Smathers Libraries Career Development Handbookufdcimages.uflib.ufl.edu/IR/00/00/25/14/00001/Smathers_Libraries... · Comparison of Librarian Rank Descriptions E. Promotion for Non-Tenure

Smathers Libraries Career Development Handbook

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Smathers Libraries Career Development HandbookTable of Contents

I. Academic Ranks and Appointments for Library FacultyA. Academic Ranks

1. Library Faculty Ranks2. Non-Tenure Accruing Professional Ranks

B. Appointments1. Tenure Track Appointments2. Time-Limited Appointments

C. Recruitment

II. Tenure and/or PromotionA. Tenure Definition and DescriptionB. Tenure and Promotion TimelinesC. Criteria for Tenure and/or Promotion

1. First Criterion2. Second Criterion3. Third Criterion

D. Tenure/Promotion Guidelines1. For Library Faculty and Supervisors2. For the Tenure and Promotion Committee

i. Criterion Worksheets: One | Two | Threeii. Comparison of Librarian Rank Descriptions

E. Promotion for Non-Tenure Track FacultyF. Sample Letter for Tenure and/or Promotion

III. Evaluation and Career ReviewA. Evaluation

1. Evaluation Timeline2. Annual Performance Evaluations3. Sample Annual Performance Evaluation Letter4. Annual Assignments with Goals

i. Annual Assignment Outlineii. Annual Assignment Example

a. Option Oneb. Option Two

5. Annual Activity ReportsB. Midterm Review for Tenure-Accruing FacultyC. Post-Tenure Reviews

1. Sustained Performance Evaluation for University and Associate University Library Faculty2. Salary Pay Plan for University Librarians | 2010-2011 Plan (On Academic Affairs Site)

D. Librarian Emeritus Status GuidelinesE. Distribution of SalariesF. Market Equity Review

IV. Professional Development ProgramA. Research and Creative Works

1. Policy and ProceduresB. Development Leave/Sabbatical Programs

1. Application Information2. Professional Development/Sabbatical Leave Application Form (On Academic Affairs Site)3. Application Evaluation Form (For Committee Members)

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C. Mentoring Program

V. FormsA. Semester Faculty Assignment Report Form AA-001 and Instructions (On Academic Affairs Site)

1. Library InstructionsB. Librarian Annual Evaluation Cover SheetC. Annual Activity Report Form D. Vita FormatE. Research Proposal FormF. Professional Development/Sabbatical Leave Application Form (On Academic Affairs Site)G. Professional Development/Sabbatical Leave Application Evaluation FormH. 2011-2012 Tenure & Promotion Application Template (MS Word)

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Academic Ranks and Appointments for Library Faculty

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I. Academic Ranks and Appointments for Library Faculty

The University of Florida Library faculty includes librarians holding positions thatrequire the application of bibliographic theory, information technology, and/orlibrarianship principles to programs in collection management, bibliographiccontrol, public service and access to information, and departmental management.Such positions may be found in the George A. Smathers Libraries, the FloridaCenter for Library Automation (FCLA), the Health Sciences Center Library, andthe UF Legal Information Center. Initial assignment is based on an analysis of therequirements of the position as described by the supervisor and reviewed by theappropriate director. In addition to the tenure accruing ranks (Assistant Librarian,Associate Librarian and University Librarian) there are non-tenure accruing ranks:Assistant-In Libraries and Associate-In Libraries that may require the terminaldegree in library and information science or other appropriate degrees.

Although directors typically meet the requirements for library faculty appointments,their positions are primarily administrative and are non-tenure earning. Individualsin these positions have assignments and responsibilities for library wide programsthat support Public Services, Technical Services, Collection Management, SupportServices, Human Resources, Budget, etc. However, individuals holding theseadministrative assignments may also have librarian responsibilities that shouldnormally not exceed 0.25 FTE.

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I. A. Tenured Ranks

Purpose of the RanksLibrarians holding salaried appointments in the Libraries or the Florida Center forLibrary Automation are assigned to a faculty rank; however, not all are appointedto the tenure track. The letter of appointment clearly designates whether theappointment is to the tenure track, non-tenure track or is a "time-limited time"appointment.

The academic ranks provide a fair and objective structure for recognizing levels ofprofessional responsibilities, complexity of assignments and implemented libraryprograms, and quality service, scholarship, and professional accomplishments.The minimum years of experience required for appointment at each rank indicatethat research librarians are not generally able to reach the degree of knowledgeand development expected of members of the rank in fewer than the yearsoutlined. In a requirement that parallels the academic faculty, promotion to theAssociate University Librarian or University Librarian ranks is dependent uponnational recognition that the candidate demonstrates professional expertiseequivalent to librarians of like rank at other universities similar to the University ofFlorida.

Description of RanksMost library faculty members hold an academic rank and are assigned to aposition. Rank exists outside the consideration of position and measuresindividual achievement within the entire group of faculty. Position is the workassignment within the library organization. Examples of positions include titlessuch as Slavic Cataloger or Humanities Bibliographer. Theoretically, a librarian ofany rank can occupy these positions. Graduate or professional degrees may berequired for positions within a particular area of librarianship such as law, classics,etc.

In any tenure decision, it is important to remember the distinction between rankand position. Individuals are not tenured within a position, but are tenured within adepartment. Within the Libraries, it is not uncommon for tenured or tenure earninglibrarians to be assigned administrative duties. This type of assignment does notaffect the person’s rank. If a tenured faculty member is appointed to anadministrative assignment, he/she retains tenure and rank in the originaldepartment. Department chairs are an example. The difference between facultyand administration at the director or dean’s level is clear, however, departmentchairs are hired or appointed from the faculty, they vote on tenure and promotionissues and participate in faculty benefits (e.g. professional development leaves).

Each case for appointment or promotion is assessed individually and is based onthe criteria established for that rank. Library faculty, department chairs, searchand screen committee members, and Tenure and Promotion Committee membersare expected to have a shared understanding of these standards.

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Academic Ranks

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Library Faculty Ranks

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I. A. 1. Library Faculty Ranks

Assistant University LibrarianAssistant University Librarian is the beginning tenure track rank. Librariansassigned to this rank are responsible for technical, bibliographic, public service orother functions relating to library operations. Librarians at this level havedemonstrated their ability to perform professional work effectively with onlygeneral direction. Incumbents contribute to the development of new policies andprocedures when needed and actively participate in formulating and implementingprograms for the delivery of library services.

Assignments:Assignments may involve complex problem solving skills requiringextensive consultation and interdepartmental communication, analyticalability, and organizational and technological creativity. Tasks may requiresome specialized subject or bibliographic competence or experiencebeyond that gained by achievement of the MLS. Participation in planning,development, and implementation of policies, programs, and services isexpected. There should be evidence of active participation in relevant local,state, regional, or national organizations and the potential for makingscholarly contributions to the field of librarianship.

Minimum Qualifications: A master’s degree in Library Science from an American Library Associationaccredited institution. Positions sometime require linguistic skills and subjectand technical competencies. Demonstrated equivalent training andexperience in the area of bibliographic theory and practice as applied tohighly specialized areas, e.g. archives, rare and special collections, etc.may be acceptable in some cases.

Associate University LibrarianAssociate University Librarian is the second highest rank for library faculty.Individuals assigned to this rank demonstrate the ability to perform complexbibliographic, public service and instructional, subject/collection oriented, ormanagerial responsibilities. This is the rank most frequently awarded when tenureis granted. Individuals within this rank often have assignments that havesubstantial implications for library-wide operations, programs, and services.Independent judgment as well as a knowledge and understanding of librarypolicies are required. Decisions made by the incumbent should reflect significantprofessional experience and an understanding of the interactions of the researchlibrary organization.

Assignments: The scope of assignments regularly encompasses work of above averagedifficulty. Work at this level requires specialized subject, bibliographic,technical or administrative experience and considerable resourcefulness inapplying bibliographic theory or analytic skills and experience in the solutionof technical or operational problems. Effective contributions to planning,developing and implementing policies, programs and services are expected.Associate University Librarians perform technical, bibliographic, publicservice or administrative tasks requiring significant education andexperience for their satisfactory completion.










Minimum Qualifications: A master’s degree in Library Science from an American Library Associationaccredited institution is required. Demonstrated equivalent training andexperience in the area of bibliographic theory and practice as applied tohighly specialized areas, e.g. archives, rare and special collections, etc.may be acceptable in some cases. Positions sometimes require linguisticskills and subject competence. Appointment to this rank is based ondemonstrated commitment to the support of scholarship and research,demonstrated interest in broad professional issues as shown by scholarly orprofessional activities outside the scope of previous jobs, and a highcommitment to the university.

A minimum of five years as a librarian after receiving the master’s degree inLibrary Science or equivalent preparation in some combination of advancedsubject degrees, scholarly work, and library experience are required.

University LibrarianUniversity Librarian is the highest tenured rank. University Librarians areresponsible for highly complex technical, bibliographical, and public service orother functions having a significant impact on successful library operations.Mature professional judgment, a broad perspective of the library and theuniversity, and excellent analytic skills are required to work at this level. Decisionsmade frequently have wide ranging implications and generally require skill inplanning and organizing, imagination and resourcefulness in problem solving, andinitiative in dealing with complex managerial and service issues. Work isperformed with great independence for the incumbent to set goals, identify theneeded resources, and choose and evaluate methods of implementation.

Assignments:The scope of assignment at this level is broad; the incumbent often servesas the final authority for the technical or bibliographical responsibilityassigned. Incumbents must demonstrate recognized mastery of a complextechnical or bibliographic field or a major area of scholarship. Responsibilityfor planning, developing and implementing policies, programs and servicesof major library units is frequently assigned at this level; outstandingcontributions to planning and development are expected. With excellence,they perform technical, bibliographical, public service or administrative tasksrequiring maturity in terms of both knowledge and experience.

Minimum Qualifications: A master’s degree in Library Science from an American Library Associationaccredited institution. Graduate or professional degrees may be required inan area of librarianship such as law, classics, etc. Positions sometimerequire superior linguistic skills and subject competencies or technicalexpertise. Demonstrated equivalent training and experience in the area onlibrarianship may be substituted in some cases. High professionalachievement and distinguished service are expected at this level.

A minimum of eight years experience as a librarian after receiving themaster’s degree in Library Science or equivalent preparation in somecombination of advanced subject degrees, scholarly work and libraryexperience is required.

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Non-Tenure Accruing Professional Ranks

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I. A. 2. Non-Tenure Accruing Professional Ranks

Library faculty with the rank of Assistant-In, Associate-In or Senior Associate-InLibraries are so named at the time of appointment. In order to receive the higherranking, there must be a documented record of distinction in performanceincluding demonstration of professional expertise, innovation, mature judgment,and creativity in a particular area of expertise. Appointment to these ranks arenon-time limited and non-tenure accruing.

Assistant-In Libraries is the beginning rank for persons whose dutiesrequire basic professional skills and techniques in a specialized area.Faculty in this rank are responsible for technical, service or other functionsrelating to library wide operations and performance. Faculty at this levelcarry out responsibility within defined areas and under the guidance of amore senior faculty. Professional judgment is used in interpreting Libraryand University policies in planning and developing assigned tasks. Threeyears of employment as Assistant-In Libraries are required prior topromotion to the Associate-In Libraries rank.

Assignments may include solving library problems requiring knowledge ofhuman resources, staff development, budget, systems programming and/ornetworking, media, etc. The principles of information science, analytical andinterpretive skills, and specialization are required. The incumbentparticipates in and contributes to departmental planning and departmentalimplementation of policies, programs and services.

Minimum Qualifications: The incumbent shall have a master's degree inLibrary Science and/or a master's degree in an appropriate area ofspecialization. In some cases a bachelor's degree in an appropriate area ofspecialization and three years related professional experience may besubstituted. The equivalent training, experience and/or education in the areaof bibliographic theory and practice as applied to highly specialized areas;e.g., archives, rare materials, and special collections may be acceptable.

Associate-In Libraries is the second highest rank for persons whoseduties require substantial knowledge of professional skills and techniques ina specialized area. Faculty in this rank are responsible for highly complextechnical, service or other functions relating to library-wide operations andperformance. Mature professional judgment, a broad perspective of thelibrary and the university, and excellent analytic skills are required to workat this level. Decisions made at this rank frequently have wide rangingimplications and generally require skill in planning and organizing,imagination and resourcefulness in problem solving and initiative in dealingwith long-range issues. Work is performed with great independence for theincumbent to set goals and choose methods of accomplishments.

The scope of assignment at this level is broad; the incumbent often servesas the final authority for responsibility assigned. Incumbents mustdemonstrate recognized mastery of a complex field or a major area ofservice expertise. Responsibility for planning, developing and implementingpolicies, programs and services of major library units is frequently assignedat this level; outstanding contributions to planning and development beyond








Non-Tenure Accruing Professional Ranks

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the functional unit are expected. With excellence, they perform technical,bibliographic, public service or administrative tasks requiring maturity interms of both knowledge and experience.

Minimum Qualifications: The incumbent shall have a master's degree inLibrary Science and/or a master's degree in an appropriate area ofspecialization and three years of experience. In some cases a bachelor'sdegree in an appropriate area of specialization and five years relatedprofessional experience may be substituted. The equivalent training,experience and/or education in the area of bibliographic theory and practiceas applied to highly specialized areas, e.g. archives, rare and specialcollections, etc. may be acceptable. Ordinarily, an appointment at theAssociate-In level shall constitute promotion from the Assistant-In level.

Senior Associate-In is the highest rank for persons whose duties requiresubstantial knowledge of professional skills and techniques in a specializedarea. Faculty in this rank are responsible for increasingly complex technical,service or other functions relating to library-wide operations andperformance. Mature professional judgment, a broad perspective of thelibrary and the university, and excellent analytic skills are required to workat this level. Decisions made at this rank frequently have wide rangingimplications and generally require skill in planning and organizing,imagination and resourcefulness in problem solving and initiative in dealingwith long-range issues. Work is performed with great independence for theincumbent to set goals and choose methods of accomplishments.

The scope of assignment at this level is broad; the incumbent often servesas the final authority for responsibility assigned. Incumbents mustdemonstrate recognized mastery of a complex field or a major area ofservice expertise. Responsibility for planning, developing and implementingpolicies, programs and services of major library units is frequently assignedat this level; outstanding contributions to planning and development beyondthe functional unit are expected. With excellence, they perform technical,bibliographic, public service or administrative tasks requiring maturity interms of both knowledge and experience.

Minimum Qualifications:The incumbent shall have a master's degree inLibrary Science and/or a master's degree in an appropriate area ofspecialization and five years of experience. In some cases a bachelor'sdegree in an appropriate area of specialization and seven years relatedprofessional experience may be substituted. The equivalent training,experience and/or education in the area of bibliographic theory and practiceas applied to highly specialized areas; e.g., archives, rare materials, andspecial collections may be acceptable. Ordinarily, an appointment at theSenior Associate-In level shall constitute promotion from the Associate-Inlevel.

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Tenure Track Appointments

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I. B. 1. Tenure Track Appointments

The rank to which a librarian is initially appointed is dependent upon qualificationsand work experience. As a general rule,

Appointment to the Assistant University Librarian rank is based on thelibrarian's potential for achieving tenureAppointment to the Associate University Librarian rank is based on solidachievementAppointment to the University Librarian rank is based on nationalrecognition

Although librarians are not normally hired with tenure, appointments at theUniversity Librarian rank may be tenure granted at the initial appointment. Facultymembers at the University of Florida may be considered for tenure "when ready."This gives the faculty member the option of applying for tenure when they havedeveloped the skills and achievement required for conferral of tenure. Searchcommittees and supervisors apply the tenure and promotion criteria to thequalifications of candidates for library positions to ensure that appointments aremade at appropriate ranks.

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Time-Limited Appointments

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I. B. 2. Time-Limited Appointments

Faculty are designated as “provisional” when they do not have the qualificationsfor an academic position but are expected to acquire the qualifications in a shortperiod of time. The appointment is generally no longer than a year, does not carryeligibility for tenure/permanents status during the duration of the appointment andimplies no continuing contractual relationship with the University. Time accrued ina provisional position may count toward tenure/permanent status if the facultymember moves to a tenure accruing position.

