherparty.UUPStatewidePresident,FredKowal,hasauthorizedthelocalUUPchaptertonegotiaterevisionstothisdocumentonoraboutMay1,2017.10
Theproceduresforprofessionals,whichmirrorthoseintheAgreement,areeffectiveAugust20,2012.Allfacultyhiredforthe2013-14academicyearandthereafter,alongwithtenuredfacultyseekingpromotiontofullprofessorinthe2013-14academicyear,shallfollowtheguidelinesandtimelinesoutlinedinthisHandbook.Facultyalreadyonthetenure-trackpriorto9/1/2013aregrandfatheredandshallindicateinwritingintheirdossierswhethertheywanttobeevaluatedusingthepre-HARPguidelinesandtimelinesorthoseoutlinedinthisHandbook.Insuchcases,facultyshallnotifytheirChairbyAugust20.
I.C.RationalesandPrinciplesforThisHandbook
ThisHandbookwasdevelopedwiththeserationalesinmind:
● Toclarifyinasingledocument—afterbroaddiscussionandformalnegotiation—theexpectationsandpoliciesforpersonnelreviewsfortermfacultyandprofessionalemployees;
● Toclarifyforterm-appointedfacultyandprofessionalemployeestheprocessesandpoliciesfortheirreappointment,continuing/permanentappointment,andpromotion,aswellastherelationshipsamongtheseformsofpersonnelreview;
● Toclarifyforterm-appointedfacultyandprofessionalemployeesthewaysFredoniadefineskeytermsrelatedtofacultyandprofessionalperformanceandthecriteriaforevaluation;
● Toclarifyforterm-appointedfacultyandprofessionalemployeesthedocumentationneededforpersonnelreviews;
● Toclarifyforterm-appointedfacultyandprofessionalemployeesthecareertimetableforpersonnelreviewsandtheannual/periodicreviewsthatleadtocontinuing/permanentappointment;
● Toclarifytheprocessesforappointing,evaluating,andreappointingadjunctfaculty;● Toclarifyforacademicdepartments,library,andadministrativeunitstheprocessesand
policiesforconductingpersonnelreviews;● Toprovide,wherepossible,institutionalconsistencyinprocessesandpoliciessothat
eachterm-appointedfacultyandprofessionalemployee,regardlessofdepartmentorunit,isaffordedthesamerightsandopportunitiesforfairreview;
● Toprovideaframeworktoguidethelibrary,academicdepartments,andadministrative
10On05/25/2017,UUPwasrepresentedbyTaraSinger-Blumberg,ZiyaArnavut,BruceSimon,CynthiaSmith,DerrikDecker,AmberPowell,MichaelGerholdt,andDanielSmith.ThecampusadministrationwasrepresentedbyMichaelDaley,TerryBrown,ChristineGivner,AndyKarafa,JudyHorowitz,andJodiRzepka.
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unitsinreviewingandrevisingthepersonnelreviewpoliciesintheirdepartment/unithandbooks.
ThisHandbookoutlinesthewayFredoniarewardsandretainsitsvaluedteacher-scholarsandprofessionals,sustainsexcellenceinteaching,scholarship,andservice,andensurestheintellectualvitalityofFredonia.ThisHandbookprovidesclear,equitable,andtransparentprocessessothatindividuals,departments,units,library,andcollegesareawareofexpectationsandstandardsforreappointment,continuing/permanentappointment,andpromotion.
ThisHandbookisintendedtoensuretheseprinciples:
● Equity:ThisHandbookshallbeusedtoevaluateallfull-timeindividualseligibleforreappointment,continuing/permanentappointment,andpromotion,regardlessofdepartment,unit,orcollegeaffiliation.ThisHandbookalsoshallbeusedtoevaluateadjunctfacultyeligibleforreappointment.
● Transparency:ThisHandbookandanysubsequentrevisionsshallbepubliclyavailableandreviewedbyallnewfull-timefacultyandprofessionalemployees.
● Non-bias:Inallcases,reappointment,continuing/permanentappointment,andpromotionreviewsanddecisionsshallbemadewithoutregardtorace,religion,gender,genderidentityandexpression,age,disability,politicalbeliefs,sexualorientation,nationalorigin,personalrelationships,andotherpotentialbasesforovertorcovertdiscrimination.Allevaluationsshallbebasedonobjectiveinformation,evidencesuppliedbythecandidate,andreviewsofpeers.
● Review:Allindividualsshallhavetherighttoreviewandrespondtorecommendationsfortheirreappointment,continuing/permanentappointment,andpromotionandtocorrecterrorsoffactinevaluation.
● StrategicPlanningandPriority-Setting:Departmentsshouldregularlyreviewtheircontingentfacultystaffinglevelsforthepurposesofstrategicplanningandpriority-setting,particularlywithrespecttostudentneeds,facultyworkloads,andfuturerequestsfortenure-tracklines.
I.D.TheGoalsofPersonnelReview
Fredoniaengagesincareful,rigorous,andfairprocessesofpersonnelreviewsothatterm-appointedfacultyandprofessionalemployeeshaveclearideasoftheirrolesandresponsibilities;severalopportunitiestodemonstratethewaystheircontributionsbenefittheirdepartment,unit,library,andthecampus;andseveralopportunitiesforfeedbackatmultiplelevels.Effectivepersonnelreviewalsoensuresthatterm-appointedfacultywhoaregrantedcontinuingappointment(theSUNYtermfortenure)andterm-appointedprofessionalswhoaregrantedpermanentappointmentmeetthestandardsoftheirdepartments/unitsandshowpromiseofcontinuedeffectivecontributionstotheeducational,scholarly/creative,communityengagement,andoperationalmissionsofFredonia.Thecontinuingstrengthofacademic
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programsandinstitutionaleffectivenessdependsinlargepartoncarefulreviewofthoseentrustedwithimplementingthemissionofFredonia.
I.E.ConflictofInterest
ToensurethatthepoliciessetforthinthisHandbookareappliedfairlytoallcandidatesunderreview,andalsotoavoideventheappearanceofconflictofinterest,candidatesshallnotbereviewedbyanyonewhohasanyofthefollowingrelationshipswiththecandidate.
Thepotentialreviewershallnotbe
● amemberofthecandidate’simmediatefamily;● apartnerinanexternalbusiness;● anintimatepartnerwiththecandidate(currentorpast).
Insuchcases,thepotentialreviewershallself-identifyaconflictofinterestandisthenexcludedfromthereviewprocess.
I.F.AcademicFreedom
Itisthepolicyoftheuniversitytomaintainandencouragefullfreedom,withinthelaw,ofinquiry,teachingandresearch.Intheexerciseofthisfreedomfacultymembersmay,withoutlimitation,discusstheirownsubjectintheclassroom;theymaynot,however,claimastheirrighttheprivilegeofdiscussingintheirclassroomcontroversialmatterwhichhasnorelationtotheirsubject.Theprincipleofacademicfreedomshallbeaccompaniedbyacorrespondingprincipleofresponsibility.Intheirroleascitizens,employees’havethesamefreedomsasothercitizens.However,intheirextramuralutterancesemployeeshaveanobligationtoindicatethattheyarenotinstitutionalspokespersons(seeAgreement,Article9).
I.G.PrevailingPolicies
IntheeventofanyinconsistencyorconflictbetweenprovisionsofthisHandbookordepartmentalpoliciesandtheUUP-StateofNYcollectivebargainingAgreement,and/orthePoliciesoftheBoardofTrustees,theprovisionsofthecollectivebargainingAgreementand/orPoliciesshallapplyandtakeprecedence.
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II.ApplicationProcessandPre-EmploymentScreeningFredoniausesanapplicanttrackingsystemforallapplicantstofacilitatereviewbythedepartmentandadministrativeoffices,andtocaptureinformationandmaintainaccuraterecordsandofapplicantsandhires.Fredoniapridesitselfonanoutstandingworkforceandprotectsitsstudentsandtheuniversitycommunitybycontractingwithaprofessionalservicetoconductpre-employmentscreeningsonallpotentialemployees.Theapplicanttrackingsysteminformscandidatesaboutthispracticeandseekstheirconsentbeforeanyscreeningisinitiated.AllfacultyandstaffshallbeclearedthroughthisscreeningbeforebeingofferedanappointmentatFredonia.
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III.Appointment,Reappointment,ReviewandPromotionofTenure-TrackFaculty11
III.A.CareerTimelinesforFacultyReviews
III.A.1.RegularTimelineforReappointmentsLeadingtoContinuingAppointment
ConsistentwiththePolicies,reappointmentreviewsforaterm-appointedAssistantProfessororSeniorAssistantLibrarianoccuraccordingtothistimeline:
Yearofservice Reviewfor
1st 2nd-yearreappointment
2nd 3rd-and4th-yearreappointments(simultaneous)
3rd 5th-and6th-yearreappointments(usuallysimultaneous)
5th 7th-yearreappointment
6th ContinuingAppointment(takeseffectatthestartofthe8thyear)
Inthethirdyearofservice,departmentsmayrecommendreappointingcandidatestoaone-yearterm,insteadoftwoyears,asameansofprovidingfurtherguidancetothecandidate.Inthatcase,duringthecandidate’sfourthyearofservice,s/heshallbereviewedforthe6th-yearreappointment.Inadditiontotheseformalreviews,candidatesareencouragedtoseekregularinputfromtheirdepartmentalcolleagues.
Ifaterm-appointedfacultymemberisinitiallyappointedbyFredoniaasAssociateProfessor,Professor,AssociateLibrarian,orLibrarian,thistimelineforreviewsisineffect:
Yearofservice Reviewfor
1st 2nd-and3rd-yearreappointments
2nd ContinuingAppointment (takeseffectatthestartofthe4thyear)
III.A.2.TimelineBasedonPriorServiceCredit
AccordingtothePolicies,term-appointedfacultymayrequestuptothreeyearsofcredittowardreviewforcontinuingappointment,basedonsatisfactoryfull-timepriorserviceinacademicrankatanotheraccreditedinstitutionofhighereducation(seePoliciesXI.B.3.d).Priorservicecreditshouldbenegotiatedattimeofhirehowever,withinonemonthoftheinitialappointment,eligibletermfacultymayrequestPriorServiceCreditbysubmittingacompleted
11ThissectionoftheHandbookclarifiesappointment,reappointment,reviewandpromotionforterm-appointedfacultyinacademicdepartments,theSchoolofMusic,andtheLibrary.
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form12totheofficeofHumanResources.Onceeligibilityisconfirmed,theDirectorofHumanResourcesforwardstheverifieddocumenttotheappropriateDean,whorecommendstotheProvostthenumberofyears(0-3)ofPriorServiceCredit.TheProvostnotifiesthefacultymemberoftheapprovednumberofyearscreditandsendsacopyoftheadjustedtimelineforreviewtotheChair,Dean,President,andDirectorofHumanResources.
Asanexample,withtwoyearsofPriorServiceCredit,theregulartimelineshallbeadjustedtoreflectcontinuingappointmentreviewintwofeweryears:
YearofService ReviewFor
1st 2nd-yearreappointment
2nd 3rd-and4th-yearreappointments
3rd 5th-yearreappointment
4th ContinuingAppointment(takeseffectatthestartofthe
6thyear)
III.A.3.RegularTimelineforPromotiontoAssociateProfessor/AssociateLibrarian
AtFredonia,reviewsforcontinuingappointmentandpromotiontoAssociateProfessororAssociateLibrarianshalloccuratthesametime,inthe6thyearofappointment.Althoughcontinuingappointmentisgrantedbeginningwiththe8thyearofservice,promotiontotherankofAssociateProfessororAssociateLibrarianisineffectatthebeginningofthe7thyear.Inrarecircumstances,continuingappointmentmaybegrantedwithoutpromotion.
III.A.4.RegularTimelineforPromotiontoProfessor/Librarian
AtFredonia,reviewforpromotiontoProfessororLibrarianmayoccurafterfiveormoreyearsinrankasAssociateProfessororAssociateLibrarian.Ifgranted,promotionwilltakeeffectSeptember1ofthefollowingyear.
III.A.5.TimelineforPromotiontoDistinguishedRank
AccordingtoSUNYPolicies&ProceduresforDistinguishedFacultyRank,“candidatesmusthaveheldtherankoffullprofessorforfiveyears,musthaveatleastthreeyearsoffull-timeserviceatthenominatinginstitution,andmusthavecompletedatleasttenyearsoffull-timeserviceintheStateUniversityofNewYork.”
III.A.6.TimelineforAlternativeDepartmentProcessforReappointmentorPromotion12http://fa.fredonia.edu/sites/fa/files/section/humanresources/_files/Request%20for%20Prior%20Service%20-%20Academic.pdf
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WhenthedepartmentChairisacandidateorhasaconflictofinterest,thetimelineismodifiedtoincludeastepofdefininganalternativeprocessandhavingapprovalfromtheDean.Ifthereareanyotherreasonsforanalternativeprocess,thismodifiedtimelineisineffect.
III.A.7.EarlyReviewforContinuingAppointmentorPromotioninRank
Onlyinexceptionalcasesshallearlycontinuingappointmentorearlypromotionbegranted.TheexpectationsforearlycontinuingappointmentandpromotioncanbefoundinsectionIV.B.ExpectationsforSuccessfulReview)ofthisHandbook.Insuchcases,thereviewshallnormallyoccurnomorethanonefullyearearly,andshallbeinaccordancewithArticleXIofthePoliciesoftheBoardofTrustees.
II.B.ModifiedReappointmentorTenureTimeline&AdjustmentstoProfessionalObligation
Fredoniarecognizestheneedforallterm-appointedfacultymemberstobalancethecommitmentsoffamilyandwork.Specialcircumstancescancausesubstantialalterationstoone’sdailyroutine,thuscreatingapossibleneedtopausethetenureclock,fulfillanalternativeworkassignment,and/orcreateaflexiblescheduleforaperiodoftime.
Term-appointedfacultymembershaveseveraloptionswhensuchcircumstancesarise.NewYorkStatelaw,thePolicies,theAgreement,andtheFederalFamilyandMedicalLeaveAct(FMLA)allprovideoptionsforfacultymemberstopursuepaidleave(e.g.,throughaccruals,President-approvedsickleave,orTitleFleaves),unpaidleave,and/oranadjustmentoftheprofessionalobligationtogainflexibility.
III.B.1.PausingtheTenureClock
III.B.1.a.Policy.Term-appointedfacultymembersmayrequestthatthetenureclockbepausedforaperiodoftimewhenanyofthecircumstanceslistedbelowwouldseriouslyimpairthefacultymember’scapacitytobuildtherecordofaccomplishments/hejudgesappropriateforprofessionalsatisfactionandcontinuingappointmentreview.Afacultymembermayrequesttopausethetenureclockeitherinconjunctionwithorseparatefromarequestforanadjustmentoftheprofessionalobligation,orleavegrantedpursuanttootherprovisionsofthePolicies.ThedecisionbyFredoniatograntapauseofthetenureclockshallbeseparatefromanydecisionregardingproposedadjustmentstotheprofessionalobligationorapprovalofleave.
ThisHandbookrecognizesthatavarietyofcircumstancesandconditionscanoccurthatwouldmakeitbeneficialtothefacultymemberandFredoniatopausethetenureclockinacademic-yearincrements.Thislistofcircumstancesisintendedtobeillustrative,notexhaustive:
● Physicalormentalillnessorothermedicalcondition● Pregnancy,adoption,orfosterchildplacement● Substantialcaregiverresponsibilityforsomeonewithwhomthetenure-trackfaculty
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memberhasanimportantrelationship● Militaryserviceorobligationsforselforpartner● Legalconcerns,suchasthesettlingofestatesortheprocessingofdivorce,custody
deliberationsordisputes,orcivilsuits● Pursuitofanadvanceddegree ● TitleFleaveorgrant-relatedwork
Candidateswhoaregrantedsuchrequestsarenotexpectedtoproducemoreworkcommensuratetotheadditionaltimethatwillaccrueintheirtotaltimeinappointmentasatenure-trackfacultymember.Candidatesforcontinuingappointmentshallbeevaluatedonequaltermswithcandidateswhodidnotpausethetenureclock.
TheDepartmentalPersonnelCommittee[seeIII.E.2.DepartmentalPersonnelCommittee(DPC)]doesnotreviewrequeststopausethetenureclock.TheserequestsarereviewedbytheChair,Dean,Provost,DirectorofHumanResources,andPresident.
Candidateswhohavereceivedanoticeofnon-renewalfromthePresidentmaynotthenpetitionforapauseinthetenureclock.
III.B.1.b.ApplicationandReviewProcedure
Allrequestsforanextensionofafacultymember’spre-tenureperiodshallbesubmittedontheRequesttoPausetheTenureClockform13(seeAppendixG:RequesttoPausetheTenureClock)andforwardedthroughtheappropriatechainofreviewasoutlinedbelow.Fordepartmentfaculty,theRequesttoPausetheTenureClockapplicationshallbereviewedandrecommendedbythefacultymember’sChair,Dean,theProvost,andtheDirectorofHumanResources.ThefinalapprovalisgrantedbythePresident.Forlibraryfaculty,theRequesttoPausetheTenureClockapplicationshallbereviewedandrecommendedbytheLibraryDirector,theProvost,andtheDirectorofHumanResources.ThefinalapprovalisgrantedbythePresident.Ifthefacultymember’srequestforapauseofthetenureclockisdeniedatanypointintheprocesspriortoreachingthePresident,thereasonsfordenialshallbeincludedasanattachmenttotheapplicationform.Iftherequestisdenied,theapplicantmaywritealetterofappealtothePresidentwithinfiveworkingdaysfromthereceiptofthedeniedapplicationformandattachedreasonfordenial.ThePresidentmakesthefinaldecisionandnotifiesthecandidatewithintenworkingdaysofreceivingtheappealletterfromthecandidate.Iftherequesttopausethetenureclockisapproved,thefacultymembershallnotberevieweduntilthetenureclockisrestarted.Duringthetimethatthetenureclockispaused,thefacultymemberisappointedasVisitingAssistant/AssociateProfessororVisitingSenior13www.fredonia.edu/humanresources/forms/tenure_clock_form.pdf
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Assistant/AssociateLibrarian.Aftertherequestedpauseisover,thefacultymemberresumesthetitleheldprevioustopausingthetenureclock.Alltimeaccruedtowardcontinuingappointmentpriortothepauseremainsineffect.Apauseofthetenureclockshallnotbeheldagainstcandidateswhentheyresumethereappointmentprocess.
III.B.1.c.MethodsforPausingtheTenureClock.CurrentpracticeunderthePoliciesallowstwomechanismsforpausingthetenureclock:movingtheindividualfromacademicranktoqualifiedacademicrank,ordecreasingtheindividual’sstatustopart-time(e.g.99%).Ineithercase,theProvostshallconfirminwritingtotheapplicantthats/heshallbemovedbacktoacademicrankorfull-timestatusaftertheperiodoftimeduringwhichthetenureclockispaused.
III.B.2.TemporaryAdjustmentstoProfessionalObligation
InaccordancewithAppendixA-42oftheAgreement,Facultywhoseekflexibilityinbalancingtheirworkschedulewhileonthetenuretrackmayapplyforanadjustmenttotheirprofessionalobligation.AcademicfacultyrequestsforadjustmentsshallbesubmittedtotheChairwhothenrecommendstotheDeananappropriatecourseofaction.TheDeanthenrecommendstotheProvost.
LibraryfacultyshallsubmitrequestsforadjustmentstotheLibraryDirector,whothenrecommendstotheProvost.
TheProvostsendsacopyofthedecisiontothecandidate,Chair,DeanorLibraryDirector,HumanResourcesDirector,andPresident.
Anadjustmenttotheprofessionalobligationdoesnotaffectthetimelineforreappointmentorcontinuingappointment.Suchadjustmentsincludeafull-timeworkequivalentandthusdonotinvolveareductioninpay.
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III.C.AnnualTimelinesforFacultyReviewsforReappointment,ContinuingAppointment,andPromotion
EachJuly,theProvostpublishestheAcademicAffairsCalendarfortheupcomingyear.Thecalendarincludesthefollowingtimelinesforreviewoftermfaculty.TheCalendaralsoincludesthetimelinesfortermfacultywhowereappointedonthetenure-trackbeforethisHandbookwasineffectandwhorequestinwritingtobereviewedaccordingtotheprevioustimeline.
III.C.1.TimelineforReappointmentReviewintheFirstYearofService
December1 CandidatesubmitstheReappointmentStatementandcurrentcurriculumvitae(describedinII.D.1.a)tothedepartmentChairortheChairoftheLibraryFacultyforreviewbytheDPCorLPC.
December15 DPCsubmitsrecommendation,signedballots,andreappointmentstatementtothedepartmentChairandcandidate.ThecandidatehasfiveworkingdaystoappealtotheChair.
LPCsubmitsrecommendation,signedballots,andreappointmentstatementtotheChairoftheLibraryFacultyandcandidate.ThecandidatehasfiveworkingdaystoappealtotheChairoftheLibraryFaculty.
January15 Chairsubmitsrecommendation,signedballots,andreappointmentstatementtotheDeanwithacopyoftherecommendationtothecandidate.ThecandidatehasfiveworkingdaystoappealtotheDean.
LibraryFacultyChairsubmitsrecommendation,signedballots,andreappointmentstatementtotheLibraryDirectorwithacopyoftherecommendationtothecandidate.ThecandidatehasfiveworkingdaystoappealtotheLibraryDirector.
February1 Deansubmitsrecommendation,signedballots,andreappointmentstatementtotheProvostwithacopyoftherecommendationtothecandidate.ThecandidatehasfiveworkingdaystoappealtotheProvost.
LibraryDirectorsubmitsrecommendation,signedballots,andreappointmentstatementtotheProvostwithacopyoftherecommendationtothecandidate.ThecandidatehasfiveworkingdaystoappealtotheProvost.
February15 Provostsubmitsrecommendation,signedballots,andreappointmentstatementtothePresidentwithacopyoftherecommendationtothecandidate.ThecandidatehasfiveworkingdaystoappealtothePresident.
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March15 PresidentnotifiescandidateofreappointmentdecisionwithacopytotheProvost/VicePresident,Dean,Director,Chair,andHumanResources
III.C.2.TimelineforReappointmentReviewProcessaftertheFirstYearofService
August20……………Facultyonthetenure-trackpriorto9/1/2013shallnotifyChairinwritingoftheirintenttousepre-HARPorHARPguidelinesandtimelines.
September1 ChairsubmitstoDeanorLibraryDirectoranyproposedalternativestructureoftheDPC.
September15 DeanorLibraryDirector,afterconsultationwiththeProvost,approvesoramendstheproposedalternativeandsendsalettertothecandidate,Chair,andProvost.
October1 CandidatesubmitsdossiertothedepartmentChairortheChairoftheLibraryFacultyforreviewbytheDPCorLPC.
November1 DPCsubmitsrecommendation,signedballots,anddossiertothedepartmentChairandcandidate.ThecandidatehasfiveworkingdaystoappealtotheChair.
LPCsubmitsrecommendation,signedballots,anddossiertotheChairoftheLibraryFacultyandcandidate.ThecandidatehasfiveworkingdaystoappealtotheChairoftheLibraryFaculty.
November15 Chairsubmitsrecommendation,signedballots,anddossiertotheDeanwithacopyoftherecommendationtothecandidate.ThecandidatehasfiveworkingdaystoappealtotheDean.
LibraryFacultyChairsubmitsrecommendation,signedballots,anddossiertotheLibraryDirectorwithacopyoftherecommendationtothecandidate.ThecandidatehasfiveworkingdaystoappealtotheLibraryDirector.
December15 Deansubmitsrecommendation,signedballots,anddossiertotheProvostwithacopyoftherecommendationtothecandidate.ThecandidatehasfiveworkingdaystoappealtotheProvost.
LibraryDirectorsubmitsrecommendation,signedballots,anddossiertotheProvostwithacopyoftherecommendationtothecandidate.ThecandidatehasfiveworkingdaystoappealtotheProvost.
February15 Provostsubmitsrecommendation,signedballots,anddossiertoPresidentwithacopyoftherecommendationtothecandidate.ThecandidatehasfiveworkingdaystoappealtothePresident.
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March15 PresidentnotifiescandidateofreappointmentdecisionwithacopytotheProvost/VicePresident,Dean,Director,Chair,andHumanResources.
III.C.3.TimelineforContinuingAppointmentandPromotionReviewProcesses
August20………………….Facultyonthetenure-trackpriorto9/1/2013shallnotifyChairinwritingoftheirintenttousepre-HARPorHARPguidelinesandtimelinesforcontinuingappointmentorpromotiontoAssociateProfessor.
FacultyshallnotifyChairofintenttosubmitdossierforpromotiontoProfessor.
September1 ChairsubmitstoDeanorLibraryDirectoranyproposedalternativestructureoftheDPC.
September15 DeanorLibraryDirector,afterconsultationwiththeProvost,approvesoramendstheproposedalternativeandsendsalettertothecandidate,Chair,andProvost.
