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HandbookonAppointment,Reappointment,andPromotion

(HARP)

FREDONIA,STATEUNIVERSITYOFNEWYORK

August18,2017

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ContentsI.AboutThisHandbook 8

I.A.DefinitionsofTermsasUsedinThisDocument 8

I.B.DevelopmentofThisHandbook 10

I.C.RationalesandPrinciplesforThisHandbook 12

I.D.TheGoalsofPersonnelReview 13

I.E.ConflictofInterest 14

I.F.AcademicFreedom 14

I.G.PrevailingPolicies 14

II.ApplicationProcessandPre-EmploymentScreening 15

III.Appointment,Reappointment,ReviewandPromotionofTenure-TrackFaculty 16

III.A.CareerTimelinesforFacultyReviews 16

III.A.1.RegularTimelineforReappointmentsLeadingtoContinuingAppointment 16

III.A.2.TimelineBasedonPriorServiceCredit 16

III.A.3.RegularTimelineforPromotiontoAssociateProfessor/AssociateLibrarian 17

III.A.4.RegularTimelineforPromotiontoProfessor/Librarian 17

III.A.5.TimelineforPromotiontoDistinguishedRank 17

III.A.6.TimelineforAlternativeDepartmentProcessforReappointmentorPromotion 17

III.A.7.EarlyReviewforContinuingAppointmentorPromotioninRank 18

II.B.ModifiedReappointmentorTenureTimeline&AdjustmentstoProfessionalObligation 18

III.B.1.PausingtheTenureClock 18

III.B.2.TemporaryAdjustmentstoProfessionalObligation 20

III.C.AnnualTimelinesforFacultyReviewsforReappointment,ContinuingAppointment,andPromotion 21

III.C.1.TimelineforReappointmentReviewintheFirstYearofService 21

III.C.2.TimelineforReappointmentReviewProcessaftertheFirstYearofService 22

III.C.3.TimelineforContinuingAppointmentandPromotionReviewProcesses 23

III.D.ProcessandDocumentationforReview(includingfacultywithoranticipatingPriorServiceCredit) 24

III.D.1.ReappointmentStatementforFirst-yearReview 24

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III.D.2.UsingtheReappointmentStatementforPlanning 25

III.D.3.PreparingtheDossier(seeAppendixD)inSubsequentReviews 25

III.E.ReviewbytheDepartment 25

III.E.1.DepartmentHandbook 25

III.E.2.DepartmentalPersonnelCommittee(DPC) 25

III.E.3.ReviewbyDepartmentChair 26

III.F.AcademicPersonnelCommittee(APC) 27

III.F.1.CompositionoftheAcademicPersonnelCommittee(APC) 27

III.F.2.APCChair 28

III.F.3.Ballots 28

IV.CriteriaforEvaluatingTenured/Tenure-TrackFacultyatFredonia 29

IV.A.ContextforEvaluatingFacultyatFredonia 29

IV.A.1.TeachingandLearning 29

IV.A.2.ScholarshipandCreativeActivity 30

IV.A.3.Service 32

IV.B.ExpectationsforSuccessfulReview 33

IV.B.1.ExpectationsforReappointment 33

IV.B.2.ExpectationsforContinuingAppointmentandPromotiontoAssociateProfessor 34

IV.B.3.ExpectationsforContinuingAppointmentandPromotiontoAssociateLibrarian34

IV.B.4.ExpectationsforEarlyContinuingAppointmentand/orPromotiontoAssociateProfessor 34

IV.B.5.ExpectationsforEarlyContinuingAppointmentand/orPromotiontoAssociateLibrarian 35

IV.B.6.ExpectationsforPromotiontoProfessor 35

IV.B.7.ExpectationsforPromotiontoLibrarian 35

IV.B.8.ExpectationsforEarlyAppointmenttoProfessorand/orLibrarian 36

IV.B.9.ExpectationsforThoseWhoHavePausedtheTenureClock 36

IV.B.10.ExpectationsforPromotiontoProfessor/LibrarianforThoseWhoHaveTakenSignificantAdministrativeAssignments 37

IV.C.PromotiontoDistinguishedFacultyRanks 37

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IV.C.1.CriteriaforPromotiontoDistinguishedRanks 37

IV.C.2.TimelineforDistinguishedRankNominationandPromotionReviewProcess 37

IV.D.CompositionoftheDistinguishedFacultyPromotionCommittee(DFPC) 38

IV.D.1.Representation 38

IV.D.2.DFPCChair 39

V.Appointment,Reappointment,andPromotionofContingentFaculty 40

V.A.DefinitionofContingentFaculty 40

V.B.AppointmentofContingentFaculty 41

V.B.1.TemporaryAppointments 41

V.B.2.Termappointments 41

V.C.Appointment&ReappointmentNotice 41

V.D.Part-TimeContingentFaculty 42

V.D.1.ProfessionalObligation 42

V.D.2.Appointment 42

V.D.3.Notification 43

V.D.4.Benefits 43

V.D.5.Titles 43

V.E.Full-TimeContingentFaculty 43

V.E.1.ProfessionalObligation 43

V.E.2.AppointmentStatus(TempandTerm) 43

V.E.3.Notification 44

V.E.4.Benefits 45

V.E.5.Titles 45

V.F.ContingentFacultyHiringProcedures 45

V.F.1.Posting 45

V.F.2.Part-TimeContingentFaculty 46

V.F.3.Full-TimeContingentFaculty 46

V.G.Qualifications 46

V.H.SelectionProcess 46

V.H.1.Part-TimeContingentFaculty 47

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V.H.2.Full-TimeContingentFaculty 47

V.I.ReviewofContingentFaculty 47

V.J.ContingentFacultyReviewProcess 48

V.K.Reappointment/Non-RenewalProcessforContingentFaculty 49

V.L.TitleAwardsforFull-TimeTermContingentFaculty 49

V.L.1.AwardTitleofSeniorLecturer 49

V.L.2.BenefitsoftheSeniorLecturerTitleAward 49

V.L.3.ProcedurefortheSelectionoftheSeniorLecturerAward 50

VI.APPOINTMENT,REAPPOINTMENT,REVIEWANDPROMOTIONOFPROFESSIONALEMPLOYEES 51

VI.A.TypesofAppointmentsforProfessionals 51

VI.A.1.Temporary 51

VI.A.2.Term 51

VI.A.3.AppendixATitles 51

VI.A.4.AppendixBTitles 52

VI.A.5.AppendixCTitles 52

VI.A.6.Permanent 52

VI.A.7.Probationary 52

VI.B.TimelinesforProfessionalReviewsforReappointmentandPermanentAppointment 52

VI.B.1.PriorServiceCredit 52

VI.B.2.TimelineforReappointments 53

VI.B.3.TimelineforNon-Renewal 53

VI.B.4.TimelineforConsiderationofPermanentAppointment 54

VI.B.5.PausingthePermanentAppointmentClock 54

VI.B.6.Reviewfor“Early”PermanentAppointment 55

VI.B.7TemporaryAdjustmentstoProfessionalObligation 55

VI.C.ChangesinProfessionalTitle(seePoliciesArticleXITitleC) 55

VI.D.AnnualTimelineforPerformanceProgramandEvaluation 56

VI.E.CriteriatobeUsedtoEvaluateProfessionalEmployees 57

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VI.E.1.EffectivenessinPerformance 57

VI.E.2.MasteryofSpecialization 57

VI.E.3.ProfessionalAbility 57

VI.E.4.EffectivenessinUniversityService 57

VI.E.5.ContinuingGrowth 58

VI.F.ProcessandDocumentationforAnnualEvaluationofProfessionals 58

VI.F.1.PerformanceProgram 58

VI.F.2.PerformanceEvaluation 59

VI.F.3.UnsatisfactoryEvaluation 60

VI.F.4.CollegeCommitteeonProfessionalEvaluation(CCPE)(Agreement,AppendixA-28,VI) 61