Visiting Library FacultyFaculty are designated as “visiting” when there is a need for a qualifiedperson for a limited period of time. It is a non-tenure accruing title. Timeaccrued in a visiting position may count toward tenure eligibility if the facultymember moves to a tenure accruing position. Faculty may remain in avisiting position for a maximum of four years.

Special Project AppointmentsThe Library often receives funding from grants and other external sourcesto perform a specific project. When that is the case, librarians may beemployed for varying lengths of time with visiting status until the project iscompleted or funding is withdrawn.

"Acting" AppointmentsLibrarians may be asked to take an ‘acting appointment.’ Theseappointments typically involve a temporary assignment to an administrativerole as the result of a vacancy or leave of absence. Acting appointmentsare for a limited time period agreed upon by the Dean and the librarian.

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Tenure and/or Promotion

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II. Tenure and/or Promotion

The Libraries use the following criteria as outlined in Chapter Two, Section C forthe conferral of tenure and promotion to higher ranks.

1. Professional Responsibility and Working Relationships2. Professional Development and Scholarship3. Service to the Libraries, the University, the State and the Profession

The criteria for tenure and promotion are modeled upon those used by theUniversity of Florida for academic faculty. Librarians coming up for tenure and/orpromotion to the ranks of Associate University Librarian or University Librarian areexpected to demonstrate a level of professional mastery, development, andachievement commensurate with the level of their counterparts in the academiccolleges of the University of Florida. These criteria have been revised to relate tothe annual assignments made to librarians.

The annual evaluation process, which builds on the annual assignment and goals,provides guidance regarding the level of job performance and kinds ofprofessional and scholarly activity that demonstrate professional maturation as anacademic librarian. Thus, the tenure and promotion process can be seen as anatural extension of the annual assignment and evaluation process. In order togain tenure or promotion, librarians must achieve recognized distinction in the firstcriterion, Professional Responsibility and Working Relationships, and then in oneof the other two criteria, Professional Development and Scholarship orProfessional Service Activities.

Distinction is recognized when the evidence demonstrates sustained, high-qualitycontributions to librarianship (or the candidate's area of responsibility) thatenhance library services, foster new knowledge, support the Universitys mission,and provide leadership to the profession. Supervisors will detail the librarian’s levelof achievement and progress toward tenure and/or promotion in annual letters ofevaluation.

The foundation of any judgment regarding a librarian’s qualifications for tenure orpromotion is his/her performance of professional responsibility and maintenanceof flexible and effective working relationships with library staff, academic faculty,and library users, along with professional development and scholarship andprofessional service activities. It is expected that both supervisors and membersof the Tenure and Promotion Committee will look for evidence of the quality andquantity of work performed by the librarian and measure this against theirexperience with others at a similar rank at UF or other major research institutions.Librarians are expected, when moving from a lower rank to a higher one, todemonstrate accomplishments and expertise commensurate with the higher rank.

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Tenure

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II. A. Tenure

Tenure is a status granted by the Board of Trustees after nomination by thePresident of the University of Florida which is “attained by the faculty memberthrough distinction in teaching, research, extension, or other scholarly or creativeactivities, and service and contributions to the University and to the profession. Itassures the faculty member immunity from reprisals or threats due to anintellectual position or belief which may be unpopular.” (See UF Rule 6C1-7.019 )

A. Characteristics of the tenure decision. Tenure is a "more critical action"than promotion because it is evidence of a firm and enduring commitmentby the university to the individual. The distinctive characteristic of tenure ispermanent employment status. The permanent nature of the employment isconditional, however, not absolute. The guarantee of annual contactrenewal depends on the availability of funds to honor the commitment. Alibrarian who is granted tenure has the status of a "permanent member ofthe faculty," and may remain in the employ of the university until he/she

voluntarily resignsretiresis removed for just causeis subject to a layoff

The characteristics of the tenure decision are similar to those of thepromotion decision. The same criteria is used to evaluate a candidate’squalification. Both the tenure decision and the promotion decision representan evaluation on the part of the university of the librarian’s value to theuniversity and of the potential for future contribution based on pastperformance. Both decisions require that in addition to performing assignedresponsibilities, candidates effectively fulfill all responsibilities attendant tomembership in the university community and that candidates understandthe concepts of academic freedom and academic responsibility.

B. Tenure as an element in the career path. Normally a librarian should notbe granted tenure without promotion to the rank of Associate Librarian orhigher. Only rarely and in the case of special circumstances should tenurebe granted without this concurrent promotion. As a corollary, the award ofpromotion without concurrent or prior award of tenure should occur rarely.While the grant of tenure is coupled with promotion from AssistantUniversity Librarian to Associate University Librarian, a candidate may applyfor tenure independent of an application for promotion from AssistantUniversity Librarian to Associate University Librarian. The departmental votefor tenure is always separate and distinct from a departmental vote forpromotion. In most cases, the tenure application is coupled with applicationfor promotion to Associate Librarian.

Although it is not standard practice, tenure may be granted at the initialappointment, if the librarian is being appointed at the rank of UniversityLibrarian.

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Tenure

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Tenure Timelines

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II. B. Tenure and Promotion Timelines

Determination of Tenure Year

Tenure earning faculty members shall either be recommended for tenure or givennotice of non-renewal from the tenure earning position by the end of the seventh yearof continuous full-time or equivalent part-time academic service. A faculty member mayrequest earlier consideration with the concurrence of the appropriate administrator.Some circumstances (e.g. childbirth) allow for the possibility of an extension; see UFFCollective Bargaining Agreement Article 19 for details. (19.4 -- Extension of theProbationary Period for Tenure).

A 12-month faculty member should have been employed by November 7 for the firstacademic year of employment or transfer to a tenure earning position to count as oneyear of eligibility. To determine the mandatory review year and packet submission year,see the table below.

Start Date Between Mandatory Review Year Packet Submission Year

Nov 8th 2003 - Nov 7th 2004 2011 Fall 2010

Nov 8th 2004 - Nov 7th 2005 2012 Fall 2011

Nov 8th 2005 - Nov 7th 2006 2013 Fall 2012

Nov 8th 2006 - Nov 7th 2007 2014 Fall 2013

Nov 8th 2007 - Nov 7th 2008 2015 Fall 2014

Nov 8th 2008 - Nov 7th 2009 2016 Fall 2015

Nov 8th 2009 - Nov 7th 2010 2017 Fall 2016Nov 8th 2010 - Nov 7th 2011 2018 Fall 2017

Tenure and Promotion Calendar

April

Pre-planning, including setting internal deadlines and discussing referees, begins forlibrarians anticipating going up for tenure and/or promotion.

Dean of University Libraries and Library Faculty Assembly establish the membership ofthe Tenure and Promotion Committee (terms begin October 1).

May/June/July

Human Resources Office sends the Deans and Chairs a list of tenure-accruinglibrarians with their tenure eligibility dates.

Human Resources Office sends all librarians a link to the current version of theUniversity Guidelines on the Tenure and Promotion Process.

August/September








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Tenure Timelines


Department Chair solicits letters of recommendation for nominee.

Nominees and Chairs attend workshop by Academic Affairs on how to prepare packet.

September

Nominees finalize packets for review by Department Chair/Supervisor for completenessand accuracy.

Department Chair confirms with the Human Resources Office the voting eligibility of alldepartmental members who may vote for tenure and/or promotion.

October

Department Chair conducts departmental vote and records result.

Department Chair produces a transmittal letter and provides a copy for the nominee’sreview. The nominee may prepare a response to the transmittal letter for inclusion inthe packet.

By October 15

Department Chair submits original of all tenure and /or promotion packets to HumanResources Office.

Dean of University Libraries meets with the Tenure and Promotion Committee to giveguidance and answer questions.

Tenure and Promotion Committee Chair notifies Human Resources Office of themeeting schedule and the plan for review.

November

Tenure and Promotion Committee meets to review the nominations and summarizenominees' strengths and weaknesses for the Dean of University Libraries.

December

By December 1 – Tenure and Promotion Committee Chair submits the committee’sassessments to the Dean of University Libraries.

The Deans meet to review the nominations.

Early January

Tenure and/or promotion packets are due in the Office of Academic Affairs.

Dean of University Libraries notifies the nominees of recommendation or non-recommendation.

May/June

Promotion nominees receive notification regarding the final decision on promotions bythe President of the University.

Tenure nominees receive notification regarding the final decisions on tenure by theBoard of Trustees.

July 1 or later

Tenure Timelines


Tenure is effective.Promotion is effective.Associated pay increases go into effect after this date, as determined by the University.

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II. C. 1 First Criterion: Professional Responsibility and WorkingRelationships

Standard: Nominees must achieve distinction in this criterion. Distinction isrecognized when the evidence demonstrates sustained, high-quality contributionsto librarianship (or the candidate's area of responsibility) that enhance libraryservices, foster new knowledge, support the University's mission, and provideleadership to the profession.

The Tenure and Promotion Committee will look for evidence that the nominee hasmastered his or her job, performs it effectively, and is committed to theUniversity’s mission. The Libraries of the University of Florida subscribe to thephilosophy that sound working relationships are integral to effective jobperformance. The highly interactive nature of research libraries and researchinstitutions require that library faculty be able to work effectively with a widevariety of staff in all areas of the Library and the University, colleagues within theState, as well as with faculty and students. Among the considerations are thefollowing:

1. Mastery of job responsibilities.specific examples that the nominee understands how his/her workcontributes to the goals of the Universityspecific examples that the nominee understands what is expected ofhim/her and whether he/she is meeting those expectationsspecific examples that the nominee understands the systems,programs, policies, and constituencies with which he/she has to dealin order to complete assignments and that the work is performed withskill and dedicationspecific examples that the nominee exercises independent judgmenteffective to the degree commensurate with the position’sresponsibilities and the nominee’s rank.specific examples that the nominee has successfully completedcontinuing education or equivalent course work in a subject fieldappropriate to his/her assignments. Successful completion ofacademic credit programs, and on-line training courses fromacademic institutions, libraries, professional organizations and/orinformation companies that improved the quality of his /her work arealso acceptable.

2. Effectiveness at fulfilling responsibilities.specific examples of increasing effectiveness and a high level ofperformance over a period of several yearsspecific examples of high quality projects, publications, reports, grantproposals, response to service requests, instruction or teachingsessions, cataloging and websitesspecific examples of ability to prioritize and to make effective use oftime (including other people’s time)specific examples of success at interdepartmental, interdivisional,institutional, and interagency collaboration (this is also a workingrelationship)specific examples of initiative and creativity in improving service tousers and/or in developing programs









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3. Commitment of University, Libraries, research librarianship.specific examples of constructive approach to planning and problemsolvingspecific examples of efforts to further the performance andsuccessfully support the mission of the unit, department, the Libraryand the University (this is also a working relationship)specific examples that the nominee has developed and/or taughtrelevant sessions in academic courses or credit courses orcomponents of such a coursespecific examples of integrity in dealing with the organization and withcolleagues

4. Development of good working relationships.specific examples that the nominee treats others with understanding,dignity and respect.specific examples that the nominee strives for understanding ofperformance expectations and both encourages and considers staffparticipation in decisions that affect the workplace.specific examples that the nominee communicates effectively andworks well with individuals, in teams and on committees

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II. C. 2. Second Criterion: Professional Development and Scholarship.

Standard: Distinction must be attained in either the second or the thirdcriterion. If distinction is attained in the second and not the third criterion,performance in the third criterion must be strong, but not necessarilydistinguished.

The Tenure and Promotion Committee will look for evidence of commitment toand accomplishment in research librarianship. Documented activitiesdemonstrating that the nominee’s experience has led to a broad understanding ofthe field, that he/she has mastered a part of it, and that there has been intellectualdevelopment and contributions beyond those called forth by routine dailyassignments are important considerations. Professional development andscholarship in a subject area will be considered if relevant to the librarian’sassignment. The Tenure and Promotion Committee will use the documentation toevaluate the nominee’s potential to continue to be a creative and contributingmember of the University community. Among the considerations are the following:

1. Scholarly Achievementspecific examples that the nominee has made scholarly contributionsto the field, with special consideration given to scholarly monographsor substantive refereed journal articles or articles in respected non-refereed journalsspecific examples that the nominee’s expertise has been recognizedthrough invitations to present papers, demonstrations, postersessions and exhibits at professional meetings, symposia,workshops, and conferencesspecific examples that the nominee has participated at the state,regional, or national level as session moderators, panelists andconference organizers/program plannersspecific examples that the nominee has developed library documents,printed, audiovisual instructional aids, or electronic media and/orother works of exceptional quality or creativityspecific examples that the nominee’s scholarly achievement hasbeen recognized with the completion of a university accrediteddegree program in a subject field appropriate to his /her assignmentsspecific examples that the nominee has developed original uses ofother technologies to solve library problems

2. Grants and Other Funding.specific examples that the nominee has identified areas where theLibrary might qualify for outside funding from either public or privatesector sources and developed successful proposalsspecific examples that the nominee has helped a professionalorganization develop a grant for funding bibliographical projects tobenefit all research libraries or staff of research institutionsspecific examples that the nominee has contributed to the field oflibrarianship through a professional development leave awarded byUF or through fellowships, internships, or study leaves granted bynational or professional associations.

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II. C. 3. Third Criterion: Service to the Library, the University, the State,and the Profession.

Standard: Distinction must be attained in either the second criterion or thethird criterion. If distinction is attained in the third criterion and not thesecond criterion, performance in the second criterion must be strong, butnot necessarily distinguished.

The Tenure and Promotion Committee will look for evidence of a nominee’s strongservice orientation to the Library, the University and the profession. Among theconsiderations are the following:

1. Service to the Library.specific examples that the nominee has provided leadership andsignificant service to the Library through participation andcontributions to committees or task forces, with particular emphasisbeing given to major library-wide committees and service in aleadership capacity.specific examples that the nominee has contributed to theachievement of the Library’s mission by providing major constructivesuggestions and criticisms of a library-wide nature that have resultedin improvements in library operations

Service to the University.specific examples that the nominee has provided substantive serviceto the University through participation on university-wide committees,college or academic departmental programs and endeavors, taskforces, senates, or research teams, or through the planning ofuniversity programs and initiatives.specific examples that the nominee has developed and/or taught arelevant credit course or components of such a course

3. Service to the State University Libraries.specific examples that the nominee has provided substantive serviceto the State University Libraries through participation on SUL-widecommittees and task forces, or research teams, or through planningSUL-wide university programs

4. Service to the Profession.specific examples that the nominee has made a substantialcontribution to the work of a relevant professional organization (e.g.holding major elected or appointed office, planning programs, servingon committees, task forces, or panels).specific examples that the nominee has provided successful formalconsultations, workshops, or presentations outside the universityappropriate to his/her assignments

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II. D. 1. Tenure and Promotion Guidelines for Library Faculty and Supervisors

A. Introduction

The tenure and promotion processes are governed by procedures which are derived fromrules and regulations promulgated by the State of Florida, the University of Florida, and theUnited Faculty of Florida Union. These rules mandate the manner in which thetenure/promotion process is handled by the librarian’s department; the Libraries’ Tenure andPromotion Committee, the Dean of University Libraries, and higher administrative officials.

Tenured library faculty should evaluate carefully the material submitted for each nominee,clarify matters that are not clear in the documentation, and determine whether the nomineemeets the standard that the University has set for tenure and/or promotion to the applicablerank. Confidentiality with respect to information regarding each candidate is expected.

The following documents are pertinent to the tenure and promotion process:

1. Florida Administrative Code (FAC) 6C1-7.003, 7.010, 7.013, and 7.019.2. Constitution of the University of Florida, Article V., Section 5.3. GUIDELINES AND INFORMATION REGARDING THE TENURE, PERMANENT

STATUS AND PROMOTION PROCESS FOR (year). This is updated annually andposted on the Office of the Provost Tenure Information Page athttp://www.aa.ufl.edu/tenure/.