October1 CandidatesubmitsdossiertothedepartmentChairortheChairoftheLibraryFacultyforreviewbytheDPCorLPC.
TheUUPChapterPresidentandtheProvostappointthenineacademicemployeestotheAPC.
November1 DPCsubmitsrecommendation,signedballotsanddossiertothedepartmentChairandcandidate.ThecandidatehasfiveworkingdaystoappealtotheChair.
LPCsubmitsrecommendation,signedballotsanddossiertotheChairoftheLibraryFacultyandcandidate.ThecandidatehasfiveworkingdaystoappealtotheChairoftheLibraryFaculty.
November15 Chairsubmitsrecommendation,signedballots,anddossiertotheDeanwithacopyoftherecommendationtothecandidate.ThecandidatehasfiveworkingdaystoappealtotheDean.
LibraryFacultyChairsubmitsrecommendation,signedballots,anddossiertotheLibraryDirectorandcandidate.ThecandidatehasfiveworkingdaystoappealtotheLibraryDirector.
December15 Deansubmitsrecommendation,signedballots,anddossiertotheProvostandcandidate.ThecandidatehasfiveworkingdaystoappealtotheProvost.
LibraryDirectorsubmitsrecommendation,signedballots,anddossiertotheProvostandcandidate.Thecandidatehasfiveworkingdaystoappeal
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totheProvost.
December20 Therecommendations,signedballots,anddossierareavailableforreviewbytheAPC.
February15 ChairoftheAPCsubmitsrecommendations,signedballots,anddossiertotheProvostwithacopyoftherecommendationtothecandidate.ThecandidatehasfiveworkingdaystoappealtotheProvost.
April15 Provostsubmitsrecommendation,signedballots,anddossiertothePresidentwithacopyoftherecommendationtothecandidate.ThecandidatehasfiveworkingdaystoappealtothePresident.
May15 PresidentnotifiesthecandidateofcontinuingappointmentandpromotiondecisionswithacopyProvost/VicePresident,Dean,Director,Chair,andHumanResources,andsubmitsrecommendationsoncontinuingappointmenttotheChancelloroftheStateUniversityofNewYork.
Fall Chancellornotifiesthecandidateofcontinuingappointmentdecision.
III.D.ProcessandDocumentationforReview(includingfacultywithoranticipatingPriorServiceCredit)
III.D.1.ReappointmentStatementforFirst-yearReview
ByDecember1,thefirst-yearfacultymembershallsubmita2-3pageReappointmentStatementandanupdatedcurriculumvitaetothedepartment.TheReappointmentStatementshalladdressthefollowingquestions:
● Whatexperiences,credentials,andscholarly/creativeinterestswillbeespeciallyhelpfulasyoudefineandcontinueinyourroleinyourdepartment?
● Whatwillyoubedoinginthenextyeartocontinuetodevelopasaninstructorandadvisororlibraryprofessional?
● Whatscholarly/creativeactivitiesareyouplanningforthenextyear?Howdotheseactivitiesfitintoyourgoalsforestablishingarecordofscholarship/creativeactivitythatwillleadtocontinuingappointment?
● Inwhatserviceroles—suchascommittees,curriculum,andassessment—doyouseeyourselfmakingthegreatestcontributions?
Whereascandidatesintheirfirstyearmayshare,attheirdiscretion,anysuchmaterialstheyarecollectingforthereviewthatbeginsinOctoberoftheirsecondyear,theonlymaterialsthedepartmentshallrequirethecandidatetosubmitduringthefirst-yearreviewaretheupdatedcurriculumvitaeandtheReappointmentStatement.
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III.D.2.UsingtheReappointmentStatementforPlanning
ThroughoutthefirstacademicyearthecandidateshouldlookforopportunitiestorefinetheplansetoutintheReappointmentStatement.ThecandidateshouldmeetwiththedepartmentChairandher/hismentortodiscussaprofessionaldevelopmentplan,seekpeerreviewofcourses,andseekprofessionaldevelopmentopportunitiesoncampusandinthediscipline.
III.D.3.PreparingtheDossier(seeAppendixD)inSubsequentReviews
AtthebeginningofthefollowingfallsemesterthefacultymemberbeginstofollowtheappropriatetimelineoutlinedinsectionIII.C.2.TimelineforReappointmentReviewProcessaftertheFirstYearofService,submittingafulldossiertothedepartment,includingcopiesofrecommendationlettersfromthemostrecentreview.Becausethisdossierprovidesanoverviewofaccomplishmentsintheprioryear,throughouttheacademicyearthefacultymembershouldcollectandreflectuponmaterialsthatshowwhatisbeingdoneinteaching,scholarship/creativeactivity,service,andprofessionaldevelopment.
III.E.ReviewbytheDepartment14
III.E.1.DepartmentHandbook
Eachdepartmentshallhaveahandbookthatoutlinestheproceduresatthedepartmentlevelforreappointment,continuingappointment,andpromotion.ToensureconsistencywiththisHandbook,departmenthandbooks,astheyrelatetoitemsaddressedinthisHandbook,areapprovedbytheProvostinconsultationwiththeappropriateDeaneverythreeyears.ThesectioninadepartmenthandbookthatdealswiththedepartmentreviewclarifiesandrefinestheproceduressetoutinthisHandbook(e.g.,howmanytimestheDPCmeets,howtheworkofmembersoftheDPCisdivided,andsoon).AlldepartmenthandbooksshallconformtothetermsoftheAgreement,thePolicies,andthisHandbooknegotiatedbetweenthelocalchapterofUUPandFredonia.IntheeventofanyinconsistencyorconflictbetweenprovisionsofadepartmentalhandbookandthisHandbook,theprovisionsofthisHandbookshallapplyandtakeprecedence.
III.E.2.DepartmentalPersonnelCommittee(DPC)
III.E.2.a.RoleoftheDPC.TheroleoftheDPCistoreviewcandidatesfromabroaddisciplinaryperspective,tovoteoncandidates,andtomaketheirrecommendationstothedepartmentChair.
III.E.2.b.CompositionoftheDPC.ThecommitteeiscomprisedofallUUP-representedmembersofthedepartmentwhoholdcontinuingappointment,excludingthedepartmentChairandthoseUUP-representedmembersservinginanadministrative14InthisHandbook,“department”includesReedLibraryandtheSchoolofMusic.
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assignmentofmorethan50%oftheirprofessionalobligation.Forpromotions,DPCmembersshallbeatorabovetherankunderconsiderationforcandidates.Anydepartmentmemberwhoisonsabbaticalorisunabletoattendmayparticipateinthisprocessandvote,aslongasthatpersonreviewsthecandidate’sdossierandisatorabovetherankunderconsideration.AbsencefromtheDPCdeliberationshallberecordedontheballot.
Iftherearenotatleastthreepeopleinthedepartmentavailableatthisrank,thedepartmentChair,inconsultationwiththemembersoftheDPC,shallselectanappropriatealternatefromanotherdepartment.Theselectionofthealternate(s)issubmittedtotheDeanorLibraryDirectorforapprovalbySeptember1asindicatedinthetimelinesforreviews(seesectionIII.A.CareerTimelinesforFacultyReviews). III.E.2.c.ChairoftheDPC.Forpurposesofcallingmeetings,collectingballots,andsummarizingDPCactivitiesandrecommendations,theparticipatingcommitteemembersselectoneofitsmembersasChairbasedonthepromotiontitleunderconsideration.
III.E.2.d.DPCReviewofMaterials.Eachmemberofthecommitteeshallreviewallmaterials,includingcopiesofthemostrecentreappointmentrecommendationlettersfromtheDPC,Chair,Dean,Provost,andPresident,allofwhicharetobesubmittedbythecandidateunderreview..Thecommitteeshallnotinterviewthecandidate.
III.E.2.e.DPCBallots.Afterdeliberation,eachDPCmembershallcompleteandsignawrittenballotforeachpersonnelactionunderconsideration:reappointment,continuingappointment,andpromotion.Theballothastheseoptions:StronglyRecommend;Recommend;RecommendwithReservations;DoNotRecommend.Eachballotincludescommentaryonthedecision.Allsignedballotsbecomepartoftherecordthatisavailabletothecandidateandsubsequentreviewers.
III.E.2.f.DPCRecommendations.TheChairoftheDPCshallforwardthesignedballotstothedepartmentChair,withacoverletterthatsummarizesthediscussionsandrecommendationsoftheDPC.TheDPCChairshallprovideacopyofthecoverlettertotheDPCmembers,andcopiesofthecoverletterandallsignedballotstothecandidate.CandidateswhowishtocommentontheballotsorsummaryoftheDPCsubmitcommentsinwritingtothedepartmentChairwithinfiveworkingdaysofreceivingthesignedballotsfromtheDPC.
III.E.3.ReviewbyDepartmentChair15
III.E.3.a.ReviewProcess.ThedepartmentChair,regardlessofrank,reviewsthecandidate’sdossier,theDPCballots,thesummaryletterfromtheDPCChair,andanywrittenappealfromthecandidate.TheChairshallthenwritearecommendation,addressedtotheDean,withthefollowingcomponents:statementonthevoteofthecommitteeandasummary15Forlibraryfaculty,the“departmentChair”istheLibraryFacultyChair.The“Dean”istheLibraryDirector.
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ofthecommittee’sprocessandcomments;theChair’sownreviewofthecandidate’scaseforpromotionand/orcontinuingappointment;andarecommendationfororagainstthepersonnelaction.ThedepartmentChairshallalsoforwardalldossiermaterials,aswellasthesignedballotsandsummaryletterfromtheDPC,totheDean.TheChair’sletteriscopiedtothecandidateandtheDirectorofHumanResources.TheChairshallforwardthedossiertotheDean,alongwiththedepartmentChair’srecommendation,andthesignedballotsandsummaryfromtheDPC.
III.E.3.b.AppealofDepartmentRecommendation.IfthecandidatewishestoappealtherecommendationofthedepartmentChairortocommentontheChair’sletter,s/heshallsubmitaletterofappealtotheDean.ThislettershallbesubmittedwithinfiveworkingdaysofreceivingtheChair’sletterandbecomepartofthedossierthatmovesforward.
III.E.3.c.ExceptionWhentheDepartmentChairisaCandidate.AlloftheproceduresinsectionIII.ReviewofTerm-Appointed(Tenure-Track)FacultyofthisHandbookarefollowedifadepartmentChairorLPCChairisacandidateforcontinuingappointmentorpromotion,withthefollowingdifferences.Afullprofessor/librarianwithinthedepartmentshallassumealldutiesnormallyassignedtothedepartmentChair.ThispersonshallbeselectedbytheDPCandtheDeanorlibrarydirector.Ifthereisnooneinrankinthedepartmenttoassumethisrole,theDPCandtheDeanshallselectaprofessorfromoutsidethedepartment.Thepersondesignatedas“departmentChair”forthispurposeisnotapartoftheDPC.
III.F.AcademicPersonnelCommittee(APC)
Becausedecisionstopromoteandtoconfercontinuingappointmentuponacademicemployeesrepresentacommitmentbeyondtheindividualdepartment,evaluationoffacultyforcontinuingappointmentandpromotionshallincludeareviewbyandrecommendationfromtheAcademicPersonnelCommittee(APC).
AspermittedinArticleXITitleAofthePoliciesandAppendixA-4oftheAgreement,theAPCshallreviewandmakerecommendationsregardingapplicationsofacademicemployeesforcontinuingappointmentandpromotion.
TheroleoftheAPCistoensureanotherleveloffacultyinputinthereviewprocess,toprovideacampus-wideperspectiveoncandidatesbeingreviewedforcontinuingappointmentandpromotion,andtoensurethatstateddepartmentcriteriawereappliedtotheevaluationofthecandidate’srecord.
III.F.1.CompositionoftheAcademicPersonnelCommittee(APC)
II.F.1.a.Representation.TheAPCconsistsofninefacultywhoholdcontinuingappointment,jointlyappointedbytheProvostandtheUUPChapterPresident.IntheeventthattheUUPChapterPresidentisthecandidateorhasanotherconflictofinterest,theUUPVicePresidentforAcademicsshallappointareplacementtopresideovertheapplicable
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case(s).ThereshallbeonememberoftheAPCappointedforastaggered,two-yeartermfromeachofthefollowingareas:
● Business● Education● Humanities● Library● Music● NaturalSciences● SocialSciences● VisualandPerformingArts(otherthanMusic)● Onemember(anydiscipline)appointedfromalistofnomineesproposedbytheSenate
III.F.1.b.RankofAPCMembers.AllmembersoftheAPCshallhaveattainedcontinuingappointmentandholdacademicrankwiththetitleofAssociateProfessor,AssociateLibrarian,Professor,Librarian,DistinguishedProfessor,orDistinguishedLibrarian.AtleastthreemembersoftheAPCshallhavetherankofProfessor,DistinguishedProfessor,orLibrarian.OnlythoseAPCmembersattherankofProfessor,Librarian,DistinguishedProfessor,orDistinguishedLibrarianparticipateinthereviewsforpromotiontoProfessororLibrarian.Iftherearenotatleastthreepeopleavailableattheseranks,theAPCChairshallrequestoftheProvostandtheUUPChapterPresident,theappointmentofanagreeduponalternate.
III.F.1.c.Vacancies.AnyvacanciesontheAPCshallbefilledbyanappointeejointlydeterminedbytheProvostandtheUUPChapterPresident.
III.F.2.APCChair
Atthefirstmeeting,APCmembersshallelectanAPCChairfromamongtheirmembers.TheAPCChairshallserveinthatroleforaperiodoftwoyears.TheChairconvenestheAPCasnecessarytofulfillitsresponsibilities.
III.F.3.Ballots
EachmemberoftheAPC,includingthosewhovotedonaDPC,shall,aftertheAPCdiscussionofcandidates,completeandsubmitasignedballotform(seeAppendixB:APCBallot)foreachcandidate.Theballothastheseoptions:StronglyRecommend,Recommend,RecommendwithReservationsandDoNotRecommend.APCmembersshallcheckoneoftherecommendationsontheballot;thereshallbenoabstentionsexceptinthecaseofaconflictofinterest(seeI.E.ConflictofInterest).FollowingtheAPCdiscussionandsubmissionofsignedballots,theChairoftheAPCshalltransmittheballotsoftheAPCwithacoverletterthatsummarizesthediscussionsandrecommendationsoftheAPCtotheProvostandthecandidate,inaccordwiththetimetableinsectionIII.C.3.TimelineforContinuingAppointmentandPromotionReview
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Processes.ThecandidatehasfiveworkingdaystosubmitawrittenappealtotheProvost.
IV.CriteriaforEvaluatingTenured/Tenure-TrackFacultyatFredonia
IV.A.ContextforEvaluatingFacultyatFredonia
ThecriteriaforfacultyreviewatFredoniaarebasedonthebroadcriteriainthePolicies,aswellasthespecificinstitutionalinterpretations,commitments,andprioritiesdefinedinthesectionsbelow.BecauseeachfacultymemberhasanimportantroleinfulfillingFredonia’smission,facultyreviewsshouldbeguidedinpartbyFredonia’sidentityasacomprehensive,regionalinstitutionthateducates,challenges,andinspiresstudentstobecomeskilled,connected,creative,andresponsibleglobalcitizensandprofessionals,andisalignedwiththefollowingvaluesstatedorimplicitinthemissionstatement,baccalaureateandgraduategoals:
● Commitmenttostudentsuccess● Teachingandlearninginformalandinformalsettings,includingadvisingandco-
curriculum● Centralityofgeneraleducationinthearts,humanities,andnaturalandsocialsciences● Scholarly/creativeactivity,broadlydefined● Involvementofstudentsinscholarly/creativeactivity● Knowledgeandinquirythatcrossdisciplinaryboundaries● Supportofcampuscommunity● Engagementandcollaborationwithcommunitiesbeyondthecampus● Incorporationofglobalandculturaldiversityincurricula,programs,andcampus
environmentsFacultyareevaluatedprimarilyintheareasofteaching,scholarship/creativeactivity,andservice,withanunderstandingthatcontinuedmasteryofsubjectmatterandcontinuinggrowthoccurineachoftheseareas.Allareasshallbeconsideredinallfacultypersonnelreviews.
IV.A.1.TeachingandLearning
Fredoniahasalonghistoryofvaluingstrongteaching,andallfacultyareexpectedtoberegularlyengagedinpracticesthatencourageandsupportstudentlearning.Thesepracticesincludenotonlyeffectiveclassroomdeliverybutworkwithstudentsinsideandoutsidetheclassroom,innovativeuseofvirtuallearningenvironments,andacademicadvising.Strongteachingalsoinvolvesscholarlyinquiryaboutone’sownpractices,knowledgeofpedagogiesinone’sdiscipline,understandingofstudentlearning,attentiontocoursedesign,andassessmentofstudentlearningoutcomeswithinandbeyondthemajor.
Aspectsofteachingandlearningmayincludeawidevarietyofactivities,suchastheseexamples:
● Classroom/studio/laboratory/onlineinstruction
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● Supervisionofstudentresearch,performance,andcreativeactivity● Individualandgroupadvising● Supervisionofindependentstudy,clinicalpractice,service-learningprojects,field
experiences,andinternships● Coursedesign,assignment/projectdesign,andcoursemanagement● Effectivelibrarianshipthatpositivelyaffectsstudentlearningoutcomes● Professionaldevelopment,whichallowsfacultytostaycurrentinthedisciplineandin
pedagogy● Curriculumdevelopment,revision,andreview● Developmentofnewmodesofinstruction,suchasactivelearningstrategies,integration
oftechnologyintheclassroomandinassignments,anddevelopmentofonlinetoolsforlearning
AppendixD:SuggestionsforPreparingaDossierforReappointment,ContinuingAppointment,orPromotionprovidesfurtherinformationabouthowsuchworkcanbedocumented.
IV.A.2.ScholarshipandCreativeActivity
FredoniadefinesscholarshipbaseduponthePolicies,thestandardsofthespecificacademicdisciplines,themissionandvaluesofFredonia,andtheroleofspecificdepartments/schoolsandtheLibrary.
Eachdisciplinesharesaframeworkofinquirythatisunderstoodandpracticedbyscholarsandartistsinthatfield,andFredoniaexpectsfacultymemberstobeengagedwiththebroaderworkoftheirdisciplines.LeeShulman,formerPresidentoftheCarnegieFoundation,definedscholarshipashavingthesecharacteristics:
Itshouldbepublic,susceptibletocriticalreviewandevaluation,andaccessibleforexchangeandusebyothermembersofone'sscholarlycommunity.Wethusobserve,withrespecttoallformsofscholarship,thattheyareactsofmindorspiritthathavebeenmadepublicinsomemanner,havebeensubjectedtopeerreviewbymembersofone'sintellectualorprofessionalcommunity,andcanbecited,refuted,builtupon,andsharedamongmembersofthatcommunity.Scholarshipproperlycommunicatedandcritiquedservesasthebuildingblocksforknowledgegrowthinafield.16
Scholarship,then,isevidentinpublications,presentations,exhibits,grants,andperformances,butmayalsoincludeavarietyofactionsandproductsthatmaybecomesuch“buildingblocks”ofknowledge.InScholarshipAssessed(1997),CharlesGlassick,MaryHuber,andGeneMaeroffarguedthatsixqualitativestandardsareusedtoevaluatemanytypesofscholarship,including16Shulman,L.S.(1999).Courseanatomy:Thedissectionandanalysisofknowledgethroughteaching.InP.Hutchings,Ed.,Thecourseportfolio:Howfacultycanexaminetheirteachingtoadvancepracticeandimprovestudentlearning.Washington,DC:AAHE,p.5.
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scholarshipofteachingandlearningandscholarshipofengagement:
● cleargoals● adequatepreparation● appropriatemethods● significantresults● effectivepresentation● reflectivecritique
Thisapproachtoevaluatingscholarship—broadlydefined—isvaluableinunderstandingFredonia’sviewofscholarlyandcreativeworkinfacultyreappointment,continuingappointment,andpromotionprocesses.Regardlessofthetypeofscholarship,thesestandardsencouragefacultyandcommitteestoassessthequalityofeachcontribution.
Asaregional,publicliberalartsinstitution,Fredoniavaluesawidevarietyofscholarlyandcreativeactivities,undertakenaloneorwithstudentorpeercollaborators17:
● Basicresearchthatprovidesnewfoundationsuponwhichotherscanbuild;● Originalworksofart,music,dance,creativewriting,andtheatre;● Applicationsofbasictheoriesandresearchthatsolveproblemsinthedisciplineorin
practice;● Interdisciplinaryscholarshipthatbringstogetherperspectivesfromtwoormorefields;● Scholarlyapproachestoteachingandlearningthatgobeyondpracticetocontributeto
thepedagogyofone’sfieldortosignificantcurricularorassessmentinitiatives;● Community-basedresearch(scholarshipofengagement)thatmayincludepartnerships
withothersinaddressingregionalissues.Departmenthandbooksshallclarifythewayeachofthesekindsofactivitiesmightbeweightedandwhatevidenceorscholarly/creativeproductsareexpected.Eachdepartmentmighthavefacultyworkinginseveraloftheseareas,althoughindividualsarenotlikelytofocusacrossallofthesekindsofscholarship.Thereviewprocessencouragesfacultymemberstoworkwiththeirdepartmentsindevelopingtheirresearchagendasinavarietyofways.Furthermore,individualfacultyshouldbeabletovarytheformtheirscholarlyandcreativeactivitytakesoverthecourseoftheircareers,aslongastheiragendasareappropriatetothedisciplinetowhichthefacultymemberbelongsandthemissionoftheacademicdepartmentwithinFredonia.
Thesearesometypicalexamplesofthekindsofscholarly/creativeproductsthatFredoniavalues,representinganyofthecategoriesofscholarshipnotedabove:
● Juriedexhibitionsandperformances● Refereedpublications(books/articles/chapters/essays/reviews/textbooks)● Presentationsatscholarly/artisticconferences
17ThesekindsofscholarshipcorrespondroughlytothosearticulatedbyErnestBoyerinScholarshipReconsidered(1990),atextthatwasexplicitlynotedintheTaskForcereportonpersonnelpoliciesandinseveraldraftsofthesepolicies.
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● Invitedpublications(articles,reviews,opinionpieces),exhibitions,andperformances● Writingandfundingofgrants● Editorships● Scholarlywebsites,blogs,andelectronictools● Organizingsessionsatscholarlyconferences● Fellowships,awards,andresidencies● Developmentofcurriculaandassessmenttools● EngagedscholarshipthatinvolvescollaborativecommunityeffortstosolveproblemsAppendixD:SuggestionsforPreparingaDossierforReappointment,Continuing
Appointment,orPromotionprovidesfurtherinformationabouthowsuchworkcanbedocumented.
IV.A.3.Service
Service—definedasthoseprofessionalactivitiesthataidthedepartment,college/school/library,university,profession,orcommunity—isanimportantpartoffacultyworkatFredonia.Beyondtheirindividualrolesinteachingandlearningandscholarship/creativeactivity,facultyshareresponsibilityfortheacademicmissionofFredoniaandthereforeplaysignificantrolesincurriculumdevelopment,recruitmentofstudentsandfaculty,personnelreviews,accreditation,academicinitiatives,governance,andcommunityengagement.
Department,college/library,anduniversityservicemayincludemanykindsofactivities,suchastheseexamples:
● Participationoncommittees,advisoryboards,taskforces,councils,unions,orgovernancegroups
● Participationinfacultymeetings● Initiationofcampusprogramsandprojects,includinginternationalactivities● Advisingstudentorganizations,honorarysocieties,andliving-learningcommunities● Assistingwithrecruitment,orientation,andretentionofstudents● Volunteeringinprofessionaldevelopmentactivities,suchasmentoringprograms,
rengas,andworkshopsforcolleagues● Academicandco-curricularprogramdevelopment
Facultyalsosharetheirexpertisewithprofessionalandcommunityorganizations.Insomeinstances,collaborationwithcommunitypartnersmayrepresentengagedscholarship;inothercases,volunteeringone’stimeandexpertiseisvaluedservice.Departmenthandbooksmayofferclearexamplesspecifictothediscipline.Thefollowinglist—bynomeanscomprehensive—includesprofessionalandcommunityservicewhichmaybeevaluatedaspartoftenure-trackfacultywork:
● Servingasanofficerinaprofessionalorganization
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● Reviewingproposalsforfundingagencies● Servingasarefereeforpublications,conferencepresentations,orawards● Organizingaprofessionalmeetingorsessionataconference● Speakingasanexperttocivic,public,business,orprofessionalorganizations● Servinginaprofessionalcapacityonboardsoforganizations● WorkingwithcolleaguesintheP-12schools● Organizingorparticipatinginpublicconcerts,exhibitions,productions,lectures,
performances,orreadings● Workingwithgroupsthatpromotetheunderstandingofadisciplineinthecommunity● Servingasaconsultant(paidorunpaid)
Alltenure-trackfacultyareexpectedtocontributetotheserviceworkloadofthedepartment,college/library,andcampus.Noamountofprofessionalorpublicserviceshallexcuseafacultymemberfromtakingonthetasksthatareessentialtotheacademicenterprise.