VI.G.ProcessforPromotionandIn-GradeSalaryIncreasesforProfessionalEmployees 61

VI.G.1.Scope 61

VI.G.2.TitlesandJobDescriptions 61

VI.G.3.PromotionRequests(Agreement,AppendixA-28,I) 62

VI.G.4.In-GradeSalaryIncrease(Agreement,AppendixA-28,IV) 62

VI.G.5.ProcessforAppeals(Agreement,AppendixA-28,III) 62

VI.G.6.TimelineforA-28Promotion&SalaryIncreaseRequests 63

VI.G.7.ProcessforA-28Appeals 63

VI.H.ProcessforInternalSearches 64

VII.EmeritusStatus 65

VII.A.Process 65

VII.B.Privileges 65

VII.B.1.AutomaticPrivilegesforEmeritusEmployees 65

VII.B.2.DiscretionaryPrivilegesforEmeritusEmployees 65

Appendix 67

AppendixA:DPCBallot 68

AppendixB:APCBallot 70

AppendixC:COIForm 73

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AppendixD:SuggestionsforPreparingaDossierforReappointment,ContinuingAppointment,orPromotion 75

AppendixE:PerformanceProgramForm 94

AppendixF:PerformanceEvaluationForm 98

AppendixG:RequesttoPausetheTenureClock 103

AppendixH:RequesttoPausethePermanentAppointmentClock 109

AppendixI:EmeritusApplication 114

AppendixJ:RequestforPriorServiceCredit–ACADEMICPosition 118

AppendixK:RequestforPriorServiceCredit–Non-teachingProfessionalPosition 119

AppendixL:ClassroomObservationPre-VisitQuestionnaire 120

AppendixM:ClassroomObservationFeedbackForm 121

AppendixN:ClassroomObservationPost-VisitQuestionnaire 123

AppendixO:RequestforAppendixA-28Promotionand/orSalaryIncrease 124

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I.AboutThisHandbook

I.A.DefinitionsofTermsasUsedinThisDocument

Academicemployee:AnemployeeintheProfessionalServicesNegotiatingUnitwithacademicorqualifiedacademicrank.

AcademicPersonnelCommittee(APC):Ninefacultywhoholdcontinuingappointment,jointlyappointedbytheProvostandtheUUPChapterPresident.

Academicrank:RankheldbyfacultyhavingthetitlesofProfessor,AssociateProfessor,AssistantProfessor,Instructor,AssistantInstructor,Librarian,AssociateLibrarian,SeniorAssistantLibrarian,andAssistantLibrarian.

Adjunctfaculty:ThosefacultymembersintheProfessionalServicesNegotiatingUnitatFredoniawhoarenotonthetenuretrack.

Agreement:ThecollectivebargainingAgreementbetweentheStateofNewYorkandUUP.

Chancellor:TheChancelloroftheStateUniversityofNewYork.

Chancellor’sAdvisoryCommittee(CAC):Athree-personcommitteewhoreviewsdecisionsbythecollegePresidenttonotgrantpermanentorcontinuingappointment,andissuesarecommendationtotheChancellor.Theemployeedesignatesonecommitteemember,Fredonia’sPresidentdesignatesanother,andthetwodesigneeschoseathirdfromalistjointlycreatedbythecampusandUUPchapterpresidents.

ChiefAdministrativeOfficer:ThePresidentoftheStateUniversityofNewYorkCollegeatFredonia.

CollegeCommitteeonProfessionalEvaluation(CCPE):ThreeFredoniaprofessionalemployeeselectedatlargebythelocalUUPchapterandtwoprofessionalemployeesappointedbyFredonia’sPresidentwhoreviewaPerformanceEvaluationissuedtoaprofessionalemployeethatcontainsafinal/summativeevaluationcharacterizedas“Unsatisfactory.”

CollegeReviewPanel(CRP):AcommitteeofnofewerthanfiveandnomorethansevenFredoniaprofessionalemployeeselectedatlargebythelocalUUPchaptertoreviewaprofessionalemployee’spromotionorin-gradesalaryincreasethatisdeniedatalevelbelowFredonia’sPresident.Fromamongthisgroup,acommitteechairshallbeselected.

ContingentFaculty-Part-timeandfull-timenon-tenuretrackfaculty.

Continuingappointment(tenure):Anappointmenttoapositionofacademicrankwhichshallcontinueuntilresignation,retirement,ortermination.

COS:ChangeofStatusisanelectronicworkflowsystemusedatFredoniatodocumentemployeeappointments,reappointments,separations,andchangesofstatus.

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Dean:Anacademicadministrativetitlewhich,forthepurposesofthisdocument,includestheLibraryDirector.

Department:Thelocalacademicunit,whichincludestheSchoolofMusicasanacademicunit.TheSchoolofBusinessiscomparabletoacollegeinitsstructure,withtwodepartmentsreportingtoaDean.Forthepurposesofthisdocument,theLibraryisadepartment.

DepartmentChair:Anacademictitlefortheunitheadofanacademicdepartment,includingtheDirectoroftheSchoolofMusicandtheChairoftheLibraryFacultyCommittee.

DepartmentalPersonnelCommittee(DPC):Thedepartmentalbodythatreviewsapplicationsandmakesrecommendationsforreappointment,continuingappointment,andpromotion.ThisincludestheLibraryPersonnelCommittee(LPC).

DistinguishedFaculty:AnacademictitlethatshallherewithbeinclusiveofDistinguishedTeachingProfessor,DistinguishedServiceProfessor,DistinguishedProfessor,andDistinguishedLibrarian.

DistinguishedFacultyPromotionCommittee(DFPC):Thelocalselectioncommitteethatsolicitsnominations,conductsanevaluationofproposedcandidatestoDistinguishranks,preparesthefinalnominationportfolio,andforwardsrecommendation(s)tothePresident.

Faculty:Anemployeewithacademicorqualifiedacademicrank,includinglibraryfaculty.

Fileofevaluativematerial:Foracademicfacultythisfileshallincludethedossier,reappointmentstatement,signedballots,allrecommendationletters,responses,andappealletters.Forprofessionalsthisfileshallincludeperformanceprograms,evaluations,responses,andrecommendations.

Handbook:ThisHandbookonAppointment,ReappointmentandPromotion(HARP).

Localtitle:Anemployee’sFredoniatitle.

ManagementAdvisoryCommitteeonClassificationandCompensation(MACCC)Guide:TheguidetoUUPbargainingunittitlesandpositiondescriptions.

Permanentappointment:Anappointmentofaprofessionalemployeeinaprofessionaltitlewhichiseligibleforapermanentappointment,whichshallcontinueuntilachangeinsuchtitle,resignation,retirement,ortermination.

Policies:TheSUNYPoliciesoftheBoardofTrustees.

President:ThePresidentoftheStateUniversityofNewYorkCollegeatFredonia(Fredonia).

Professionalbudgettitle:TheofficialStatetitleofapositionintheProfessionalServicesNegotiatingUnit,otherthanapositionofacademicorqualifiedacademicrank.

Professionalemployee:AprofessionalemployedintheProfessionalServicesNegotiatingUnit,otherthananemployeewithacademicorqualifiedacademicrank.

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ProfessionalServicesNegotiatingUnit(PSNU):ThebargainingunitforallUUP-representedpositions.

Qualifiedacademicrank:Rankheldbyfacultyhavingtitlesoflecturer,ortitlesofacademicrankprecededbythedesignation“visiting”orothersimilardesignations.

Qualifiedprofessionalrank:Rankheldbyprofessionalemployeeshavingatitleprecededbythedesignation“special.”

Temporaryappointment:AnappointmenttoapositioninthePSNUforaspecifiedperiodoftimethatmaybeterminatedatanytime.

Termappointment:ExceptasprovidedinArticleXITitleD,Section6ofthePolicies,atermappointmentisanappointmentforaspecifiedperiodofnotmorethanthreeyears,unlessterminatedearlierbecauseofresignation,retirement,ortermination.AtermappointmentmaybegiventoanypersonappointedtoorservinginapositiondesignatedasbeinginthePSNU.

University:TheStateUniversityofNewYork.

UniversityReviewBoard(URB):Athree-personboardofManagementConfidentialemployeesassignedbySUNYwhoreviewdenialsbyFredonia’sPresidentofprofessionalemployees’requestsforpromotionsandissuearecommendationtotheChancellor.

UnitedUniversityProfessions(UUP):UnitedUniversityProfessionsisthestate-wideunionrepresentingallfacultyandprofessionalemployees.