In instances where the Career Development Handbook and the above documents are not inagreement regarding the specifics of the packet, the candidate and chair should rely onthe university documents as authoritative. In instances where the Career DevelopmentHandbook and the above documents are not in agreement regarding the departmental orLibrary processes for reviewing the tenure and promotion application, the candidateand chair should rely on the Career Development Handbook. Any questions or concernsshould be directed to Library Human Resources Office.

For those faculty in the bargaining unit, the same promotion procedures are used forfaculty holding tenure and non-tenure accruing titles. For those faculty not in thebargaining unit, the same promotion procedures are used for faculty holding tenure andnon-tenure accruing titles, with the exception of promotions from Assistant In to Associate Inor from Associate In to Senior Associate In. These promotions can be decided by thecollege dean and do not need to be forwarded to the President. Evaluations of those facultymembers will be based on assigned duties and responsibilities with the understanding thatsome assignments may be all or mostly devoted to one activity.

B. Overview of the Process

The process has a number of checks and balances to protect both the individual and theUniversity.

1. Academic Affairs advises Library Human Resources as to which librarians are subjectto mandatory tenure review the following year.

2. A faculty member in an eligible position must request to be nominated for tenure bythe beginning of the last year of the tenure probationary period. The Department Chairor the individual librarian may initiate the promotion process.

3. Names of evaluators are generated by the candidate and his/her mentor, and thedepartment chair. Letters of evaluation are solicited. Biosketches of evaluators areincluded in packet. Other required data are gathered into the nomination packet.

4. Eligible faculty members of the nominee’s tenure home department read the packet












http://www.generalcounsel.ufl.edu/downloads/Constitution.pdf

http://www.aa.ufl.edu/tenure/



and discuss the nomination. No sooner than 24 hours after this departmentaldiscussion, the eligible faculty members vote by secret ballot on the basis of theirexperience with the nominee and the evidence presented in the packet.

5. After the departmental vote, the Department Chair adds his or her recommendation tothe packet. A copy of the Chair’s letter is provided to the candidate, and thecandidate has 10 days thereafter to request a meeting and/or to submit a writtenresponse to be included in the packet.

6. The packet, along with the Department Chair’s recommendation and the departmentalvote, is forwarded to the Tenure and Promotion Committee.

7. The Tenure and Promotion Committee reviews the packet and provides a written fact-finding report to the Dean of University Libraries.

8. The Dean of University Libraries may request that the library directors from SmathersLibraries, the Health Science Center Libraries, the Legal Information Center, andFCLA provide advice regarding their nominations.

9. The Dean of University Libraries writes a letter of review and recommendation andsends it to the Academic Personnel Board. A copy of the Dean’s letter is provided tothe candidate, and the candidate has 10 days thereafter to request a meeting and/orto submit a written response to be included in the packet.

10. The Academic Personnel Board will review the packet and report to the president onthe strengths and weaknesses of the records. If there are questions about anomination packet, the Academic Personnel Board will notify the dean who in turn willnotify the appropriate chair or director and the faculty member so they may respond.

11. The nomination is forwarded to the President of the University who makes finalpromotion decisions and recommends tenure.

12. Positive tenure recommendations are forwarded to the Board of Trustees for finalaction.

13. Although the President makes final tenure recommendations, the Dean of UniversityLibraries is given an opportunity to discuss negative tenure decisions with thePresident.

14. Negative tenure decisions may result in a notice of non-renewal.

C. Detailed Procedures -- Initial Steps

The Guidelines and Information Regarding the Tenure, Permanent Status and PromotionProcess document is updated annually and posted on the Office of the Provost TenureInformation Page. Shown below are highlights of the procedures that must be followed.

1. Determination of Eligibility for Tenure Nominationa. Librarians who are classified as full-time or part-time with the rank of Assistant

University Librarian and above who are employed in a tenure earning positionare eligible for nomination fortenure.

b. The tenure probationary period for the University Libraries is 7 years, includingany time approved for tenure credit when initially employed by the University ina tenure accruing position. A faculty member must request to be nominated fortenure by the beginning of the last year of the tenure probationary period (July1st), although consideration is normally given when the candidate’s record isready (a determination made by the faculty member in consultation with thechair). A faculty member may apply for tenure at any time prior to the beginningof the last year of the tenure probationary period, and the department chair orequivalent administrator shall initiate the tenure nomination process upon thatrequest, regardless of the time the faculty member has spent in rank. Facultymembers considering applying for tenure prior to the beginning of the last yearof their probationary period are advised to consult with senior faculty and thechair, director, or dean before making this request. A faculty member who isconsidered for tenure but not supported by the president must be given a letterof non-renewal. Faculty members being considered for tenure prior to the





beginning of the last year of the probationary period may withdraw fromconsideration without prejudice. The withdrawal from consideration for tenuremust be made prior to the President’s official notification.

c. Tenure service is counted prior to, during, and after an approved leave ofabsence or reduction of FTE. No service credit is accrued during the leave ofabsence without pay, except as agreed to in writing by the Office of AcademicAffairs and the faculty member at the time of approval of leave.

2. NominationIn July the Library Human Resources Officer will notify eligible librarians,directors/deans, and department chairs that it is time to initiate the tenure and/orpromotion process. Any librarian desiring to submit a nomination for promotion mustbe considered.

3. Tenure and Promotion Information Meeting for Librarians

Nominees and their department chairs will be invited, along with any other interestedlibrarians; to attend tenure and promotion workshops provided by the Human ResourcesOffice and the Office of Academic Affairs.

a. The meetings provide information on all aspects of the Libraries’ and University’stenure and promotion process: filling out the tenure and promotion forms, selectingreferees, requesting letters of evaluation, the role of the Tenure and promotioncommittee, criteria for tenure and promotion, and timelines for the tenure andpromotion process.

b. The Department Chair or equivalent administrator and the nominee should reviewthe appropriate sections of the Florida Administrative Code, University Constitution,Bargaining Agreement, Career Development Handbook and the Office of AcademicAffairs Memorandum for compliance with the rules and procedures.

4. Letters of Evaluation

Letters of evaluation from colleagues outside and inside UF are extremely important inpresenting a credible picture of a candidate and should therefore be written by aknowledgeable, competent, reputable, and diverse group of persons. Referees should beselected carefully.

a. Number of Outside Letters

For faculty in the bargaining unit, no fewer than five and no more than sixletters must be from qualified scholars in pertinent disciplines outside* theuniversity.

For faculty not in the bargaining unit, at least five letters must be from outside* theuniversity.

*Outside means individuals not employed either currently or in the past tenyears by the University of Florida.

These outside letters are placed in the LETTERS OF EVALUATION section ofthe packet.

b. Number of Letters from Inside UF

For all library faculty, there will also be letters from 3-5 UF evaluators (normallyUF librarians or other UF faculty).

These will be included in the FURTHER INFORMATION section of the packet.

Inside evaluators selected may include faculty (either librarians or other faculty)that have left UF in recent years (normally 1-3) who can still provide importantand useful evaluation of the candidate's recent performance in Criterion One



(Professional Responsibility and Working Relationships).

c. Other Guidelines

1. For promotion to Associate University Librarian and for tenure: Eightletters of evaluation (5 from outside and 3 from inside) are required. 1-2 additional inside letters (total of 5 inside) may be needed to adequately reflectachievements in some cases. The same requirements exist for non-tenuretrack faculty seeking promotion from Assistant In to Associate In.

2. For promotion to University Librarian: Ten letters (5 outside and 5 inside)are required. The same requirements exist for non-tenure track faculty seekingpromotion from Associate In to Senior Associate In.

3. Letters should normally be written by faculty of higher rank than the nominee.Exceptions may be colleagues with whom the candidate has worked closely intheir service to professional organizations.

4. More important than quantity of letters is their quality, ensuring that aknowledgeable, rounded and balanced view of the performance and potentialof the nominee is provided.

5. Please note that these are to be letters of evaluation offering evidence ofrecognized contributions and not simply letters of support.

6. You are encouraged to solicit outside letters from those who do not have apersonal relationship with the candidate.

7. Outside letters from faculty who are at the top of the candidate’s field and atthe very best institutions are particularly valued

8. Other considerations for selection of evaluators are included in the annualGuidelines and Information Regarding the Tenure, Permanent Status, andPromotion Process linked at http://www.aa.ufl.edu/tenure/.

d. Process for Identifying Evaluators

1. No later than mid-July, seven names of potential outside evaluators and fivenames of potential UF evaluators (UF librarians and other faculty) aregenerated by the candidate and his/her mentor and submitted to the chair.

2. The chair also generates a list of potential evaluators.3. The chair and the candidate discuss their lists of potential evaluators and

decide who should be contacted to ask if they are willing to write anevaluation.

4. The chair contacts the potential evaluators to determine if they are willing/ableto write a letter by late September if requested.

5. For outside reviewers, at least five individuals and not more than six, at leasthalf of whom come from the candidate’s list, must agree to serve as reviewers.If an insufficient number of individuals agree to serve, the candidate shouldsubmit additional names until at least five individuals agree to serve.

6. For inside reviewers, 3-5 letters will be included in the packet. These lettersshould be written by individuals that can especially offer substantive commentsregarding the candidate’s performance in Criterion One (ProfessionalResponsibility and Working Relationships).

7. Biosketches of evaluators will be included in the packet and should begathered at this time.

8. The Department Chair reviews the final list with the candidate. 9. The Chair sends the list of selected evaluators and biosketches to the next

level supervisor (either the Associate Dean, Senior Associate Dean, or Dean)for review. Reasons for choosing evaluators are included:credentials/qualifications and his/her relation to the candidate (specifically theextent of contact, knowledge of candidate’s performance, etc.)

10. The Associate Dean, Senior Associate Dean or Dean approves the list.

e. Soliciting Letters of Evaluation

1. Letters of evaluation must be available to the candidate for review unless s/heexecutes a written waiver of her/his right to review the solicited letters ofevaluation. Candidates must execute or decline the waiver before letters ofevaluation are solicited. Evaluators must be notified in the solicitation letterhow the candidate chose to execute or decline the waiver. The signedstatement is sent to the Library Human Relations Officer.




2. The Department Chair will use the Libraries’ form letter to solicit letters ofevaluation. Copies of the solicitation letters are to be sent to the HumanResources Officer.

3. The letter shall append the candidate’s vita and the Libraries’ written discipline-specific clarifications of the University criteria and shall ask the evaluator toassess the candidate’s performance in order to determine whether it satisfiesthe University criteria for tenure as clarified in writing by the Libraries.candidate’s department.

4. All solicited evaluations that are received must be included in the packet.

f. Letters Included in the Packet

Letters of evaluation should be arranged and identified:

Those from colleagues outside of UF are placed in the Letters of Evaluation Section.Those from University of Florida Librarians and University of Florida Faculty areplaced in the Further Information Section, along with the biosketches of thoseevaluators.

D. Preparation and Contents of the Tenure and/or Promotion Packet

1. Preparation Nominees for tenure and/or promotion need to review the Libraries' Career DevelopmentHandbook and The Guidelines and Information Regarding the Tenure, Permanent Statusand Promotion Process document that is updated annually and posted on the Office of theProvost Tenure Information Page, which includes the University’s tenure and/or promotionforms and the applicable sections of the Florida Administrative Code, the BargainingAgreement, and the Constitution of the University of Florida. The nominee is responsible for working with his/her supervisor to prepare the tenure andpromotion packet. The supervisor is responsible for providing guidance to the nominee.

Prior to consideration of the librarian’s nomination by the department, the nominee willreview the materials in the packet to ensure that all information the librarian believes to bepertinent to the nominations is present. It is the responsibility of the nominee to see that thetenure and/or promotion materials are complete.

If the librarian has waived his/ her right to review the letters of recommendation, these maynot be seen by the nominee. It is the responsibility of the nominee's supervisor toincorporate the letters of recommendation into the packet in accordance with relevantUniversity Tenure and Promotion Guidelines.

The nominee must be notified in writing of any additions, deletions or changes to thesupporting materials in the packet. The nominee then has five days within which to attach abrief and concise response if desired.

2. Contents of the Tenure and/or Promotion Packet

University of Florida Recommendation for Tenure, Permanent Status, and/orPromotion forms are provided by the Office of Academic Affairs. Instructions forcompleting the Tenure and Promotion packet can be found in the annual Guidelinesand Information Regarding the Tenure, Permanent Status and Promotion Processdocument. It is important to follow these instructions.

OTHER SPECIFIC GUIDANCE FOR LIBRARY FACULTY -- Consult Library HR with anyquestions.

GENERAL: Each page of the packet should be numbered, including the letters ofevaluation; do not number “page X of Y”. Put the nominee’s name in the upper right-handcorner of each page.The T&P Cover Sheet is the first page of the packet and is assignednumber "1".





#4 -- ASSIGNED ACTIVITY… – Use the Teaching, Research, and Service categoriesshown in the UF instructions. Most library faculty will show 0% Teaching, 10% Research,and 90% Service.

#9 -- Teaching, Advising and/or Instructional Accomplishments

The 2009-2010 UF Guidelines specifically included the following languageencouraging library faculty to describe accomplishments in their primary assignment(i.e. criterion one "Professional Responsibilities").

In no more than 750 words, describe your teaching, advising, professionalresponsibilities (Librarians), and/or instructional accomplishments, including,as appropriate, curriculum and course development, service as a graduate orundergraduate coordinator, supervised research through credit courses, andthe development of new courses, CD ROM’s, educational software andmultimedia materials.

Library faculty should include the following statement initially in this section. Thisdoes not count as part of the 750 words.

NOTE: To support the teaching and research missions of the University, Libraryfaculty are assigned in varying degrees to perform public, technical, archival, andadministrative functions. These primary activities are referred to in the Libraries’ T&PCriteria as “Professional Responsibilities” rather than “Teaching” to better reflect theunique and specialized activities in which Library faculty engage.

SUMMARY OF ALL LETTERS INCLUDED IN THE PACKET

Letters of evaluation solicited from outside and insde UF. Those from colleaguesoutside UF are placed in the Letters of Evaluation Section, while those fromUniversity of Florida Librarians and University of Florida Faculty are placed in theFurther Information Section.

Include copies of the last five annual letters of evaluation (including anyresponses) (or as many as have been written if the nominee has not been at theUniversity long enough to have been evaluated five times).

If tenure credit was granted upon appointment, include a copy of the letter approvingsuch previous tenure service.

The letter from the Department Chair or equivalent administrator is to be addedto the packet after the departmental vote has been taken. See below section F.Department Chair’s Addition of Information to the Packet for more information aboutthis letter.

The packet cannot be forwarded to the next step until the candidate either submits aresponse to the Chair’s letter, indicates in writing that s/he will not respond, or 10days have passed since their receipt of the Chair’s letter, whichever is first. Suchresponse shall be placed in the packet.

An evaluative statement from the Dean of University Libraries is required. Thestatement is added to the packet after the Dean of University Libraries has reviewedthe fact-finding information with the Tenure and Promotion Committee. Thisstatement, a copy of which is sent to the nominee, may be used to explain/clarifysuch issues as unusual votes, exceptional assignments, or early promotions as wellas serving as an evaluation of the nomination.

The packet cannot be forwarded to the next step until the candidate either submits aresponse to the Dean’s letter, indicates in writing that s/he will not respond, or 10days have passed since their receipt of the Dean'sletter, whichever is first. Suchresponse shall be placed in the packet.

ADDITIONAL CONTENTSAt the end of the packet include a current vita which serves as an extension of



information not required by the forms gives a broader description of the nominee’saccomplishments. Also include Annual assignments and goals/objectives. These arenot forwarded to the Academic Personnel Board.

E. Departmental Vote

1. All tenured librarians in the nominee’s department are eligible to vote on a tenurenomination. See exceptions in #6 below.