IV.B.ExpectationsforSuccessfulReview
Teaching,research,andserviceareintegratedfacultyobligations.TheyallservetoenrichtheeducationalexperienceofstudentsandtostrengthenthestandingofFredonia.ThevalueoftheseactivitiesisdeterminedaccordingtohowwelltheycontributetothecentralmissionofFredonia,whichistohelpstudentssucceed.Departmenthandbooksshallofferdiscipline-specificcriteriaforteaching,scholarship/creativeactivity,andservice.
IV.B.1.ExpectationsforReappointment
Thesearetheexpectationsforsuccessfulreviewforreappointmentoftermfaculty:
● Thecandidatedevelopsandofferscoursesandengagesinotherteachingactivities,suchasadvising,thatcontributetothesuccessfullearningoutcomesofstudents;
● thecandidatetakesanappropriateroleinworkingwiththedepartmentonissuesthatimpactstudentlearning(e.g.,curriculumdevelopment,assessment,academicprogramreview);
● thecandidatehasmappedoutandisfollowinganappropriatescholarly/creativeagendaandcontributestoscholarly/creativeworkwithinthecandidate’sfield;
● thecandidateengagesinappropriatedepartment,university,community,andprofessionalservice;and
● thecandidateisprogressingtowardexpectationsforcontinuingappointment.Thesearetheexpectationsforsuccessfulreviewforreappointmentoflibraryfaculty:
● Thecandidateshowsgrowthinthefieldoflibrarianship;● thecandidateengagesinprofessionalscholarship/creativeactivityandplanningfuture
scholarship/creativeactivity;● thecandidateengagesinappropriatelibrary,university,community,andprofessional
service;and
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● thecandidateisprogressingtowardexpectationsforcontinuingappointment.
IV.B.2.ExpectationsforContinuingAppointmentandPromotiontoAssociateProfessor
Continuingappointmentandpromotionareseparatepersonnelrecommendationsbutarenormallydecidedsimultaneously.ThesearetheexpectationsforsuccessfulreviewforcontinuingappointmentandpromotiontotherankofAssociateProfessor:
● ThecandidateshallhaveheldtherankofAssistantProfessorforsixyearsatFredoniaorhasbeengrantedpriorservicecredit;
● thecandidatehasdevelopedandofferedcoursesandhasengagedinotherteachingactivities,suchasadvising,thatimprovestudentlearningoutcomes;
● thecandidatehasmadeuseofassessmentresultstoimprovehis/herworkwithstudents;
● thecandidatehasmadeimprovementsandchangesinhis/herperformanceinresponsetorecommendationsnotedinreappointmentreviews;
● thecandidatehasestablishedarecordofscholarly/creativeachievement,whichhasgrownovertheyearsandshowspromiseofcontinuingdevelopment,andwhichhasbeenrecognizedbyexpertsinthefieldbeyondFredonia;
● thecandidatehasmadesubstantialcontributionsinappropriatedepartment,university,community,andprofessionalservice;and
● thecandidate’srecordindicatesthatprofessionalgrowthandcontributionsinallprofessionalareasarelikelytocontinue.
IV.B.3.ExpectationsforContinuingAppointmentandPromotiontoAssociateLibrarian
Continuingappointmentandpromotionareseparatepersonnelrecommendationsbutarenormallydecidedsimultaneously.ThesearetheexpectationsforsuccessfulreviewforcontinuingappointmentandpromotiontotherankofAssociateLibrarian:● Thecandidateisaninnovativelibrarianandactivelycontinuestodevelopasalibrarian;● thecandidatehasconsistentlyengagedinandcompletedscholarly/creativeactivitythat
hasbeenrecognizedbyexpertsinthefieldbeyondFredonia;● thecandidateengagesinsignificantlibrary,university,andprofessionalserviceandwill
continuetodoso;and● thecandidatehasmadeimprovementsandchangesinhis/herperformanceinall
applicableareasinresponsetorecommendationsnotedinreappointmentreviews.
IV.B.4.ExpectationsforEarlyContinuingAppointmentand/orPromotiontoAssociateProfessor
ContinuingappointmentandpromotiontoAssociateProfessoraregrantedbasedonsustainedaccomplishmentsacrossyearsofreview;thesedistinctionsarenotawardedassoonasone
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demonstratesaminimalthresholdofachievement.CandidatesarenormallyconsideredforpromotiontoAssociateProfessorandcontinuingappointmentintheir6thyearofappointment.Candidatesmayapplyforearlypromotionand/orcontinuingappointmentonlyiftheyhaveachievedanextraordinaryrecordofaccomplishmentinallthreeprofessionalareas:teaching,research/creativeactivity,andservice.Candidatesmayapplyforearlycontinuingappointmentand/orearlypromotiontoAssociateProfessoronlyonce.Ifdeniedearlycontinuingappointmentand/orpromotion,thecandidatemayapplyforcontinuingappointmentandpromotionundertheregularreappointmentschedule.
IV.B.5.ExpectationsforEarlyContinuingAppointmentand/orPromotiontoAssociateLibrarian
MostlibraryfacultyarereviewedforcontinuingappointmentandpromotiontoAssociateLibrarianinthesixthyearofappointment.Continuingappointmentisgrantedbasedonsustainedaccomplishmentsacrosstheyearsofreview;itisnotawardedassoonasonedemonstratesaminimalthresholdofachievement.Candidatesmayapplyforearlypromotionand/orcontinuingappointmentonlyiftheyhaveachievedanextraordinaryrecordofaccomplishmentinallthreeprofessionalareas:librarianship,research/creativeactivity,andservice.Candidatesmayapplyforearlycontinuingappointmentandearlypromotionto
AssociateLibrarianonlyonce.Ifdeniedearlycontinuingappointmentand/orpromotion,thecandidatemayapplyforcontinuingappointmentandpromotionundertheregularreappointmentschedule.
IV.B.6.ExpectationsforPromotiontoProfessor
ThesearetheexpectationsforsuccessfulreviewforpromotiontotherankofProfessor:
● Ordinarily,thecandidatewillhaveheldtherankofAssociateProfessorforatleastfiveyearsatFredonia;
● thecandidateisaleaderinpromotingandachievingstudentsuccess,bothwithinandoutsidetheclassroom;
● thecandidatehasestablishedanoutstandingrecordofscholarly/creativeachievement,whichhasgrownovertheyearsandbeenrecognizedbyexpertsinthefieldbeyondFredoniathroughpeer-reviewedorjuriedwork;
● thecandidatehastakenaleadershiproleinappropriatedepartment,university,community,andprofessionalservice;and
● thecandidate’srecordindicatesthatprofessionalgrowthandcontributionsinallprofessionalareasarelikelytocontinue.
IV.B.7.ExpectationsforPromotiontoLibrarian
ThesearetheexpectationsforsuccessfulreviewforpromotiontotherankofLibrarian:
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● Ordinarily,thecandidatewillhaveheldtherankofAssociateLibrarianforatleastfiveyearsatFredonia;
● thecandidateisaleaderinpromotingandachievingstudentsuccesswithinthefieldoflibrarianship;
● thecandidateisaninnovativelibrarianandislikelytocontinuetodevelopintheprofession;
● thecandidatehascontinuedtobeengagedinprofessionalscholarly/creativeactivitiesthathavebeenpeer-reviewed;and
● thecandidatehascontinuedtobeengagedinsignificantlibrary,university,andprofessionalserviceandhastakenleadershiprolesinsomeserviceactivities.
IV.B.8.ExpectationsforEarlyAppointmenttoProfessorand/orLibrarian
PromotiontoProfessorand/orLibrarianisgrantedbasedonsustainedaccomplishmentsacrossyearsofreview;thisdistinctionisnotawardedassoonasonedemonstratesaminimalthresholdofachievement.AcandidatemayapplyforpromotiontoProfessorand/orLibrarianbefores/hehascompletedatleastfiveyearsinrankasAssociateProfessororAssociateLibrarianonlyifthecandidatehasachievedanextraordinaryrecordofaccomplishmentinallthreeprofessionalareas:teaching/librarianship,research/creativeactivity,andservice.
IV.B.9.ExpectationsforThoseWhoHavePausedtheTenureClock
PleaserefertosectionIII.B.1.PausingtheTenureClock.
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IV.B.10.ExpectationsforPromotiontoProfessor/LibrarianforThoseWhoHaveTakenSignificantAdministrativeAssignments
AnAssociateProfessororAssociateLibrarianwhohastakenonsignificantadministrativeresponsibilities,50%appointmentormore,shallattheemployee’srequest,ideallyatthetimeofappointment,meetwiththeirnewsupervisorandthedepartmentChairinthedepartmentinwhichpromotionisgranted,andDean,toclarifyinwritinghowexpectationsforpromotionshallbeevaluatedforpromotiontoProfessororLibrarian.ThedepartmentChairshallconsultwiththeDPCindraftingtheadjustedexpectations.Usingthedepartmentpromotionguidelinesasabenchmark,theteaching,service,andresearchexpectationsshallbeadjustedaccordingtotheadministrativedemandsplaceduponthecandidate.Thiswrittenagreementshallbecomepartofthecandidate’sdossier.
IV.C.PromotiontoDistinguishedFacultyRanks
CreatedbytheStateUniversityBoardofTrusteesasaprestigioussystem-leveldistinction,theDistinguishedFacultyRank(DFR)programsrecognizeandrewardSUNY’sfinestandmostaccomplishedfaculty.TheDistinguishedProfessorship(DP),DistinguishedServiceProfessorship(DSP),DistinguishedTeachingProfessorship(DTP),andDistinguishedLibrarian(DL)designationsconstitutethehighestsystemtributeconferreduponSUNYfaculty.
IV.C.1.CriteriaforPromotiontoDistinguishedRanks
CriteriaforselectionaswellasexpectationsforsuccessfulreviewcanbefoundintheSUNYPoliciesAndProceduresonDistinguishedFacultyRank.InthecaseofaconflictbetweentheeligibilitycriteriadefinedinthissectionandtheSUNYPoliciesandProcedures,SUNYPoliciesandProceduresshallapply.
DistinguishedProfessorshallherewithbeinclusiveofDistinguishedTeachingProfessor,DistinguishedServiceProfessor,DistinguishedProfessor,andDistinguishedLibrarian.
IV.C.2.TimelineforDistinguishedRankNominationandPromotionReviewProcess
April1 ThePresidentandUniversitySenateChairpersonagreetothe compositionofDFPC.UniversitySenateapprovesthecompositionno laterthanthefirstSenatemeetingoftheAcademicYear.
September1 ThePresident’sOfficesendscall-outfornominationsconsistentwithSUNYPoliciesandProcedures.
September30 NominationlettersareduetothePresident’sOffice.ThePresident’sOfficeconfirmsnominees’eligibility(e.g.,yearsinrank)andnominees’
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acceptanceofnominationandnotifiestheDFPC.
October5 DFPCrequestsnominees’updatedvitaeandnamesandcontactinformationofatleast8potentialinternalreferencesandatleast8potentialexternalreferences.DFPCnotifiestheDean/DirectorofLibraryofnominationsintheirarea.DFPCsolicitsaletterofrecommendationfromeachconfirmednominee’sDepartmentChair/DirectorofLibrary.IntheeventtheDepartmentChair/DirectorofLibraryisthenominee,seeHARPIII.E.3.C.
October15 Nomineesubmitsupdatedvitaeandcontactinformationofatleast8potentialinternalreferencesandatleast8potentialexternalreferences.DFPCbeginsrequestinglettersofrecommendationfrominternalandexternalreferencesandexternalreferencevitaeconsistentwithSUNYPoliciesandProcedures.
November15 DepartmentChair’sletterofrecommendationissubmittedtoDeanandDFPC.
December1 Dean/DirectorofLibrarysubmitsletterofrecommendationtoDFPC.NomineeandexternalreferencevitaeandinternalandexternallettersofrecommendationareduetoDFSC.DFSCbeginsreviewingnominationmaterials.
January25 DFPCChairsubmitsselection(s)andnominationportfolio(s),ifany,subjecttoSUNYlimitations,totheProvost.
February1 Provostsubmitsletter(s)ofrecommendationtothePresident.
February8 Presidentsubmitsendorsements/transmittalletterstoChancellorbythesecondFridayinFebruary.ThePresident’sOfficenotifiesnomineesofnominationstatus.
May ChancellornotifiesthePresidentoftheDistinguishedpromotiondecision.ThePresident’sOfficenotifiesthenomineesoftheChancellor’sdecision.
IV.D.CompositionoftheDistinguishedFacultyPromotionCommittee(DFPC)
IV.D.1.Representation
TheDistinguishedFacultyPromotionCommittee(DFPC)consistsof9votingmembersjointlyrecommendedbythePresidentandUniversitySenateChairpersonandapprovedbytheUniversitySenate.AccordingtoSUNYPolicies&ProceduresforDistinguishedFacultyRanks,thelocalselectioncommittee“shallbestructuredtoincludetheChair(ordesignee)ofthecampusfacultygovernanceorganization,andonemember,designatedbythecampusPresident,toact
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inanex-officiocapacity.”TheDFPCshouldberepresentativeofthediversityofdisciplinesandshouldincludetenuredfacultyattherankofProfessororabove.Ifpossible,theDFPC“shouldincludethosealreadyholdingDistinguishedrank.”AccordingtoSUNYPolicyforthereviewofDistinguishedTeachingProfessor,theDFPCshallalsoinclude,asa10thvotingmember,astudent.Thereshallbeonememberappointedforastaggered,three-yeartermfromeachofthefollowingareas:
● Arts● Business● Education● Humanities● Library● NaturalSciences● SocialSciences
IV.D.2.DFPCChair
Atthefirstmeeting,DFPCmembersshallelectaDFPCChairfromamongtheirmembers.TheDFPCChairshallserveinthatroleforaperiodofoneyear.TheChairconvenestheDFPCasnecessarytofulfillitsresponsibilities.
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V.Appointment,Reappointment,andPromotionofContingentFaculty
V.A.DefinitionofContingentFaculty
Part-timeandfull-timenon-tenuretrackfacultyprovidevitalserviceinfulfillingFredonia’scoremission.Theyareimportantmembersoftheiracademicdepartments:theircontributionsareessentialindeliveringthecurriculum,assessingthedepartment’sinstructionaleffectiveness,andachievingstudentlearningoutcomes.Thepoliciesregardingtheappointment,reappointment,andpromotionofcontingentfacultyareintendedtoensurefairandconsistentemploymentpractices,providedepartmentswithstabilityinmeetingtheirstaffingneeds,andensurethatstudentsreceivethehighestqualityofinstruction.TheAmericanAssociationofUniversityProfessorsrecommendstheterm“contingent”torefertobothfull-timeandpart-timefacultymemberswhoarenotonthetenuretrack.Thetermreflectsthecontingentnatureofdepartmentalstaffingneeds,whichmayfluctuatewithchangesinenrollmentorchangesinstaffing.Thecontributionsofcontingentfacultyvary.Somecontingentfacultyteachasinglesection,whileothersmayteachseveralsections.SomecontingentfacultyprovideprofessionalservicestoFredoniaforonesemester,intermittently,orforafull-year;othersmaycontinuebeyondoneyear;othershavehadalongassociationwiththeUniversity.ThepoliciesregardingcontingentfacultyhereinconformtoPolicies(i.e.,ArticleIIandArticleXITitlesD,F,andH).SUNYHumanResourcesistheauthorityfordefinitionsoftitlesforallemployees,includingpart-timeandfull-time,non-tenuretrackfacultywhichitreferstoas“qualifiedacademicranks.”Policiesstipulatethat“thesetitlesmaybeonthebasisoftemporaryortermappointmentsbutcannotbeonthebasisofcontinuingappointment.”Membersofthefacultyoncontingentappointmentsareexpectedtomaintaintheinstitution'shighstandardsforprofessionalconductandtoadheretotheUniversity'sacademicandinstitutionalpolicies.AllcontingentfacultyarerepresentedbyUUPandenjoytherights,privileges,andbenefitsdefinedintheAgreement.ThepolicieshereinconformwiththeAgreement(i.e.,Article30,Article32,andAppendixA-30).Allcontingentfacultyareeligibletoparticipateinuniversity-widesharedgovernanceactivities,asdefinedintheFaculty&UniversitySenateBylaws.Theirspecificroles,ifany,indepartment-levelsharedgovernanceactivitiesfordifferentkindsofdecisionsshouldbedefinedintheUniversityHandbookandindepartmenthandbooks.
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V.B.AppointmentofContingentFaculty
V.B.1.TemporaryAppointments
AccordingtoPolicies,temporaryappointmentsaretypicallygrantedwhenserviceistobepart-time...oranticipatedtobeforaperiodofoneyearorless(IX.F).Temporaryappointments“maybeterminatedatanytime.”Bothpart-timeandfull-timecontingentfacultymaybeemployedonatemporaryappointment.Forpart-timecontingentfaculty,initialappointmentisonatemporarybasis,exceptinthecaseofafacultymember,part-timeorfull-time,whopreviouslyachievedthestatusoftermandhasnothadabreakinserviceorchangeintitle.
V.B.2.TermappointmentsBothpart-timeandfull-timecontingentfacultymaybeemployedonatermappointment.AccordingtoPolicies,“atermappointmentshallbeanappointmentforaspecifiedperiodofnotmorethanthreeyearswhichshallautomaticallyexpireattheendofthatperiodunlessterminatedearlierbecauseofresignation,retirement,ortermination”(XI.D.1).Forpart-timecontingentfaculty,theinitialappointmentisonatemporarybasis,butafterservingfourconsecutivesemestersatFredonia,furtherappointmentsmustbemadeonthebasisoftermappointment(XI.D).BoththePoliciesandtheAgreementrecognizethatpart-timefaculty“whohavebeengrantedatermappointment,butforwhomclassroomenrollmentprovesinadequate,shallhavenofurtherrighttosalary,benefits,oranyotherrightsorprivileges”(PoliciesXI.D[2].b.1;Agreement,AppendixA-30).
V.C.Appointment&ReappointmentNoticeInaccordancewiththeAgreement(Article30),allcontingentfacultyshall,atthetimeofappointmentandreappointment,receivenoticecontainingthefollowinginformationonrequiredassignments,ifapplicable:
1. CampustitleandofficialStatetitle;2. Typeofappointment(temporaryorterm);3. Durationofappointment;4. Basicannualsalary,ifappropriate,orrateofcompensation;5. Effectivedateofappointment;6. Teaching;7. Advisement;8. Service(specify);9. Research,scholarship,creativeactivity;
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10. Eligibilityforbenefits(health,leave,andother.);11. Supervisor;and12. Other(specify).
Contingentfacultyarenotsubjecttothesameexpectationsastenure-trackfaculty.Theymaychoose,butarenotrequired,toperformfunctionsorundertakeresponsibilitiesotherthanthosespecificallystatedintheirappointmentletter.
V.D.Part-TimeContingentFacultyV.D.1.ProfessionalObligation
Part-timetemporaryortermcontingentfacultymayteachnomorethan24creditsortheequivalentwithinanacademicyear.Undercertaincircumstances,exceptionsmayberequested,inwriting,andapprovedbytheProvostordesignee.Theyarecompensatedonaratepercreditorequivalent.Fredoniahasestablishedaminimumpercreditcompensationrateforitspart-timecontingentfaculty.Theteachingobligationiscomprisedofthefollowing:
● Teaching and assessment of learning in the part-time faculty member’s course(s)consistentwiththeapprovedcurriculum;
● Providingassessmentandaccreditationdatauponrequest;and● Maintainingofficehoursconsistentwithuniversitypolicies.
Requireddutiesbeyondtheteachingobligationdefinedaboveshallbecompensatedandstatedintheappointmentletter.SuchdutiesmaybenegotiatedbytheChairbutmustbeapprovedbytheDeanattimeofappointment.Voluntaryserviceisnotcompensatedbutshouldbedocumentedinwriting(i.e.,email,memo,etc.).Serviceactivitiesthatareessentialtoadepartment,program,orunitshallnotbeconsideredvoluntaryserviceandshallbeincludedintheappointmentletter.Theuniversitystrivestoachievefairnessandconsistencyacrossdepartmentsandcollegesinitscompensationofcontractualservice.
V.D.2.AppointmentPart-timecontingentfacultymaybeemployedoneithertemporaryortermappointments.Part-timetemporarycontingentfacultyaretypicallyappointedbysemester.InaccordancewiththeAgreement(AppendixA-30),departmentsareencouragedtoappointpart-timetermfacultytofull-yearappointments“wheretheyareinapositiontodoso.”Afterservingfourconsecutivesemestersinapart-timetemporaryappointmentatFredonia,thefifthconsecutiveappointmentbecomesterm.Furtheremploymentatanycollegeofanyindividualwhohasbeenemployedatthatcollegeonapart-timebasisforfourconsecutivesemesters...shallbeonthebasisofatermappointment(Policies,XI.D.2.[2]a).AtFredonia,
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part-timecontingentfacultywhoteachatleastonesemesterperyearforfourconsecutiveyearsshallbereappointedonthebasisofatermappointmentupontheirnextsemesterofpart-timeappointment.
V.D.3.NotificationWhereasemploymentiscontingentonthedepartment’sneed,part-timetermfacultymustreceivenoticeofnon-renewal“forty-fivecalendardayspriortotheendofapart-timeservicetermappointment”(Policies,XI.D.5.a).
V.D.4.BenefitsAccordingtotheAgreement,“part-timeacademicemployeeswhoteachtwoormorecoursesinanyonesemestershallbeeligibletoreceivethebenefitscontainedinArticle39duringthatsemester”(39.9.3).Forfurtherinformationregardingbenefits,pleaseseeFredonia’sHumanResourceswebsite.
V.D.5.TitlesThebudgettitle,approvedbySUNYHR,forpart-timecontingentfacultyisAdjunctInstructor.However,withapprovalofthisdocument,FredoniahaselectedtousethecampustitleAdjunctLecturerforallpart-timecontingentfaculty.AdjunctLecturerswhohavereceivedtheChancellor’sAwardforExcellenceinAdjunctTeachingwillbeawardedthelocaltitleofSeniorAdjunctLecturer.AdjunctLecturerswhohavereceivedtheChancellor’sAwardwhileemployedatanotherSUNYcampusshallbegrantedFredonia’slocaltitleofSeniorAdjunctLecturer.
V.E.Full-TimeContingentFaculty
V.E.1.ProfessionalObligationTheprofessionalobligationoffull-timecontingentfacultyincludesteachingatleast24creditsortheequivalentinanacademicyear,withadditionaldutiesandexpectationsdefinedaccordingtodepartmentalneeds.Suchduties,whichmayincludeattendingdepartmentmeetings,servingoncommittees,andadvisingstudents,shallbemadeexplicit,totheextentpossible,intheappointmentletter.Full-timecontingentfacultyarepaidanannualsalary.Onlyinspecialcircumstanceswhenfull-timecontingentfacultyareundercontractualobligationtoconductresearch,scholarshiporcreativeactivitywilltheybecompensatedorrewardedforsuchactivity.
V.E.2.AppointmentStatus(TempandTerm)Full-timecontingentfacultymaybeemployedonatemporaryortermappointment.Full-timetemporarycontingentfacultyteachatleast24creditsortheequivalentwithanappointmentofoneyearorless.Full-timetermcontingentfacultyteachatleast24creditsor
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theequivalentwithanappointmentofone,two,orthreeyears.Unlikepart-timetermcontingentfaculty,full-timetermcontingentfacultyareeligibleforpromotionaccordingtoproceduresinthischapter.Full-timetermcontingentappointmentsaretypicallyusedwhenadepartmenthasapredictable,ongoinginstructionalstaffingneed.AccordingtoPolicies,“termappointmentsmayberenewedforsuccessiveperiodsofnotmorethanthreeyearseach”(XI.D.4).Whenafull-timecontingentemployeehasservedtwoconsecutiveyearsontemporaryappointments,thenextconsecutivefull-timeappointmentshallbeatermappointmentfornolessthanoneyear.Giventhetermstatusandrenewalnotificationrequirements,thesetermappointmentsmaybesimultaneouslynon-renewed.
V.E.3.Notification
WhiletheuniversityencouragesdepartmentChairsandDeanstomaketimelyreappointmentdecisions,itissometimesnecessarytonon-renewcontingentfacultytomeettherequirednotificationprovisionsintheAgreement.Thisdoesnotpreclude,however,thereappointmentofthecontingentfacultyatalatertime.Whereasappointmentoffull-timetermfacultyiscontingentonstaffingneeds,notificationofterminationornon-renewaldependsonlengthofuninterruptedservice:
Threemonthspriortotheendofatermexpiringattheendofanappointee’sfirstyearofuninterruptedservicewithintheuniversity.Foremployeesservingonthebasisofanacademicyearprofessionalobligation,noticeshallbegivennolaterthanMarch31.(Policies,XI.D.5.b).