I.B.DevelopmentofThisHandbook

ThisHandbookoutlinestherationales,definitions,procedures,andprocessesforpersonnelreviewsofterm(tenure-track)andcontingentfaculty1andprofessionalemployeesinthePSNU2atFredonia.IncompliancewiththePoliciesoftheBoardofTrusteesoftheStateUniversityofNewYork(2009)3andtheAgreementbetweentheStateofNewYorkandUUP(July2,2007–July1,2011),thisHandbookdefinesandclarifiesinstitutionalstandardsandexpectationsatFredonia.

TheyarebasedinpartontheworkoftheTaskForceonPersonnelPolicies,4whichwas1Exceptwhereotherwisenoted,theterm“faculty”inthisdocumentincludesdepartment/schoolfacultyandlibraryfaculty.

2RepresentedbytheUnitedUniversityProfessions(UUP),theStateUniversityProfessionalServicesNegotiatingUnitiscomprisedoffacultyandprofessionalemployeeswithintheStateUniversitysystem.

3http://www.suny.edu/board_of_trustees/pdf/policies.pdf

4MembersofthisTaskForcewhowereapprovedbytheUniversitySenate(April30,2007)andservedforallorpartof2007-08wereRichardReddyandMaggieBryan-Peterson(co-Chairs);NancyHagedorn,TomLoughlin,LarryMaheady,AverlOtis,JodiRzepka,MonicaWhite,KerrieWilkes,andJuliaWilson.

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appointedbytheVicePresidentforAcademicAffairsinSpring2007aspartialfulfillmentoftheMemorandumofUnderstandingbetweenFredoniaandtheStateUniversityofNewYork.ThisTaskForcemetthroughoutthe2007-08academicyearandsubmittedinMay2008areportoffindingsandrecommendationsfortenure-trackfacultyandprofessionalemployeesinthePSNU.Therecommendationsofthe2002TaskForceontheEvaluationofTeaching5werealsoadaptedandincludedinthisHandbook,whichreplacepreviousversionsofpersonnelpoliciesintheCampusHandbookandontheHumanResourceswebsite.TheAcademicAffairsVicePresident’sCouncil6providedadraftofpersonnelpoliciesinacademicyear2008-09,buildingontheseearlierdocuments.

In2009-10,threesubcommitteesoftheFacultyandProfessionalAffairsCommittee(FPAC)werechargedwithdevelopingrecommendationsforpersonnelpoliciestoFPAC7,whichthenprovidedaninitialdrafttotheUniversitySenate.SeveralforumsanddiscussionswereheldwithVPCouncil,UniversitySenate,theChairsoftheCollegesofArtsandHumanitiesandNaturalandSocialSciences,andtenuredandtenure-trackfacultywhilethesubcommitteesandFPACcreatedtheirrecommendations.AsubsequentdraftwasdiscussedintheUniversitySenateonFebruary8,2010,andMarch1,2010,andapprovedonMarch1,2010.SubsequenttotheSenateapprovalofthepersonnelpoliciesdraft,theUUPchapterleadershipsoughtandobtainedapprovaltonegotiatethisHandbookfromPhillipSmith,thestate-widePresidentofUUP.8

ThisHandbookistheresultofthosenegotiationsandshallremaininfullforceandeffectunlessmodifiedbywritten,mutualagreementofUUPandFredoniaadministration.ThisHandbookshallbereviewedeverytwoyearscommencing5/1withtheexpectationthatnegotiationsbecompletedby9/1ofthatsameyearforthepurposeofchanginglanguage,clarifyingprocedures,updatingformsorothersuchmodificationsthatUUPandFredoniaAdministrationdeemappropriate.9Thereviewprocessshallfollowthesameprocessofnegotiationsthatwas5MembersofthisTaskForcewhoservedinSpring2002wereJackBerkleyandJoanBurke(co-Chairs);BobBooth,RogerByrne,BillJungels,BarbaraMallette,RichardReddy,JoeStraight,andPaulSchwartz.

6MembersofthisadministrativeCouncilin2008-09wereVirginiaHorvath(facilitator);DavidEwing,RandyGadikian,ChristineGivner,MelindaKarnes,KevinKearns,JohnKijinski,KarenKlose,BeezSchell,andEricSkowronski.

7MembersoftheFPACFacultySubcommitteewereRobDeemer(Chair),RaymondBelliotti,AnnCarden,MichaelJabot,AdrienneMcCormick,SamanthaKenney,BeezSchell,JohnStaples,andKimTillery.

MembersoftheFPACProfessionalsSubcommitteewereChristopherTaverna(Chair),ShariMiller,BeezSchell,IdaliaTorres,andJeffersonWestwood.MembersoftheFPACLibrariansSubcommitteewereBarbaraKittle(Chair),DarrylColeman,JeremyLinden,andBeezSchell.

8ATheUUPwasrepresentedbyEdwardGiblinandTaraSinger-Blumberg,JanetMayer,BridgetRussell,andKathleenSacco.ThecampusadministrationwasrepresentedbyMichaelDaley,DavidHerman,VirginiaHorvath,andJohnKijinski.

9The2017negotiationswerecompletedon8/18/2017.Thenextroundofnegotiationswillbeginonorabout5/1/2019forcompletiononorabout9/1/2019.

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followedforthecreationofHARP,andcanbecommencedbyeitherparty.UUPStatewidePresident,FredKowal,hasauthorizedthelocalUUPchaptertonegotiaterevisionstothisdocumentonoraboutMay1,2017.10

Theproceduresforprofessionals,whichmirrorthoseintheAgreement,areeffectiveAugust20,2012.Allfacultyhiredforthe2013-14academicyearandthereafter,alongwithtenuredfacultyseekingpromotiontofullprofessorinthe2013-14academicyear,shallfollowtheguidelinesandtimelinesoutlinedinthisHandbook.Facultyalreadyonthetenure-trackpriorto9/1/2013aregrandfatheredandshallindicateinwritingintheirdossierswhethertheywanttobeevaluatedusingthepre-HARPguidelinesandtimelinesorthoseoutlinedinthisHandbook.Insuchcases,facultyshallnotifytheirChairbyAugust20.

I.C.RationalesandPrinciplesforThisHandbook

ThisHandbookwasdevelopedwiththeserationalesinmind:

● Toclarifyinasingledocument—afterbroaddiscussionandformalnegotiation—theexpectationsandpoliciesforpersonnelreviewsfortermfacultyandprofessionalemployees;

● Toclarifyforterm-appointedfacultyandprofessionalemployeestheprocessesandpoliciesfortheirreappointment,continuing/permanentappointment,andpromotion,aswellastherelationshipsamongtheseformsofpersonnelreview;

● Toclarifyforterm-appointedfacultyandprofessionalemployeesthewaysFredoniadefineskeytermsrelatedtofacultyandprofessionalperformanceandthecriteriaforevaluation;

● Toclarifyforterm-appointedfacultyandprofessionalemployeesthedocumentationneededforpersonnelreviews;

● Toclarifyforterm-appointedfacultyandprofessionalemployeesthecareertimetableforpersonnelreviewsandtheannual/periodicreviewsthatleadtocontinuing/permanentappointment;

● Toclarifytheprocessesforappointing,evaluating,andreappointingadjunctfaculty;● Toclarifyforacademicdepartments,library,andadministrativeunitstheprocessesand

policiesforconductingpersonnelreviews;● Toprovide,wherepossible,institutionalconsistencyinprocessesandpoliciessothat

eachterm-appointedfacultyandprofessionalemployee,regardlessofdepartmentorunit,isaffordedthesamerightsandopportunitiesforfairreview;

● Toprovideaframeworktoguidethelibrary,academicdepartments,andadministrative

10On05/25/2017,UUPwasrepresentedbyTaraSinger-Blumberg,ZiyaArnavut,BruceSimon,CynthiaSmith,DerrikDecker,AmberPowell,MichaelGerholdt,andDanielSmith.ThecampusadministrationwasrepresentedbyMichaelDaley,TerryBrown,ChristineGivner,AndyKarafa,JudyHorowitz,andJodiRzepka.

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unitsinreviewingandrevisingthepersonnelreviewpoliciesintheirdepartment/unithandbooks.