2. Those librarians in the nominee’s department in ranks higher than the nominee’s currentrank are eligible to vote on a promotion nomination. See exceptions in #6 below.Clarification for non-tenure track faculty: For faculty applying for promotion to AssociateIn, the dossier will be reviewed and voted upon by departmental faculty at the rank ofAssociate In or higher and/or Associate University Librarian or higher. For faculty applyingfor promotion to Senior Associate In, the dossier will be reviewed and voted upon only bydepartmental faculty at the rank of Senior Associate In and/or University Librarian.

3. Faculty in the department eligible to vote will independently review all material in thepacket, including letters of evaluation. (They do not view the chair’s letter of transmittal, orthe chair’s endorsement, or lack thereof—these are added after the vote.)

4. The Chair will hold a meeting of eligible voting faculty to discuss the nominations. 5. The vote, by secret ballot, may not be taken sooner than 24 hours after this meeting.

Department members are expected to vote on their experience working with the candidateas well as the contents of the packet. It is recommended that candidates be discussedalphabetically (first all candidates for tenure at that rank, then the candidates for promotionto University Librarian). All discussions and material reviewed must be heldconfidential by all involved.

6. NOTE: Though eligible to participate in the discussions of the departmental faculty, achairperson, dean, or equivalent administrator who provides a written evaluation of thecandidate as part of the tenure or promotion process shall not participate in the secretballot of the department or unit.

F. Department Chair’s Addition of Information to the Packet

1. After the department vote is taken, but before the packet is forwarded to the Library HumanResources Office, the Chair adds to the packet a letter of transmittal (addressed to theDean of Libraries), indicates whether the nominee is endorsed or not, and writes in theresults of the departmental vote.

2. The chair’s letter must explain the vote whenever 20% or more of the votes are recordedas negative, abstaining or absent.

3. This letter should give an overall assessment (as measured against the criteria described inChapter Two, Section A) of the nominee’s qualifications for the action sought, provideinformation, where appropriate, about the professional status of those writing letters ofevaluation, comment on the quality of the nominee’s publications and other achievementsunder the criteria, and provide any other clarification’s which will assist the reviewers inevaluating the materials in the packet. Of special importance is highlighting the significanceof the UF evaluation letters contained in the Further Information section since they address80-90% of a UF librarian’s assignment. The chair should append to the letter the list ofreferees with a brief narrative description of the reasons why these individuals wereselected, including the referee’s credentials/qualifications and his/her relation to thecandidate (specifically the extent of contact, knowledge of the candidate’s performance,etc.).

4. Once this information has been added to the packet, the nominee must receive a copy ofthe letter, evaluation, and results of the departmental vote.

5. If the nominee’s immediate supervisor reports to a Department Chair, the supervisor maywrite the chair’s letter of transmittal. In this case, the chair indicates in writing on the letterconcurrence with the lower level supervisor.

6. At any point in the process if information is added to, deleted from, or changed in thepacket, the nominee must be notified in writing and has five days to respond. A copy of thenotification is sent to the department chair.

7. The original packet and two photocopies are to be submitted to the Human Resources



Office for review for omissions or errors. After the packet has been reviewed and corrected,if needed, the packet is forwarded to the Tenure and Promotion Committee.

G. Review by the Tenure and Promotion Committee

1. Composition and Formation of the Committeea. The Tenure and Promotion Committee is composed of nine members: four

elected by the Library Faculty Assembly and four appointed by the Dean ofLibraries with the fifth alternating yearly. All must be tenured faculty members,with the majority University Librarians. The committee will include one membereach from Health Science Center Libraries and Legal Information Center withequitable representation of all units of Smathers Libraries.

b. Each librarian appointed or elected to the committee will serve a three-yearterm, unless the librarian is appointed/elected to fill in for a committee memberwho has left the Libraries or is otherwise unable to serve. New members areelected/appointed in April/May, take office October 1st, and complete theirservice three years later on September 30th. Appointments will be staggered insuch a way that the terms of three librarians will end each year thusnecessitating the election or appointment of three new committee members.

c. By August of each year one University Librarian on the committee will beappointed chair of the committee by the Dean of University Libraries.

2. Responsibilities of the Committee

1. The members of the Tenure and Promotion Committee will review and discussappropriate tenure and promotion regulations for the Libraries and the University inorder to develop a common understanding of the requirements, procedures and theirresponsibilities prior to consideration of the tenure/promotion nominations.

2. They will then review the files of candidates.3. All members are eligible to review and assess tenure nominations. 4. Those faculty in ranks higher than the nominee’s current rank are eligible to review

and assess promotion nominations. Clarification for non-tenure track faculty: Forfaculty applying for promotion to Associate In, the dossier will be reviewed andassessed by members at the rank of Associate University Librarian or higher. Forfaculty applying for promotion to Senior Associate In, the dossier will be reviewedand assessed only by members at the rank of University Librarian.

5. The evaluation information used in the tenure and/or promotion process as well asthe Committee’s discussion of said information are confidential and open only tothose individuals involved in the recommendation and/or decision making process,unless otherwise required by law.

6. Members of the committee may request at any stage in the fact-finding processadditional information.

7. After review and discussion of the nomination, the chair of the Committee informs theDean of University Libraries and the Human Resources Officer that their review hasbeen completed.

8. A fact-finding report, identifying the strengths and weakness of each candidate, isprepared for the Dean of University Libraries. The Dean may discuss the findingswith members of the committee.

H. Review by the Library Dean, Associate Deans and Directors

1. The Dean of University Libraries may request that the Associate Dean and Director of theHealth Science Center Libraries', the Legal Information Center Director, the FCLA Directorand the Smathers Libraries Associate Deans provide information on the nominations.

2. After consideration of the materials in the packets, and after consultation with the abovementioned groups and/or individuals, the Dean of University Libraries decides whether ornot to endorse the nominations. This decision is noted on the tenure and promotion forms.

3. The Dean of University Libraries may choose among the following. In either instance, the



packet is forwarded to the Academic Personnel Board. Copies of the material added to thepacket are sent to the nominee.

a. Tenure

1. recommend the nomination. An evaluative statement is written by the Dean ofUniversity Libraries and inserted into the packet.

2. recommend against tenure. If the nomination is not recommended, the Dean ofUniversity Libraries must notify the candidate within five (5) days. The Candidate mayask for a meeting with the Dean within 10 days of notification.

b. Promotion

1. recommend the nomination An evaluative statement is written by the Dean ofUniversity Libraries and inserted into the packet.

2. recommend against promotion. If the nomination is not recommended, the Dean ofUniversity Libraries must notify the candidate within 5 days. The Candidate may askfor a meeting with the Dean within 10 days of notification.

3. NOTE: For faculty members not in the bargaining unit seeking promotion fromAssistant In to Associate In or from Associate In to Senior Associate In, thepromotion decision can be decided by the college dean and does not need to beforwarded to the President. All other faculty promotion decisions are made by thePresident.

I. Review by the University’s Academic Personnel Board or Designee

1. The University’s Academic Personnel Board or designee shall review nominationsreceived in order to advise the President.

2. The Dean of University Libraries shall have the opportunity to meet with the presidentto review negative recommendations for tenure before the president makes adecision.

J. Review by the University President

1. In tenure decisions, the President will submit a recommendation to the Board ofTrustees for approval. The Dean of University Libraries will be notified of thatrecommendation and will keep the librarian informed.

2. The President has the authority to make the final decision with respect to promotionnominations to the Associate University Librarian and University Librarian ranks, and,for in-unit, non-tenure accruing faculty, to Associate In and Senior Associate In. TheDean of University Libraries will be notified of such action.

K. Review of Tenure Nominations by the Board of Trustees

The library faculty member shall be notified in writing by the appropriate administrativeofficial immediately, or as soon thereafter as possible, of the final action taken on thenomination for tenure.

L. Tenure and Promotion File

Copies of tenure and promotion packets will be filed in the Human Resources Office ina separate tenure and promotion file. This material may be viewed only by thoserequired to participate in making recommendations and decisions regarding tenureand/or promotion as needed.

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II. D. 2. Tenure and Promotion Committee Guidelines

I. Policy

The Tenure and Promotion Committee serves as a fact-finding body toreview applications for tenure and/or promotion based on the criteriaoutlined in the Career Development Handbook. The committee is advisoryto the Dean of University Libraries who appoints library faculty for a three-year term. Each year three members rotate off of the committee and threenew members join it. The Dean annually sends a letter to the Committeeoutlining their responsibilities and timeline.

II. Referenced Documents

A. Florida Administrative Code (on tenure and promotion)

B. Comparison of Librarians Ranks (chart)

C. Standards for Promotion to Associate or University Librarian (CareerDevelopment Handbook)

III. Monitoring Development of each Candidate’s Packet

The chair should initiate contact with the Human Resources Officer andcommunicate regularly concerning the names of individuals planning to beconsidered for tenure and promotion and the status of packets (progresstoward receipt of all letters, etc.)

IV. Setting Up T&P Committee Meetings

A. Begin planning meeting times as soon as possible; scheduling ninepeople for committee meetings can be a complicated task.

B. In advance of the first meeting with the committee, gather as muchschedule information from members as possible so that potentialmeeting times can be proposed. Consider the following:

Regular meetings (weekly, bi-weekly, monthly)Other known meetings already scheduledAnticipated days out of the office

C. Using the information supplied, create a master schedule for thecommittee, identifying potential meeting times.

D. Anticipate how many meetings will be needed for discussion.Estimate one hour per candidate. Set up one or more additionalsessions in case extra time is needed. It is recommended that nomeeting last more than three hours, and two hours is preferred.

V. Organizational Meeting

The chair arranges an organizational meeting before the packets are readyto be discussed. Committee members should review the appropriatesections on tenure and promotion from the Career Development Handbook










and the Florida Administrative Code.

A. The purpose of the meeting:Review the Dean’s letter to the committee.Review the T&P criteria by which candidates are to be judged.Review and clarify the criteria and other questions about theT&P process and the T&P Committee’s role.Agree on the process to be followed in committee preparationand deliberations.Establish the communications mechanism for the committee.Agree on a plan for the easiest possible access to candidatepackets and publications by Committee members in advanceof meetings to discuss and vote. Insure that packets are notchecked out and unavailable to others for significant periods.Determine a schedule for completion of the process no laterthan the deadline established by the Dean.

B. Points to EmphasizeConfidentiality of all deliberations.The committee serves a unique and valuable role in providingthe perspective of accomplished and objective colleagues.Individuals are not tenured as administrators (departmentchairs, etc.), but as "librarians".Note: Although a candidate may have the primary assignmentof manager/supervisor, he/she is to be evaluated within theguidelines of the Career Development Program for Librariansand within the context of his/her work as a librarian.Plan to reserve enough time to study thoroughly each packet.Before beginning to read packets, have a clear picture ofwhich activities are to be included in each of the three criteria.Committee members should look for sustained achievementsin the three criteria: Professional Responsibility, ProfessionalDevelopment and Scholarship, Service to the Library, theUniversity, the State, and the Profession. Distinction inProfessional Responsibility and in one of the other two criteria,with excellence in the third, are required.In the interest of fairness,do not compare the merits of anyapplication for tenure and/or promotion with that of otherlibrarians going through the process in the same year. Eachapplication stands on its own and is measured against sharedstandards of excellence that the organization constantly strivesfor in each criterion. Each committee member is selectedbecause s/he is believed to have the breadth of experiencewithin the organization and a sufficient understanding ofprofessional activities characteristic of each rank to make aninformed assessment concerning a candidate.Packets are to be read with objectivity and within the contextof the guidelines in the Career Development Program forLibrarians.First-hand information from committee members whichprovides useful insight into a candidate’s work but may not bereflected in the packet is encouraged so that there is asbalanced a picture as possible of the candidate.The Committee may request additional information from acandidate's supervisor, if necessary. The T&P CommitteeChair should contact the Human Resources Officer beforepursuing other sources.



VI. Reading Packets in Preparation for Discussion

A. Vitas for those librarians recently tenured and/or promoted aremaintained in the Human Resources Office and are available forcommittee review.

B. Review the candidate's packet and identify particular areas ofdistinction and areas of concern. For example:

In the area of publications, think in terms of sub-categories forbooks, refereed journal articles, etc.In the areas of service, think in terms of significance/relevanceof the group, the individual’s specific role in it and contributionsto its work, etc.

C. A referee's letter should be evaluated critically for an understandingof research librarianship, the level of performance generallyconsidered routine at University of Florida and other academicresearch libraries, the UF tenure and promotion criteria, and thespecific performance of the nominee. The referee's knowledge andlength of involvement with the candidate should also be noted.

VII. Fact-Finding and Assessment Meetings to Discuss Candidates

A. The chair should arrange to have packets and publications ofcandidates for review at the meeting.

B. Before beginning discussion of individual candidates, the chairshould ask if any additional general discussion on the process orcriteria needs to occur.

C. Before beginning the discussion of candidates for the rank ofUniversity Librarian,the University Librarians on the T&P Committeeshould discuss the standards and expectations for attainment of thatrank.

D. Discuss the candidates alphabetically (first all candidates for tenureat that rank, then the candidates for promotion to UniversityLibrarian).

E. Plan on approximately one hour for discussion on each candidate.Allow for as much time as is needed however, to thoroughly discussall aspects of a candidate’s performance.

F. Discuss each candidate systematically using Criterion I, Criterion II,and Criterion III. Both strengths and weaknesses of the candidatesrecord shall be reviewed.

G. The Tenure and Promotion Committee members provide individualassessments for each nominee and the assessments are tallied bythe Chair of the T&P Committee

VIII. Reporting to the Dean

When all candidates have been reviewed and an assessment taken, thechair presents the Committee's assessment and fact-finding report to theDean of University Libraries.



IX. Final Steps

The Dean may wish to consult with the Committee as a group orindividually.

X. Responsibility

It is the responsibility of the Human Resources Officer to update and tomaintain this process consistent with current practices of the Library Tenureand Promotion Committee, the University of Florida Office of AcademicAffairs, and the Dean of University Libraries.

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Promotion for Non-Tenure Track Faculty

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II. E. Promotion for Non-Tenure Track Faculty

Determination of Eligibility for Promotion

Some library faculty are appointed to ranks that are non-tenure accruing (e.g. Assistant-In, Associate-In, or Senior Associate-In Libraries). In order to receive a higher rank,there must be a documented record of distinction in performance of the facultymember’s primary responsibility including demonstration of professional expertise,innovation, mature judgment, and creativity.

An eligible faculty member may initiate the application for promotion whenever thefaculty member believes he/she has met the criteria for promotion by notifying thedepartment chair or equivalent (hereafter, "chair") before the normal tenure andpromotion review cycle begins, and the chair shall initiate the promotion nominationprocess upon that request. Faculty members being considered for promotion maywithdraw from consideration without prejudice.

For those faculty members in the bargaining unit, the same promotion proceduresare used for faculty holding tenure and non-tenure accruing titles; the President shallmake the final decisions on promotion.

For those faculty members not in the bargaining unit, the same promotionprocedures (including final decisions on promotion by the President) are used for facultyholding tenure and non-tenure accruing titles, with the exception of promotions fromAssistant In to Associate In or from Associate In to Senior Associate In. Thesepromotions can be decided by the college dean and do not need to be forwarded to thePresident.

Evaluations of non-tenure accruing members will be based on assigned duties andresponsibilities with the understanding that some assignments may be all or mostlydevoted to one activity.

Promotion Criteria

Movement from Assistant-In to Associate-In or from Associate-In to Senior Associate-Inshall be a result of a faculty member’s meritorious performance since the last promotionor since the faculty member’s appointment (if there is no previous promotion) and shallbe based upon established written promotion criteria for the rank in question specifiedby the University and by the College of Libraries.

Promotion within a rank series for faculty members who are not eligible for tenure,where the faculty member’s assignment is normally devoted to one or two assignmentcategories requires distinction in Criterion 1 the faculty member’s primary responsibilityand strong achievement in one of the other two criteria: 2) professional developmentand scholarship, or 3) service to the Library, the University, the State, and theProfession. Distinction is recognized when the evidence demonstrates sustained, high-qualitycontributions to the candidate's area of primary responsibility that enhance libraryservices and functions, foster new knowledge, support the University’s mission, andprovide leadership. Distinction is performance that would be judged by informed expertsas outstanding in comparison to other professionals in the same field.