Sixmonthspriortotheendofatermexpiringafterthecompletionofone,butnotmorethantwo,yearsofanappointee’suninterruptedservicewithintheuniversity.Forsuchemployeesservingonthebasisofanacademicyearprofessionalobligation,noticeshallbegivennolaterthanDecember15.(Policies,XI.D.5.c).
Twelvemonthspriortotheexpirationofatermaftertwoormoreyearsofuninterruptedservicewithintheuniversity.(Policies,XI.D.5.d).
Employeeswhointendtoleavetheemployoftheuniversityshallgive30-daysnoticetothechiefadministrativeofficerortheirrepresentative.Intheeventthatanemployeefailstoprovidethefull30-daysnotice,itshallbewithinthediscretionofthechiefadministrativeofficeortheirrepresentativetowithholdfromsuchemployee’sfinalcheckanamountequaltotheemployee’sdailyrateofpayforeachdaylessthantherequired30days.(Policies,XI.D.5.f).
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V.E.4.Benefits
AccordingtotheAgreement,“allemployeeswithfull-timeappointmentsshallbeeligibletoreceivebenefitscontainedinArticle39”(39.9.1).Forfurtherinformationregardingbenefits,pleaseseeFredonia’sHumanResourceswebsite.
V.E.5.TitlesTheapprovedSUNYbudgettitleforfull-timecontingentfaculty,temporaryorterm,isLecturer.WithapprovalofthisHandbook,theuniversityshallimplementthefollowingtitlestructureforfull-timecontingentfacultyeffectivewiththeirnextappointmentfollowingtheeffectivedateofthisHandbook.Full-timecontingentfacultyonmultipleyearappointmentswhohavecompletedsixconsecutiveyearsinafull-timeservicetitlemayapplyforSeniorLectureratanytimeduringtheircurrentappointmentperiod.
Lecturer-Thistitlewillbeusedforfull-timetemporaryortermappointedcontingentfaculty.
SeniorLecturer-Thistitlewillbeusedforfull-timetermappointedLecturerswhohavebeenteachingatthatrankforatleastsixconsecutiveyearsandwhohavedemonstratedsignificant,notable,ongoingcontributionstotheuniversity.TheprocessforawardingthetitleSeniorLecturerisoutlinedinV.L.3.
VisitingAssistant/Associate/Professor-Thesetitlesmaybeusedforfull-timeappointments,foruptotwoyears,intheeventapprovalisgrantedtotemporarilyreplaceatenuredortenure-trackfacultymemberonleave.
V.F.ContingentFacultyHiringProcedures
Priortofillingavacancywithanexternalapplicant,Chairsareexpectedtocommunicatecoursestaffingneedstoallmembersofthedepartment,includingthoseappointedinthemostrecenttwosemesters,andtoconsidertheirqualifications.Currentpart-timecontingentfacultyinterestedinteachinginotherFredoniadepartmentsareencouragedtoapplydirectlytothatdepartment’scontinuousrecruitmentpostingusingFredonia’sapplicanttrackingsystem(i.e.,InterviewExchange).
V.F.1.PostingTomeetanticipatedstudentneeds,tobetransparentandconsistentinpostingandhiringpractices,andtoencouragediversityinhiring,allcontingentfacultypositionsshallbepostedusingtheuniversityapplicanttrackingsystem(i.e.,InterviewExchange).AllpostingsandadvertisementsshallmeettherequirementsofHumanResourcesandtheOfficeofDiversity,Equity,andInclusion.
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V.F.2.Part-TimeContingentFaculty
Alldepartmentswillhavea“continuousrecruitment”postingcreatedintheapplicanttrackingsystem(i.e.,InterviewExchange)forpart-timecontingentfaculty.Whenthecurrentpart-timecontingentpooldoesnotmeetthecoursestaffingneedsofthedepartment,theChairshallusetheuniversityapplicanttrackingsystemtoreviewcandidatequalificationsandfillthevacancy.
V.F.3.Full-TimeContingentFaculty
TheChairshallpostallfull-timecontingentfacultypositionsusingtheuniversity’sapplicanttrackingsystem(i.e.,InterviewExchange).Thefillingoffull-timecontingentfacultypositionsshallfollowtheselectionprocessinthisHandbook.
V.G.QualificationsContingentfacultyordinarilyshallhaveatleastadegreeabovethelevelthattheyareteaching,master’sdegreeforundergraduatelevelteachingorterminaldegreeforgraduatelevelteaching.However,insomecasesprofessional,performance,orclinicalexperience,orprofessionalcertification,maybeconsideredasanappropriateequivalent,asapprovedbytheDean.
V.H.SelectionProcess
Theuniversityiscommittedtoselectionprocessesthatareopen,fair,transparent,andclearlycommunicated.Timelycommunicationregardingthestatusofcandidatesandappointeesisalsoapriority.
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V.H.1.Part-TimeContingentFaculty
TheChairshallmakerecommendationsontheappointmentofallnewpart-timetemporarycontingentfacultymemberstotheDean.Tomaketherecommendation,theChaircompletesaRequesttoHirerequisitionintheapplicanttrackingsystem,andforwardsittotheDean’sOfficeandHumanResourcesforapproval.
V.H.2.Full-TimeContingentFaculty
TheChair,inconsultationwiththecurrentDPCChair,shallidentifyanappropriatereviewcommitteetoevaluatethequalificationsofcandidatesforfull-timecontingentfacultyvacancies.ThiscommitteeshallmakerecommendationstotheChairontheappointmentofallnewfull-timecontingentfaculty.TheChairthenmakesarecommendationtotheDean.Inemergencysituationsthatprecludeformalconsultation,ChairsshallgainpermissionfromtheDeantoseekinputfromavailablefacultywithexpertiseintheareatobehiredandshalldocumentandreporttheiractionsanddecisionstotheDPCandtheDean.TheChaircompletesaRequesttoHirerequisitionintheapplicanttrackingsystem,andforwardsittotheDean’sOfficeandHumanResourcesforapproval.UponapprovalbytheDean’sOfficeandHumanResources,theChairmayextendanoffertotheapplicant.
V.I.ReviewofContingentFaculty
Thepurposeofcontingentfacultyreviewistoprovidecollegialfeedbackrecognizinggoodworkandtooffersuggestionsforcontinuousimprovement.Regularreviewofteachingandlearningeffectivenesshelpstheuniversitytomaintainfocusonexcellentinstruction.TemporaryappointedAdjunctLecturersandLecturersshallbereviewedatleastonceperyear.Uponachievingtermappointment,allAdjunctLecturers,Lecturers,andSeniorLecturersshallbereviewedatleastoncewithinathreeyearperiod.BySeptember15,HumanResourcesshallcompileanddistributeamasterspreadsheetofcontingentfacultyreviewcyclestotheDeansanddepartmentChairs.ByApril15,departmentChairsshallcompletethereviewprocess,asdescribedinSectionV.J.SectionIV.A.1ofthisHandbook,onTeachingandLearning,states“...allfacultyareexpectedtoberegularlyengagedinpracticesthatencourageandsupportstudentlearning.”Departments,knowingtheirdisciplinesanddepartmentalculture,mayincludeintheirhandbooksspecificcriteriaforeffectiveteachinginthatfield.Thesearethegeneralcriteriaforallcontingentfacultyreviews:
● effectivenessinteachingandlearning,demonstratedthroughmultiplemeasures(notonlythestudentsurvey/evaluation);
● participationindepartmentassessmentandaccreditationactivities;
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● understandingofthecontingentfacultymember’scoursewithinthecurriculumandofsharedpedagogies,approaches,orpriorities;and
● effectivenessincarryingoutotherresponsibilities(i.e.,service,advising,grantactivity,etc.)asdefinedbytheappointmentletter.
V.J.ContingentFacultyReviewProcessThedepartmentChairisresponsibleforensuringthatreviewsareconductedaccordingtotheprovisionsofthisHandbook.Aspartofthereview,theChairorhis/herdepartmentaldesignee(s)(atenuredfacultymemberincludingtenuredfacultyinotherdepartmentsorinadministration)willobserveeachcontingentfacultymemberintheclassroom,lab,orstudio.18ByOctober1(Fallsemester),orFebruary15(Springsemester),theDepartmentChairnotifiesthecontingentfacultymemberthattheywillbeobservedandwhowillbeconductingtheobservation.Foronlinecourses,observationshallconsistoflimitedguestaccesstothecourse’slearningmanagementsystemforamutuallyagreed-uponspanoftimenolongerthantwoweeks.TheChairordesigneewillsendreviewcommentsontheobservationtothefacultymemberwithintwoweeksofthedateofobservation.ThefacultymemberwillacknowledgereceiptbysigningandreturningtheobservationformtotheChairordesignee,andmaysubmitaresponseifs/hedesires.SampleClassroomObservationforms(i.e.Pre-VisitQuestionnaire19,ClassroomObservationFeedbackForm20,andClassroomObservationPost-VisitQuestionnaire21)areincludedinAppendixL-N.Followingtheobservation,theChairschedulesameetingwiththecontingentfacultymembertodiscussteachingeffectiveness,includingperceivedstrengthsandareasforimprovement.ThebasisoftheconversationmayincludethefollowingitemsifavailabletotheChairthroughdepartmentalrecordkeeping:
● asyllabusfromeachcoursebeingtaught;● studentevaluationsfromcoursestaughtintheprevioussemester;● annualreport(s);● classroomteachingobservationcommentaryfromtheChairorhis/herdesignee,anda
responsefromthefacultymember,ifonewassubmitted.
18AllcontingentfacultymayalsorequestthatcolleaguesatFredoniareviewtheircoursedesign/syllabus,theirassignmentdesign,theircommentsonstudentwork,theirabilitytoleaddiscussionorintegrativelearningapproaches,etc.Ifthisistobeincludedinthereviewprocess,contingentfacultyshouldconsultwithandseekapprovalfromthedepartmentChairpersoninadvance.19http://fa.fredonia.edu/humanresources/forms#HARP(HARPClassroomObservationPre-VisitQuestionnaire)20http://fa.fredonia.edu/humanresources/forms#HARP(HARPClassroomObservationFeedbackForm)21http://fa.fredonia.edu/humanresources/forms#HARP(HARPClassroomObservationPost-VisitQuestionnaire)
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Thefacultymember:
● shouldprovideanexampleofhowthefacultymemberassessesstudentlearningineachcourse(e.g.,exam,paper,assignment);
● mayprovideaself-evaluationofteaching,otherexamplesofteachingeffectiveness,andcampusandcommunitycontributions(ifnotalreadyincludedinannualreport).
Followingthereviewmeeting,andnolaterthanDecember15(Fall)orMay1(Spring),thedepartmentChairshallwriteareviewletterthataddressesthegeneralcriteriaforcontingentfacultyreviewinSectionV.I,includingtheresultsofthereviewmeeting.Thislettershallbesharedwiththecontingentfacultymemberinwriting,andsignedbytheChairandthefacultymember,withacopyforwardedtothecontingentfacultymemberandtheDean,aswellasacopyofthesignedobservationletter.TheDeanshallforwardthesematerialstoHumanResourcestobeplacedinthecontingentfacultymember’sOfficialPersonnelFile(OPF)andforrevisionofthemasterspreadsheet.ThefacultymembermaysubmitawrittenresponsetotheDeantothereviewdocumentwithintwoweeksofreceiptoftheChair’sreviewletter,withacopytoHumanResourcestobeplacedintheOPF.
V.K.Reappointment/Non-RenewalProcessforContingentFacultyReappointmentandnon-renewaldecisionsarecontingentonreviewofteachingeffectivenessaswellasavailableresources,budgetconsiderations,operatingneeds,curricularneeds,studentenrollment,etc.inanygivenyearorsemester.Foreachdepartment,theChairrecommendsreappointmentornon-renewalofallcontingentfacultymemberstotheDean.Forfull-timecontingentfacultymembers,theChair'srecommendationismadeinconsultationwiththeDPC.V.L.TitleAwardsforFull-TimeTermContingentFaculty
V.L.1.AwardTitleofSeniorLecturer
ThelocaltitleofSeniorLectureratFredoniamaybeawardedtofull-timecontingentfacultyteachingatFredoniaforatleastsixyears.ThepurposeoftheSeniorLecturertitleistorecognizeandexpresstheuniversity’sappreciationforthefacultymember’ssignificant,notable,ongoingcontributiontothemissionsofthedepartmentandtheuniversity.
V.L.2.BenefitsoftheSeniorLecturerTitleAward
UponreceiptoftheawardofthetitleofSeniorLecturer,theLecturershallcarrythelocaltitleofSeniorLecturerintheFredoniadepartmenttowhichthefacultymemberwasappointedasLecturer.SeniorLecturersshallreceiveaone-timestandardincreasetotheirbaseannualsalary.SeniorLecturerstypicallyareappointedonmultiple-yearcontracts,nottoexceedthe
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three-yearmaximumappointmentlengthpermittedbyPolicies.Onceawarded,thecampustitleofSeniorLectureratFredoniashallremainineffectforthedurationofthefacultymember’sfull-timeserviceintheSUNYapprovedrankofLecturerattheuniversity.SeniorLecturersshallparticipateintheDPCconsultationwiththeChairduringthereappointment/non-renewalprocessoffull-timecontingentfacultyandcandidacyreviewfortheSeniorLecturerawardtitle.
V.L.3.ProcedurefortheSelectionoftheSeniorLecturerAward
ApplicationfortheawardtitleofSeniorLecturermayoccurnoearlierthanthesixthyearoffull-timecontingentemployment.ThecandidateforthetitleawardofSeniorLecturershallprepareandsubmitaportfolioofmaterialstotheChairbyFebruary15forreviewbytheDepartmentPersonnelCommittee(DPC),Chair,Dean,andProvost,withthefinaldecisionrestingwiththePresident.SeniorLecturertitleawardsarenotreviewedbytheAcademicPersonnelCommittee(APC).Theportfolioshallinclude,atminimum,thesamedocumentsrequiredduringthecontingentfacultyreviewprocess.NotificationofdecisionwillbeprovidedbyMay15.AnunsuccessfulnominationfortheawardtitleofSeniorLecturershallhavenobearingonthestatusorreappointmentasLecturer,orfutureconsiderationfortheawardtitleofSeniorLecturer.
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VI.APPOINTMENT,REAPPOINTMENT,REVIEWANDPROMOTIONOFPROFESSIONALEMPLOYEES
VI.A.TypesofAppointmentsforProfessionals
VI.A.1.Temporary
AtemporaryappointmentatFredoniaiscustomarilyaperiodofoneyearorless.Itmaybeterminatedatanytime.Temporaryappointeesaretypicallyemployedforafiniteperiodoftimetoworkonaspecificproject.
VI.A.2.Term
Atermappointmentisforaspecifiedperiodoftimenottoextendbeyond3yearspertermthatshallexpireattheendofthatperiod,subjecttonon-renewalnotice.AtFredonia,full-timetermappointmentsusuallyrunonetotwoyearsperterm.Termappointmentsdonotcreateanymanneroflegalrightto,interestin,orexpectancyofanyfutureappointmentorrenewal.
VI.A.2.a.Full-timeProfessionals
Whenafull-timetemporaryprofessionalemployeehasservedtwoconsecutiveyearsontemporaryappointments,thenextconsecutivefull-timeappointmentshallbeatermappointmentfornolessthanoneyear.Giventhetermstatusandrenewalnotificationrequirements,thesetermappointmentsmaybesimultaneouslynon-renewed.
VI.A.2.b.Part-timeProfessionals
Afterservingfourconsecutivesemestersinapart-timetemporaryprofessionalappointmentatFredonia,thefifthconsecutiveappointmentbecomesterm.Furtheremploymentatanycollegeofanyindividualwhohasbeenemployedatthatcollegeonapart-timebasisforfourconsecutivesemestersshallbeonthebasisofatermappointment.AtFredonia,part-timetemporaryprofessionalsappointedforonesemesterperyearforfourconsecutiveyearsshallbereappointedonthebasisofatermappointmentupontheirnextsemesterofpart-timeappointment.
VI.A.3.AppendixATitles
AprofessionalemployeeservinginatitlelistedinAppendixAofthePoliciesshallbegrantedtermappointmentforthefirstthreeyearsofemploymentinsuchtitle.Uponcompletionofthreeconsecutiveyearsofservice,renewalofemploymentshallbeonatermbasisforaperiod
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offiveyears.
VI.A.4.AppendixBTitles
AprofessionalemployeeservinginatitlelistedinAppendixBofthePoliciesshallbegrantedatermappointmentconsistentwithArticleXITitleDofthePolicies.AtFredonia,AppendixBappointmentsarereservedforprofessionalemployeeswhocoachFredonia’sDivisionIIIathleticteams.Acoachisaprofessionalemployeewhospends75%ormoreofhis/herprofessionalobligationincoachingorcoaching-relatedduties.
VI.A.5.AppendixCTitles
AprofessionalemployeeservinginatitlelistedinAppendixCofthePoliciesshallbegrantedatermappointmentconsistentwithArticleXITitleDofthePolicies.
VI.A.6.Permanent
PermanencyistheBoardofTrustees’equivalentto“tenure”forprofessionalemployeesatFredonia.Itisnormallyachievedaftersevenconsecutiveyearsoffull-timeserviceinatitleeligibleforpermanency,providedthelasttwoyearshavebeenservedinatitleeligibleforpermanentappointment.PermanentappointmentisgrantedbytheChancellorfollowingapositiverecommendationbythecampusPresident.Onceachieved,permanentappointmentshallcontinueuntilresignation,retirement,ortermination.SeePolicies,ArticleXITitleC.
VI.A.7.Probationary
Aone-yearprobationaryappointmentisgrantedtoaprofessionalemployeealreadyholdingatermappointmentorapermanentappointmentwhoisthenappointedtoadifferentprofessionaltitle.SeePolicies,ArticleXITitleE.
VI.B.TimelinesforProfessionalReviewsforReappointmentandPermanentAppointment
VI.B.1.PriorServiceCredit
Indeterminingeligibilityforpermanentappointment,thePolicies(ArticleXITitleC)providethataprofessionalemployeemaypetition22forPriorServiceCreditforuptoamaximumofthreeyearsinrecognitionofserviceatanotherSUNYcampusinaprofessionaltitleinwhichpermanencymaybegranted.Thiscredit,however,shouldbenegotiatedatthetimeofhire.Suchservice,ifrecognizedbyFredonia,truncatesthetimetopermanentappointmentbased
22http://fa.fredonia.edu/sites/fa/files/section/humanresources/_files/Request%20for%20Prior%20Service%20-%20NTP.pdf
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upontheamountofPriorServiceCreditapprovedbytheappropriatevicepresident.TheprofessionalemployeeisresponsibleforrequestingPriorServiceCreditandisencouragedtodosoasquicklyaspossible.AwaiverofallorpartofthePriorServiceCreditmustberequestedwithinsixmonthsoftheinitialappointment.
VI.B.2.TimelineforReappointments
AllprofessionalsshallhaveacommonreappointmentdateofSeptember1.Toachievethis,whenappointmentsbeginthroughouttheyear,theinitialappointmentshallbegrantedforoneyearorlongersothattheinitialtermappointmentendsonAugust31.ThereappointmentprocessstartswiththeevaluationoftheprofessionalemployeepursuanttoAppendixA-28oftheAgreement.
June15-July15 Theperformanceprogramandevaluationprocessiscompleted(seeVI.D.Annual
TimelineforPerformanceProgramandEvaluation)July15 Supervisorsubmitsreappointmentrecommendationlettertohis/herimmediate
supervisor,copyingtheemployeeandtheDirectorofHumanResources.
July30 Intermediatesupervisor(nextlevel,ifapplicable)submitsreappointmentrecommendationtothenext-levelsupervisor,copyingtheemployeeandtheDirectorofHumanResources.
August15 Intermediatesupervisor(nextlevel,ifapplicable)submitsreappointmentrecommendationtotheappropriatevicepresident,copyingtheemployeeandtheDirectorofHumanResources.
August15 VicepresidentsendsreappointmentrecommendationtothePresident,copyingtheemployeeandtheDirectorofHumanResources.
Ifatanylevel,therecommendationisfornon-renewal,theemployeeshallbegiven5workingdays’noticetoexaminethefileofevaluativematerialsandrespond(pursuanttoArticle31.6oftheAgreement).
August31 PresidentnotifiestheemployeeofthedecisionandcopiesalllevelsandtheDirectorofHumanResources.IfthePresidentdeniespermanentappointment,theemployeemayhavetherighttoappealthedenialtotheChancellorpursuanttoArticle33oftheAgreement.
VI.B.3.TimelineforNon-Renewal
ConsistentwithArticle32oftheAgreement,intheeventthatafull-timetermappointmentisnottoberenewed,thePresidentofFredoniaordesigneeshallnotifytheaffectedprofessionalemployeeinwritingnolaterthan
● Threemonthsbeforetheendofthefirstyearofservice.
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● Sixmonthsforprofessionalemployeeswhohavecompletedonebutnottwoyearsofservice.
● 12monthspriortotheexpirationofthetermforemployeeswhohavecompletedtwoormoreyearsofuninterruptedservicewithintheUniversity.
Intheeventthatapart-timetermappointmentisnottoberenewed,thePresidentofFredoniaordesigneeshallnotifytheaffectedprofessionalemployeeinwritingnolaterthan45daysbeforetheendofthetermappointment.
VI.B.4.TimelineforConsiderationofPermanentAppointment
Typically,aprofessionalemployeeontrackforpermanentappointmentservesaseven-year,full-timeconsecutiveperiod.Adecisionaboutgrantingpermanentappointmentshallbemadeattheconclusionoftheprofessionalemployee’ssixthconsecutiveyearoffull-timeservice,providedthelasttwoyearsofsuchserviceareinatitleeligibleforpermanencyandthattheemployeehasbeenservinginatermappointment.
VI.B.5.PausingthePermanentAppointmentClock
Aprofessionalservinginatitlethatcouldleadtopermanentappointmentmaypetitionhis/hervicepresidenttohavethe“permanency”clockstopped.TheprofessionalcompletestheRequesttoPausethePermanentAppointmentClockform23(seeAppendixH:RequesttoPausethePermanentAppointmentClock)andsubmitsittohis/herimmediatesupervisorforreview.Itshallspecifythereason(s)fortherequestandshallnotbeconsideredapproveduntilauthorizedbytherespectivedivisionalvicepresident.
Priortoconsideringthisoption,theprofessionalemployeeisencouragedtotalktohis/herimmediatesupervisor,divisionalvicepresident,andtheDirectorofHumanResources.SeePoliciesArticleXITitleC.Iftheprofessionalemployee’srequestforapauseofpermanentappointmentclockisdeniedatanypointintheprocesspriortoreachingthePresident,thereasonsfordenialshallbeincludedasanattachmenttotheapplicationform.Iftherequestisdenied,theapplicantmaywritealetterofappealtothePresidentwithinfiveworkingdaysfromthereceiptofthedeniedapplicationformandattachedreasonfordenial.ThePresidentmakesthefinaldecisionandnotifiesthecandidatewithintenworkingdaysofreceivingtheappealletterfromthecandidate.
23http://www.fredonia.edu/humanresources/forms/permanent_clock_form.pdf
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Iftherequesttopausethepermanentappointmentclockisapproved,theprofessionalemployeeshallnotberevieweduntilthepermanentappointmentclockisrestarted.Duringthetimethatthepermanentappointmentclockispaused,theprofessionalemployeeisappointedtoatitlewiththeprefix“Special.”Aftertherequestedpauseisover,theprofessionalemployeeresumesthetitleheldprevioustopausingthepermanentappointmentclock.Alltimeaccruedtowardpermanentappointmentpriortothepauseremainsineffect.TimeservedinSpecialstatusshallextendtheemployee’sdatetopermanencyonamonth/yearformonth/yearbasis.Apauseofthepermanentclockshallnotbeheldagainstcandidateswhentheyresumethereappointmentprocess.
VI.B.6.Reviewfor“Early”PermanentAppointment
Itispossibleinexceptionalcircumstancesforaprofessionalemployeewhoselasttwoyearshavebeenintheprofessionaltitleinwhichtheyarerequestingpermanencytosecurepermanentappointmentpriortothecustomaryseven-yearprocess.Applicationsshallbemadebytheemployeewithinthefirstthreemonthsaftertheendofthethirdorfourthyearofemployment.Theappointmentiseithergranted,ortheemployeeisnon-renewed.Priortoconsideringthisoption,theprofessionalemployeeisencouragedtotalktohis/herimmediatesupervisor,divisionalvicepresident,andtheDirectorofHumanResources.SeePoliciesArticleXITitleC.