ThisHandbookoutlinesthewayFredoniarewardsandretainsitsvaluedteacher-scholarsandprofessionals,sustainsexcellenceinteaching,scholarship,andservice,andensurestheintellectualvitalityofFredonia.ThisHandbookprovidesclear,equitable,andtransparentprocessessothatindividuals,departments,units,library,andcollegesareawareofexpectationsandstandardsforreappointment,continuing/permanentappointment,andpromotion.

ThisHandbookisintendedtoensuretheseprinciples:

● Equity:ThisHandbookshallbeusedtoevaluateallfull-timeindividualseligibleforreappointment,continuing/permanentappointment,andpromotion,regardlessofdepartment,unit,orcollegeaffiliation.ThisHandbookalsoshallbeusedtoevaluateadjunctfacultyeligibleforreappointment.

● Transparency:ThisHandbookandanysubsequentrevisionsshallbepubliclyavailableandreviewedbyallnewfull-timefacultyandprofessionalemployees.

● Non-bias:Inallcases,reappointment,continuing/permanentappointment,andpromotionreviewsanddecisionsshallbemadewithoutregardtorace,religion,gender,genderidentityandexpression,age,disability,politicalbeliefs,sexualorientation,nationalorigin,personalrelationships,andotherpotentialbasesforovertorcovertdiscrimination.Allevaluationsshallbebasedonobjectiveinformation,evidencesuppliedbythecandidate,andreviewsofpeers.

● Review:Allindividualsshallhavetherighttoreviewandrespondtorecommendationsfortheirreappointment,continuing/permanentappointment,andpromotionandtocorrecterrorsoffactinevaluation.

● StrategicPlanningandPriority-Setting:Departmentsshouldregularlyreviewtheircontingentfacultystaffinglevelsforthepurposesofstrategicplanningandpriority-setting,particularlywithrespecttostudentneeds,facultyworkloads,andfuturerequestsfortenure-tracklines.

I.D.TheGoalsofPersonnelReview

Fredoniaengagesincareful,rigorous,andfairprocessesofpersonnelreviewsothatterm-appointedfacultyandprofessionalemployeeshaveclearideasoftheirrolesandresponsibilities;severalopportunitiestodemonstratethewaystheircontributionsbenefittheirdepartment,unit,library,andthecampus;andseveralopportunitiesforfeedbackatmultiplelevels.Effectivepersonnelreviewalsoensuresthatterm-appointedfacultywhoaregrantedcontinuingappointment(theSUNYtermfortenure)andterm-appointedprofessionalswhoaregrantedpermanentappointmentmeetthestandardsoftheirdepartments/unitsandshowpromiseofcontinuedeffectivecontributionstotheeducational,scholarly/creative,communityengagement,andoperationalmissionsofFredonia.Thecontinuingstrengthofacademic

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programsandinstitutionaleffectivenessdependsinlargepartoncarefulreviewofthoseentrustedwithimplementingthemissionofFredonia.

I.E.ConflictofInterest

ToensurethatthepoliciessetforthinthisHandbookareappliedfairlytoallcandidatesunderreview,andalsotoavoideventheappearanceofconflictofinterest,candidatesshallnotbereviewedbyanyonewhohasanyofthefollowingrelationshipswiththecandidate.

Thepotentialreviewershallnotbe

● amemberofthecandidate’simmediatefamily;● apartnerinanexternalbusiness;● anintimatepartnerwiththecandidate(currentorpast).

Insuchcases,thepotentialreviewershallself-identifyaconflictofinterestandisthenexcludedfromthereviewprocess.

I.F.AcademicFreedom

Itisthepolicyoftheuniversitytomaintainandencouragefullfreedom,withinthelaw,ofinquiry,teachingandresearch.Intheexerciseofthisfreedomfacultymembersmay,withoutlimitation,discusstheirownsubjectintheclassroom;theymaynot,however,claimastheirrighttheprivilegeofdiscussingintheirclassroomcontroversialmatterwhichhasnorelationtotheirsubject.Theprincipleofacademicfreedomshallbeaccompaniedbyacorrespondingprincipleofresponsibility.Intheirroleascitizens,employees’havethesamefreedomsasothercitizens.However,intheirextramuralutterancesemployeeshaveanobligationtoindicatethattheyarenotinstitutionalspokespersons(seeAgreement,Article9).

I.G.PrevailingPolicies

IntheeventofanyinconsistencyorconflictbetweenprovisionsofthisHandbookordepartmentalpoliciesandtheUUP-StateofNYcollectivebargainingAgreement,and/orthePoliciesoftheBoardofTrustees,theprovisionsofthecollectivebargainingAgreementand/orPoliciesshallapplyandtakeprecedence.

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II.ApplicationProcessandPre-EmploymentScreeningFredoniausesanapplicanttrackingsystemforallapplicantstofacilitatereviewbythedepartmentandadministrativeoffices,andtocaptureinformationandmaintainaccuraterecordsandofapplicantsandhires.Fredoniapridesitselfonanoutstandingworkforceandprotectsitsstudentsandtheuniversitycommunitybycontractingwithaprofessionalservicetoconductpre-employmentscreeningsonallpotentialemployees.Theapplicanttrackingsysteminformscandidatesaboutthispracticeandseekstheirconsentbeforeanyscreeningisinitiated.AllfacultyandstaffshallbeclearedthroughthisscreeningbeforebeingofferedanappointmentatFredonia.

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III.Appointment,Reappointment,ReviewandPromotionofTenure-TrackFaculty11

III.A.CareerTimelinesforFacultyReviews

III.A.1.RegularTimelineforReappointmentsLeadingtoContinuingAppointment

ConsistentwiththePolicies,reappointmentreviewsforaterm-appointedAssistantProfessororSeniorAssistantLibrarianoccuraccordingtothistimeline:

Yearofservice Reviewfor

1st 2nd-yearreappointment

2nd 3rd-and4th-yearreappointments(simultaneous)

3rd 5th-and6th-yearreappointments(usuallysimultaneous)

5th 7th-yearreappointment

6th ContinuingAppointment(takeseffectatthestartofthe8thyear)

Inthethirdyearofservice,departmentsmayrecommendreappointingcandidatestoaone-yearterm,insteadoftwoyears,asameansofprovidingfurtherguidancetothecandidate.Inthatcase,duringthecandidate’sfourthyearofservice,s/heshallbereviewedforthe6th-yearreappointment.Inadditiontotheseformalreviews,candidatesareencouragedtoseekregularinputfromtheirdepartmentalcolleagues.

Ifaterm-appointedfacultymemberisinitiallyappointedbyFredoniaasAssociateProfessor,Professor,AssociateLibrarian,orLibrarian,thistimelineforreviewsisineffect:

Yearofservice Reviewfor

1st 2nd-and3rd-yearreappointments

2nd ContinuingAppointment (takeseffectatthestartofthe4thyear)

III.A.2.TimelineBasedonPriorServiceCredit

AccordingtothePolicies,term-appointedfacultymayrequestuptothreeyearsofcredittowardreviewforcontinuingappointment,basedonsatisfactoryfull-timepriorserviceinacademicrankatanotheraccreditedinstitutionofhighereducation(seePoliciesXI.B.3.d).Priorservicecreditshouldbenegotiatedattimeofhirehowever,withinonemonthoftheinitialappointment,eligibletermfacultymayrequestPriorServiceCreditbysubmittingacompleted

11ThissectionoftheHandbookclarifiesappointment,reappointment,reviewandpromotionforterm-appointedfacultyinacademicdepartments,theSchoolofMusic,andtheLibrary.

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form12totheofficeofHumanResources.Onceeligibilityisconfirmed,theDirectorofHumanResourcesforwardstheverifieddocumenttotheappropriateDean,whorecommendstotheProvostthenumberofyears(0-3)ofPriorServiceCredit.TheProvostnotifiesthefacultymemberoftheapprovednumberofyearscreditandsendsacopyoftheadjustedtimelineforreviewtotheChair,Dean,President,andDirectorofHumanResources.