Criteria for promotion shall be relevant to the performance of the work that the facultymember has been assigned to do and to the faculty member’s duties andresponsibilities as a member of the University community. Criteria within the College ofLibraries recognize three broad categories of academic service: 1) Professionalresponsibility, 2) Professional development and scholarship, and 3) Service to theLibrary, the University, the State, and the Profession.

Criterion One: Professional responsibility: Evidence of distinction may includecontributions in functions such as:

Providing reference and research services to discipline based users, to theUniversity community, and/or to the global research community.Identifying, selecting, evaluating, acquiring, and preserving paper-based and/ordigital resources in support of the University’s research and education endeavorswhich result in collection excellence.Instructing students in for-credit courses offered through teaching departments inthe candidate's subject specialty.Providing bibliographic instruction offered as a component of for-credit courses;Developing instructional materials for in-class or online use that enhance theinformation skill sets of students and faculty.Supervising and managing units and/or projects within the Libraries whichprovide services and functions.Performing administrative functions including training, budgeting, planning, goal-setting, and analysis.Creating and supporting metadata systems which permit discovery and access tolibrary resources.Organizing, retrieving, and manipulating data in print, non- print, and electronicforms to assist library users.Designing and implementing computer functionality based on user needs.Developing and/or managing computer-based systems including hardware and/orsoftware that enhance the libraries’ ability to support the library’s and University’smissions.Creating digital collections that support the educational and research efforts ofthe University community and/or that document the intellectual contributions ofthe academic community.

Criterion Two: Professional development and scholarship -- Examples of strongachievement are demonstrated when the nominee:

Has made contributions to the field by writing articles, chapters, papers, etc.;Has been recognized as an expert based on invitations to present papers,demonstrations, poster sessions and exhibits at professional meetings,symposia, workshops, and conferences;Has participated at the state, regional, or national level as session moderators,panelists and conference organizers/program planners;Has developed documents, printed, audiovisual instructional aids, or electronicmedia and/or other works of exceptional quality or creativity that are relevant tohis/her professional responsibilities;Has completed a university accredited degree program in a subject fieldappropriate to his /her assignments;Has developed original uses of technologies to solve library problems;Has identified funding and developed successful proposals that have createdand/or provide access to information resources;Has helped a professional organization develop a grant for fundingbibliographical projects to benefit all research libraries or staff of researchinstitutions; orHas other comparable achievements.

Criterion Three. Service to the Library, the University, the State, and theProfession: Examples of strong achievement are demonstrated when the nominee:



Has provided leadership and significant service to the Library and/or Universitythrough participation and contributions to committees, college or academicdepartmental programs and endeavors, task forces, senates, or research teams,or through the planning of university programs and initiatives;Has contributed to the achievement of the Library’s mission by providing majorconstructive suggestions and criticisms of a library-wide nature that haveresulted in improvements in library operations;Has provided substantive service to the State University Libraries throughparticipation on SUL-wide committees and task forces, or research teams, orthrough planning SUL-wide university programs;Has made a substantial contribution to the work of a relevant professionalorganization (e.g. holding major elected or appointed office, planning programs,serving on committees, task forces, or panels); orHas other comparable achievements

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Sample Letter for Tenure and/or Promotion

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Table of Contents


Evaluation & Review

ProfessionalDevelopment

Forms



II. F. Sample Letter for Tenure and/or Promotion

[today’s date]

[inside address]

Dear Referee:

[Candidate's name] is being considered for [tenure and/or promotion] to the rank of[associate university librarian/university librarian] in the University of Florida Libraries. Itwould be very helpful to receive your evaluation of [his/her] contributions to theUniversity of Florida and/or the library profession.

We would appreciate your response by [DATE]. A self-addressed envelope isenclosed for your convenience.

TO BE INCLUDED IF CANDIDATE HAS NOT WAIVED[Candidate's name] knows that I am contacting you and that the [tenure and/orpromotion] process has begun. [She/He] has not waived the right to see letters ofevaluation. If you have any questions or concerns regarding this, please contact me.

TO BE INCLUDED IF CANDIDATE HAS WAIVED[Candidate's name] knows that I am contacting you and that the [tenure and/orpromotion] process has begun. [She/He] has waived the right to see letters ofevaluation. However, even when a candidate waives [his/her] right to see letters, in acase involving a grievance or litigation, the University may not be able to adhere to theconfidentiality of the letters of recommendation. Also, because your assessment willoffer a unique perspective that is critical to our review, your comments may bereferenced or quoted in letters written by me or the Dean of Libraries, both of which willbe made available to the candidate. If you have any questions or concerns regardingthis, please contact me.

The purpose of the [tenure and/or promotion] decision is to acknowledge and supportindividuals whose record shows that they have accomplished significant library work andshow potential for continued growth and contributions to the library, the university, andthe profession.

[Candidate's name] will be evaluated according to the Libraries’ Tenure and Promotioncriteria (1. Professional Responsibilities and Working Relationships; 2. ProfessionalDevelopment and Scholarship; and 3. Service to the Library, the University and theProfession). You will find these detailed criteria attached along with a generaldescription of the [associate university librarian / university librarian] rank, and[Candidate's name] current vita.

When reviewing the record, please consider that librarians normally devote 85-90% oftheir effort to Criterion One activities. Candidates must achieve distinction in thiscriterion as well as in either Criterion Two or Criterion Three. Distinction is recognizedwhen the evidence demonstrates sustained, high-quality contributions to librarianship(or the candidate's area of responsibility) that enhance library services, foster newknowledge, support the University’s mission, and provide leadership to the profession.

We would appreciate your candid and evaluative assessment of [Candidate's name]performance in those areas where you have worked with [him/her] or can offer usefulcomments based on your familiarity with the records of other librarians at or outside the








Sample Letter for Tenure and/or Promotion

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University of Florida. In your response, it would be helpful if you could comment on thefollowing:

1. The extent and nature of your professional relationship to the candidate (amountof time spent, projects worked on together, etc.)

2. The candidate’s distinctive contributions and achievements with which you aremost familiar.

3. An assessment of [his/her] scholarship and/or professional service and thedegree of recognition achieved in the librarianship at this stage of [his/her]career.

4. Comparisons with other librarians of similar responsibility at other researchlibraries or with other University of Florida librarians of similar responsibility wouldbe particularly valuable.

5. Any additional insight that may helpful to us in determining whether or not torecommend that [tenure and/or promotion] be awarded.

Thank you in advance for your willingness to provide an evaluation for [Candidate'sname] packet. Receiving feedback from a number of individuals that have worked with[him/her] or can objectively assess his contributions will be enormously helpful as weattempt to develop a balanced view of his accomplishments for our review process. Sincerely,

cc: Library Human Resources Office

Attachments: Tenure/Promotion Criteria and Description of Rank; Vita

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III. Evaluation & Career Review

Introduction -- The Library Faculty personnel evaluation processes described inthis section serve as a documentation guide to both Library and University policiesand procedures concerning annual evaluations, three-year tenure review, andsustained performance evaluation. Members of the Library faculty are advised toreview this Chapter upon appointment and when compiling evaluation materials.Questions regarding evaluation processes may be referred to the supervisor, theHuman Resources Officer, or the Dean of University Libraries. For additionalinformation, please consult the Faculty Handbook, University Rule 6C1-7.010, andthe 2001-2003 BOR/UFF Collective Bargaining Agreement (and the 2008Memorandum of Agreement)

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III. A. 1. Evaluation Timeline

Table of Contents Ranks & Appointments Evaluation & Review Professional Development Forms

Facultymembersubmits

evaluationmaterials tosupervisor

Otherevaluative

reviews (if any)obtained

Supervisorsubmits draft

letter ofevaluation forreview by 2nd

levelsupervisor

Supervisorprovides

faculty memberwith proposed

writtenEvaluation

Supervisor andfaculty member

meet todiscuss theevaluation

Facultymember may

submitresponse toevaluation

Completeevaluation

packet due toHR

Packet includes:

-AnnualEvaluationcoversheet

-Annual ActivityReport

-Progress onGoals

-Draft Goals forcoming year

-Draft AnnualAssignment

-Vita

Any otherwritten reviews,such as frompeers, studentsor otheruniversityofficials whohaveresponsibility forsupervision ofthe facultymember’s work,must besubmitted to theimmediatesupervisor forinclusion in theevaluation letter

Supervisor’sdraft evaluationletter sent to 2ndlevel supervisorfor review andapproval beforebeing providedto the employee

Supervisorprovidesemployee with:

-proposedwrittenevaluation

-copy of annualreport andannualassignment foryear beingevaluated.

-copy of allother writtenreviews (if any)

Supervisor andemployee meetto discussevaluation forprevious year,as well as goalsand assignmentsfor coming year

If desired,employeesubmitsresponse tosupervisor’sevaluation andany otherreviewssubmitted

Complete andfinal evaluationpacketsubmitted to HRincluding 2nd

level supervisorsignature oncover sheet

– Facultymemberprovided withcopy bysupervisor

By 3/15* By 4/15* By 4/15 By 5/1* By 5/31 Within 10business daysof meeting with

supervisor*

By 6/30

* Required by Collective Bargaining Agreement.

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Annual Performance Evaluations

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III. A. 2. Annual Performance Evaluations

Note: Merit, discretionary, and bonus awards are based on accomplishments asdocumented in the faculty member's performance evaluation for the current year. In order for all faculty to be considered equitably and competitively for theseawards, it is critical that all evaluations be completed and submitted on or beforethe deadlines. A faculty member's failure to submit complete annual performancedocumentation (see D below) by the established deadline will result in a negativeevaluation letter and denial of merit, discretionary or bonus awards. A supervisor'sfailure to complete his or her staff evaluation letters by the established deadlinewill also result in a negative evaluation letter and denial of merit, discretionary orbonus awards.

A. Purpose1. to document contributions to the programs of the libraries2. to contribute to planning of the libraries3. to assess the nature and extent of performance of assigned duties as

outlined below

B. Time1. At least once annually2. Supervisor or department chair should submit completed evaluations

to the appropriate 2nd level supervisor no later than April 15.

C. Criteria (see Chapter Two, Section C for details)1. performance of professional responsibilities 2. professional development and scholarship 3. service to the library, the university, the State, the community and the

profession

D. Documentation NOTE: Library personnel files, including annualperformance evaluations are retained in the Library HR Office and areavailable to library faculty during normal business hours. The annualevaluation will include the following documents:

1. annual evaluation cover sheet2. annual assignment with goals3. annual activity report4. current vita5. annual performance evaluation letter by the supervisor or department

chair6. if there are performance deficiencies the supervisor shall provide

written constructive feedback designed to assist the faculty memberin improving his/her performance

7. response by librarian, where applicable

E. Evaluative Performance StatementsLibrary faculty should be evaluated on the three criteria used for tenure andpromotion: professional responsibility and working relationships;professional development and scholarship; service to the Libraries, theUniversity, the State, and the profession. Every annual evaluation mustinclude a statement at the end of each "criterion entry" that describes theoverall performance of that criterion. A summary statement of the overall








Annual Performance Evaluations

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performance must conclude the evaluation. Faculty who meet the criteria for the appropriate rank as outlined in theCareer Development Handbook are working at a high level and their letterof evaluation will contain the statement, "achieves the criteria." It is expected that most faculty will fall into this category. Faculty, who consistently work above their rank as outlined in the CareerDevelopment Handbook, will receive a letter of evaluation which containsthe statement, "exceeds the criteria." Faculty, who do not meet the criteria for the appropriate rank as outlined inthe Career Development Handbook, will receive a letter of evaluation whichcontains the statement, "needs improvement in (one or more areas)". In addition, progress toward tenure and/or promotion should be addressed,as appropriate.

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Sample Annual Performance Evaluation Letter

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III. A. 3. Sample Annual Performance Evaluation Letter

To:From:Re: Annual Evaluation -- 2009-2010 Academic Year

This letter will serve as an evaluation of your performance from March 16, 2009through March 15, 2010. It reviews your contributions to the Library services andcontains comments from your secondary supervisor on your progress in thecollection management program.

I will direct my remarks to the following areas: Professional Responsibility,Professional Development and Scholarship, Professional Service Activities. Thecomparison of your Annual Assignment and Annual Activity Report demonstratesthat you have been active in all three areas. Your accomplishments detailed in theattached Annual Activity Report clearly stand on their own merit. Your dedicationand personal commitment to excellence is evident in everything you produce andin how you go about it. You are always a credit to yourself, the libraries, theuniversity, and the profession. I am delighted to say that your performanceconsistently exceeds expectations. Judging by your achievements, I think you aremaking excellent progress toward tenure and promotion to Associate UniversityLibrarian.

1. Professional Responsibility

[paragraph or two describing accomplishments]

In the first criterion for tenure, I rate your performance as exceeds the criteria.

2. Professional Development and Scholarship

[paragraph or two describing accomplishments]

In the second criterion for tenure, I rate your performance as achieves the criteria.

3. Professional Service Activities

[paragraph or two describing these]

In the third criterion for tenure, I rate your performance as needing improvement.

You have made outstanding contributions to the library and I look forward tocontinuing to work with you.

Recommendations for 2010-2011:

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Annual Assignments With Goals

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III. A. 4. Annual Assignments With Goals

The annual assignment and goals provide a basis for planning and projectingactivities for the year.

At the beginning of employment, the library faculty member, along with theimmediate supervisor and/or department chair, develops a written assignmentdetailing duties and responsibilities in the three core areas of professionalresponsibility, professional development and scholarship, and professional serviceactivities. The related Goals statement necessary to implement the assignment isprepared at this time.

Assignments, with appropriate released time and travel funding for research andother creative activity, must provide equitable opportunities to meet the Library-wide performance criteria for tenure and promotion as documented in ChapterTwo of the Career Development Handbook for Librarians

The revised assignment with goals is prepared annually in conjunction with theAnnual Evaluation process. The assignment may be completed on a semester orannual basis in accordance with departmental practice.

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Annual Assignment Outline

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III. A. 4. i. Annual Assignment Outline

Position Title:

Rank: (University Librarian, Associate Librarian, Assistant Librarian, Lecturer)

Department:

Job Summary: (Brief description of job duties)

Areas of Specialization:

Assigned Activities: (Administrative duties are listed under Service)

Summer Fall Spring

Librarianship

Research

Service

________ ________ ________

Total 100% 100% 100%

Duties and Responsibilities

I. Professional ResponsibilitiesII. Professional Development and Scholarship

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Annual Assignment Example -- Option One

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III. A. 4. ii. a. Annual Assignment Example -- Option One

Annual Assignment 2009-10

Position Title: Head of Serials Acquisitions Unit

Rank: Assistant Librarian

Department: Resource Services

Brief Summary of Job Description:

The Head of the Serials Acquisitions Unit will be responsible for the managementof all serials acquisitions functions and the acquisition of library electronicresources. As such, the individual supervises and evaluates the activities of theSerials Acquisitions unit. The unit includes 7.5 support staff that acquire, claim,check-in, binding, and fiscally manage serials in all formats. Serves as theelectronic acquisitions expert for licensing, ordering, receiving, housing, andcoordinating access that further integrates electronic serials into the collections. Also monitors and analyzes vendor performance, prepares budget reports.Coordinates and implements projects associated with the Humanities and SocialSciences Periodicals Room.


a. Management of serials acquisitions functions and workloads.b. Management of orders and license agreements for electronic resources.c. Monitor serials vendor relationships and perform service analysis.

I. Performance of professional responsibilities

1. Responsible for supervision and operation of the Serials Acquisitions Unit. Plan and set goals; monitor and evaluate workflow for quality and quantityof production.

Goal 2009-10:

Analyze check-in workflow and implement refined procedures by [date].

2. Responsible for management of electronic resources acquisitions, licenses,coordinating access to electronic resources once acquired with ElectronicAccess Services Coordinator and staff in Serials Cataloging, Preservation,Collection Management, Administration, and Public Services. Providesupport for management of established licenses and contracts, licensecompliance, and record keeping for digital information.