VI.B.7TemporaryAdjustmentstoProfessionalObligation
InaccordancewithAppendixA-42oftheAgreement,professionalswhoseekflexibilityinbalancingtheirprofessionalobligation(e.g.reductioninFTE,12monthto10monthappointment,etc.)whileonthepermanentappointmenttrackmayapplyforanadjustment.RequestsforadjustmentsshallbesubmittedtotheimmediatesupervisorwhothenrecommendstotheDirectoranappropriatecourseofaction.TheDirectorthenrecommendstotheVicePresident.
TheVicePresidentsendsacopyofthedecisiontotheemployee,immediatesupervisor,Director,HumanResourcesDirector,andPresident.
Anadjustmenttotheprofessionalobligationmayaffectthetimelineforreappointmentnotificationorpermanentappointment.
VI.C.ChangesinProfessionalTitle(seePoliciesArticleXITitleC)
AFredoniaprofessionalemployeeholdingatermappointmentorpermanentappointmentinaprofessionaltitlewhoisappointedtoadifferentprofessionaltitleshallbegivenaprobationaryappointmentinthedifferentprofessionaltitle.
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Aprofessionalemployeeholdingpermanentappointmentinaprofessionaltitlewhocompletesaprobationaryappointmentinadifferentprofessionaltitleshallbegrantedapermanentappointmentinthedifferenttitleonly,andoncegrantedpermanencyinthenewtitleshallnotretainpermanentappointmentintheformertitle.
Aprofessionalemployeewhoisservingonatermappointmentinaprofessionaltitleandcompletesaprobationaryappointmentinadifferentprofessionaltitleshallbegrantedanewtermappointmentandshallnotretainatermappointmentintheformerprofessionaltitle.Thenewtermappointmentshallbeforadurationnotlessthantheunexpiredtermoftheprevioustermappointment.
Atanytimeduringtheprobationaryperiod,Fredoniamayrequiretheemployeetoreturntohis/herformerprofessionaltitle.
Aprofessionalemployeeholdingapermanentappointmentinaprofessionaltitleandservingaprobationaryappointmentinadifferenttitlewhoreturnstohis/herformerprofessionaltitleresumespermanentappointmentintheformerprofessionaltitle.
Aprofessionalemployeeholdingatermappointmentinaprofessionaltitleandservingaprobationaryappointmentinadifferentprofessionaltitlewhoreturnstotheemployee’sformerprofessionaltitleshallhavehis/herserviceintheprobationaryappointmentcountedtowardsthesatisfactionoftheeligibilityrequirementsforpermanentappointmentexceptasprovidedinthePolicies.
VI.D.AnnualTimelineforPerformanceProgramandEvaluation
NewlyhiredandpromotedemployeesshallreceiveaPerformanceProgramwithin30-daysoftheeffectivedateofhireorpromotion.Thisprogramshallbeineffectthrough7/14/YY.
June15 Supervisorrequestsfromtheemployeeanoptionalone-pagesummaryofperformanceaccomplishmentsachievedduringthecurrentevaluationcycle.Supervisorsareencouragedtocontactthesecondarysourcesintheperformanceprogramtosecuretheirperspectivesregardingtheemployee’sperformance.
June30 SupervisorpreparesdraftPerformanceEvaluationandPerformanceProgramformsandschedulesamutuallyconvenienttimetomeetwiththeprofessionalemployeetodiscusstheevaluationandprogram.
July5 SupervisormeetswiththeemployeetoreviewanddiscussthedraftPerformanceEvaluationformandPerformanceProgram.Asnecessitatedbyinformationexchangedinthemeeting,thesupervisormodifiesthePerformanceEvaluationandPerformanceProgram.
July10 Thesupervisorsecurestheemployee’ssignatureontheEvaluationandPerformanceProgramforms,providestheemployeewithasignedcopyofboth
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forms,forwardstheoriginalformstoHumanResources,andprovidescopiesasperthedistributionlistontheforms.Theemployee’ssignaturesignifiesonlythattheemployeehasreceivedanddiscussedtheevaluationwiththeimmediatesupervisor,anditdoesnotrepresentagreementordisagreementwiththeperformanceevaluationand/orperformanceprogram(Agreement,AppendixA-28).Theemployeemay,ifs/hesoelects,submitwrittencommentarytotheforms,andsuchcommentaryshalltravelwiththeformsintotheOfficialPersonnelfile.Iftheemployeeelectstoofferwrittencommentary,s/heshalldosowithin10calendardaysofreceiptoftheforms.
VI.E.CriteriatobeUsedtoEvaluateProfessionalEmployees
ThePerformanceProgramoutlinesthecriteriatobeusedintheevaluationofprofessionalemployees.ThePoliciesoutlinefivemajorcriteriatobeusedbythesupervisorindevelopingthePerformanceProgram.Professionalemployeesshallreceiveasummaryevaluationthatcharacterizestheirperformanceaseithersatisfactoryorunsatisfactory.
VI.E.1.EffectivenessinPerformance
ThePoliciesdefineeffectivenessinperformance“asdemonstrated,forexample,bysuccessincarryingoutassigneddutiesandresponsibilities,efficiency,productivity,andrelationshipwithcolleagues”(ArticleXIIC.5.a.).
VI.E.2.MasteryofSpecialization
ThePoliciesdefinemasteryofspecialization“asdemonstrated,forexample,bydegrees,licenses,honors,awards,andreputationinthefield”(ArticleXIIC.5.b.).
VI.E.3.ProfessionalAbility
ThePoliciesdefineprofessionalability“asdemonstrated,forexample,byinventionorinnovationinprofessional,scientific,administrative,ortechnicalareas;i.e.,developmentorrefinementofprograms,methods,procedures,orapparatus”(ArticleXIIC.5.c.).
VI.E.4.EffectivenessinUniversityService
ThePoliciesdefineeffectivenessinuniversityservice“asdemonstrated,forexample,bysuchthingsascollegeanduniversitypublicservice,committeework,andinvolvementincollegeoruniversityrelatedstudentorcommunityactivities”(ArticleXIIC.5.d.).
FredoniaexpectsallProfessionalemployeestoengageinserviceactivitiesthatsupportthecampusmission.
Departmentanduniversityservicemayincludemanykindsofactivities,suchas:
● Participationoncommittees,advisoryboards,taskforces,councils,unions,or
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governancegroups● Participationindepartmentmeetings● Initiationofcampusprogramsandprojects● Advisingstudentorganizations,honorarysocieties,andliving-learningcommunities● Assistingwithrecruitment,orientation,andretentionofstudents● Volunteeringinprofessionaldevelopmentactivities,suchasmentoringprograms,
rengas,andworkshopsforcolleaguesProfessionalemployeesalsosharetheirexpertisewithprofessionalandcommunityorganizations.Departmenthandbooksmayofferclearexamplesspecifictotheprofession.Thefollowinglist—bynomeanscomprehensive—includesprofessionalandcommunityservicewhichmaybeconsideredaspartofanemployee’sprofessionalobligation:
● Servingasanofficerinaprofessionalorganization● Reviewinggrants/proposalsforfundingagencies● Organizingorleadingaprofessionalmeetingorsessionataconference● Speakingasanexperttocivic,public,business,orprofessionalorganizations● Servinginaprofessionalcapacityonboardsoforganizations● WorkingwithcolleaguesintheP-12schools● Organizingorparticipatinginpublicconcerts,exhibitions,productions,lectures,
performances,orreadings● Workingwithgroupsthatpromotetheunderstandingofaprofessioninthecommunity● Servingasaconsultant(paidorunpaid)
Allprofessionalemployeesareexpectedtocontributetotheserviceworkloadofthedepartment,college/library,andcampus.Noamountofprofessionalorpublicserviceshallexcuseaprofessionalemployeefromtakingonthetasksthatareessentialtotheacademicenterprise.
VI.E.5.ContinuingGrowth
ThePoliciesdefinecontinuinggrowth“asdemonstrated,forexample,bycontinuingeducation,participationinprofessionalorganizations,enrollmentintrainingprograms,research,improvedjobperformanceandincreaseddutiesandresponsibilities”(ArticleXII,C.5.e.).
VI.F.ProcessandDocumentationforAnnualEvaluationofProfessionals
PerArticleXIITitleCofthePolicies,professionalemployeesshallbeevaluated“bytheemployee’simmediatesupervisor,formally,inwriting,onceeachyearduringthetermofappointment.”
VI.F.1.PerformanceProgram
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ThePerformanceProgram(Program)isthedocument24thatrecordsthegoalsandobjectivesthattheemployeeistoachieveduringtheevaluationperiodaswellas“Appropriatecriteriaforevaluatingthedegreetowhichobjectivesaremet”(Agreement,AppendixA-28).TheProgramcodifiestheobjectivestobeaccomplishedduringthenextevaluationcycle.Itfocusestheemployee’stalentsandexpertiseonagreed-upongoalstofacilitatehis/hersuccessfulcompletionwithintheprescribedtimeframe.TheProgramservesasthefoundationforthenextyear’sevaluation.Well-craftedProgramsservetosupportbothuniversityanddepartmentmissions,motivateemployees,removeambiguity,andensurecompliancewiththeAgreement.Totheextentpossible,thedocumentshouldbemutuallyagreedupon.
TheProgramisdevelopedatthetimeoftheannualemployeeevaluation.FollowingtheconclusionoftheformalEvaluationprocess,theimmediatesupervisorandtheprofessionalemployeeshallreviewanddiscusstheProgramanditsperformanceobjectivesforthenextevaluationcycle.Ifagreementcanbereachedduringthemeeting,theimmediatesupervisorandtheemployeeshouldsigntheProgramandforwardittotheDirectorofHumanResources.If,basedoninformationsharedbetweentheparties,anothermeetingisrequired,itshallbescheduledsothattheProgramcanbefinalizedbynolaterthanJuly1.
Ascircumstanceswarrant(e.g.,newsupervisor,changeindutiesbasedonnewassignment,etc.),theimmediatesupervisorandtheprofessionalemployeeshallmeettoreviewtheappropriatenessofitemsintheProgram.ModificationtotheProgramshallbeeffectedbytheimmediatesupervisorandtheprofessionalemployeeco-signinganupdatedProgram.SuchrevisedProgramshallbesenttotheDirectorofHumanResources.
VI.F.2.PerformanceEvaluation
Professionalemployeesshallhavetheirjobperformanceevaluatedonanannualbasis.Employeeevaluationshouldbeanongoingprocessthateliminatessurprise,providesmentoring,andculminatesinaformalevaluation.Suchperformanceshallbecharacterizedinsummaryaseither“Satisfactory”or“Unsatisfactory”(Policies,ArticleXIITitleC)usingtheform25provided.
Thepurposesofperformanceevaluationincludethefollowing:
● Reinforcingpositiveworkhabits● Increasingemployeeengagement● Identifyingareastoimprove
24ThePerformanceProgramFormisavailableonline:http://www.fredonia.edu/humanresources/perf_prog_eval.asp.
25ThePerformanceEvaluationFormisavailableonline:http://www.fredonia.edu/humanresources/perf_prog_eval.asp.
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● Demonstratingrespectandcommitment● Promotingprofessionaldevelopment● Recognizingandmemorializingachievements● Establishingabaselineforpotentialpromotions● Ensuringcontractualcompliance
Theevaluationprocessmeasuresperformanceagainstagreed-uponobjectives.Itcommenceswiththesupervisorschedulingamutuallyconvenienttimewiththeprofessionalemployeetomeetanddiscusstheevaluation.Iftheprofessionalsubmitstheoptional“self-reflection,”thesupervisorshallconsidertheinputalongwithperspectivessharedbytheagreed-uponsecondarysources.Theimmediatesupervisorshallprepareadraftevaluationandsharethedocumentwiththeprofessionalemployeepriortotheevaluationmeeting.Atthemeeting,thesupervisorshallsharehis/herratingonhowwelltheprofessionalemployeedidinmeetingthestatedobjectives.ForeachindividualgoalcontainedintheProgram,theimmediatesupervisorshallconfirmwhethertheprofessionalemployeeachievedoneofthefollowingoutcomes:
● Completedtheobjective● Achievedsatisfactoryprogress● Didnotachievesatisfactory/sufficientprogress● Thegoal/objectivewasdeleted/modified
Thesupervisorhastheoptionofusingoptionalratingsforeachindividualgoal:highlyeffective,effective,someimprovementneeded,orunsatisfactory.
VI.F.3.UnsatisfactoryEvaluation
Aprofessionalemployeewhosechoosestoappealafinalevaluationcharacterizedas“Unsatisfactory”shallinformtheimmediatesupervisorinwriting,theChairoftheCollegeCommitteeonProfessionalEvaluation(CCPE),andthePresidentorhis/herdesigneewithin10workingdaysofreceiptoftheEvaluation.
Uponbeingnotifiedthattheprofessionalemployeeisrequestingareview,theimmediatesupervisorshall,withinfiveworkingdays,providetheChairoftheCCPEasigned/datedcopyofthefinalevaluationreport.
Ifthefinalevaluationreportcontainsrecommendationsaffectingaprofessionalemployee'semploymentstatusoristobereviewedbytheCCPE,itshallbesenttothePresidentordesignee.
Iftheemployeechoosesnottoappealtheunsatisfactoryevaluation,thePresidentshalltakesuchactionasisdeemedappropriatewithrespecttotherecommendations.Otherwise,actionshallbedelayeduntiltheCCPEhascompleteditsreviewandsubmitteditsrecommendationstothePresidentordesignee;however,failureoftheCommitteetoinitiateandcompleteatimelyreviewshallnotpreventthePresidentfromactinguponrecommendationsinthefinalevaluationreporttoconformwithnoticerequirementsintheeventofnon-renewalofterm
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appointments.
VI.F.4.CollegeCommitteeonProfessionalEvaluation(CCPE)(Agreement,AppendixA-28,VI)
TheCCPEshallconsistofthreeprofessionalemployeeselectedatlargebytheprofessionalemployeesinaccordancewithlocalUUPchapterpractice.Inaddition,twoprofessionalemployeesshallbeselectedbythePresident.AChairofthecommitteeshallbeelectedfromamongthemembers.
TheCCPEshall,uponthetimelyrequestofaprofessionalemployee,reviewafinalevaluationreportcharacterizedas"Unsatisfactory."
Committeereviewshalladdressboththeproceduresandsubstanceoftheunsatisfactoryevaluation.
Aspartofitsreview,theCommitteeatitsdiscretion
● shallhaveaccesstoallpreviousformalevaluationsoftheprofessionalemployeeconcerned;
● mayrequestandconsideranyadditionalcommentsbyeithertheimmediatesupervisorortheprofessionalemployee;
● mayrequestinformationpertinenttothereviewfromsecondarysources;● mayrequestthattheimmediatesupervisorand/ortheprofessionalemployeemeet
withtheCCPEandrespondtoinquiries;● shallbefreetocalluponanyotherindividualwhomtheybelievehasinformation
relativetotheevaluation.AllindividualsshallbeencouragedtocooperatewiththeCCPEifsorequested.
TheCCPEshallcompletethewrittenrecommendationswithin25workingdaysfromthedateofappeal,withcopiestotheprofessionalemployee,theimmediatesupervisor,theevaluator'ssupervisorandthePresident.Within10workingdaysoftheissuanceofthewrittenrecommendations,thePresidentshalltakesuchactionass/hedeemsappropriateandshallgivewrittennoticeofsuchactiontotheprofessionalemployee,theimmediatesupervisor,theevaluator'ssupervisorandtheCCPE.
VI.G.ProcessforPromotionandIn-GradeSalaryIncreasesforProfessionalEmployees
VI.G.1.Scope
ThissectioncoincideswithA-28oftheAgreementanddoesnotincluderequestsforpromotionsorsalaryincreasestoaddressequity,merit,orachangeincredentials.
VI.G.2.TitlesandJobDescriptions
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TheManagementAdvisoryCommitteeonClassificationandCompensation26(MACC)istheGuidetoUUPbargainingunitTitlesandJobDescriptions.
VI.G.3.PromotionRequests(Agreement,AppendixA-28,I)
AccordingtoAppendixA-28(I)oftheAgreement,promotionmaybewarrantedbasedon“apermanentsignificantincreaseorchangeintheemployee’sdutiesandresponsibilitiesasaconsequenceofmovementfromonepositiontoanotherofgreaterscopeandcomplexityoffunctionorresultingfromapermanentsignificantincreaseintheemployee’sdutiesandresponsibilitiesasaconsequenceofapermanentincreaseinthescopeandcomplexityoffunctionoftheemployee’s[current]position”(Policies,ArticleXIIC.2.a).AtFredonia,requestforpromotionasdescribedabove,exceptforCabinet-approvedreorganizations,shallbemadeatthetimeoftheannualperformanceprogramandevaluationbyeitherthesupervisorortheemployee.
VI.G.4.In-GradeSalaryIncrease(Agreement,AppendixA-28,IV)
AccordingtoAppendixA-28(IV)oftheAgreement,“anemployeewhohasbeenassignedapermanentandsignificantincreaseindutiesandresponsibilitiesasdemonstratedbytheemployee’sperformanceprogrammayapplyforasalaryincreaseprovidedthattheemployeefirstrequestedarecommendationforsuchasalaryincreasefromtheemployee’simmediatesupervisorandhasbeendeniedatanorganizationallevelbelowthatofthecollegePresident.”AppendixA-28requestsdonotincluderequestsformeritorequityadjustments.AtFredonia,A-28requestsforsalaryincreasesshallbemadeatthetimeoftheannualperformanceprogramandevaluationbyeitherthesupervisorortheemployee.
VI.G.5.ProcessforAppeals(Agreement,AppendixA-28,III)
RequestsforA-28relatedpromotionand/orsalaryincreasesshallbemadeatthetimeoftheannualperformanceprogramandevaluationusingtheRequestforAppendixA-28Promotionand/orSalaryIncreaseform(seeAppendixO).Requestsmaybemadeforpromotionandforin-gradesalaryincreases.Anemployeemayinitiatetheprocessbystatingthecaseforthepromotionand/orsalaryinwritingtotheirimmediatesupervisorforreviewandrecommendation.Theemployee’ssupervisormayinitiatetheprocess,ormayforwardtheemployee’srequest,bystatingthecaseforpromotionand/orsalaryincreaseinwritingtotheDean/Directorforreviewandrecommendation.TheDean/DirectorwillreviewbasedonthecriteriaforpromotionandsalaryincreasesandprovidewrittenrecommendationtotheDirectorofHumanResources.TheDirectorofHumanResourceswillreviewbasedthecriteriaforpromotionandsalaryincreasesinAppendixA-28SectionIIIParagraphDandwillprovide
26ThelistofMACCTitlesisavailableonline:http://www.uupinfo.org/reports/intro10.php
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writtenrecommendationtotheDean/DirectorandappropriateVicePresident.TheVicePresidentshallapproveordenytherequestbasedontheanalysisprovidedbytheDirectorofHumanResources.Ifapproved,therequestwouldbeforwardedtothePresidentforconsideration.Ifdenied,theemployeemayappealasoutlinedinHARPVI.G.6.andVI.G.7.
VI.G.6.TimelineforA-28Promotion&SalaryIncreaseRequests
June15-July15 Employeemayinitiateprocessbystatingthecaseforpromotionand/orsalaryincreaseinwritingtotheirimmediatesupervisorusingtheRequestforAppendixA-28Promotionand/orSalaryIncreaseform.Thecurrentperformanceprogramandthenextmostrecentperformanceprogramisattachedtotherequest.
July30 SupervisorinitiatesprocessORforwardsemployee’srequestusingtheRequestforAppendixA-28Promotionand/orSalaryIncreaseform.Thisform,thesupervisor’swrittenjustification,andcopiesofthecurrentandmostrecentperformanceprogramsaresenttotheDean/Directorwithacopytotheemployee.
August15 Dean/DirectorreviewsandforwardstheRequestforAppendixA-28Promotionand/orSalaryIncrease,thesupportingdocumentation,andawrittenjustificationtotheDirectorofHumanResourceswithacopytotheemployeeandtheemployee’ssupervisor.
September15 DirectorofHumanResourcesprovideswrittenanalysisofrequesttotheappropriateVicePresidentwithacopytotheemployee,theemployee’ssupervisor,andDirector/Dean.
September30 TheVicePresidentprovideswrittenrecommendationoftherequesttothePresidentwithacopytotheemployee,theemployee’ssupervisor,theDirectorofHumanResources,andDirector/Dean.
October15 ThePresidentnotifiestheemployeeofthedecisionregardingpromotionand/orsalaryincreasewithacopytothesupervisor,theDirector/Dean,theDirectorofHumanResources,andtheVicePresident.
Temporary,significantincreasesorchangesinemployee’sdutiesandresponsibilitiesthatoccuroutsideofthistimelineshallbeconsideredforExtraService.
VI.G.7.ProcessforA-28Appeals
ConsistentwithAppendixA-28oftheAgreement,ifaprofessionalemployee’spromotionorin-gradesalaryincreaserequestisdeniedatanystepbelowtheleveloftheuniversityPresident,orifnowrittenresponseisreceivedbytheemployeeatanystepbelowthelevelofthe
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universityPresidentwithin45days,theemployeemayappealthedenialtotheCollegeReviewPanel(CRP),inwriting,withacopytoHumanResources.TheCRPshall,within60calendardaysofreceivingtheappealfromtheemployee,prepareawrittensummarycodifyingtheirpositionontheemployee’srequestandshallforwardsametotheCollegePresidentwithacopytotheemployee,supervisor,Dean/Director,DirectorofHumanResources,andtheappropriateVicePresident.ThePresidentshall,within90calendardaysofreceivingtherecommendationfromtheCRP,prepareawrittenrecommendationonthemeritsofthepetitionandreplytotheemployeewithacopytothesupervisor,Dean/Director,DirectorofHumanResources,theappropriateVicePresident,theVicePresidentofFinanceandAdministration,andtheChairoftheCRP.
IfnoresponseisreceivedfromthePresidentwithin90calendardaysfromthedateofCRPrecommendation,orifthePresidentdeniesthepromotion,theemployeemayappealtotheUniversityReviewBoard.SuchwrittenappealmaybepreparedbytheemployeeandsenttotheURBwithacopytotheuniversityPresidentandHumanResources.
VI.H.ProcessforInternalSearches
If,followingCabinetapproval,aprofessionalSL2-SL5positionisdesignatedasonethatcanbeopeneduptoaninternalsearchonly,thentheHumanResourcesDirectorshalldesignateitassuchandpostitoncampusfor10workingdays.Ifthepositionisnotsuccessfullyfilledbyacurrenton-campusemployee,thenthesearchshallbebroadenedtoaregional,SUNY,ornationalsearch.
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VII.EmeritusStatus
VII.A.Process
FacultyandProfessionals,fullandpart-time,whoretireingoodstandingareeligibleforEmeritusstatuspursuanttothePolicies(ArticleXVTitleD).ThisistheprocessusedatFredoniatoconfirmthistitle:
● TheemployeecompletestheEmeritusApplication27atthetimeofcompletingretirementpaperwork.Theapplicationprovidesanopportunitytorequestspecificprivileges.EmployeeswhoapplyforEmeritusstatusaftertheycompletetheirretirementpaperworkmayexperienceaninterruptionofelectronicservices.
TheEmeritusApplicationissubmittedtotheOfficeofthePresident.ThePresident’sassistantschedulesanexitinterview.ThePresidentinterviewstheretiringemployee.Aftertheinterview,thePresidentsendsaletterconfirmingEmeritusstatuswhichindicatesapprovedservices.TheletteriscopiedtothedepartmentChair,Dean,Provost,HR,andITSaswellasanyotherdepartmentassociatedwithservices.HRindicatesthisstatus,dategranted,andservicesgrantedintheemployeedatabase.
VII.B.Privileges
ThereareprivilegesthatanEmeritusemployeeisgrantedautomatically,andthereareprivilegesthathavetobeapprovedbythePresident.