Asanexample,withtwoyearsofPriorServiceCredit,theregulartimelineshallbeadjustedtoreflectcontinuingappointmentreviewintwofeweryears:

YearofService ReviewFor

1st 2nd-yearreappointment

2nd 3rd-and4th-yearreappointments

3rd 5th-yearreappointment

4th ContinuingAppointment(takeseffectatthestartofthe

6thyear)

III.A.3.RegularTimelineforPromotiontoAssociateProfessor/AssociateLibrarian

AtFredonia,reviewsforcontinuingappointmentandpromotiontoAssociateProfessororAssociateLibrarianshalloccuratthesametime,inthe6thyearofappointment.Althoughcontinuingappointmentisgrantedbeginningwiththe8thyearofservice,promotiontotherankofAssociateProfessororAssociateLibrarianisineffectatthebeginningofthe7thyear.Inrarecircumstances,continuingappointmentmaybegrantedwithoutpromotion.

III.A.4.RegularTimelineforPromotiontoProfessor/Librarian

AtFredonia,reviewforpromotiontoProfessororLibrarianmayoccurafterfiveormoreyearsinrankasAssociateProfessororAssociateLibrarian.Ifgranted,promotionwilltakeeffectSeptember1ofthefollowingyear.

III.A.5.TimelineforPromotiontoDistinguishedRank

AccordingtoSUNYPolicies&ProceduresforDistinguishedFacultyRank,“candidatesmusthaveheldtherankoffullprofessorforfiveyears,musthaveatleastthreeyearsoffull-timeserviceatthenominatinginstitution,andmusthavecompletedatleasttenyearsoffull-timeserviceintheStateUniversityofNewYork.”

III.A.6.TimelineforAlternativeDepartmentProcessforReappointmentorPromotion12http://fa.fredonia.edu/sites/fa/files/section/humanresources/_files/Request%20for%20Prior%20Service%20-%20Academic.pdf

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WhenthedepartmentChairisacandidateorhasaconflictofinterest,thetimelineismodifiedtoincludeastepofdefininganalternativeprocessandhavingapprovalfromtheDean.Ifthereareanyotherreasonsforanalternativeprocess,thismodifiedtimelineisineffect.

III.A.7.EarlyReviewforContinuingAppointmentorPromotioninRank

Onlyinexceptionalcasesshallearlycontinuingappointmentorearlypromotionbegranted.TheexpectationsforearlycontinuingappointmentandpromotioncanbefoundinsectionIV.B.ExpectationsforSuccessfulReview)ofthisHandbook.Insuchcases,thereviewshallnormallyoccurnomorethanonefullyearearly,andshallbeinaccordancewithArticleXIofthePoliciesoftheBoardofTrustees.

II.B.ModifiedReappointmentorTenureTimeline&AdjustmentstoProfessionalObligation

Fredoniarecognizestheneedforallterm-appointedfacultymemberstobalancethecommitmentsoffamilyandwork.Specialcircumstancescancausesubstantialalterationstoone’sdailyroutine,thuscreatingapossibleneedtopausethetenureclock,fulfillanalternativeworkassignment,and/orcreateaflexiblescheduleforaperiodoftime.

Term-appointedfacultymembershaveseveraloptionswhensuchcircumstancesarise.NewYorkStatelaw,thePolicies,theAgreement,andtheFederalFamilyandMedicalLeaveAct(FMLA)allprovideoptionsforfacultymemberstopursuepaidleave(e.g.,throughaccruals,President-approvedsickleave,orTitleFleaves),unpaidleave,and/oranadjustmentoftheprofessionalobligationtogainflexibility.

III.B.1.PausingtheTenureClock

III.B.1.a.Policy.Term-appointedfacultymembersmayrequestthatthetenureclockbepausedforaperiodoftimewhenanyofthecircumstanceslistedbelowwouldseriouslyimpairthefacultymember’scapacitytobuildtherecordofaccomplishments/hejudgesappropriateforprofessionalsatisfactionandcontinuingappointmentreview.Afacultymembermayrequesttopausethetenureclockeitherinconjunctionwithorseparatefromarequestforanadjustmentoftheprofessionalobligation,orleavegrantedpursuanttootherprovisionsofthePolicies.ThedecisionbyFredoniatograntapauseofthetenureclockshallbeseparatefromanydecisionregardingproposedadjustmentstotheprofessionalobligationorapprovalofleave.

ThisHandbookrecognizesthatavarietyofcircumstancesandconditionscanoccurthatwouldmakeitbeneficialtothefacultymemberandFredoniatopausethetenureclockinacademic-yearincrements.Thislistofcircumstancesisintendedtobeillustrative,notexhaustive:

● Physicalormentalillnessorothermedicalcondition● Pregnancy,adoption,orfosterchildplacement● Substantialcaregiverresponsibilityforsomeonewithwhomthetenure-trackfaculty

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memberhasanimportantrelationship● Militaryserviceorobligationsforselforpartner● Legalconcerns,suchasthesettlingofestatesortheprocessingofdivorce,custody

deliberationsordisputes,orcivilsuits● Pursuitofanadvanceddegree ● TitleFleaveorgrant-relatedwork

Candidateswhoaregrantedsuchrequestsarenotexpectedtoproducemoreworkcommensuratetotheadditionaltimethatwillaccrueintheirtotaltimeinappointmentasatenure-trackfacultymember.Candidatesforcontinuingappointmentshallbeevaluatedonequaltermswithcandidateswhodidnotpausethetenureclock.

TheDepartmentalPersonnelCommittee[seeIII.E.2.DepartmentalPersonnelCommittee(DPC)]doesnotreviewrequeststopausethetenureclock.TheserequestsarereviewedbytheChair,Dean,Provost,DirectorofHumanResources,andPresident.

Candidateswhohavereceivedanoticeofnon-renewalfromthePresidentmaynotthenpetitionforapauseinthetenureclock.

III.B.1.b.ApplicationandReviewProcedure

Allrequestsforanextensionofafacultymember’spre-tenureperiodshallbesubmittedontheRequesttoPausetheTenureClockform13(seeAppendixG:RequesttoPausetheTenureClock)andforwardedthroughtheappropriatechainofreviewasoutlinedbelow.Fordepartmentfaculty,theRequesttoPausetheTenureClockapplicationshallbereviewedandrecommendedbythefacultymember’sChair,Dean,theProvost,andtheDirectorofHumanResources.ThefinalapprovalisgrantedbythePresident.Forlibraryfaculty,theRequesttoPausetheTenureClockapplicationshallbereviewedandrecommendedbytheLibraryDirector,theProvost,andtheDirectorofHumanResources.ThefinalapprovalisgrantedbythePresident.Ifthefacultymember’srequestforapauseofthetenureclockisdeniedatanypointintheprocesspriortoreachingthePresident,thereasonsfordenialshallbeincludedasanattachmenttotheapplicationform.Iftherequestisdenied,theapplicantmaywritealetterofappealtothePresidentwithinfiveworkingdaysfromthereceiptofthedeniedapplicationformandattachedreasonfordenial.ThePresidentmakesthefinaldecisionandnotifiesthecandidatewithintenworkingdaysofreceivingtheappealletterfromthecandidate.Iftherequesttopausethetenureclockisapproved,thefacultymembershallnotberevieweduntilthetenureclockisrestarted.Duringthetimethatthetenureclockispaused,thefacultymemberisappointedasVisitingAssistant/AssociateProfessororVisitingSenior13www.fredonia.edu/humanresources/forms/tenure_clock_form.pdf

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Assistant/AssociateLibrarian.Aftertherequestedpauseisover,thefacultymemberresumesthetitleheldprevioustopausingthetenureclock.Alltimeaccruedtowardcontinuingappointmentpriortothepauseremainsineffect.Apauseofthetenureclockshallnotbeheldagainstcandidateswhentheyresumethereappointmentprocess.

III.B.1.c.MethodsforPausingtheTenureClock.CurrentpracticeunderthePoliciesallowstwomechanismsforpausingthetenureclock:movingtheindividualfromacademicranktoqualifiedacademicrank,ordecreasingtheindividual’sstatustopart-time(e.g.99%).Ineithercase,theProvostshallconfirminwritingtotheapplicantthats/heshallbemovedbacktoacademicrankorfull-timestatusaftertheperiodoftimeduringwhichthetenureclockispaused.

III.B.2.TemporaryAdjustmentstoProfessionalObligation

InaccordancewithAppendixA-42oftheAgreement,Facultywhoseekflexibilityinbalancingtheirworkschedulewhileonthetenuretrackmayapplyforanadjustmenttotheirprofessionalobligation.AcademicfacultyrequestsforadjustmentsshallbesubmittedtotheChairwhothenrecommendstotheDeananappropriatecourseofaction.TheDeanthenrecommendstotheProvost.