Goal 2009-10:

Assess current communication process for establishing electronic resourceaccess and develop plan for improving the access implementation by [date].

3. Responsible for ensuring quality control in acquisitions by monitoring serialvendor services. Perform vendor evaluations and facilitate negotiations ofvendor services.










Goal 2009-10:

Evaluate serials vendor services for SwetsBlackwell and EBSCO and makerecommendations by [date] for possible consolidation.

4. Contributes to the development of departmental and library goals, policies,procedures, and priorities. Work with a variety of groups and variousassignments, and draft suggestions or responses to improve access tomaterials.

Goals 2009-10:

a. Develop workflow plan for establishing publication patterns in Alephsystem for predictive check-in by [date].

b. Work with Access Services and Humanities and Social Science staffto develop a plan that will expand the hours of staff coverage on theHSS Periodicals Room information desk.

II. Professional Development and Scholarship

1. Seminars, workshops, conferences attended. Participate in and contributeto acquisitions programs and standards on national level.

Goals 2009-10:

a. Attend Midwinter and Annual ALA Conferences to fulfill responsibilities onAS committees.b. Attend Charleston Conference and lead discussion at Lively Lunch.

2. Publications and other creative efforts. Participate in and contribute toacquisitions standards on national level through research.

Goals 2009-10:

Publish “Serials Check-in Refined” in v.8, 2009 of Advances in SerialsManagement.

III. Professional Service Activities

1. Library and University Committees. Contribute to University Libraries andthe University through active participation on library, university andconsultative groups as appropriate.

Goals 2009-10:

a. Chair the Serials Operational Committee to standardize serialsmanagement throughout the system.b. Serve as Senator on the Faculty Senate representing the Library; withinone week of the sessions, communicate Senate actions to Library staff.

2. Involvement with professional organs (offices held, programsplanned). Contribute to the University Libraries, the University and theprofession through active participation in activities such as committee workand service in professional organizations.

Goals 2009-10:

a. Fulfill responsibilities as member on the ALCTS Acquisitions SectionPublication Committee.



<< Previous

b. Serve on the ALCTS Business of Acquisitions Committee to plan andparticipate in the Business of Acquisitions Institute in Toronto, June 2009.

3. Instruction, presentations, demonstrations, speeches. Contribute to theUniversity Libraries, the University and the profession through designing,planning, and producing results of research project findings.

Goals 2009-10:

a. Present paper on vendor evaluation process at ALA Annual Conference2009.b. Lead discussion on electronic journal pricing at Charleston Conference“Lively Lunch”, 2009.

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Annual Assignment Example -- Option Two


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III. A. 4. ii. b. Annual Assignment Example -- Option Two

Annual Assignment 2009-10

Position Title: History Selector

Rank: Associate Librarian

Department: Collection Management

Brief Summary of Job Description:

Responsible for developing and managing, in collaboration with the faculty, thelibrary collection in support of the academic programs organized in theDepartment of History. Chairs and coordinates the History Group PlanningCommittee.

Provides specialized reference services including bibliographic instruction andautomated database services, in conjunction with the on-line coordinator, forfaculty, students, and scholars researching topics involving fields of history.

Participates in general reference services through specific assignments made bythe Chair of the Humanities and Social Science General Reference.


Specialized reference service and bibliographic instruction in the field of AmericanHistory. Development and management of the libraries’ collections in AmericanHistory.

Assigned Activities: (Administrative duties are listed under Service.)

Summer Fall Spring

Librarianship 85% 85% 85%

Research 10% 10% 10%

Service 05% 05% 05%

________ ________ ________

TOTAL 100% 100% 100%

A. Performance of professional responsibilities

1. As the selector/liaison for academic programs originating in theDepartment of History.










a. Maintains contact with the Department of History faculty.Keeps informed on the development of academic programs toensure that Library collections and services support curriculumand research needs. Informs clientele about relevant libraryissues.

b. Reviews notification slips, trade and national bibliographies,advertisements, dealer’s catalogs and similar media for thepurpose of initiating current and retrospective orders withinboundaries of collection development policy and fundallocations.

c. Selects from materials received by gift; reviews approval plansand exchange agreements; advises Acquisitions Departmenton sources of supply required to obtain materials unavailablethrough regular book trade channels.

d. Sets catalog and preservation priorities for materials managedin support of Department of History academic programs.

e. Assesses quality and condition of collections, determining thereplacement, transfer, and withdrawal of individual titles.

f. Assigns location of materials in the history collection basedupon faculty, student, and library needs.

2. Responsible for advanced reference services in support of the historyprogram, including bibliographic instruction, end user/databaseservices, usually by referral from general reference or by specificappointment with faculty and students.

3. Participates in general reference services.

B. Professional Development and Scholarship

1. Prepares bibliographic guides and other publications in support of theLibrary’s publication program.

2. Participates in appropriate professional development and continuingeducation endeavors.

C. Professional Service Activities

1. Coordinates and Chairs the History Group Planning Committeeinvestigating a planned approach to History Collection Management.

2. Serves on the Social Science Collection Management Circle, andother university and library organizations on the state, regional, andnational levels.

3. Participates in appropriate professional and/or library organizationson state, regional or national levels.

Goals and Objectives

Summer [year]

Professional Development and Scholarship

Develop a bibliographic guide/webpage on "Women in the Civil War" for anew course offered this fall.

Completed [date]Not Completed (Include Explanation)



Professional Responsibility

Select and order books and materials for course on "Women in the CivilWar" offered this fall.


Fall [year]

Professional Responsibility

Provide specialized reference service and bibliographic instruction for"Women in the Civil War" course.


Spring [year]

Professional Service Activities

Serve as new chair of the SUL Electronic Resources Committee, HistorySubsection during Spring Semester.

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Annual Activity Reports

http://www.uflib.ufl.edu/Pers/cdh/cdh_annualactivity.html[5/2/2013 11:35:46 AM]

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III.A.5. Annual Activity Reports

The Annual Activity Report enables the library faculty member to documentaccomplishments, professional development achievements, and service activitiesduring the past year, also noting problems encountered in meeting assignedgoals. The Report is due with the evaluation packet no later than March 15th andshould project activities through March 15th.

The submission of the Annual Activity Report to the supervisor or departmentchair initiates the formal library performance evaluation process which should beconcluded by May 31st.





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Midterm Review for Tenure-Accruing Faculty

http://www.uflib.ufl.edu/Pers/cdh/cdh_threeyearreview.html[5/2/2013 11:35:47 AM]

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III. B. Midterm Review for Tenure-Accruing Faculty

Policy

The midterm review for tenure-accruing faculty examines the progress towardtenure, as outlined in the criteria of Chapter II, Section C, for library faculty whohave completed three years of service. In addition, progress toward promotion tothe next rank will be reviewed. The review should provide guidance to non-tenured librarians, recommending activities and assignments to strengthen theirrecord and identifying specific areas for improvement.

Timeline

The midterm review takes place prior to the end of the third year of academicservice. To determine the year in which the midterm packet must be completed,add a "3" to the year appointed to the tenure track. See the table below forexamples.

Year Hired Packet Submission Date2006 December 15, 20092007 December 15, 20102008 December 15, 20112009 December 15, 20122010 December 15, 2013

Procedure

1. The packet for each library faculty member should contain the followingdocumentation for the three years under review:

Chair/Associate Chair letter of transmittalTenure/promotion form. The form can be found on the Office of theProvost Tenure and Promotion Information Web page.Annual assignments, including goalsAnnual activity reportsAnnual evaluationsCurrent vita

2. The tenured faculty in the tenure home will review all documentation anddiscuss the candidate's progress toward tenure. The results of thediscussion will be reflected in the chair or associate chair's letter oftransmittal and a copy of this letter is sent to the candidate.

3. By December 15th, the packets must be submitted to the HumanResources Office.

4. By February 15th, the Tenure and Promotion Committee will submit to thecandidate, the candidate's chair/supervisor and the appropriate associatedean a fact-finding report on his/her progress toward tenure. The reportshould highlight areas of strength and discuss any areas that needimprovement. Prior to delivery, the Dean of Libraries will review the reportand offer any additional comments.









http://www.aa.ufl.edu/aa/aapers/2007-2008/TPGuidelines2007-2008.pdf

Midterm Review for Tenure-Accruing Faculty

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5. By March 15th, the candidate will meet with the Tenure and PromotionCommittee to review their findings and discuss ways to strengthen his/herpacket for the tenure review. The department chair and supervisor will beinvited to this meeting, and the candidate may also invite his/her mentor.NOTE: Since identification of persons to be asked to contribute letters tothe T&P packet at the time of T&P consideration will be critical, it isrecommended that candidates begin considering potential referees duringthe Midterm Review process and come to the meeting with the T&PCommittee with several names of potential referees to discuss.

6. A copy of the midterm review packet will be retained in the Libraries’Human Resources Office.

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Sustained Performance Evaluations for University and Associate University Library Faculty

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III. C. 1. Sustained Performance Evaluations for University andAssociate University Library Faculty

I. Policy

Tenured faculty will receive a sustained performance evaluation once everyseven (7) years following the award of tenure, their most recent promotion,or the last decanal recommendation that they receive a Salary PerformancePlan award; and are evaluated for sustained performance for the previoussix (6) years.

Purpose-to document sustained performance as a tenured faculty memberduring the previous six years of assigned duties-to encourage continued professional growth and development.-to determine if a tenured faculty member’s performance issatisfactory or unsatisfactory.

Documentation-Annual evaluations -- last six years-Annual Assignments -- last six years-Activity Reports -- last six years

Note: The Sustained Performance Evaluation letter does not replace theAnnual Evaluation letter.

II. Evaluation Guidelines

The employee annual evaluations, including the documents used todevelop the annual evaluations, will be the sole basis for sustainedperformance evaluation. An employee who received satisfactory annualevaluations during 4 or more of the previous six years, including one ormore of the previous two (2) years shall be rated satisfactory or above inthe sustained performance evaluation and cannot be subject to aperformance improvement plan.

The employee may attach a concise response to the evaluation

For either Departmental Chair/Supervisor or the individual members of theSPEPC to make a finding that sustained performance is unsatisfactorythere must be a clearly documented pattern of unsatisfactory performanceof one or more assigned duties explicitly stated in two or more of the annualletters of evaluation over the six-year period of review.

III. Employee Improvement Plan

A performance improvement plan will be developed only for thoseemployees whose performance is identified through the sustainedperformance evaluation as being consistently below satisfactory in one ormore areas of assigned duties. The employee is responsible for attainingthe performance targets specified in the performance improvement plan. Ifthe targets are not met, the unit has the responsibility to take appropriateactions under the provisions of University Rule 6C1-7.048, F.A.C.,











The performance improvement plan will be developed by the employee inconcert with his/her supervisor, and include specific performance targetsand a time period for achieving the targets. The performance improvementplan will be approved by the President or representative [Dean of UniversityLibraries]. Specific resources in an approved performance improvementplan will be provided by the university. The supervisor will meet periodicallywith the employee to review progress toward meeting the performancetargets. It is the responsibility of the employee to attain the performancetargets specified in the performance improvement plan.

Appeal Process. In instances where the library faculty member and theChair/Supervisor cannot agree upon the elements to be included in theperformance improvement plan, the library faculty member may use theUniversity's appeal process. This includes a review by the Dean ofUniversity Libraries, whose decision is final.

IV. Procedures

The Sustained Performance Evaluation Program Committee (SPEPC) iscomprised of six tenured librarians. Representatives serve for two yearswith the terms being staggered. The individual members of the SPEPC willreview the documentation of tenured faculty members up for review in therespective academic year.

The Human Resources Officer notifies individuals, Department Chairs andDeans of faculty subject to that year’s SPE.

A. The Library Human Resources Office will assemble the evaluationpacket, consisting of annual letters of evaluation, annualassignments, and activity reports from the previous six years andsubmit them to the Sustained Performance Evaluation ProgramCommittee, with a copy to the faculty member and thechair/supervisor.

B. The individual members of the SPEPC will review the materials inaccordance with the guidelines and will provide a written assessmentto the Chairs/Supervisors.

C. The Department Chair/Supervisor will prepare the library facultymember's Sustained Performance Evaluation letter in accordancewith the guidelines, incorporating the written assessment provided bythe committee. The evaluation will summarize the library facultymember's overall performance during the six-year period beingreviewed and the performance will be rated as:

1. Sustained performance is satisfactory.2. Sustained performance is below satisfactory in one or more

areas of assigned duties.

D. The library faculty member may prepare a response to the evaluationthat will be attached to the evaluation and become part of thepersonnel record.

E. The Chair/Supervisor will meet with the faculty member to review theevaluation letter.

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Salary Pay Plan for University Librarians

http://www.uflib.ufl.edu/Pers/cdh/cdh_salarypayplan.html[5/2/2013 11:35:49 AM]

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III. C. 2. Salary Pay Plan for University Librarians

2006-2007

Design. The Salary Pay Plan for Professors is designed to recognize highlyproductive performance in the areas of teaching, scholarship, and service. Thisaward is meant for those who have contributed to the full life of the university,consistent with the faculty member's assignment.

Under this program, Professors are eligible for a nine percent pay increase basedon the performance standards for promotion to Professor. The pay increase is forthe state portion of the contract.

Eligibility for consideration in 2006-2007. Professors, including EminentScholars, Graduate Research Professors, Distinguished Service Professors,Curators, Librarians, and Extension Agents IV, are eligible to submit a packet forthis award in AY 2006-2007 if they first held the current academic rank in 1999-2000. To qualify, a Senior Faculty’s record should provide clear evidence thats/he has been highly productive in the areas of teaching, scholarship, and serviceduring the previous seven years.

Distinguished Professors are eligible for consideration for this salary increase afterhaving held this title for three years. Those who held the title of DistinguishedProfessor prior to 2003/2004 and who have not received an award are eligible forconsideration this year.

General eligibility considerations. This program is designed to evaluate seniorfaculty based on performance. Faculty who apply for this award but do not receiveit may apply for consideration again after three years have elapsed. Faculty whoreceive this award will not be eligible for consideration until after seven yearshave elapsed.

Process for Evaluating Senior Faculty: The Provost’s Office will send a list ofeligible Faculty to the colleges. The process for selecting faculty for this payadjustment will parallel the University’s tenure and promotion process.

Packet Guidelines: Candidates must submit a tenure and promotion packetprepared according to the 2006-2007 Tenure and Promotion Guidelines, andthese supplemental guidelines: (1) no internal or external letters of evaluationshould be included in the packet, (2) information should be included in the packetfor the preceding seven years, except in the case of teaching evaluations, whichshould be included for the preceding five years, and (3) a prescribed cover memoshould be attached to the front of the packet with the faculty member's name, UFID, Department/School, campus address and phone number, academic rank, dateof most recent promotion, and the candidate's signature. Candidates shouldhighlight their activities since the date of their promotion to full Professor or thedate of their most recent promotion (e.g. to Distinguished Professor).

Process in Departments: All eligible candidates will be evaluated initially in theirdepartments and programs by chairs and program/center directors, with theassistance of the tenure and promotion committee(s) where possible (and usingdepartmental promotion criteria, where available). If all full professors are eligiblefor this award in a department or program, then only the chair or program/centerdirector will review the eligible candidates. Chairs, program/center directors, and








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Salary Pay Plan for University Librarians

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committees should review a faculty member’s packet, focusing especially on thefaculty member’s activities during the preceding seven years. The chair and/orprogram/center director should also submit a letter ranking all the candidatessubmitting packets and a statement explaining the ranking of each candidate. Each statement should be no longer than one-half page, single-spaced. If thechair or program/center director is eligible for the salary increase, the dean willrank that person separately. Assistant and associate deans who are eligible willbe evaluated within their departments. Chairs and assistant/associate deans willbe evaluated on the basis of their teaching, research, and administrative service.

Process in Colleges: The recommendations of the departments andprograms/centers will be reviewed by the Deans of the Colleges, with theassistance of their College Tenure and Promotion committees. If all full professorsor a significant majority of full professors on the College Tenure and PromotionCommittee are eligible for the salary adjustment, the Dean may appoint other fullprofessors to advise him/her. The Deans must submit a ranked list of allcandidates, indicating which candidates are most qualified, with a briefstatement explaining why.