VII.B.1.AutomaticPrivilegesforEmeritusEmployees
AccesstothefollowingprivilegesisautomaticallygrantedwithEmeritusStatus:
● CampusNetworkAccess(includingprintingquota)● Learningmanagementsystem● NEWSListserv● Emailandcollaborationsuite● U-Drive● Fredcard● Accesstolibrarycomputers,databases,interlibraryloan● Parkingsticker
VII.B.2.DiscretionaryPrivilegesforEmeritusEmployees27http://fa.fredonia.edu/sites/fa/files/section/humanresources/_files/Emeritus%20Application%202015.pdf
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AccesstothefollowingprivilegesmaybegrantedbythePresidentinconsultationwiththedepartment/unit:
● Sharedofficespace● AuthorizationtoworkongrantsforFredonia,providedthataCo-PrincipalInvestigatoris
acurrentemployee● Theuseofcopiercodes,long-distancecodes,postage,anddepartmentmailboxfor
universityservice● Cardand/orkeyaccesstobuildingsandrooms
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Appendix
AppendixA:DPCBallot
AppendixB:APCBallot
AppendixC:COIForm
AppendixD:SuggestionsforPreparingaDossierforReappointment,ContinuingAppointment,orPromotion
AppendixE:PerformanceProgram
AppendixF:PerformanceEvaluation
AppendixG:RequesttoPausetheTenureClock
AppendixH:RequesttoPausethePermanentAppointmentClock
AppendixI:EmeritusApplication
AppendixJ:RequestforPriorServiceCredit–AcademicEmployees
AppendixK:RequestforPriorServiceCredit–ProfessionalEmployees
AppendixL:ClassroomObservationPre-VisitQuestionnaire
AppendixM:ClassroomObservationFeedbackForm
AppendixN:ClassroomObservationPost-VisitQuestionnaire
AppendixO:RequestforArticle28Promotionand/orSalaryIncrease
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AppendixA:DPCBallot
LinktoDPCBallot:
http://www.fredonia.edu/humanresources/DepartmentPersonnelCommitteeBallot.pdf
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DepartmentPersonnelCommitteeBallot
NameofCandidate:
Department/School:
Candidatefor: �Reappointment
�ContinuingAppointment
�PromotiontoAssociateProfessor/AssociateLibrarian
�PromotiontoProfessor/Librarian
Recommendation: �Yes,stronglyrecommend
�Yes,recommend
�Yes,recommendwithreservation
�No,donotrecommend
Explainthereason(s)foryourrecommendation:
Signature
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Name(typed)
Date
Thiscompletedform(includingsignature)shallbecomepartofthecandidate’sreview
processandshallbesharedwiththecandidateandallsubsequentreviewers.
InattendanceatDPCdeliberation____Yes____No
AppendixB:APCBallot
LinktoAPCBallot:
http://www.fredonia.edu/humanresources/forms/APC_Ballot.pdf
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AcademicPersonnelCommitteeBallot
NameofCandidate:
Department/School:
Candidatefor: �ContinuingAppointment
�PromotiontoAssociateProfessor/AssociateLibrarian
�PromotiontoProfessor/Librarian
Recommendation: �Yes,stronglyrecommend
�Yes,recommend
�Yes,recommendwithreservation
�No,donotrecommend
Explainthereason(s)foryourrecommendation:
Signature
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Name(typed)
Date
Thiscompletedform(includingsignature)shallbecomepartofthecandidate’sreview
processandshallbesharedwiththecandidateandallsubsequentreviewers.
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AppendixC:COIForm
LinktoCOIForm:
http://www.fredonia.edu/humanresources/forms/COI_Form.pdf
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ConflictofInterestForm
NameofCandidate:
Department/School:
Candidatefor: �ContinuingAppointment
�PromotiontoAssociateProfessor/AssociateLibrarian
�PromotiontoProfessor/Librarian
Explanation:
Explainthereason(s)foryourconflictofinterest:
Signature
Name(typed)
Date
Thiscompletedform(includingsignature)shallbecomepartofthecandidate’sreview
processandshallbesharedwiththecandidateandallsubsequentreviewers.
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AppendixD:SuggestionsforPreparingaDossierforReappointment,ContinuingAppointment,orPromotion28
SuggestionsforPreparingaDossierforReappointment,ContinuingAppointment,orPromotion
Thesesuggestionsareintendedtoassistfacultycandidatesinpreparingmaterialsforpersonnelreview.Ultimately,itisthecandidate’schoiceofwhatisincluded.Althoughyoumaythinkofthisasanonerousclericaltask,treatitasyouwouldotheraspectsofyourfacultywork:allscholarlyprojectsrequirereflection,gatheringofappropriateevidence,goodwriting,andprofessionalism.Thedossierisyouropportunitytointroduceyourworktocolleaguesandtomakeareasoned,well-supportedargumentaboutthevalueofthiswork.Inadditiontoprovidinginformationthatisthebasisofpersonneldecisions,thedossierdemonstrateshowyourworkcomplementstheoverallworkofthedepartmentanduniversity.
A. GeneralSuggestions
B. Audience.Rememberthatalthoughonelevelofreviewinvolvesyourdisciplinarycolleagues,
someofwhommayhaveadirectknowledgeofyourwork,somereadersofthisdossierwillbefromoutsideyourspecialty.Justasyouwouldforagrantproposal,writeasclearlyandspecificallyaspossibleforageneralaudience.Showrespectforreaders’timebypresentingmaterialsinanorganized,concise,professionalway.
C. CentralQuestions.Prepareyourdossierasananswertothequestionsthatreviewcommittees
willuseintheirevaluations:● (forreappointment)Inthepastyear,howdoesthisfacultymember’swork
demonstratethathe/sheshouldbereappointedfornextyear?● (forcontinuingappointment)Howdoesthisfacultymember’swork
demonstratethathe/sheissomeonetheuniversityshouldretainindefinitely?● (forpromotion)Howdoesthisfacultymember’sworkdemonstratethathe/she
hasmetatleasttheminimumrequirementsforpromotiontoamoreseniorrank?
D. Organization.Eachdossiermaybeorganizedinslightlydifferentways,basedonthenatureoftheworkbeingpresented,thediscipline,varyingdepartmentalguidelines,andthefacultymember’sownpreferences.Theoutlineinthishandoutisageneralrecommendationfororganizingdossiers,likelytobemodifiedbasedonindividualrecordsanddepartmental
28AdraftofthesesuggestionswasdevelopedbytheVicePresidentforAcademicAffairs,VirginiaHorvath,andrevisedbytheSUNYFredoniaandUUPteamnegotiatingtheHandbook.Basedonherexperienceinevaluatingfacultydossiersfromalldisciplinesandasamemberofasix-yearAAHE-CarnegieFoundationprojectondocumentingfacultywork,thesesuggestionsareintendedtoassistfacultyindevelopingdossiersthatareclear,coherent,concise,andgroundedinappropriatedata.
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guidelines.
E. Format.AlthoughFredoniadoesnotcurrentlyhaveastandardsystemforelectronicportfolios,facultywhowishtopresenttheirmaterialsinanelectronicformatarecertainlyencouragedtodoso.Printorelectronicdossiersshouldbecompact,professionallookingandeasytonavigate,withapparatusthatallowsbrowsingandquickreference.Foraprintdossier,thereshouldberoomtoturnpages,clearlylabeledsections,andeasycross-references.Manyreaderspreferanoverview,withsupportingmaterialspresentedinanappendixorlink.
F. Bulk.Assumethatthesameprinciplesthatguideyourresponsestostudentwork,websites,or
professionalwritingareappropriatehere:youwouldnotwanttoreadrawdata,poorlyorganizedorwrittendocuments,orreportsthatseempaddedwithunnecessarymaterials.Beforeincludinganythinginthedossier,askwhetheritisnecessarytoyouroverallargumentandwhetherthematerialyouincludedocumentsanactivitythatthecommitteeneedstolookatindetailorwouldmisunderstandifthedocumentationwerenotincluded.
Thereisneverareasontosubmitanentirecrateofmaterials.Infact,evenifyouincludeallelementsoftheoutlineshere,aprintdossiercouldbecompletelycontainedina1”binder(withanypublishedbooksalsosubmitted).Usegoodprofessionaljudgment,andshowrespectforreaders’time.Herearesometypicaldossierfillersthatyoushouldnotinclude:
● manuscriptsofworkinprogress;● draftssubmittedforpublication;● notesonanuncompletedproject;● proposalsforgrantsthatwerenotfunded(unlessthedepartmentisinterested
inseeingthesesothatcolleaguescanbemorehelpfulinrevisingandresubmitting);
● everyhandoutforeverycourse;● everypageofcompletedstudentevaluations(findingawaytoincluderesultsin
aconcise,easy-to-readformatisessential,butnoreviewerneedstolookatallrawdataanddecipherhand-writtencomments)
● studentpapersorcompletedtests/exams(seeTeachingandLearningsectionbelowforexceptions)
● conferenceproposalssubmitted;● personalcorrespondencefromstudentsorcolleagues,unlesstheyhavegiven
permissionandthecorrespondencedocumentsclaimsinthedossier;● memosorminutesthatshowyouwereappointedtocommitteesorpresentat
meetings;● perfunctorythank-youlettersandnotes;● routinecorrespondenceaboutmaterialsalreadyinprint(suchasacceptance
letters).● conferenceprograms(includingthepresentationslidesortextwouldbeuseful;
showingyournameintheprogramwouldnot)
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● performanceprogramsalone(colleaguesmaywishtoseeyournameonaprogram,butmoreimportantissomethingthatallowsthemtoevaluatetheperformanceorexhibition)
A. Tone.Thewritingyoudoforthisdossierreflectsyourattitudetowardyourwork,your
students,yourcolleagues,andyourprofession.Becarefulaboutthetoneyouuse:committeescanbeconfusedorannoyedbychattydiction,sarcasm,fluff,hyperbole,anddefensiveness.Youmayfeeloppressedbythisprocessorangryatlettersyoureceivedthepreviousyear,butthefileisnottheplacetoventsuchfrustrations,criticizeyourcolleaguesortheadministration,requestfinancialsupport,ormakeacaseforchangingdepartmentaloruniversitypolicies.
B. Time.Doingthisprocesswellrequirestimeforboththinkingandassemblingmaterials.Startasearlyaspossible,andseekfeedbackfromtrustedcolleaguesasyouworkoutsectionsofthenarratives.Otherswillbeabletoaskquestionsorletyouknowwhereyouhavenotbeenclear.Althoughmanypeopledelaycompilingmaterialsuntiljustbeforethedeadline,finishingwellinadvanceoftheduedatewillgiveyouampletimeforreflectionandrevision,aswellasmoreenergyforthestartofthefallsemester.
1. FrequentlyAskedQuestions.Hereareanswerstosometypicalquestionscandidatesask:
A. HowcanIkeepareviewcommitteefrommissingsomethingimportantinmyrecord?Makesureit’seasytofind,notburiedinajumbleofotherthings.Aneffectiveletteroftransmittalisanotherwaytoletcommitteesseethehighlightsofyourrecord,andmostreadersappreciatewhenthatlettersummarizesthemostimportantpiecesofthefile.
B. WhydoIhavetoincludenarrativesaboutmycourses?Reviewcommitteeswillnotbeinyourclassroomsorhaveanyotherwayofknowingwhethertheobjectivesoutlinedonyoursyllabuswereactuallymetinyourcourses.Moreimportantly,thereisasignificantdifferenceinthewaysweexplainourcoursestoourstudents(onhandouts,syllabi,etc.)andthewayswecanexplainourprocessandresultingstudentlearningtoourcolleagues.Valuingteachingandlearningmeansthatweincludereflectivewriting,evidenceofeffectiveness,connectionstootherscholarlywork,andevidenceofscholarlyinquiryaboutteachingandlearninginourpractice.
C. HowcanIpossiblyexplainverycomplexideasinmydisciplinetopeoplewhoarefromotherfields?Youwon’tbeabletoexplain,inthisdossier,theeleganceofyourapproachtoaperformanceorproblemyou’veworkedoutinanarticlewrittenfordisciplinarycolleagues.Butabriefexplanationofyourinquiry—thecentralquestionsyourresearchorcreativeactivityasks—willprobablybeunderstoodbyyourcolleaguesindifferentfields.Thedossierisbeingreadbyotherfacultyandbyadministratorswithacademiccredentials:trustthattheycanknowtheenvironmentsofscholarlywork,eveniftheydonotshareyourdisciplinaryexpertise.Colleaguesoutsideyourdiscipline(andthoseinothersubfields)maynotknowthesignificanceofparticularjournals,presses,performancevenues,andconferencesinyourfield,soit’sagood
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ideatoletthemknowif,forexample,yourworkappearsinajournalwitha10%acceptancerateoryouareselectedforaprestigiousjuriedexhibition.It’snotbragging;it’shelpingreaderstounderstandthewayspeershavevaluedyourwork.
D. I’mnotmuchofawriter.Whyshouldthatmatterhere?Allscholarshipcomesdowntowriting,whetheritresultsinanarticle,book,report,orabstract.Nooneishopingforfloweryproseorelaborateautobiographyhere,butreadersdoexpecttofindefficient,literatewriting.Itisthebasisofourmeasurementofliteracyandprofessionalism,and,asinanyotherprofession,writingmatters.It’snotfair,perhaps,butalackofattentiontosuchboringtasksasproofreading,spelling,andmechanicswillbenoticedbycommittees—perhapsraisingquestionsaboutacandidate’sstandardsoracademiccredentials.Thelastresponseyouwouldwantfromacommitteewouldbedoubtaboutyourabilitytoteachandevaluatestudents,toreflectonteachingandlearning,ortoproducepublishableresearch,butpoorlyorganizedorarticulatedwritingraisessuchdoubts.Ifyouknowyouhavetroublewithediting,workoutthedraftsofthefileearly,andasktrustedcolleaguestoreviewdrafts.
E. HowdoIrespondtonegativestudentorpeerevaluations,orisitbetternottomentiontheseatall?Youcan’tignorethese.Yourreviewcommitteeswillnot.Anditistrickytorespondwithoutbeingdismissive,sarcastic,oroverlydefensive.It’sallrighttoexplainwhycertaincommentsdonottroubleyouorcauseyoutorevisethecourses,whyothershavecausedconcernandpossiblyadjustments.Everyonehassomenegativecommentsfromstudentsfromtimetotime;committeeswillbelookingforevidenceofhowyourespondtothese,howyouusecourseevaluations,midtermevaluations,orotherassessmentstoguideyourthinkingabouthowstudentslearn.Noonewantsyouto“waterdown”coursesormakepleasingstudentsyouraim:thegoalisforstudentstolearn,andathoughtfulinstructorwhoisabletochallengeandsupportstudentsintheirlearningisessential.Withpeerevaluations,itisessentialthatyoucommentinsomewaytothepraiseandcriticismyoureceive.Keepyourtonerespectfulandexplainhowyouareusingtheevaluator’scommentsasyouconsideryourcoursedesignordelivery.
F. IhaveasignificantpublicationthatcameouttheyearbeforeIwashiredatFredonia.Shouldn’tthisbepartofmyfirstreappointmentfile?Shouldn’tit“count”forcontinuingappointment?Whenyoustepontothetenuretrack,theclockbeginsagain.Soalthoughyourcurriculumvitae—includedineachyear’sdossier—liststhispublication,youwouldnotincludeitamongyouraccomplishmentsintheyearunderreview.It“counts”inthatitmayhavebeensignificantinyourbeinghired,butisnotpartofthereviewperiod.Itispartoftheoverallrecordthatisreviewedforcontinuingappointment,butcommitteesatthatpointarelookingforsustainedworkthroughthereappointmentyearsaswell.
G. ShouldIrespondtolettersIreceivedinthepreviousreappointment?IfpreviousreappointmentlettersfromChairsandadministratorshavesuggestedorinsisteduponcertainactions,besuretoshowhowyou’verespondedtotheserecommendations.Ifyou’vebeenadvisedtodosomething(suchasseekbroadervenuesforyourresearchorworkwithamentoronsomeaspectofyourteaching),committeeswillbelookingtoseethatyou’vedonethisand
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willbehopingforgoodresults.Makesurethatyoureffortstorespondtosuggestionsarenotlostinthefile.IfyouhavenotfollowedsomespecificrecommendationfromaChairorDean,thereisnohiding;explainthisdirectly.Thereisnoneed,however,torespondtospecificcommentsoncommitteemembers’ballots:thesecansometimesbecontradictory,andtheyrepresentanindividual’sresponse,nottheofficialadvicefromtheacademicunit.
H. ShouldIseekexternalreviewsofmywork?AtFredonia,noexternalreviewsarerequiredforcontinuingappointmentorpromotiondecisions.Butespeciallybecausedepartmentscanbesmall,theremaybeveryfewpeopleoncampuswhoworkinyourspecialtyarea.Havingtheperspectiveofthosewhoteachthesamecourses,performinsimilarways,orengageinsimilarscholarlyworkmaystrengthenyourdossier.Youcaninvitepeopletocommentonapublicationorateachingportfolio.Avoidalettercampaign,however.Afewlettersbypeopleknowledgeableinthefieldisfarmorevaluablethanastackoftestimonialssolicitedbythecandidate.
2. SuggestedOutlineoftheDossierThisoutlineofsuggestedsectionsandcontentsofyourdossiermightbeusefulinorganizingyourmaterialsinprintorelectronicformat.
A. Letteroftransmittal.Addressaletter,onletterheadandinstandardbusinessletterformat,to
thedepartmentChairandDepartmentalPersonnelCommittee.Itshouldpresentthecentralargumentofthedossierandthankcolleaguesforreadingandevaluating.Reviewersfinditveryhelpfulwhenacandidateusesthislettertosummarizethehighlightsoftherecordduringthereviewperiod:thiscanbeaccomplishedinabrief(1-or2-page)letterwithbulletlists.Thinkofthisletterasprovidingaclear,briefresponsetothequestionthecommitteewillask(suchashowyourworkinthepastyeardemonstratesthatyoushouldbereappointed).
B. PoliciesforReappointment/Tenure/Promotion.Sothatallreviewershavequickaccesstothe
policiesthatgovernyourpersonnelaction,includecopiesofthesepolicies:appropriatepagesfromthedepartmentalhandbookpoliciesforreappointment,continuingappointment,orpromotion;appropriatepagesfromtheFredoniaHandbook.
C. CurriculumVitae.Includeanupdatedcurriculumvitaethatoutlinesallcompletedprofessional
work—eventhatwhichpre-datesyourhireatFredonia.IfyoukeepyourmaterialupdatedinDigitalMeasures—ActivityInsight,youcaneasilygeneratethec.v.Includefullinformationforscholarly/creativework,followingthecitationconventionsofyourdiscipline.Itmaybehelpfultoreviewersifyourc.v.highlightsthoseaccomplishmentscompletedwithinthetimeperiodunderreview.
D. ExternalReviews(ifincluded).Externalreviewisnotrequired;however,ifyoudohaveletters
ofevaluationorsupport,includetheminthissection.
E. TeachingandLearning.SeethedetailsinSection4belowforsuggestedorganizationof
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materialsrelatedtoTeachingandLearning.1) Narrativeoverview2) Coursestaughtinthereviewperiod3) Curricula/program/accreditationmaterialsdeveloped4) Assessmentsandevidenceofstudentlearning5) Goalsforfuturecourses6) Supportingmaterials
F. ScholarlyandCreativeActivity.SeethedetailsinSection5belowforsuggestedorganizationofmaterialsrelatedtoScholarlyandCreativeActivity.1) Narrativeoverview2) Annotatedbibliography/listofworkcompletedduringthereviewperiod3) Workinprogress4) Goalsforfuturescholarshipandcreativeactivity5) Supportingmaterials
G. Service.SeethedetailsinSection6belowforsuggestedorganizationofmaterialsrelatedto
Service.1) Narrativeoverview2) Annotatedlistedofservicecompletedduringthereviewperiod3) Goalsforfutureservicecontributions4) Supportingmaterials
3. DocumentingTeachingandLearningThissectionofthedossierisveryimportantatFredonia,withourcommitmenttostudentsuccess.Itisachancetoreflectuponandprovideevidenceforanessentialpartofyourfacultyrole,sothissectionneedstoincludemorethansyllabiandcourseevaluationscores,whichrevealonlyasmallpartofthepicture.Reviewersofthedossierwanttoknowhowyouapproachanddesignyourcourses,howyouengagestudentsinandoutsideofclass,howyouevaluatestudentworkandusemultipleformsofassessmenttoimproveteaching/learning,howyourteachingcomplementstheworkofyourdepartmentalorprogramcolleagues,andhowyouconnectyourcoursestothecriticalquestionsofyourdiscipline.Excellentteachinggoesfarbeyondcontentmasteryofone’sfieldortheabilitytoorganizeanddeliveraclearlecture:itincludesdeepunderstandingofthecurriculumandwaysstudentslearnbest,coursedesignswithhighexpectationsandrigor,assignmentandprojectdesignsthatscaffoldlearning,appropriateusesoftechnology,attentiontoinclusionanddiversity,andguidanceandfeedbackasstudentsarechallengedtolearn.AtFredonia,excellentteachingalsoincludeseffectiveacademicadvising(courseselection,careerguidance,andotherissues),collaborationoncurriculumdevelopmentandassessment,willingnesstoassiststudentsinsideandoutsideclass,andextendinglearningbeyondtheclassroomthroughservice-
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learning,experientiallearning,andcollaborativeresearch/creativeactivity.ThefollowingoutlinemightbeawaytoorganizetheTeachingandLearningsectionofyourdossier:
A. Narrativeoverview.Beginthissectionwithabriefnarrativeaboutyourteachinginthereviewperiodandhowitisscholarly,aswellaseffective.Thisisdifferentfromamoregeneral“teachingphilosophy”statementthatoneordinarilyincludesinanapplicationforateachingposition,andthisnarrativeisgoingtochangethrougheachyearofthereappointmentprocess.Youmightapproachthisnarrativebyconsideringwhatyouhopetodemonstrateaboutyourteaching.Thesearesometypicalquestionsthenarrativemightanswer—althoughyouwouldcertainlynotattempttoaddressallofthese:● Howdidyourteachingdeveloporchangeoverthereviewperiod?● Howhasyourfieldchanged,andhowdoyourcoursesreflectthosechanges?● WhathaveyoudiscoveredaboutFredoniastudentsandthewaystheylearnbest?● Whatisinnovativeaboutyourcourses?● Howdoyouattendtoandmeasurestudentlearning?● Howdoyourcoursescomplementothereffortstoachievedepartmental,program,or
institutionalgoals(suchasglobalfocus,attentiontodiversity,environmentalstewardship,communityengagement,undergraduateresearch)?
● Howdoesyourteachingconnecttootherformsofscholarship?● Whatquestionsdoyouaskofyourownteaching?● Whatareyourscholarlypracticesregardingteaching(inquiry,reading,collaboration,
revision)?● Whattextsortheorieshaveinfluencedthewaysyouthinkaboutyourdiscipline,the
studentsyouteach,andthewaysyoudesignyourcourses?● Howhasnewlearningofyourown(suchasscholarlyinterests,participationinworkshops
andseminars,expertisewithtechnology,communityengagement)affectedyourcoursesandyourstudents’learning?
B. Coursestaughtinthereviewperiod.Listallthecoursesyoutaughtduringthereviewperiod,by
semester.Atablethatincludescourseenrollmentsmaybeaneffectivewaytopresentthissimplyandclearly.Youmaywanttoincludeabriefnarrative(paragraphortwo)abouteachofthecoursesyouhavetaughtduringthereviewperiod,withreferencestocoursematerialsintheSupportingMaterialssection.Howdidthecourseevolveoverthesemestersyouhavetaughtit?Whatchangeshaveyoumadeincontent,classformat/delivery,assignments,usesoftechnology?Why?Whattellsyouwhethertheyworked?Whatisparticularlychallengingorrewardingaboutteachingacertainclass?
C. Advisinginthereviewperiod.Indicatethenumberofadviseeseachsemester,anddescribeyourapproachtoadvising.Whatareyourgoalswithstudents?Whatdoyoudoasanadvisor,otherthantherequiredmeetingforcourseselection?Howhaveyourefinedyourapproachtoadvisingthroughtrainingandprofessionalreading?Howdoyouassessyouradvisingsessions?
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D. Curricula/program/accreditationmaterialsdeveloped.Ifyouhavebeeninvolvedindeveloping
newcurricula,revisingcurricula,ordevelopingmaterialsforspecializedaccreditationreview,listthosecontributionshere.Iftheworkiscollaborative,explainyourrole(suchas“responsiblefor50%oftheproposalorreport”)andthescholarlycontributionsyoumadeinthiseffort(suchas“providedstatisticalbackgroundindevelopingtheassessmentsystem”or“researchedmodelsfromotherinstitutions”or“didmostofthewritingandeditingofthisreport”).Thishelpscolleaguestoseethewaysyoubroughtyourknowledgeofyourfieldandstudentlearningtocontributeanimportantpartoftheteachingandlearningroleofthedepartmentorprogram.