LibraryfacultyshallsubmitrequestsforadjustmentstotheLibraryDirector,whothenrecommendstotheProvost.

TheProvostsendsacopyofthedecisiontothecandidate,Chair,DeanorLibraryDirector,HumanResourcesDirector,andPresident.

Anadjustmenttotheprofessionalobligationdoesnotaffectthetimelineforreappointmentorcontinuingappointment.Suchadjustmentsincludeafull-timeworkequivalentandthusdonotinvolveareductioninpay.

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III.C.AnnualTimelinesforFacultyReviewsforReappointment,ContinuingAppointment,andPromotion

EachJuly,theProvostpublishestheAcademicAffairsCalendarfortheupcomingyear.Thecalendarincludesthefollowingtimelinesforreviewoftermfaculty.TheCalendaralsoincludesthetimelinesfortermfacultywhowereappointedonthetenure-trackbeforethisHandbookwasineffectandwhorequestinwritingtobereviewedaccordingtotheprevioustimeline.

III.C.1.TimelineforReappointmentReviewintheFirstYearofService

December1 CandidatesubmitstheReappointmentStatementandcurrentcurriculumvitae(describedinII.D.1.a)tothedepartmentChairortheChairoftheLibraryFacultyforreviewbytheDPCorLPC.

December15 DPCsubmitsrecommendation,signedballots,andreappointmentstatementtothedepartmentChairandcandidate.ThecandidatehasfiveworkingdaystoappealtotheChair.

LPCsubmitsrecommendation,signedballots,andreappointmentstatementtotheChairoftheLibraryFacultyandcandidate.ThecandidatehasfiveworkingdaystoappealtotheChairoftheLibraryFaculty.

January15 Chairsubmitsrecommendation,signedballots,andreappointmentstatementtotheDeanwithacopyoftherecommendationtothecandidate.ThecandidatehasfiveworkingdaystoappealtotheDean.

LibraryFacultyChairsubmitsrecommendation,signedballots,andreappointmentstatementtotheLibraryDirectorwithacopyoftherecommendationtothecandidate.ThecandidatehasfiveworkingdaystoappealtotheLibraryDirector.

February1 Deansubmitsrecommendation,signedballots,andreappointmentstatementtotheProvostwithacopyoftherecommendationtothecandidate.ThecandidatehasfiveworkingdaystoappealtotheProvost.

LibraryDirectorsubmitsrecommendation,signedballots,andreappointmentstatementtotheProvostwithacopyoftherecommendationtothecandidate.ThecandidatehasfiveworkingdaystoappealtotheProvost.

February15 Provostsubmitsrecommendation,signedballots,andreappointmentstatementtothePresidentwithacopyoftherecommendationtothecandidate.ThecandidatehasfiveworkingdaystoappealtothePresident.

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March15 PresidentnotifiescandidateofreappointmentdecisionwithacopytotheProvost/VicePresident,Dean,Director,Chair,andHumanResources

III.C.2.TimelineforReappointmentReviewProcessaftertheFirstYearofService

August20……………Facultyonthetenure-trackpriorto9/1/2013shallnotifyChairinwritingoftheirintenttousepre-HARPorHARPguidelinesandtimelines.

September1 ChairsubmitstoDeanorLibraryDirectoranyproposedalternativestructureoftheDPC.

September15 DeanorLibraryDirector,afterconsultationwiththeProvost,approvesoramendstheproposedalternativeandsendsalettertothecandidate,Chair,andProvost.

October1 CandidatesubmitsdossiertothedepartmentChairortheChairoftheLibraryFacultyforreviewbytheDPCorLPC.

November1 DPCsubmitsrecommendation,signedballots,anddossiertothedepartmentChairandcandidate.ThecandidatehasfiveworkingdaystoappealtotheChair.

LPCsubmitsrecommendation,signedballots,anddossiertotheChairoftheLibraryFacultyandcandidate.ThecandidatehasfiveworkingdaystoappealtotheChairoftheLibraryFaculty.

November15 Chairsubmitsrecommendation,signedballots,anddossiertotheDeanwithacopyoftherecommendationtothecandidate.ThecandidatehasfiveworkingdaystoappealtotheDean.

LibraryFacultyChairsubmitsrecommendation,signedballots,anddossiertotheLibraryDirectorwithacopyoftherecommendationtothecandidate.ThecandidatehasfiveworkingdaystoappealtotheLibraryDirector.

December15 Deansubmitsrecommendation,signedballots,anddossiertotheProvostwithacopyoftherecommendationtothecandidate.ThecandidatehasfiveworkingdaystoappealtotheProvost.

LibraryDirectorsubmitsrecommendation,signedballots,anddossiertotheProvostwithacopyoftherecommendationtothecandidate.ThecandidatehasfiveworkingdaystoappealtotheProvost.

February15 Provostsubmitsrecommendation,signedballots,anddossiertoPresidentwithacopyoftherecommendationtothecandidate.ThecandidatehasfiveworkingdaystoappealtothePresident.

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March15 PresidentnotifiescandidateofreappointmentdecisionwithacopytotheProvost/VicePresident,Dean,Director,Chair,andHumanResources.

III.C.3.TimelineforContinuingAppointmentandPromotionReviewProcesses

August20………………….Facultyonthetenure-trackpriorto9/1/2013shallnotifyChairinwritingoftheirintenttousepre-HARPorHARPguidelinesandtimelinesforcontinuingappointmentorpromotiontoAssociateProfessor.

FacultyshallnotifyChairofintenttosubmitdossierforpromotiontoProfessor.

September1 ChairsubmitstoDeanorLibraryDirectoranyproposedalternativestructureoftheDPC.

September15 DeanorLibraryDirector,afterconsultationwiththeProvost,approvesoramendstheproposedalternativeandsendsalettertothecandidate,Chair,andProvost.

October1 CandidatesubmitsdossiertothedepartmentChairortheChairoftheLibraryFacultyforreviewbytheDPCorLPC.

TheUUPChapterPresidentandtheProvostappointthenineacademicemployeestotheAPC.

November1 DPCsubmitsrecommendation,signedballotsanddossiertothedepartmentChairandcandidate.ThecandidatehasfiveworkingdaystoappealtotheChair.

LPCsubmitsrecommendation,signedballotsanddossiertotheChairoftheLibraryFacultyandcandidate.ThecandidatehasfiveworkingdaystoappealtotheChairoftheLibraryFaculty.

November15 Chairsubmitsrecommendation,signedballots,anddossiertotheDeanwithacopyoftherecommendationtothecandidate.ThecandidatehasfiveworkingdaystoappealtotheDean.

LibraryFacultyChairsubmitsrecommendation,signedballots,anddossiertotheLibraryDirectorandcandidate.ThecandidatehasfiveworkingdaystoappealtotheLibraryDirector.

December15 Deansubmitsrecommendation,signedballots,anddossiertotheProvostandcandidate.ThecandidatehasfiveworkingdaystoappealtotheProvost.

LibraryDirectorsubmitsrecommendation,signedballots,anddossiertotheProvostandcandidate.Thecandidatehasfiveworkingdaystoappeal

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totheProvost.

December20 Therecommendations,signedballots,anddossierareavailableforreviewbytheAPC.

February15 ChairoftheAPCsubmitsrecommendations,signedballots,anddossiertotheProvostwithacopyoftherecommendationtothecandidate.ThecandidatehasfiveworkingdaystoappealtotheProvost.

April15 Provostsubmitsrecommendation,signedballots,anddossiertothePresidentwithacopyoftherecommendationtothecandidate.ThecandidatehasfiveworkingdaystoappealtothePresident.

May15 PresidentnotifiesthecandidateofcontinuingappointmentandpromotiondecisionswithacopyProvost/VicePresident,Dean,Director,Chair,andHumanResources,andsubmitsrecommendationsoncontinuingappointmenttotheChancelloroftheStateUniversityofNewYork.

Fall Chancellornotifiesthecandidateofcontinuingappointmentdecision.