The names of all eligible professors submitting packets, whether recommended ornot by the Deans, shall be sent forward to the Provost on or before February 06,2007. Only those packets recommended by the Dean for the special pay increasewill be reviewed by the Academic Personnel Board. Packets will be due in theAcademic Personnel Office, Room 29 Tigert Hall on February 09, 2007. The finaldecision on these pay raises shall be made by the President and the Provost. Thesalary increases will take effect in the 2007-2008 fiscal year when normal facultypay raises take effect.

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Librarian Emeritus Status Guidelines

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III. D. Librarian Emeritus Status Guidelines

Library faculty members are eligible for the title “Emeritus” in their faculty rankwhen they retire and leave pay status. Therefore, faculty in DROP and PhasedRetirement are eligible for Emeritus status only after completion of theseprograms. The title is awarded for distinguished, meritorious service and includescampus courtesies such as

parking decals (at no cost)use of the library and recreation facilitiesreceipt of such publications as are sent to regular faculty members andmembers of the Alumni Associationparticipation in contract and grant endeavorsparticipation in academic convocationsGatorlink accounts

An individual who retires becomes eligible for the title, and the chair should submitthe individual’s name to the library faculty for a departmental vote. A favorablenomination is submitted through the appropriate administrative channels to theOffice of Academic Affairs for final action. Emeritus status is granted by thePresident of the University upon the recommendation of the Dean of UniversityLibraries. (Adapted from the Faculty Handbook, University of Florida, Fall 1993, p.4-12)

Upon written notification of a faculty member’s retirement, the DepartmentChair may initiate procedures for awarding emeritus statusThirty days prior to the retirement date, the Department Chair convenes ameeting of the library faculty and calls for a vote by secret ballotA favorable vote along with a letter of support for librarian emeritus statusshould be submitted to the appropriate division director

Sample Letter

Dear [Division Director],

It is my pleasure to write a letter of support for [name] to be granted LibrarianEmeritus. [Name] will retire from the Libraries on [date]. At a recent [library name]Department meeting, Librarian Emeritus status for [name] was discussed and avote by secret ballot was taken by the library faculty. I am pleased to report thatshe/he received unanimous support for this conferment to Librarian Emeritus.

[Name] began her/his appointment as a librarian at the University of Florida in 19??. She/He worked at the Library over a period of nearly [x]years. During that timeshe/he was primarily responsible for:

[Name]’s professional development activities lead to the publication of:

[Name]’s last project and her/his legacy to the Libraries, was:

It seems especially fitting to honor [name]'s lifetime achievements with this newtitle which would, as you know, allow her/him to receive continued campuscourtesies including campus parking, use of the library and recreation facilities,receipt of university publications and participation in grant and contract endeavorsand academic convocations.








Librarian Emeritus Status Guidelines

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Sincerely,

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Criteria and Evaluative Procedures for the Distribution of Salaries

http://www.uflib.ufl.edu/Pers/cdh/cdh_merit.html[5/2/2013 11:35:50 AM]

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III. E. Criteria and Evaluative Procedures for the Distribution ofSalaries

Department/Unit Name

Salary increases are funded from a variety of sources and with a variety ofrequirements. For example, funds for annual increments can come from theLegislature labeled ATB (across the board), discretionary, merit, marketadjustment, or compression adjustment. ATB, market adjustment, andcompression adjustment funding is allocated as dictated by the Legislature. Meritfunding is allocated according to the following criteria which was developed bylibrary faculty in the mid-1980's. Wishing to recognize merit, the libraries use themerit criteria for all performance evaluations.

Salary increases in recognition of merit represent a significant tangible way inwhich distinguished service to the University Libraries and to the University ofFlorida may be acknowledged. Library faculty shall be considered for merit awardsbased upon excellence above the normal requirements in the performance ofassigned duties. Particular consideration shall be given to the value of theemployee’s contributions to the Libraries, effectiveness of working relationshipswith staff members and library users, and adherence to accepted standards ofprofessional behavior.

Meritorious achievement shall be determined by the supervisor’s evaluation ofperformance including the areas listed on the following pages. Prior to the annualevaluation a report of accomplishments shall be prepared by that employee andpresented to the supervisor for the purpose of merit determination in accordancewith University procedures.

I. PROFESSIONAL RESPONSIBILITY

A. Performance of Assigned Duties.1. Evidence that there exists an understanding and support of

department, library and University goals and objectives.2. The enthusiasm with which assignments and tasks are

accepted and performed as evidenced by a willingness toeagerly carry out whatever the job requires.

3. The ease with which the library faculty member effectivelycarries out the job responsibilities without close supervision.

4. Evidence of effectiveness as a supervisor or administrator ofassigned units within the department.

5. Demonstrated creativity and resourcefulness in executingresponsibilities and solving problems.

6. Personal initiative exercised by the employee to identifyopportunities for the department and library advancement andimprovement, followed by action to bring about positive results.

7. Quantity of work.8. Quality of work.9. Particular consideration will be given for performance of

temporary assignments at the request of the libraryadministration which would not normally be assigned to theposition (and for which time off from other assigned duties maynot have been arranged).










B. Working Relations.1. Ability to communicate effectively.2. Effectiveness in dealing with faculty, staff, students, and other

library patrons.3. Receptiveness to constructive criticism and suggestions.4. Effectiveness in promoting harmony and cooperation between

library system employees, departmental units, etc.

II. PROFESSIONAL SERVICE

A. Service at the library and university levels.

Evaluation shall include consideration of any noteworthy service oncommittees, tasks forces, study groups; recognized contributions tothe research of others; significant contributions to administrative orprofessional studies or as a member of research teams; effectivepromotion and marketing of library services; substantive liaison workwith student groups; achievement in applying and interpretingcomputer applications in information services.

B. Participation in Professional Organizations.

Evaluation shall include consideration of the extent and quality ofinvolvement in professional associations with attentions to exceptionalactivity in those associations, such as offices held, programs planned,papers delivered, committee assignments and attendance atmeetings.

C. Other External Activities (on a local, state, and regional level)

These are based on professional expertise in accord with the missionof the University. Evaluation shall include consideration of efforts toinform others outside of the university community of informationservices and resources through effective demonstrations,instructional activities, or other presentations; consultative work;productive networking efforts; significant reference and researchassistance.

III. PROFESSIONAL DEVELOPMENT AND SCHOLARSHIP

A. Continuing Education Activities.A.

A. Evaluation shall include consideration of classes attended and gradesreceived, as appropriate; success with degree-related courseworkand the obtainment of another degree; attendance at work-enhancingseminars, workshops and conferences, and the quality ofparticipation at those events.

B. Publications and Other Creative Efforts in One’s Field of Expertise.

Evaluation shall include consideration of publications, with attention totheir substance and quality as evidenced in reviews; noteworthycreative endeavors, such as performances and exhibits, ofprofessional relevance; original computer software or successfuladaptation of software for professional uses; creative use of othertechnologies for professional aims; in-house library documents,



printed or audiovisual instructional aids and other works ofexceptional quality.

C. Grants and Other Funding.

Evaluation shall include consideration of awards or exemplaryattempts to obtain the awarding of grants or other funding forprofessional development and service activities.

D. Sabbaticals and Internships.

Evaluation shall include consideration of the immediate activities andpotential rewards of the sabbatical, internship or other leave in termsof contributions to professional development and service.

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Academic Ranks and Appointments for Library Faculty

http://www.uflib.ufl.edu/Pers/cdh/cdh_market_equity.html[5/2/2013 11:35:51 AM]

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III.F. Market Equity Review Process

Market Equity Review documents are posted and maintained on the LibraryFaculty Assembly Documents page rather than in the Career DevelopmentHandbook. See the following documents in the Other Documents section.

Market Equity Adjustment GuidelinesFaculty Salary Equity Data FormMarket Equity Design for Smathers Libraries (Final Report)

<== Back to Career Development Handbook


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http://www.uflib.ufl.edu/lfa/reports/Market%20Equity%20Adjustment%20Guidelines.doc

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Professional Development Program

http://www.uflib.ufl.edu/Pers/cdh/cdh_development.html[5/2/2013 11:35:52 AM]

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IV. Professional Development Program

University of Florida Libraries provide staff with a diverse development programthat includes a range of formal and informal activities designed to encouragecommunication, expand skills, address professional issues and generally heightenthe work experience. Participation in any growth opportunity requires the approvalof the appropriate supervisor and/or department chair.

1. Growth Opportunities. Librarians are responsible for their professional development and mustdemonstrate professional achievement through scholarly or professionalaccomplishments to attain tenure and promotion. The Libraries will play acollaborative role in helping untenured Librarians reach their goals.

Early in their career, librarians should shape a professional plan thatfocuses on their areas of specialization and that will help them achieve thethree criteria requirements for accomplishing tenure and promotion: 1)Professional responsibility and working relationships; 2) Professionaldevelopment and scholarship; 3) Service to the Library, the University, andthe Profession.Department chairs and Library Human Resources can offer sound guidanceconcerning career direction and help untenured librarians find a mentor ormentor program.Experienced library faculty can help untenured librarians refine ideas forpublication or for grant proposals and provide advice and guidance abouthow to become involved in professional activities.Librarians are encouraged to participate actively through membership andcommittee appointments in state and national professional organizations.University of Florida’s Division of Sponsored Research can assist libraryfaculty in identifying sources of grant funding and in developing researchproposals to funding agencies.

1.1 Research Assignments (Agreement: Article 9).To support progress toward tenure and promotion, librarians may engage inresearch assignments that demonstrate evidence of outstanding achievement inthe area of professional development and scholarship.

For example, librarians might identify a research topic or problem, performresearch, and publish or present the results in a peer-reviewed publicationor at a state or national conference.Librarians may negotiate research time with their chair or supervisor andcould be granted up to 10% release time per month during a semester. Theresearch project will be included in the librarian’s annual assignment.When the librarian wishes to take more than 10% research time, they mustnegotiate the release time with their director and fill out the ResearchProposal Form. In the Research Proposal Form and in their AnnualAssignment, the librarian will formalize the agreement and outline theirresearch intentions and product.

1.2 University Coursework (Agreement: Article 22.2). Library faculty may take up to six semester hours tuition-free per term.










Flex time can be arranged for most positions with approval of theappropriate supervisor and/or department chair.Fee waver applications

1.3 Skills Courses. Librarians are encouraged to attend courses, workshops or institutes aimed atincreasing various types of skills; e.g. computer or information technology skills.

The Libraries, the University’s Division of Human Resources, and theFaculty Support Center offer courses that are well publicized throughoutthe year.Local, regional and national organizations also offer relevant courses.

1.4 Committee Assignments. Librarians are expected to participate actively on planning, advisory, decision-making and other types of Library and University committees.

Librarians are eligible, as faculty, to serve in the University Senate and onmost University committees. Each year librarians are given an opportunityto serve voluntarily on University committees or to nominate other facultymembers. Numerous library-wide or departmental committees (e.g. searchand screen committees, policy committees, coordinating committees, or adhoc problem solving committees) and administrative groups at variouslevels offer librarians opportunities to become more involved in and provideservice to the Libraries.Librarians interested in serving on committees to which librarians arenominated (versus being elected) are advised to pursue nomination bydiscussing their interest with department chairs or other appropriatepersons.

1.5 Professional Travel (Agreement: Article 21.1). Librarians are encouraged to broaden their knowledge of issues and expand theireducational horizons, and to contribute to librarianship through professionalorganizations by:

Presenting papers, serving as organizational officers, working oncommittees, serving as panel moderators or members, and by attendingworkshops and meetings related to librarianship or an appropriate subjectdiscipline.Limited travel funds are available through the Libraries to help supportthese staff development purposes. (See Appendix 16 for further informationon the staff development travel program.)

1.6 Professional Development/Sabbatical Leave (F.A.C. 6C1-7.029(7),Agreement: Article 22.1/22.3).

Non-tenure accruing staff may be eligible for professional developmentleave for the purpose of occupational renewal, planned travel, study, formaleducation, research, intellectual enrichment, writing or other experience ofcareer value.Some library personnel use this opportunity to complete major researchprojects that have resulted in well-regarded publications.

1.6.1 Leave Program for Tenured Faculty.

http://www.hr.ufl.edu/forms/education/tuition.pdf



Tenured librarians may apply for professional development leave, as determinedby the University, for one semester at full pay or one or two semesters at one-halfpay.

Leaves may be for two semesters at half pay or for one semester at full payor equivalent for six or twelve months for twelve-month faculty.Full time tenured faculty members with at least six years of full-time serviceat the University are eligible for these leaves.The Sabbatical Committee, representatives from the Libraries, determinesapproval for one semester at full pay. The Director of the UniversityLibraries approves request for two semesters at one half pay. (SeeAppendix 17 for details on Leave Procedures.)

1.6.2 Leave Program for Assistant-In, Associate-In, and Lecturer. This category of non-tenure earning faculty may apply for professionaldevelopment leaves for two-semesters at one half pay or for one semester at fullpay or its equivalent for six months, or twelve months for twelve month faculty.

Full time non-tenure eligible faculty members with at least three years offull-time service to the University are eligible for these leaves, except forthe two-thirds pay leave for two semesters.Eligibility for the two-thirds pay leaves requires twelve or more years ofcontinuous University service without compensated leave. The Director ofUniversity Libraries determines approval for these leave

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Professional Development Leave and Sabbatical Programs

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IV. A. 1. Research and Creative Works

The University of Florida Administration requires that faculty have a researchcomponent as part of their assignment. Therefore, supporting staff research andpublication is a high priority for the Libraries as a corollary to University rules andas a part of staff development. The Dean of University Libraries and the Provostmust approve any assignment for which there is no research component.

It is expected that staff will assume primary responsibility for their professionalgrowth and that the Libraries will make a joint contribution to assist them.Although the employee's primary responsibility is to fulfill assigned workresponsibilities in the department, library faculty are expected to demonstrateevidence of professional growth by identifying and researching problems relatingto bibliographic control, user services, management of complex operations oremerging technologies. The fruit of this research should be published, read toprofessional societies, or otherwise promulgated to the profession.

When the librarian wishes to take more than 10% FTE professionaldevelopment/research time, release time must be negotiated with the departmentchair or division director and a Professional Development/Research ProposalForm should be completed. In the Professional Development/Research ProposalForm and the Annual Assignment, the librarian will formalize the agreement andoutline the intended research product and its dissemination to the profession.

If the research project requires more than 10% FTE, librarians should submit acompleted Professional Development /Research Proposal Form to theirdepartment chair or division director.

A. After approval from the department chair, the form will be forwarded to thedivision director who will make the final decision on the request.

B. Upon approval of the proposal, the librarian's annual assignment will bechanged, if necessary, to reflect the amount of time spent conductingresearch.

C. If such a request is approved for a TEAMS or USPS employee, theemployee's position description will be changed to reflect the change inactivities.

D. Criteria for approval of professional development/research proposalsinclude:

degree to which results will benefit the Library, the University, theemployee, and scholarship in generalneed of the profession for breakthrough in this areaexpertise of the applicant that would permit him or her to carry outthe project successfullyoutside funding ( e.g., grant or joint project with an academic facultymember)well thought-out publication prospects (in scope for proposed journal,etc.)current work load of the employee and the department in general.election or appointment to an administrative position in anappropriate association or scholarly society.

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IV. B. 1. Professional Development Leave and SabbaticalPrograms

Under the provisions of the Collective Bargaining Agreement, sabbatical leave isavailable for tenured faculty. The decision regarding who is to be awarded thetwo-semester half pay leave or one-semester full pay leave for non-tenuredfaculty rests with the academic unit, however, the provisions of Article 22 of theCollective Bargaining Agreement must be considered.

One-semester half-pay leave is also available upon approval of the administrationof the academic unit and authorization from the Office of Academic Affairs. This isan on-going program and is not part of this annual review and selection process.