E. Assessmentsandevidenceofstudentlearning.Althoughtheprevioussectionsofferyourreflectiononwhatyouaretryingtodoinyourcoursesandthewaysyoudesignanddelivercoursessothatstudentslearn,thissectionfocusesonevidenceofyourclaimsandgoals.Noonemeasure—particularlystudentevaluations—givesthecompletepictureofinstructorperformanceorstudentlearning,sospendsometimeconsideringthemanygoalsyouhaveforstudentlearningandthemanywaysthatthosegoalsmightbemeasured.Thislistsuggestsevidencethatyoumightinclude:
● Peerevaluationsofyourteachingcompletedduringthereviewperiod.Trytohaveatleastoneoftheseforeachsemesterbeforethedecisionforcontinuingappointment;thisisnotintendedasaperfunctoryrequirement—justcollectingtherightnumberof“testimonials”aboutyourdeliverystyle—butameansofdemonstratingthatyouareengagingcolleaguesfrominsideandoutsideyourdepartmentinprovidingfeedbackthatyoucanusetoimprovecourses.Becauseyouprobablydemonstratedyoureffectivenessindeliveringapresentationaspartofyourinterviewbeforehire,youdon’tneedtokeephavingmorepeoplesaythatyouorganizematerialwell,connectwithstudents,speakprofessionally,andsoon.Considertheotheraspectsofyourteachingrolethatyourreviewersmightwanttosee,andinvitepeopletoobserveandevaluate.YoucanaskcolleaguesatFredoniaorelsewheretoreviewyourcoursedesign/syllabus,yourassignmentdesign,yourcommentsonstudentwork,yourabilitytoleaddiscussionorintegrativelearningapproaches,youreffectivenessinadvising.Thescheduledpeerevaluationcoursevisit(anannounced,one-timevisittowatchyoudeliveralecture)doesn’tprovideanyinformationthatyourreviewersdon’talreadyhave.Whatwouldhelpyoumeasureanotherpartofyourteachingrole?Whatwouldhelpreviewerstohaveasnapshotofyourworkinthisarea?Inthissection,referyourreaderstotheevaluationsthemselves(intheSupportingMaterialssection),butcommenthereonthoseevaluations,summarizingtheirmainpointsandrespondingtotheevaluators’ideasandsuggestions.
● Studentevaluationsofyourteachingcompletedduringthereviewperiod.Student
evaluations—inmanyforms—arenotmeasuresofinstructionaleffectiveness,andthe
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scoresonsuchinstrumentsshouldnotbeover-emphasizedinthedossierorinreviewcommittees’discussions.Theycannotmeasuretheinstructor’sknowledgeofthedisciplineorthecontent,andbecausethesamestudentsarenotinallcourses,theyarenotobjectivecomparisonsofcourses.Theyarevaluable,however,inprovidingstudentperspectivesonwhetherthegoalsforacoursewereaccomplished.Nofacultymembershouldwaterdowncourses,avoidtryingnewapproaches,orattempttoswaystudentsinthehopesofimprovingevaluationscores.Instead,thefocusshouldbeondevelopingrigorouscoursesandhelpingallstudentsachievetheleveloflearningforeachcourse.Evaluationsprovideaperspectiveonwhatisandwhatisn’tworking.Inthissectionofthedossier,commentonwhatthoseevaluationstellyouaboutyourteaching,possiblyhowtheyhaveinfluencedyourchoicesabouttheclassroom.Whathavestudentssaidaboutyourcoursesandhowyouhavehelpedthemlearn?Howhaveyouusedinformationfromdifferentformsofstudentfeedback(classroomassessments,midtermevaluations,end-of-courseevaluations/surveys)toreflectuponandpossiblymodifyyourcourse?Howhavestudentevaluationsorcommentsreinforcedyourcommitmentstoparticularapproachesorlearningstrategies?Whatmayhavesurprisedyouaboutthefeedbackfromstudents?Howareyouusingthisinformationasyouplanfuturecourses?
● Selfassessmentofyourteachingduringthereviewperiod.Basedonwhatyouhave
observedandwhatyouhavelearnedfrompeersandstudents,howdoyourateyourteachingintheperiodunderreview?Toavoidassigningyourselfalettergrade,youmaywanttoapproachthisusingthelabelsmostfrequentlyseenincurriculummaps:introductory,practice,andmastery.Whenyoutryanewapproachordevelopanewcourse,yourassessmentmightbe“introductory,”withacertainsetofquestionsforevaluatingyoureffectiveness.Somecoursesmightbe“practicing”or“developing,”asyourefineyourapproach,usenewcoursematerials,ordesignnewassignmentsforengagingstudentsinlearning.Youmightlabelsomecoursesas“mastery”:you’vetaughtthemenoughtimestohaverefinedyourapproaches,andstudentswhodotheworkyou’veoutlinedforthemaregenerallysuccessfulinlearningthecoursematerial.Youneednotusetheselabels,buttheygiveyouanideaofhowyoumightapproachselfassessmentinamoresystematicwaythansaying,“IthinkIhadagreatyear”and“I’veenjoyedmyteaching.”
● Otherassessmentsofteachingeffectivenessmayincludealistofthesekindsactivitiesandoutcomes:
♦ waysthatyourteachingadvancesthedepartmental/school/college/campusor
universitymission;♦ evidenceofimprovedperformance,communityengagement,researchability,or
criticalreading/writing/speaking/thinkingskillsforstudentsinyourcourses;♦ evidenceoflearningbeyondtheclassroom,studio,orlaboratory;♦ evidenceofwaysthattechnologyhasimprovedstudentlearning;
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♦ evidenceofstudentachievement;♦ evidenceofincreasedlearningthroughservice-learningprojectsinyourcourses;♦ evidencethatyourcourseshavedevelopedinterdisciplinarythinking;♦ evidencethatyourcourseshaveengagedstudentsinapplyingscholarshiptoreal-
worldproblemsandissues;♦ waysthatyouhavemadeyourteachingpublicandscholarly(throughpresentations,
publications,orotherformsofscholarship);♦ evidencethatyouhavedoneadvisingeffectively;♦ waysthatyouhaveimprovedyourteachingbydevelopingyourskills(courses,
certifications,engagementinpeerreviewactivities,conferences,consultingorotherreal-worldconnectionstothesubjectofyourcourses)
● Teachingawardsyoureceivedorwerenominatedforduringthereviewperiod.Be
preciseaboutdatesandawardingorganizations.
F. Goalsforfuturecourses.List,withbriefexplanations,yourprimarygoalsforteachingandlearninginthecomingsemesters.Showhowyouareplanningtotheresultsofvariousassessmentstorefineandimproveyourteaching.Forearly-careerfaculty,thesegoalsshouldthenbeaddressedinthefollowingyear’sreappointmentdossier.
G. Supportingmaterials.Includeclearlylabeledmaterialstowhichyou’vereferredinyournarrativeandotherpartsoftheTeachingandLearningsectionofthedossier.Whenpossible,chooserepresentativesamples,noteverythingyoumightinclude.Hereareexamplesofthematerialsyoumightinclude:
● course/teachingportfolios(andinternalandexternalreviewsofthese,ifyouhavethem);
● syllabi;● sampleassignmentsandprojects;● sampletests;● innovativeclassroomassessmenttoolsandresults;● samplelecturenotes,mediapresentations,webpages;● samplestudentwork(usedwithpermissionandwithidentifyinginformationremoved);● curricularproposalsorassessment/accreditationreports;● peerevaluations● studentevaluations(Seebelow.)
SuggestionsforStudentEvaluations:Includeinanorganized,easy-to-readformattheresultsofanystudentevaluationsundertakenduringthereviewperiod.Toeliminatetheneedforhuge,separatefoldersforallthoseindividualforms,preparethisinformationasasummaryreport.Somedepartmentsmaypreparesuchareportforcandidates,andtheCourseResponsetoolallowsyoutogenerateareporteasily.Youcandothisyourselfbysummarizingscoresintables,andtypingupstudentcomments(perhapsselectingmostrecentorrepresentativesemestersif
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theoverallrecordisconsistent).Thisreportcanbevalidatedbyhavingafacultyoradministrativecolleaguesignastatementthathe/shehasdouble-checkedyoursummariesagainsttheoriginalforms.
4. DocumentingScholarlyandCreativeActivityThissectionofthedossierdemonstratesthewaysthatyouareengaginginscholarlyandcreativeactivityappropriatetoyourdisciplineandconsistentwiththeexpectationsofyourdepartment.Fredonia,asacomprehensiveregionaluniversity,expectsfacultytobeactiveandcurrentintheirdisciplines;itisthereforeimportantthatbeforereviewforcontinuingappointment,facultyshowthattheycanengageinscholarlyandcreativeworkandmodelscholarlyinquiryforstudents.Scholarlyandcreativecontributionscantakemanyforms:compositions,publications,performances,presentations,engagementscholarship,andgrants.Thisoutlineprovidessuggestionsfororganizingthissectionofthedossier.
A. Narrativeoverview.Inafewparagraphs,explainthewaysthatyourscholarlyandcreativeactivityhaschangedsincethelastreview.Becauseyouwillprovidethedetailsaboutthenumberofaccomplishmentsinthenextsection,letthisnarrativetellreadersmoreaboutthereasonsforyourchoices.Whatisthefocusofyourscholarlyandcreativework?Howdoyourcurrentprojectsbuildonpreviouswork?Whatisdistinctiveabouttheworkyouaredoing?Howdoesyourworkcontributetothedisciplineortothecommunity?Whathasbeenespeciallychallenginginyourscholarlyandcreativework?
B. Annotatedlistofcreative/scholarlyworkscompletedinthereviewperiod.Inthissection,provideanannotatedbibliographyofworks/activitiesthatwerecompleted(actuallycameoutinprint,presented,orperformed)duringthereviewperiod.ActivityInsight(inDigitalMeasures)caneasilygeneratethislistinaWorddocumentyoucaneditandinclude.
C. Worksthatarenotyetinprintbutforthcoming(acceptedbutnotyetpublished,performed,presented,orexhibit)shouldbenotedassuchwithanexpecteddateofpublication.Workinprogressshouldnotbeincludedinlistsofprinted/presented/acceptedworksbutplacedinaseparatesection;theseworksdonotcountinthecurrentreview,buttheydodemonstratecontinuinginquiryinyourfieldandprovidesomeinsightsintoyouroverallresearchorcreativeagenda.
Besurenottopadthissection:reviewersmaywellnote,insubsequentreviews,whethertheworkinprogresscametofruition.Committeesbecomefrustratedwhenthisbasicinformationisdifficulttofindorhardtounderstand,andtheybecomeangrywhenthepresentationisvagueormisleading.Forallscholarlyachievements,providefullinformation(includingdates).Usethecitationstyleofyourdiscipline,beingsuretopreservethepriorityofrecordforworkswithmultipleauthors.Describeeachentrybriefly,andincludedocumentationinthesupplementarymaterials.Beaccurateandcomplete.
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1) Publications.Listworkswhichappearedinprintduringthereviewperiod.Donotlistany
otherworks,suchasthosecompletedbeforeyourFredoniaappointment.Publicationsincludebooks,articles,bookreviews,translations,publishedreports,editedbooks/journals,commerciallyavailablevideoandaudiorecordings,creativewriting,commerciallyavailablecompactdiscs,commerciallyavailablesoftware.Givefullbibliographiccitationsinthedocumentationstyleappropriatetoyourfield.Yourannotationshouldclarifywhethertheworkwasrefereedorinvited,andincludethenamesofanyco-authors.Includeastatementaboutthenatureofthejournalsothatthoseoutsidethespecialtycanhavesomesenseofthestatureofthepublication.Ifsuchinformationisroutinelyreportedinyourdiscipline,tellhowmanytimesyourworkhasbeencited.
2) Performances,exhibitions,orothercreativeactivities.Facultyinfineartsand
performance-baseddisciplinesshouldlistperformances,exhibitions,orshowsduringthereviewperiod.Donotlisteventsfromoutsidethistimeperiod.Theatreandmusicperformances,artexhibitions,juriedshows,andsoonshouldbepresentedinadocumentationformatappropriatetoyourdiscipline.Indicatewhethereachworkwasjuried,invited,reproduced,cited/reviewedinpublications.Inaddition,tellwhethereachworkwasinternational,national,regional/state,orlocalinitsscope.
3) Grants.Listthegrantsbothsubmittedandawardedduringthereviewperiod.Include
informationaboutyourrole(suchasprincipalwriterorco-principalinvestigator),thegrantingagency,amountrequested,andamountfunded.Bothinternalandexternalgrantsshouldbelistedhere.
4) Scholarlypresentations.Listscholarlypresentationsyouhavegivenduringthereview
period.Thesemayincludekeynoteaddresses,papers,posters,orworkshopspresentedatacademicconferencesorinsettingswhichmaycallformoreappliedscholarship(business,industry,community).Usethestandarddocumentationstyleappropriatetoyourdiscipline,beingsuretoprovidespecificinformationaboutdates,titles,thenatureoftheconference(international,national,state,regional,local),andthenatureofthepresentation.Includethenamesofanyco-authors,andtellwhetherthepresentationwasinvitedorrefereed.
5) Awardsandrecognitions.Listanyawardsandrecognitionsforscholarlyorcreativeactivityconferredwithinthereviewperiod.Besuretoexplainthenatureoftherecognition,dateofaward,aswellastheorganizationsponsoringtheaward.
6) Scholarlyparticipationatconferences/professionalmeetings.Listtheeventsat
professionalmeetingsinwhichyouhavehadanofficialrole,otherthanpresentingyourownscholarship.Thismayincludeorganizingaconference,developingandChairingasession,servingasaninvitedrespondenttoothers’scholarship,orparticipatinginapaneldiscussion.Beclearaboutthenatureofyourrole,thenatureofthemeeting(international,national,state,regional),andthewaysthatyourparticipationwasscholarly,asopposedto
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beingaservicetoyourprofession.7) Professionalgrowth:
a. Conferencesattended.Listconferences,workshops,orotherprofessionalupdatingactivitiesyouattendedwithinthereviewperiod.Providespecificinformationabouttheorganization,location,anddateofthemeeting.Indicatewhethereachwasinternational,national,regional,state,orlocal.
b. Education/fieldexperience.Listanyformaleducationorfieldexperiencethatyou
pursuedduringthereviewperiod.Ifyouhaveattendedclasses,workshops,ortrainingtofurtheryoureducation,notewheneachclasswastaken,andexplainbrieflythesignificanceofthisexperiencetoyourprofessionaldevelopment.
c. Professionalmemberships.Listanyorganizationstowhichyoubelongandinwhichyou
participateinascholarlyway(fulfillarolebeyondpayingyourannualdues).Givethenameoftheorganization,thedatesofyourmembership(withinthereviewperiod),andabriefexplanationofthewaythismembershipispartofyourscholarship.
d. Otherevidenceofprofessionalgrowth.Describeanyaspectsofyourprofessional
growthduringthereviewperiodthatdonotfitintotheabovecategoriesbutwhichwarrantconsiderationfortenureorpromotion.
D. Workinprogress.Listbrieflytheprojectsthathavebeenacceptedorsubmitted,aswellas
thoseonwhichyouarecurrentlyworking.Berealistic,andavoidexaggerationhere:youmaybeaskedfordocumentationorexpectedtohavethisworkcompletedbythenextreview.
E. Goalsforfuturescholarshipandcreativeactivity.Listyourgoalsforscholarlyandcreativework
inthefuture.Especiallyforfacultyseekingreappointment,thislistgivesreviewerstheopportunitytoknowaboutyourlong-andshort-termplans.
F. Supportingmaterials.Includeclearlylabeledmaterialstowhichyou’vereferredinyournarrativeandotherpartsoftheScholarlyandCreativeActivitysectionofthedossier.Hereareexamplesofthematerialsyoumightincludeascopies(print)orscans(electronic):
● offprintsofshortpublications;● copiesofbooks(submittedtodepartmentifthedossieriselectronic);● accessibleformofcreativeworks(suchasscannedimages,recordings);● conferencepresentations(paperread,PowerPointslides,postercontents);● linkstoweb-based(non-pdf)publications;● reportsofengagementscholarshipresults;● abstracts;● grantproposalsandgrantreports;● performanceprograms;
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● reviewsofpublications,performances,andexhibitions;● projectproposalsandreports;● citationsofyourwork;● appropriatecorrespondence(suchaslettersconfirmingacceptanceofworkin
progress).Thissectionshouldbecleanandstraightforward,withthematerialseasytofind.Donotclutterupthedossierbyincludingdrafts,reviewers’comments,testimonials,ormaterialsthatappearedoutsidethereviewperiod.
5. DocumentingServiceThissectionofthedossierneednotbeverylong,butit’simportanttodemonstratethewaysyouarecontributingtoyourdepartment,theuniversity,thecommunity,andyourprofession.Fredonia,asapublic,regionaluniversity,expectsfacultytocollaboratewithcolleaguesindepartmentalmattersandthecurriculumandtotakeleadershiprolesoncommitteesandingovernance.Activeengagementwiththecommunity(localandregional)isalsovalued,asisservicetoscholarlyorganizations.ThefollowingoutlinemightbeawaytoorganizetheServicesectionofyourdossier:
A) Narrativeoverview.Beginwithaverybriefnarrativethatexplainsyourchoicesaboutserviceandwhereyou’vedirectedyoureffortsduringthereviewperiod.
B) Annotatedlistofserviceactivitiesduringthereviewperiod.Ineachcategory,listyourcommitteework,leadershiproles,andotherresponsibilities.Youmaywanttoestimatethetimecommitmentofeachoftheseactivities,sothatreviewerscaneasilyseewhichactivitiesrequiredjustafewhours,whichrequiredconsiderableinvestmentsoftime.
Forcommittees,clarifyyourrole,whetheryouwereappointedorelected,thedatesofservice,thenatureoftheworkandyourparticipation.Discipline-basedcitizenshipmayincludesuchactivitiesasorganizingconferences,servinginanelectedposition,Chairingsessions,servingasareviewerforajournal,orservingasapeerevaluatorforanotherinstitution.Includecommunityserviceactivitiesrelatedtoyourprofessionalrolebutnotthoseyoudobecauseyou’reagoodcitizen:forexample,volunteeringtoassistduringablooddriveisgoodcitizenshipbutnotprofessionalservice—unless,forexample,youareamicrobiologistwhoisonhandasavoluntaryprofessionaltoadviseonbloodanalysesandinfectionprevention.
Ifappropriate,referreaderstosupplementarymaterialsrelatedtoservice,asyoulisttheactivitiesofeachofthesecategories:1. Servicetothedepartment2. Servicetotheuniversity3. Professionalservicetothecommunity
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4. Servicetothediscipline5. Professionalconsulting,technicaladvising,orotherappropriate,service(Indicate
whetheryouwerepaidfortheseservices.Thisisnotheldagainstyou,butreviewerswillwanttoknow.)
6. Anyotherevidenceofservicenotcoveredintheothercategories
C) Goalsforfutureservicecontributions.Verybriefly,explainyourgoalsforserviceactivitiesinthenextreviewperiod.Whatstrengthscouldyoubringtoyourdepartmentandtheuniversity?Whatkindofservicedoyouseeasthemostengagingandthebestuseofyourtime?
D) Supportingmaterials.Veryfewsupportingdocumentsareneededforthissectionofthedossier.Somepossibilitiesarereportsorsamplematerialsproducedbyyoualoneorwithacommittee.Distinctivelettersaboutthevalueofyourcontributionscouldbeincluded,butavoidincludingroutinethankyoulettersandnotes.
7. ResourcestoAssistYouPreparingmaterialsforpersonnelreviewsmayfeellikesolitarytask,buttherearemanycampusresourcesavailabletoassistyou.Rememberthatalthoughitmayseem—becausethisisanevaluativeprocess—thatothersareagainstyou,itisineveryone’sbestinterestforyoutosucceedinyourprofessionalworkatFredonia.Theseresourcesmaybeespeciallyvaluable:
● WorkshopsofferedbytheProfessionalDevelopmentCenter● Connectionsmentoringprogram,throughwhichyoucanbepairedwithsomeonetoassistyou
inimplementingyourprofessionaldevelopmentplanandindocumentingyourworkinthedossier
● MeetingswithyourdepartmentChairwellbeforethedayyousubmityourdossier● Goodconversationwithyourcolleaguesaboutyourwork,theirwork,andthedirectionsin
whichthedepartment/campus/universityaremoving● SourcesontheProfessionalDevelopmentCentershelvesinReedLibrary● Otherpublicationsaboutfacultywork/roles,documentation,andissuesinteaching/learning
andscholarship.Herearesomeexamplesofworksyoumayfinduseful:Ambrose,SusanA.etal.HowLearningWorks:SevenResearch-BasedPrinciplesforSmart
Teaching.SanFrancisco:Jossey-Bass,2010.Angelo,ThomasA.andK.PatriciaCross.ClassroomAssessmentTechniques:AHandbookfor
CollegeTeachers.2nded.SanFrancisco:Jossey-Bass,1993.Bain,Ken.WhattheBestCollegeTeachersDo.Cambridge,MA:HarvardUniversityPress,2004.Bakken,JeffreyP.andCynthiaG.Simpson.ASurvivalGuideforNewFacultyMembers:Outlining
theKeystoSuccessforPromotionandTenure.Springfield,IL:CharlesC.Thomas,2011.Banta,TrudyW.,ElizabethA.Jones,andKarenE.Black.DesigningEffectiveAssessment:
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PrinciplesandProfilesofGoodPractice.SanFrancisco,CA:Jossey-Bass,2009.Barkley,ElizabethF.,K.PatriciaCross,andClaireHowellMajor.CollaborativeLearning
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8. FinalCommentsThedossierpreparationprocessmayseemoverwhelmingthefirsttimeyougothroughit,butitbecomeseasierintime.Agoodstrategyistodevelopthehabitsthatwillassistyouinthereviewprocess:
93
● routinelycollectingmaterialsinanorganizedway;● updatingyourDigitalMeasures—ActivityInsightdatasothatit’seasytodownloadacurrent
curriculumvitaeorbibliographyorcourseinformation;● regularlymeetingwithyourdepartmentChairsothatyouhaveaclearunderstandingof
expectationsandperceivedareastoimprove;● allowingregulartimetoreflectnotonlyonyourday-to-dayworkbutalsoonyourcareer
trajectoryandyourownideasofsuccess;● relyingonyourskillsasascholarandawritertopreparematerialsthatdemonstrateyour
professionalism;● allowingmoretimethanyouthinkyou’llneedtodothiswell.
Ifyouwerehiredinatenure-trackposition,Fredoniawantsyoutosucceedandtodevelopthekindofrecordthatleadstocontinuingappointment.Beconfident,dogoodwork,andgiveyourcolleaguesaclearpictureofhowyourworkhelpsthedepartmentandFredoniaadvanceitsmission.
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AppendixE:PerformanceProgramForm
LinktoPerformanceProgramForm:
http://fa.fredonia.edu/sites/fa/files/section/humanresources/_files/UUP_PerfProgForm_03_2014.docx%20w%20MD%20comments%203.13.14.docx
LinktoAdditionalPerformanceGoalsSheet:
http://fa.fredonia.edu/sites/fa/files/section/humanresources/_files/UUP_Eval_AddlGoals_and_Ratings_Locked.docx
95
Professional Employees
Performance Program Form
●
I.IdentifyingInformation
Employee:
Review Cycle: From: To:
Budget Title: Salary Level:
Campus Title:
Department:
Supervisor: Title:
II. Secondary Sources (if any) to be consulted as part of the Evaluation process. The supervisor, after consultation with the employee, shall identify the individuals, departments, other offices or agencies (if any) which are involved with the performance of the employee and may affect the employee’s ability to achieve the stated Performance Goals set forth below, and which may be consulted as part of the evaluation process. The supervisor shall also identify the relationship between each secondary source and the employee.
List secondary sources
(if any)
Secondary Source Relationship with Employee
III. Performance Goals and Measures
Individual Goal & Measure:
Individual Goal & Measure:
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Individual Goal & Measure:
Individual Goal & Measure:
Individual Goal & Measure:
Individual Goal & Measure:
� Check here if additional Individual Goals & their Measures are attached.
IV. Signatures
Supervisor:
Date:
Employee: Date:
The employee’s signature acknowledges receipt of the Performance Program. If the supervisor and the employee do not concur on the Performance Program, the employee has the right to attach a statement to the Performance Program within 10 working days from receipt.
97
Copies: Employee
Immediate Supervisor
Unit Supervisor(s)
Divisional Vice President
Human Resources (Original)
Rev. 7/11/11
98
AppendixF:PerformanceEvaluationForm
LinktoPerformanceEvaluationForm:
http://fa.fredonia.edu/sites/fa/files/section/humanresources/_files/UUP_EvalForm_Locked_3_23_14.docx
LinktoAdditionalGoalsandRatingsSheet:
http://fa.fredonia.edu/sites/fa/files/section/humanresources/_files/UUP_Eval_AddlGoals_and_Ratings_Locked.docx
99
Professional Employees
Performance Evaluation Form
Instructions for Supervisors:
1. Schedule a mutually convenient time with the employee to meet and discuss the Evaluation. 2. Prior to preparing a draft Evaluation, provide an opportunity for the employee, if the employee so desires, to give the
supervisor a one-page summary of accomplishments and challenges. 3. Secure input from secondary sources. 4. Prepare a draft Evaluation form and share it with the employee prior to the Evaluation meeting. 5. Meet with the employee to review and discuss the Evaluation. 6. As necessitated by the information exchanged in the evaluation meeting, modify the Evaluation form. 7. Ensure that the Evaluation includes a summary characterization of the employee’s performance as either “Satisfactory” or
“Unsatisfactory.” ● The supervisor may also utilize the optional evaluation rating (e.g.: “Highly Effective,” “Effective,” etc.) provided
on the form. 8. If considering an overall evaluation of Unsatisfactory, contact Human Resources prior to assigning the rating. 9. Secure the employee’s signature and sign the Evaluation form. 10. Provide the employee with a final dated copy. Forward the original dated and signed Evaluation form to Human Resources. 11. If a renewal, non-renewal, or permanent appointment recommendation is checked, complete a COS and route for approval. 12. Prepare a Performance Program for the next cycle (begin with the end date of the previous Performance Program and
extend for a one-year period).