III.D.ProcessandDocumentationforReview(includingfacultywithoranticipatingPriorServiceCredit)

III.D.1.ReappointmentStatementforFirst-yearReview

ByDecember1,thefirst-yearfacultymembershallsubmita2-3pageReappointmentStatementandanupdatedcurriculumvitaetothedepartment.TheReappointmentStatementshalladdressthefollowingquestions:

● Whatexperiences,credentials,andscholarly/creativeinterestswillbeespeciallyhelpfulasyoudefineandcontinueinyourroleinyourdepartment?

● Whatwillyoubedoinginthenextyeartocontinuetodevelopasaninstructorandadvisororlibraryprofessional?

● Whatscholarly/creativeactivitiesareyouplanningforthenextyear?Howdotheseactivitiesfitintoyourgoalsforestablishingarecordofscholarship/creativeactivitythatwillleadtocontinuingappointment?

● Inwhatserviceroles—suchascommittees,curriculum,andassessment—doyouseeyourselfmakingthegreatestcontributions?

Whereascandidatesintheirfirstyearmayshare,attheirdiscretion,anysuchmaterialstheyarecollectingforthereviewthatbeginsinOctoberoftheirsecondyear,theonlymaterialsthedepartmentshallrequirethecandidatetosubmitduringthefirst-yearreviewaretheupdatedcurriculumvitaeandtheReappointmentStatement.

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III.D.2.UsingtheReappointmentStatementforPlanning

ThroughoutthefirstacademicyearthecandidateshouldlookforopportunitiestorefinetheplansetoutintheReappointmentStatement.ThecandidateshouldmeetwiththedepartmentChairandher/hismentortodiscussaprofessionaldevelopmentplan,seekpeerreviewofcourses,andseekprofessionaldevelopmentopportunitiesoncampusandinthediscipline.

III.D.3.PreparingtheDossier(seeAppendixD)inSubsequentReviews

AtthebeginningofthefollowingfallsemesterthefacultymemberbeginstofollowtheappropriatetimelineoutlinedinsectionIII.C.2.TimelineforReappointmentReviewProcessaftertheFirstYearofService,submittingafulldossiertothedepartment,includingcopiesofrecommendationlettersfromthemostrecentreview.Becausethisdossierprovidesanoverviewofaccomplishmentsintheprioryear,throughouttheacademicyearthefacultymembershouldcollectandreflectuponmaterialsthatshowwhatisbeingdoneinteaching,scholarship/creativeactivity,service,andprofessionaldevelopment.

III.E.ReviewbytheDepartment14

III.E.1.DepartmentHandbook

Eachdepartmentshallhaveahandbookthatoutlinestheproceduresatthedepartmentlevelforreappointment,continuingappointment,andpromotion.ToensureconsistencywiththisHandbook,departmenthandbooks,astheyrelatetoitemsaddressedinthisHandbook,areapprovedbytheProvostinconsultationwiththeappropriateDeaneverythreeyears.ThesectioninadepartmenthandbookthatdealswiththedepartmentreviewclarifiesandrefinestheproceduressetoutinthisHandbook(e.g.,howmanytimestheDPCmeets,howtheworkofmembersoftheDPCisdivided,andsoon).AlldepartmenthandbooksshallconformtothetermsoftheAgreement,thePolicies,andthisHandbooknegotiatedbetweenthelocalchapterofUUPandFredonia.IntheeventofanyinconsistencyorconflictbetweenprovisionsofadepartmentalhandbookandthisHandbook,theprovisionsofthisHandbookshallapplyandtakeprecedence.

III.E.2.DepartmentalPersonnelCommittee(DPC)

III.E.2.a.RoleoftheDPC.TheroleoftheDPCistoreviewcandidatesfromabroaddisciplinaryperspective,tovoteoncandidates,andtomaketheirrecommendationstothedepartmentChair.

III.E.2.b.CompositionoftheDPC.ThecommitteeiscomprisedofallUUP-representedmembersofthedepartmentwhoholdcontinuingappointment,excludingthedepartmentChairandthoseUUP-representedmembersservinginanadministrative14InthisHandbook,“department”includesReedLibraryandtheSchoolofMusic.

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assignmentofmorethan50%oftheirprofessionalobligation.Forpromotions,DPCmembersshallbeatorabovetherankunderconsiderationforcandidates.Anydepartmentmemberwhoisonsabbaticalorisunabletoattendmayparticipateinthisprocessandvote,aslongasthatpersonreviewsthecandidate’sdossierandisatorabovetherankunderconsideration.AbsencefromtheDPCdeliberationshallberecordedontheballot.

Iftherearenotatleastthreepeopleinthedepartmentavailableatthisrank,thedepartmentChair,inconsultationwiththemembersoftheDPC,shallselectanappropriatealternatefromanotherdepartment.Theselectionofthealternate(s)issubmittedtotheDeanorLibraryDirectorforapprovalbySeptember1asindicatedinthetimelinesforreviews(seesectionIII.A.CareerTimelinesforFacultyReviews). III.E.2.c.ChairoftheDPC.Forpurposesofcallingmeetings,collectingballots,andsummarizingDPCactivitiesandrecommendations,theparticipatingcommitteemembersselectoneofitsmembersasChairbasedonthepromotiontitleunderconsideration.

III.E.2.d.DPCReviewofMaterials.Eachmemberofthecommitteeshallreviewallmaterials,includingcopiesofthemostrecentreappointmentrecommendationlettersfromtheDPC,Chair,Dean,Provost,andPresident,allofwhicharetobesubmittedbythecandidateunderreview..Thecommitteeshallnotinterviewthecandidate.

III.E.2.e.DPCBallots.Afterdeliberation,eachDPCmembershallcompleteandsignawrittenballotforeachpersonnelactionunderconsideration:reappointment,continuingappointment,andpromotion.Theballothastheseoptions:StronglyRecommend;Recommend;RecommendwithReservations;DoNotRecommend.Eachballotincludescommentaryonthedecision.Allsignedballotsbecomepartoftherecordthatisavailabletothecandidateandsubsequentreviewers.

III.E.2.f.DPCRecommendations.TheChairoftheDPCshallforwardthesignedballotstothedepartmentChair,withacoverletterthatsummarizesthediscussionsandrecommendationsoftheDPC.TheDPCChairshallprovideacopyofthecoverlettertotheDPCmembers,andcopiesofthecoverletterandallsignedballotstothecandidate.CandidateswhowishtocommentontheballotsorsummaryoftheDPCsubmitcommentsinwritingtothedepartmentChairwithinfiveworkingdaysofreceivingthesignedballotsfromtheDPC.

III.E.3.ReviewbyDepartmentChair15

III.E.3.a.ReviewProcess.ThedepartmentChair,regardlessofrank,reviewsthecandidate’sdossier,theDPCballots,thesummaryletterfromtheDPCChair,andanywrittenappealfromthecandidate.TheChairshallthenwritearecommendation,addressedtotheDean,withthefollowingcomponents:statementonthevoteofthecommitteeandasummary15Forlibraryfaculty,the“departmentChair”istheLibraryFacultyChair.The“Dean”istheLibraryDirector.

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ofthecommittee’sprocessandcomments;theChair’sownreviewofthecandidate’scaseforpromotionand/orcontinuingappointment;andarecommendationfororagainstthepersonnelaction.ThedepartmentChairshallalsoforwardalldossiermaterials,aswellasthesignedballotsandsummaryletterfromtheDPC,totheDean.TheChair’sletteriscopiedtothecandidateandtheDirectorofHumanResources.TheChairshallforwardthedossiertotheDean,alongwiththedepartmentChair’srecommendation,andthesignedballotsandsummaryfromtheDPC.

III.E.3.b.AppealofDepartmentRecommendation.IfthecandidatewishestoappealtherecommendationofthedepartmentChairortocommentontheChair’sletter,s/heshallsubmitaletterofappealtotheDean.ThislettershallbesubmittedwithinfiveworkingdaysofreceivingtheChair’sletterandbecomepartofthedossierthatmovesforward.