A. Types of Leave

One Semester or Two Semester Full Pay (or its equivalent)-Sabbatical Leave awarded by the University for tenured faculty.One Semester Full Pay (or its equivalent) - ProfessionalDevelopment Leave awarded by college or unit for non-tenure trackfaculty.

Two Semester One-Half Pay - Sabbatical Leave/ProfessionalDevelopment Leave The contract language states that the two-semester one-half pay leave will be granted unless the Universitydetermines that the conditions set forth in sections 22.1 (a) and 22.3(a) have not been met or that departmental/unit staffingconsiderations preclude such leave from being granted. (In case ofthe latter, the employee will be provided leave the following year, orat a later time as agreed by the employee and the University.)

One Semester One-Half Pay - Leave requests are also grantedupon approval of library administration and the Office of AcademicAffairs. This is an on-going program and is not part of this annualreview and selection process. Please contact your dean’s office forinformation.

B. Purpose of the Leave Programs

A professional development leave or a sabbatical is granted toincrease a faculty member’s value to the University throughenhanced opportunities for professional renewal, planned travel,study, formal education, research, writing, or other experience ofprofessional value, not as a reward for service. No more than onefaculty member in each department need be granted leave at onetime.

Faculty applying or serving on the Selection Committee for theseleave programs should familiarize themselves with Article 22 of theCollective Bargaining Agreement as it applies to the professionaldevelopment leave programs. Please refer to the information andterms on the application form.








http://www.hr.ufl.edu/labor-relations/moa/Article%2022.docx

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C. Eligibility

All tenured faculty in the bargaining unit who will have completed sixyears of full-time service (two-semesters of full-time service count asone year) at the University of Florida prior to the Fall term of theapplicable annual Sabbatical Leave Program are eligible for theleave programs.

Non-tenure track faculty, who have three or more years of full-timeservice at the University of Florida, will be eligible for the ProfessionalDevelopment Leave Program.

A faculty member employed on a contract or grant is eligible for theleave only if the terms of a contract and grant through which anemployee may be compensated do not allow for such a leave.

A faculty member who has received a professional developmentleave is not normally eligible for another leave until he/she hascompleted at least six years of full-time continuous service sincereturning from the previous leave.

D. Application Procedures

By October 15th, each applicant must submit a completedapplication for each specific leave she or he is applying for with theevaluation form to the department chair. If applying for more than oneleave, i.e., a one and a two-semester leave, applications must becompleted for each leave requested. A brief one page description ofthe activities with a statement indicating the benefits of the proposedleave to the individual, the University, and the profession must beattached to the application form. The application must indicate thetype of leave applied for and the date of the last professionaldevelopment leave awarded. The application should indicate theapplicant’s preference for the length of time of the leave, i.e. two-semesters at half-pay, two-semesters or one-semester (at full pay)and the semester(s) the leave will be taken. A summer session maybe requested as one of the terms by 12-month faculty only.

The application must be accompanied by an endorsement from thedepartment chair (or equivalent) who evaluates the benefits of theproposed leave to the individual, the University, and the profession. Ifthe chair has comments about the proposal being submitted from adepartment, the comments should be made directly on theapplication form, not by means of a separate letter, and the facultymember informed of the comments.

The application evaluation process at the departmental/college levelwill use the following formula: (a) the number of years of full-timefaculty service at the University of Florida since the faculty memberslast full-pay professional development leave/sabbatical at theUniversity of Florida, multiplied by 1.75. If no previous full-pay leave,use total number of years of full-time faculty service at the Universityof Florida. In either case, count years of service prior to the Fall ofapplication year. Summers are not considered; (b) chair’s ranking (1to 10 points) of proposals; (c) committee evaluation should provide amaximum of 30 points with each member making a separate ratingfrom 1 to 10 points with 10 being the highest. (The same ranking maybe used twice if more than ten proposals are submitted.)



E. Sabbatical Selection Committee:

Members of the Sabbatical Committee must be tenured, full-timefaculty. They are nominated by the Library Faculty Assembly (LFA)Nominating Committee and elected in the Spring Semester at thesame time as other LFA elections occur. The committee membersselect the chairperson.The charge of the Sabbatical SelectionCommittee is to evaluate all the leave applications and to selectthose recipients for consideration for the award of a professionaldevelopment leave or sabbatical. No more than one faculty memberin each department need be granted leave at one time. The report ofthis committee will be sent to the Dean.

F. Selection Procedure

The Sabbatical Selection Committee will meet once all applicationshave been submitted by Department Chairs to evaluate theapplications and submit a report addressed to the Dean via theHuman Resources Officer, of the results of the evaluation, including alisting of the names and rankings of all applicants for each of theleave programs. If there is more than one applicant for theprofessional development leave for non tenured faculty then thecommittee will rank them as well. There should be a separate reportof the results for each of the sabbatical and professionaldevelopment leave programs (one for tenured and non-tenureearning faculty) and a separate listing for the one-semesterapplicants and the two-semester applicants .

The Committee, in ranking the applicants, will consider the benefits ofthe proposed program to the employee, the university and theprofession; an equitable distribution of sabbaticals amongdepartments or units; the length of time since the employee wasrelieved of duties for the purpose of research and other scholarlyactivities; and length of service since previous sabbatical or initialappointment.

The listings of those recommended for each of the programs shouldinclude the applicant’s name, academic unit and department, thepoints awarded to each faculty member in descending order (fromhighest to lowest), the ranking by the Committee members, if differentfrom the points listed, and relevant comments, if any. If an applicantis not recommended for a leave the reason should be explained inthe report, e.g. the chair indicates that only one faculty member fromthe department or unit be awarded a leave or the proposal does notmerit the award of a leave. The faculty member will be advised of thestatus of the leave recommendation by the Dean

The reports of the Selection Committee’s review of the two-semesterleave applications and the one or two semester full-pay leave fornon-tenure earning or tenured faculty should be submitted to theDean for approval.

G. Notification Of Award

The Dean will announce the sabbatical decisions as soon as possiblein the Spring Semester. The leave applications must be retained forone year after the report of the leave activities is filed for thoseawarded a leave and one year from the date of denial for those notawarded a leave. Then the files may be requested to be disposed of



in accordance with the University policy regarding records.

H. Confirmation Of Leave

Faculty who are awarded leave must notify the department chair anddean or division director in writing if they are able to accept the leave.

If for any reason a faculty member finds that he or she is unable toaccept the leave or must make changes to the leave proposal,he/she should meet with his/her department chair to discuss whatarrangements can or need to be made regarding the facultymember’s assignment or the leave. Once a decision is maderegarding the leave the faculty member should confirm, in writing, thedecision with a copy to the Dean.

I. Terms Of The Program

While on this leave program, the employee's salary will be one-halfpay for the academic year for two semesters, depending on programawarded, or full-pay for one-semester. A summer session may berequested as one of the terms by 12-month faculty only. The leavemay not extend beyond the academic year awarded.

Please note, any administrative stipends will be suspendedwhile the employee is on sabbatical leave.

The employee must return to the University for at least one academicyear following participation in the program. Agreements to thecontrary must be produced in writing prior to participation. Return tothe University of salary received during the program may be requiredin those instances where neither of the above is satisfied.

An employee on a leave program assignment will be evaluated onthe leave activities in accordance with the provisions of the CollectiveBargaining Agreement. It is incumbent on the employee to provide acopy of the written report in a timely manner to make such anevaluation possible.

Contributions normally made by the Board to State Group Life andAccidental Death and Dismemberment insurance, retirement andSocial Security programs will be continued on a basis proportional tothe salary received. Board contributions normally made to otheremployee insurance programs and any other employee benefitprograms will be continued on a regular basis during the leaveprogram. (It is suggested that employees check with the FringeBenefits Office to make sure benefits are continued.)

Eligible employees will continue to accrue annual and sick leave on afull-time basis during the sabbatical.

While on leave, an employee will be permitted to receive funds fortravel and living expenses, and other leave-related expenses, fromsources other than the university, such as fellowships, grants-in-aid,and contracts and grants, to assist in accomplishing the purposes ofthe leave. Receipt of funds for such purposes will not result inreduction of the employee’s university salary. If financial assistance isreceived in the form of salary, the University salary will normally bereduced by the amount necessary to bring the total income of theleave period to a level comparable to the employee’s current year



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salary rate. Employment unrelated to the purpose of the professionaldevelopment leave is governed by the provisions of Article 19,Conflict of Interest and Outside Activity. Employment while on leavewhich is unrelated to the purpose of the leave is governed byapplicable outside employment/conflict of interest provisions.

J. Report Of Leave Activities

Within 30 days of the leave being completed, the employee mustprovide to the department chair a concise written report of theemployee's accomplishments during the sabbatical. This report mustinclude information regarding the activities undertaken during thesabbatical, the results accomplished during the sabbatical as theyaffect the employee and the university, and research or otherscholarly work produced or expected to be produced as a result ofthe sabbatical. The report becomes part of the annual evaluationprocess.

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Mentoring Program

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IV. C. Mentoring ProgramPurpose/Goals of program:Assist new faculty in understanding and navigating the T&P process; assist new facultyin understanding the culture of the libraries; provide staff members pursuing or holdinga degree in librarianship with adequate support in understanding the requirementsnecessary to secure a librarian position; provide a venue for seasoned faculty to sharetheir knowledge and expertise with newer staff.

Eligibility to become a mentor:

Any tenured faculty is eligible to be a mentor for tenure-track faculty.Any faculty is eligible to be a mentor for non-tenure track faculty and staffmembers pursuing or holding a degree in librarianship.

Eligibility to become a mentee:

All tenure track faculty are required to participate in the Mentoring Program.All non-tenure track faculty and staff pursuing or holding a degree in librarianshipmay elect to participate in the mentoring program by completing a MentorRequest form.

Mentor selection process:

The selection of a mentor will be made jointly with input from the appropriatedean, department chair, supervisor, employee and HR representative.

Duration of mentoring relationship:

For tenure-track faculty the mentoring relationship will last until the mentee hassubmitted the T&P packet.For non-tenure track faculty and staff pursuing or holding a degree inlibrarianship – the mentoring relationship will last 1 year with the option ofrenewal if requested.

Level of interaction:

The level of interaction between a mentor and mentee is flexible and is mutuallyagreed upon by each pair. It is however recommended that the participants meetat least once a month and participate in training opportunities provided throughthe Libraries’ Training program.

Feedback mechanism:

During the annual faculty evaluation the supervisor or department chair willsolicit feedback on how well the mentor/mentee assignment is working out. If it isdetermined that a new mentor/mentee pairing is desired, the supervisor ordepartment chair should contact the HR Office to coordinate a change.

Formalizing the program:

For mentors the mentoring relationship will be considered Service to the Librariesand the Mentoring Agreement will become part of their annual activity report.








Mentoring Program

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Forms used:

Mentoring agreement signed by both mentor and mentee including an option torequest a reassignment.Mentor Request - for non-tenure faculty and staff pursuing or holding a degree inlibrarianship.

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Semester Faculty Assignment Report: Instructions

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I. Policy

A Semester Faculty Assignment Report form is completed and submitted torespective department chairs no later than ten days prior to the first day ofclass each semester (fall, spring and summer). Five days prior to the closeof each semester, department chairs submit the Semester FacultyAssignment Report forms to the Human Resources Office. The HumanResources Office staff enters the information provided into the FacultyActivity Reporting System and the Semester Faculty Assignment Report isfiled in the librarian's personnel file.

II. Procedures

Library faculty are to complete a Semester Faculty Assignment Report eachsemester (Fall, Spring, Summer).

A. For full time library faculty, 1 FTE (40 hours per week) equals a100% appointment. One hour per week equals 2.5%; a 10%assignment represents 4 hours per week.

Assign percentages to categories 5A, 5B, 6, 8, 9, 10, and 11only if significant time will be devoted to these activities.Significant time is interpreted as 5% or more, equal to 2 hrsper week.

For the purpose of calculating percentages on a semesterbasis, Fall and Spring semesters each equal 19.5 weeks;summer semester equals 13 weeks.

If the assignment changes during the semester, another formindicating revisions must be completed.

B. Categories 1, 2, 5A, 5B, 6, 8, 9, 10 and 11 on the Semester FacultyAssignment Report form may be used to report librarian assignments.Note: All library faculty must be assigned a departmental (Category5A) or organized (Category 5B) research component as required byUniversity Administration.

Instructional Assignment (Category 1)This category is used only if the librarian is teaching a creditcourse (i.e., the librarian is fully responsible for the course andassignment of grades). This must be reported as a"loan/borrow" with an academic department. The accountnumber for the academic department to which the facultymember is "loaning" time must be indicated. This categorycorresponds to the area encompassed by "Performance ofProfessional Responsibility and Working Relationships" in theCareer Development Hanbook.

Instructional Activities (Category 2)This category is only used if the librarian is teaching a credit










course, completing Category 1.

Department Research (Category 5A)This category corresponds to the section "ProfessionalDevelopment and Scholarship" in the Career DevelopmentHandbook. The appropriate percentage should be determinedby the librarian and his/her supervisor. The scope andcomplexity of the project(s), the needs of the department, andother professional service commitments will determine theappropriate allocation of time for department research. Aresearch assignment greater than 10% must be approved atthe director level. A research assignment should result in aproduct (publication, presentation, etc.). A brief description ofproject(s) is to be included under "Description of Duties".Department chairs are authorized to assign and approve up to10% (4 hours per week) of departmental research todepartment librarians. Research assignments greater than 10%fall under the procedures outlines in the Career DevelopmentHandbook. Librarians should use this category as assignedtime while on sabbatical.

Organized Research (Category 5B)This category only applies to separately budgeted research.Activity in this category may correspond to both "Performanceof Professional Responsibility and Working Relationships" and"Professional Development and Scholarship" in the CareerDevelopment Handbook. Administrative grant activity, oractivity required to accomplish grant-funded projects, isrecorded in this category. This must be reflected as aloan/borrow on the semester activity report. The accountnumber to which the librarian is "loaning" time must beincluded.

Public/Clinical or State Mandated Service (Category 6)This category includes most of the scheduled activitiesassigned in the department required to accomplish libraryoperations and corresponds to the area encompassed by"Performance of Professional Responsibilities and WorkingRelationships" in the Career Development Handbook. Alibrarian without an administrative assignment would normallyhave 85% to 90% of their assignment in this category.

In addition to librarian activities, it could also include sevice tostudents unrelated to credit instruction, service as a member ofthe editorial board of a scholarly journal; service to thecommunity, state or nation, e.g., participation as a member ofan advisory board. This category does not include outsideemployment or consulting services.

Departmental Administration (Category 8)Effort for administrative and support services benefitingcommon or joint departmental activities.

Governance (Category 9)This category includes time assigned to departmental, college,and university-wide committees.



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Other (Category 10)List any of the categories shown below when appropriate.Duties to be included for Sponsored Research Administrationonly. No other categories may be listed unless directed to doso by the Office of Academic Affairs.

Auxiliary Effort -- Effort expended sellingservices/products. Effort to be shown on auxiliaryaccounts.

UFF Activities -- Assigned release time for unionactivities.

Professional Development Leave/Sabbaticals--Effortshould be reported when the chair assigns theleave/sabbatical.

Annual/Sick Leave -- To be used when the leave takenexceeds 20 workdays. To determine the percentage,multiply the FTE appointed by the number of days onleave and divide this amount by the total number ofworkdays in the semester.

Total Percentage Employed (Category 11) This is the total of the percentages assigned in items 1-10 andrepresents the total FTE employment of the faculty member foreach semester.

C. Semester assignments are retained in the department until the end ofthe semester.

On the last week of the semester the Department Chairreviews each assignment, indicating "complete" or "continuing"on the form. If "complete" a brief statement (i.e. "articleaccepted for publication," "conference attended." "committeereport submitted," etc.) is needed. The chair should initial anddate the form indicating the review, and submit it to the HumanResources office.

If a librarian has been absent for 20 consecutive work days ormore in the semester, the Human Resources officerecalculates percentages to reflect the change in assignmentas directed by the Office of Academic Affairs.

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