I.IdentifyingInformation
Employee:
Review Cycle: From: To:
Budget Title: Salary Level:
Campus Title:
Department:
Supervisor: Title:
II. Secondary Sources (if any) consulted as part of the Evaluation process
List secondary
sources (if any):
�
�
�
III. Performance rating on goals contained in the Performance Program
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Individual Goal & Measure:
Status: � completed � satisfactory progress � unsatisfactory/insufficient progress � goal was deleted/modified
Rating: � highly effective � effective � some improvement needed � unsatisfactory
Comments:
Individual Goal & Measure:
Status: � completed � satisfactory progress � unsatisfactory/insufficient progress � goal was deleted/modified
Rating: � highly effective � effective � some improvement needed � unsatisfactory
Comments:
Individual Goal & Measure:
Status: � completed � satisfactory progress � unsatisfactory/insufficient progress � goal was deleted/modified
Rating: � highly effective � effective � some improvement needed � unsatisfactory
Comments:
Individual Goal & Measure:
Status: � completed � satisfactory progress � unsatisfactory/insufficient progress � goal was deleted/modified
Rating: � highly effective � effective � some improvement needed � unsatisfactory
Comments:
Individual Goal & Measure:
Status: � completed � satisfactory progress � unsatisfactory/insufficient progress � goal was deleted/modified
Rating: � highly effective � effective � some improvement needed � unsatisfactory
Comments:
Individual Goal & Measure:
Status: � completed � satisfactory progress � unsatisfactory/insufficient progress � goal was deleted/modified
Rating: � highly effective � effective � some improvement needed � unsatisfactory
Comments:
� Check here if additional Individual Goals & their Measures are attached.
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IV. Summative Rating (check either Satisfactory or Unsatisfactory)
Optional Satisfactory Rating:
� Satisfactory
�
Highly Effective – The employee meets and frequently exceeds the performance expectations for all tasks. The employee is recognized as a particular asset to the department and college community. The employee is performing better than expected for many of the tasks.
�
Effective – The employee meets many performance expectations and performs in a competent manner. This is the expected and usual level of performance for most employees.
�
Some Improvement Needed – The employee meets many performance expectations, but needs improvement in others. Some tasks may require extra direction by the supervisor.
�
Unsatisfactory The employee’s performance needs significant improvement and is below a minimally acceptable level. Such employee lacks a basic understanding of position duties and responsibilities. Many tasks require extra direction by the supervisor, or the supervisor may find it necessary to avoid assigning tasks to the employee.
V. Recommendation from Immediate Supervisor (check one)
� Renewal
� Non-Renewal
� Permanent Appointment
� Annual Professional Evaluation
VI. Signatures
Supervisor: Date:
Employee: Date:
I have reviewed this Evaluation with my immediate supervisor. My signature means that I have been advised of the Performance Evaluation. I understand that I have a right to a review of this Evaluation by the College Committee on Professional Evaluation if my performance has been characterized as unsatisfactory and, if I request such a review, that I must inform, in writing, my immediate supervisor, the Chair of the College Committee on Professional Evaluation, and the College President or designee within 10 working days of receipt of this Evaluation report. (This statement is from the Memorandum of Understanding between the State of New York and United University Professions Relating to a System of Evaluation for Professional Employees.)
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Irrespective of the aforementioned right to appeal to the College Committee on Professional Evaluation, the employee has a right to attach comments to this evaluation, and the employee’s comments shall become part of the employee’s Official Personnel File. If the employee wishes to comment, the employee’s comments must be sent to the employee’s immediate supervisor and the College’s Director of Human Resources.
Copies: Employee
Immediate Supervisor
Unit Supervisor(s)
Divisional Vice President
Human Resources (Original)
Rev. 7/11/11
103
AppendixG:RequesttoPausetheTenureClock
LinktoRequesttoPausetheTenureClockform:
http://www.fredonia.edu/humanresources/forms/Tenure_Clock_Form.pdf
104
RequesttoPausetheTenureClock
FullName: [TypeFIRSTandLASTnamehere]
Department: [TypeDEPARTMENThere]
CurrentRank: [TypeRANKhere]
BASISOFELIGIBILITYStartDateofAcademicAppointment(full-time,tenure-track)atFredonia:[Typedatehere]StartDateofRequestedPauseofTenureClock:[Typedatehere]EndDateofRequestedPauseofTenureClock[Typedatehere]PURPOSEIndicatethepurpose(s)forwhichapausetothetenureclockisbeingrequested:� Physicalormentalillnessorothermedicalcondition� Pregnancy,adoption,orfosterchildplacement� Substantialcaregiverresponsibility� Militaryserviceorobligationsforselforpartner� Legalconcerns
Pausingthetenureclockmayberequestedeitherinconjunctionwithorseparatefromarequestforaleaveoranadjustmentofprofessionalobligation.Thisformissolelyforthepurposeofrequestingastoptothetenureclockforafixedperiodoftime;requestsforTitleFleavesoradjustmentsofprofessionalobligationarehandledinseparateprocesses.Iftherequestisapproved,thefacultymemberwillnotbereviewedduringthestoppage.Duringthetimethatthetenureclockispaused,thefacultymemberisappointedasaVisitingAssistant/AssociateProfessororVisitingSeniorAssistant/AssociateLibrarian.Beforecompletingthisapplication,facultyshouldreadcarefullyFredonia’sHandbookonAppointment,Reappointment,andPromotionforinformationabouttheprocessofpausingthetenureclock.
105
� Pursuitofanadvancedegree� OtherProvidehereabriefdescription(upto250words)ofthereasonfortherequestedpauseofthetenureclock.Attachanysupportingdocumentation.Typedescriptionofreasonforrequesthere.
ACKNOWLEDGMENT
Itisunderstood,inrequestingthatthetenureclockbepaused,that
1) IamprogressingwelltowardreviewforcontinuingappointmentbutwouldliketopausethetenureclocksothatIcanattendtothepersonalsituationdescribedabove.
2) Ifthisrequestisapproved,mytitlewillbechangedtoVisitingAssistant/AssociateProfessororVisitingSeniorAssistant/AssociateLibrarianforthetimethatthetenureclockispaused.Mysalaryandbenefitswillremainthesame,andIwillcontinuetobeintheUnitedUniversityProfessions(UUP).
3) Accomplishmentsduringthetimethatthetenureclockispaused(includingcoursesdeveloped/taught,serviceresponsibilities,andscholarly/creativework)willbepartoftherecordIbringforwardinreviewforcontinuingappointment.
4) Anychangeinthisrequest(followingitsapproval)mustbesubmittedinwritingtotheChairandthenapprovedbytheChair,DeanorLibraryDirector,Provost,andPresident.
5) Ifmycircumstancesatthattimepreventmefromreturningtothetenureclock,Iwouldneedtocompleteanewrequestandhaveapprovalforthedatesoftheextension.
6) I’veconsultedwithHumanResourcesandagreewiththebelowrevisedtimelineforreviewtowardcontinuingappointment(reworkthisprocesssothattimelineisincludedintheletterandnotinthisform).AlsoneedHRsign-off.
[Typesignature(s)hereordeletetoallowforwrittensignature(s)] [Typedatehere]
FacultySignature Date
Chair Recommendation
� Isupportthisrequestforapauseofthetenureclockforthetimeperiodrequested.� Isupportthisrequestforapauseofthetenureclockbutwiththeexceptions/changednotedinthecommentsbelow.
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� Idonotsupportthisrequestforapauseofthetenureclock.
AdditionalCommentsfromtheChair:[TypeChair’scommentshere]
[Typesignaturehereordeletetoallowforawrittensignature] [Typedatehere]
ChairSignature Date
Dean or Library Director Recommendation
� Isupportthisrequestforapauseofthetenureclockforthetimeperiodrequested.
� Isupportthisrequestforapauseofthetenureclockbutwiththe
exceptions/changednotedinthecommentsbelow.
� Idonotsupportthisrequestforapauseofthetenureclock.AdditionalCommentsfromtheDeanorLibraryDirector:Typecommentshere:
[Typesignaturehereordeletetoallowforawrittensignature] [Typedatehere]
DeanorLibraryDirector’sSignature Date
107
Provost Recommendation
� Isupportthisrequestforapauseofthetenureclockforthetimeperiodrequested.� Isupportthisrequestforapauseofthetenureclockbutwiththeexceptions/changednotedinthecommentsbelow.� Idonotsupportthisrequestforapauseofthetenureclock.
AdditionalCommentsfromtheProvost:TypeProvost’sCommentshere
[Typesignaturehereordeletetoallowforawrittensignature] [Typedatehere]
ProvostSignature Date
RevisedTimelineforContinuingAppointment
108
President Decision
� Iapprovethisrequestforapauseofthetenureclockforthetimeperiodrequested.� Iapprovethisrequestforapauseofthetenureclockbutwiththeexceptions/changednotedinthecommentsbelow.� Idonotapprovethisrequestforapauseofthetenureclock.
AdditionalCommentsfromthePresidentTypePresident’sCommentshere
[Typesignaturehereordeletetoallowforawrittensignature] [Typedatehere]
PresidentSignature Date
ThisentirecompleteddocumentistobeforwardedtothePresident,withcopiessenttotheEmployee,Chair,Dean/LibraryDirector,ProvostandVicePresidentforAcademicAffairs,andDirectorofHumanResources.
Rev. 6/15/12
109
AppendixH:RequesttoPausethePermanentAppointmentClock
LinktoRequesttoPausethePermanentAppointmentClockform:
http://www.fredonia.edu/humanresources/forms/Permanent_Clock_Form.pdf
110
RequesttoPausethePermanentAppointmentClock
FullName: [TypeFIRSTandLASTnamehere]
Department: [TypeDEPARTMENThere]
Title: [TypeTITLEhere]
DATESANDDURATIONStartDateofProfessionalAppointment(full-time,term)atFredonia:[Typedatehere]StartDateofRequestedPauseofPermanentAppointmentClock:[Typedatehere]EndDateofRequestedPauseofPermanentAppointmentClock[Typedatehere]PURPOSEIndicatethepurpose(s)forwhichapausetothepermanentappointmentclockisbeingrequested:� Physicalormentalillnessorothermedicalcondition� Pregnancy,adoption,orfosterchildplacement� Substantialcaregiverresponsibility� Militaryserviceorobligationsforselforpartner� Legalconcerns� Pursuitofanadvancedegree� Other
Pausingthepermanentappointmentclockmayberequestedeitherinconjunctionwithorseparatefromarequestforaleaveoranadjustmentofprofessionalobligation.Thisformissolelyforthepurposeofrequestingastoptothepermanentappointmentclockforafixedperiodoftime;requestsforTitleFleavesoradjustmentsofprofessionalobligationarehandledinseparateprocesses.Iftherequestisapproved,theprofessionalemployeewillnotbereviewedduringthestoppage.Duringthetimethattheclockispaused,theprofessionalemployeeisappointedtoatitleprecededbythedesignation“special.”Beforecompletingthisapplication,professionalemployeesshouldreadcarefullySUNYFredonia’sHandbookonAppointment,Reappointment,andPromotionforinformationabouttheprocessofpausingthepermanentappointmentclock.
111
Providehereabriefdescription(upto250words)ofthereasonfortherequestedpauseofthepermanentappointmentclock.Attachanysupportingdocumentation.Typedescriptionofreasonforrequesthere.
ACKNOWLEDGMENT
Itisunderstood,inrequestingthatthepermanentappointmentclockbepaused,that
1) IamprogressingtowardreviewforpermanentappointmentbutwouldliketopausethepermanentappointmentclocksothatIcanattendtothepersonalsituationdescribedabove.
2) Ifthisrequestisapproved,thedesignation“Special”willbeaddedtomytitleforthetimethatthepermanentappointmentclockispaused.Mysalaryandbenefitswillremainthesame,andIwillcontinuetobeintheUnitedUniversityProfessions(UUP).
3) Accomplishmentsduringthetimethatthepermanentappointmentclockispaused(performanceprogramobjectivesachieved,serviceprovided,etc.)willbepartoftherecordIbringforwardinreviewforpermanentappointment.
4) Anychangeinthisrequest(followingitsapproval)mustbesubmittedinwritingtomysupervisorandapprovedatalllevelsuptoandincludingthePresident.
5) Thepermanentappointmentclockwillberestartedatthedateonthissignedrequest.Ifmycircumstancesatthattimepreventmefromreturningtothepermanentappointmentclock,Iwouldneedtocompleteanewrequestandhaveapprovalforthedatesoftheextension.
[Typesignature(s)hereordeletetoallowforwrittensignature(s)] [Typedatehere]
EmployeeSignature Date
Supervisor Recommendation (if applicable)
☐ Isupportthisrequestforapauseofthepermanentappointmentclockforthetimeperiodrequested.☐ Isupportthisrequestforapauseofthepermanentappointmentclock,butwiththeexceptions/changednotedinthecommentsbelow.☐ Idonotsupportthisrequestforapauseofthepermanentappointmentclock.AdditionalCommentsfromtheSupervisor:TypeSupervisor’sCommentshere
[Typesignaturehereordeletetoallowforwrittensignature][Typedatehere]
112
SupervisorSignature Date
Director Recommendation (if applicable)
☐ Isupportthisrequestforapauseofthepermanentappointmentclockforthetimeperiodrequested.☐ Isupportthisrequestforapauseofthepermanentappointmentclock,butwiththeexceptions/changednotedinthecommentsbelow.☐ Idonotsupportthisrequestforapauseofthepermanentappointmentclock.AdditionalCommentsfromtheDirector:TypeDirector’sCommentshere
[Typesignaturehereordeletetoallowforwrittensignature][Typedatehere]Director’sSignature Date
Associate Vice President Recommendation (if applicable)
☐ Isupportthisrequestforapauseofthepermanentappointmentclockforthetimeperiodrequested.☐ Isupportthisrequestforapauseofthepermanentappointmentclock,butwiththeexceptions/changednotedinthecommentsbelow.☐ Idonotsupportthisrequestforapauseofthepermanentappointmentclock.AdditionalCommentsfromtheAssociateVicePresident:TypeAssociateVicePresident’sCommentshere
[Typesignaturehereordeletetoallowforwrittensignature][Typedatehere]AssociateVicePresident’sSignature Date
113
Vice President Recommendation
� Isupportthisrequestforapauseofthepermanentappointmentclockfortheproposedactivitiesandinthetimeperiodrequested.� Isupportthisrequestforapauseofthepermanentappointmentclock,butwiththeexceptions/changednotedinthecommentsbelow.� Idonotsupportthisrequestforapauseofthepermanentappointmentclock.
AdditionalCommentsfromtheVicePresident:TypeVicePresident’sCommentshere
[Typesignaturehereordeletetoallowforawrittensignature] [Typedatehere]
VicePresidentSignature Date
President Decision
� Iapprovethisrequestforapauseofthepermanentappointmentclockfortheproposedactivitiesandinthetimeperiodrequested.� Iapprovethisrequestforapauseofthepermanentappointmentclock,butwiththeexceptions/changednotedinthecommentsbelow.� Idonotapprovethisrequestforapauseofthepermanentappointmentclock.
AdditionalCommentsfromthePresident:TypePresident’sCommentshere
[Typesignaturehereordeletetoallowforawrittensignature] [Typedatehere]
PresidentSignature Date
ThisentirecompleteddocumentistobeforwardedtothePresident,withcopiessenttotheemployee,allsignatoriesandtheDirectorofHumanResources. Rev. 6/15/12
114
AppendixI:EmeritusApplication
LinktoEmeritusApplication:
http://www.fredonia.edu/humanresources/forms/Emeritus_Application.pdf
115
ApplicationforEmeritusPrivileges
FullName: [TypeFIRSTandLASTnamehere]
Department: [TypeDEPARTMENThere]
Title: [TypeCURRENTTITLEhere]
RetirementDate: [TypeLASTDATEOFEMPLOYMENThere]CONTACTINFORMATION
Homeaddress: [TypeADDRESSafterretirementhere]
Homephone: [TypePHONENUMBERafterretirementhere]
Alternateemail: [TypeALTERNATEEMAILADDRESS(notfredonia.edu)here]
Winteraddress: [TypeWINTERADDRESSafterretirement,ifapplicable]
Winterphone: [TypeWINTERPHONENUMBERafterretirement,ifapplicable]
Cellphone: [TypePHONENUMBERafterretirementhere]NameofSpouse/Partner: [TypeNAMEOFPARTNERORSPOUSEhere]
InaccordancewithFredonia’sHandbookonAppointment,Reappointment,andPromotion,facultyandprofessionalemployeeswhoretireingoodstandingareeligibleforEmeritusstatus.Atthetimeofcompletingotherpaperworkrelatedtoretirement,theemployeecompletesthisapplicationsothatthereisarecordofprivilegesthatcontinueinretirement.Beforecompletingthisapplication,facultyandprofessionalemployeesshouldreadcarefullyFredonia’sHandbookonAppointment,Reappointment,andPromotionforinformationabouttheprocessforEmeritusstatus.
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PERMISSIONSMycontactinformationmaybesharedwithformercolleagueswhorequestit.Yes� No� Mycontactinformationmaybesharedwithformerstudentswhorequestit.Yes� No� MyEmeritusstatusandFredoniaemailbeincludedintheFredoniaphonedirectory.Yes� No� AUTOMATICPRIVILEGESAccesstothefollowingprivilegesisautomaticallygrantedwithEmeritusstatus,totheextentthatsuchprivilegesareextendedtofacultyandstaffwhoarecurrentemployees:● Campusnetworkaccess(includingprintingquota)● Learningmanagementsystem● Newslistserv● Emailandcollaborationsuite● U-drive● FredCard● Accesstolibrarycomputers,databases,andinterlibraryloan● Useofthefitness(withthesameconditionsthatapplyforcurrentfacultyandstaff)● Campusparking
DISCRETIONARYPRIVILEGESREQUESTEDSomeprivilegesnotordinarilygrantedtoEmeritimaybegrantedbythePresident,basedontheindividual’sneedsandcontinuingrelationshiptoFredonia.Pleaseindicateherewhichoftheseprivilegesyourequest:� Officespace(shared)oncampus� Authorizationtoworkongrants(withaCo-PrincipalInvestigatorwhoisacurrentemployee)� Useofcopiercodes� Useoflong-distancecodes� Useofcampuspostageservicesanddepartmentmailboxforuniversityservice� Card/keyaccessto__Typeheretoprovideinformationabouttheplace(s)whichyouwillneedtoaccessafterretirementProvidehereabriefdescription(upto250words)ofthereasonsfortherequestedprivileges.Typedescriptionofreasonforrequesthere.
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�Bycheckingthisbox,IacknowledgethatIunderstandmycontactinformationwillbesharedwithFredoniabusinessofficeswhorequireit.(ThisboxmustbecheckedtoreceiveAutomaticPrivileges.)
[Typesignature(s)hereordeletetoallowforwrittensignature(s)] [Typedatehere]
EmployeeSignature Date
President’s Recommendation
� Isupportthisrequestforemeritusstatusonthedatespecifiedandapproveallrequestedprivileges.� Isupportthisrequestemeritusstatusonthedatespecifiedbutwiththeexceptions/changednotedinthecommentsbelow.� Idonotsupportthisrequestforemeritusstatusonthedatespecified.
AdditionalCommentsfromthePresident:TypePresident’scommentshere.
[Typesignaturehereordeletetoallowforawrittensignature] [Typedatehere]
PresidentSignature Date
ThisentirecompleteddocumentistobeforwardedbytheretireetothePresident,withacopysenttotheDirectorofHumanResources.OncetheapplicationissignedbythePresident,thePresident’sOfficewillsendcopiestotheretiree,his/herChairorsupervisor,VicePresidentandInformationTechnologyServices.
Rev. 3/12/15
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AppendixJ:RequestforPriorServiceCredit–ACADEMICPosition
Procedures 1. If you wish to request consideration for prior service credit, complete this form and submit it to the
Director of Human Resources within 30-days of the date on which your initial appointment to SUNY Fredonia is effective.
2. You will be notified of the decision regarding your prior service credit request by the Provost and Vice President for Academic Affairs.
In accordance with Article XI, Title B of the Policies of the Board of Trustees, I request consideration for credit for prior service. NAME_________________________________ DEPARTMENT_____________________________ Cite previous, full-time, academic rank service at an accredited institution for which prior service credit is requested. A maximum of three years service may be credited upon initial appointment at the discretion of the Chancellor or his designee. INSTITUTION _________________________________________________________________ ADDRESS _________________________________________________________________ DEPARTMENT _______________________________TITLE____________________________ PERIOD OF FULL-TIME SERVICE ______________ to ______________ Month/Year Month/Year INSTITUTION _________________________________________________________________ ADDRESS _________________________________________________________________ DEPARTMENT _______________________________TITLE____________________________ PERIOD OF FULL-TIME SERVICE ______________ to ______________ Month/Year Month/Year Signature_________________________________ Date____________
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AppendixK:RequestforPriorServiceCredit–Non-teachingProfessionalPosition
Procedures 3. If you wish to request consideration for prior service credit, complete this form and forward it to the
Director of Human Resources for review and processing. 4. You will be notified in writing of the decision regarding your prior service credit request by your
divisional Vice President. In accordance with Article XI, Title C of the Policies of the Board of Trustees, I request consideration for credit for prior service. NAME_________________________________ DEPARTMENT_____________________________ Cite previous full-time service in a Professional title at an accredited institution for which prior service credit is requested. A maximum of three years service may be credited. INSTITUTION _________________________________________________________________ ADDRESS _________________________________________________________________ DEPARTMENT _______________________________TITLE____________________________ PERIOD OF FULL-TIME SERVICE ______________ to ______________ Month/Year Month/Year INSTITUTION _________________________________________________________________ ADDRESS _________________________________________________________________ DEPARTMENT _______________________________TITLE____________________________ PERIOD OF FULL-TIME SERVICE ______________ to ______________ Month/Year Month/Year Signature_________________________________ Date____________
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AppendixL:ClassroomObservationPre-VisitQuestionnaire
(completedbyinstructorandsharedwithobserverpriortoobservation)
Instructor:________________________________________________Course:___________Semester:_____FacultyObserver:_________________________________________BrieflydescribewhatwillhappenintheclassIwillobserve.Whatrolewillyoutake?Whatteachingmethodswillyouuse?Whatwillthestudentsdo?Whatareyourgoalsforstudentsforthissession?Whathavethestudentsbeenaskedtodopriortoclass?Whathavestudentsdoneinearlierclassestopreparethemforthisclass?Willthisclassbetypicalofyourteaching?Ifnot,explain.
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AppendixM:ClassroomObservationFeedbackForm
(completedbyobserverandsharedwithChairordesignee)
Instructor:____________________________________________Course:_______________Semester:_____FacultyObserver:_____________________________________DateofObservation:____________KnowledgeofSubjectMatterOrganizationandClarityInstructor/StudentInteractionsPresentation/Enthusiasm
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OverallComments
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AppendixN:ClassroomObservationPost-VisitQuestionnaire
(completedbyinstructorandsharedwithChairordesignee)
Instructor:___________________________________________Course:____________Semester:_____FacultyObserver:______________________________________DateofObservation:_______________Howdidyoufeeltheclasswent?Didthestudentsaccomplishthegoalsofthesession?Howdoyouknow?Whatwereyourteachingstrengths?Whatareasdoyouwanttocontinuetoworkon?Whatstrategieswillyouuseforimprovement?
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AppendixO:RequestforAppendixA-28Promotionand/orSalaryIncrease (seeHARPVI.G.3-VI.G.7)
Thisrequestisfor(checkbothifrequestingpromotionwithsalaryincrease):
_____PromotiontoBudgetTitle____________________SL____(effective__________________)
_____SalaryIncrease(effective__________________)
Initiatedby(checkone):
______Employee
______Supervisor
Pleaseattachcurrent(proposed)performanceprogramandmostrecentperformanceprogramtothisformaswellaswrittenjustification.Routethisformandallsupportingdocumentationasfollows(seeHARPVI.G.3-VI.G.7):
Routing Approved(circle)
______________________________________ ________________ Y N
Employee Date(6/15-7/15)
______________________________________ ________________ Y N
Employee’sSupervisor Date(nolaterthan7/30)
______________________________________ ________________ Y N
Dean/Director Date(nolaterthan8/15)
______________________________________ ________________ Y N
DirectorHumanResources Date(nolaterthan9/15)
______________________________________ ________________ Y N
VicePresident Date(nolaterthan9/30)
______________________________________ ________________ Y N
President Date(nolaterthan10/15)
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