III.E.3.c.ExceptionWhentheDepartmentChairisaCandidate.AlloftheproceduresinsectionIII.ReviewofTerm-Appointed(Tenure-Track)FacultyofthisHandbookarefollowedifadepartmentChairorLPCChairisacandidateforcontinuingappointmentorpromotion,withthefollowingdifferences.Afullprofessor/librarianwithinthedepartmentshallassumealldutiesnormallyassignedtothedepartmentChair.ThispersonshallbeselectedbytheDPCandtheDeanorlibrarydirector.Ifthereisnooneinrankinthedepartmenttoassumethisrole,theDPCandtheDeanshallselectaprofessorfromoutsidethedepartment.Thepersondesignatedas“departmentChair”forthispurposeisnotapartoftheDPC.

III.F.AcademicPersonnelCommittee(APC)

Becausedecisionstopromoteandtoconfercontinuingappointmentuponacademicemployeesrepresentacommitmentbeyondtheindividualdepartment,evaluationoffacultyforcontinuingappointmentandpromotionshallincludeareviewbyandrecommendationfromtheAcademicPersonnelCommittee(APC).

AspermittedinArticleXITitleAofthePoliciesandAppendixA-4oftheAgreement,theAPCshallreviewandmakerecommendationsregardingapplicationsofacademicemployeesforcontinuingappointmentandpromotion.

TheroleoftheAPCistoensureanotherleveloffacultyinputinthereviewprocess,toprovideacampus-wideperspectiveoncandidatesbeingreviewedforcontinuingappointmentandpromotion,andtoensurethatstateddepartmentcriteriawereappliedtotheevaluationofthecandidate’srecord.

III.F.1.CompositionoftheAcademicPersonnelCommittee(APC)

II.F.1.a.Representation.TheAPCconsistsofninefacultywhoholdcontinuingappointment,jointlyappointedbytheProvostandtheUUPChapterPresident.IntheeventthattheUUPChapterPresidentisthecandidateorhasanotherconflictofinterest,theUUPVicePresidentforAcademicsshallappointareplacementtopresideovertheapplicable

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case(s).ThereshallbeonememberoftheAPCappointedforastaggered,two-yeartermfromeachofthefollowingareas:

● Business● Education● Humanities● Library● Music● NaturalSciences● SocialSciences● VisualandPerformingArts(otherthanMusic)● Onemember(anydiscipline)appointedfromalistofnomineesproposedbytheSenate

III.F.1.b.RankofAPCMembers.AllmembersoftheAPCshallhaveattainedcontinuingappointmentandholdacademicrankwiththetitleofAssociateProfessor,AssociateLibrarian,Professor,Librarian,DistinguishedProfessor,orDistinguishedLibrarian.AtleastthreemembersoftheAPCshallhavetherankofProfessor,DistinguishedProfessor,orLibrarian.OnlythoseAPCmembersattherankofProfessor,Librarian,DistinguishedProfessor,orDistinguishedLibrarianparticipateinthereviewsforpromotiontoProfessororLibrarian.Iftherearenotatleastthreepeopleavailableattheseranks,theAPCChairshallrequestoftheProvostandtheUUPChapterPresident,theappointmentofanagreeduponalternate.

III.F.1.c.Vacancies.AnyvacanciesontheAPCshallbefilledbyanappointeejointlydeterminedbytheProvostandtheUUPChapterPresident.

III.F.2.APCChair

Atthefirstmeeting,APCmembersshallelectanAPCChairfromamongtheirmembers.TheAPCChairshallserveinthatroleforaperiodoftwoyears.TheChairconvenestheAPCasnecessarytofulfillitsresponsibilities.

III.F.3.Ballots

EachmemberoftheAPC,includingthosewhovotedonaDPC,shall,aftertheAPCdiscussionofcandidates,completeandsubmitasignedballotform(seeAppendixB:APCBallot)foreachcandidate.Theballothastheseoptions:StronglyRecommend,Recommend,RecommendwithReservationsandDoNotRecommend.APCmembersshallcheckoneoftherecommendationsontheballot;thereshallbenoabstentionsexceptinthecaseofaconflictofinterest(seeI.E.ConflictofInterest).FollowingtheAPCdiscussionandsubmissionofsignedballots,theChairoftheAPCshalltransmittheballotsoftheAPCwithacoverletterthatsummarizesthediscussionsandrecommendationsoftheAPCtotheProvostandthecandidate,inaccordwiththetimetableinsectionIII.C.3.TimelineforContinuingAppointmentandPromotionReview

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Processes.ThecandidatehasfiveworkingdaystosubmitawrittenappealtotheProvost.

IV.CriteriaforEvaluatingTenured/Tenure-TrackFacultyatFredonia

IV.A.ContextforEvaluatingFacultyatFredonia

ThecriteriaforfacultyreviewatFredoniaarebasedonthebroadcriteriainthePolicies,aswellasthespecificinstitutionalinterpretations,commitments,andprioritiesdefinedinthesectionsbelow.BecauseeachfacultymemberhasanimportantroleinfulfillingFredonia’smission,facultyreviewsshouldbeguidedinpartbyFredonia’sidentityasacomprehensive,regionalinstitutionthateducates,challenges,andinspiresstudentstobecomeskilled,connected,creative,andresponsibleglobalcitizensandprofessionals,andisalignedwiththefollowingvaluesstatedorimplicitinthemissionstatement,baccalaureateandgraduategoals:

● Commitmenttostudentsuccess● Teachingandlearninginformalandinformalsettings,includingadvisingandco-

curriculum● Centralityofgeneraleducationinthearts,humanities,andnaturalandsocialsciences● Scholarly/creativeactivity,broadlydefined● Involvementofstudentsinscholarly/creativeactivity● Knowledgeandinquirythatcrossdisciplinaryboundaries● Supportofcampuscommunity● Engagementandcollaborationwithcommunitiesbeyondthecampus● Incorporationofglobalandculturaldiversityincurricula,programs,andcampus

environmentsFacultyareevaluatedprimarilyintheareasofteaching,scholarship/creativeactivity,andservice,withanunderstandingthatcontinuedmasteryofsubjectmatterandcontinuinggrowthoccurineachoftheseareas.Allareasshallbeconsideredinallfacultypersonnelreviews.

IV.A.1.TeachingandLearning

Fredoniahasalonghistoryofvaluingstrongteaching,andallfacultyareexpectedtoberegularlyengagedinpracticesthatencourageandsupportstudentlearning.Thesepracticesincludenotonlyeffectiveclassroomdeliverybutworkwithstudentsinsideandoutsidetheclassroom,innovativeuseofvirtuallearningenvironments,andacademicadvising.Strongteachingalsoinvolvesscholarlyinquiryaboutone’sownpractices,knowledgeofpedagogiesinone’sdiscipline,understandingofstudentlearning,attentiontocoursedesign,andassessmentofstudentlearningoutcomeswithinandbeyondthemajor.

Aspectsofteachingandlearningmayincludeawidevarietyofactivities,suchastheseexamples:

● Classroom/studio/laboratory/onlineinstruction

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● Supervisionofstudentresearch,performance,andcreativeactivity● Individualandgroupadvising● Supervisionofindependentstudy,clinicalpractice,service-learningprojects,field

experiences,andinternships● Coursedesign,assignment/projectdesign,andcoursemanagement● Effectivelibrarianshipthatpositivelyaffectsstudentlearningoutcomes● Professionaldevelopment,whichallowsfacultytostaycurrentinthedisciplineandin

pedagogy● Curriculumdevelopment,revision,andreview● Developmentofnewmodesofinstruction,suchasactivelearningstrategies,integration

oftechnologyintheclassroomandinassignments,anddevelopmentofonlinetoolsforlearning

AppendixD:SuggestionsforPreparingaDossierforReappointment,ContinuingAppointment,orPromotionprovidesfurtherinformationabouthowsuchworkcanbedocumented.

IV.A.2.ScholarshipandCreativeActivity

FredoniadefinesscholarshipbaseduponthePolicies,thestandardsofthespecificacademicdisciplines,themissionandvaluesofFredonia,andtheroleofspecificdepartments/schoolsandtheLibrary.

Eachdisciplinesharesaframeworkofinquirythatisunderstoodandpracticedbyscholarsandartistsinthatfield,andFredoniaexpectsfacultymemberstobeengagedwiththebroaderworkoftheirdisciplines.LeeShulman,formerPresidentoftheCarnegieFoundation,definedscholarshipashavingthesecharacteristics:

Itshouldbepublic,susceptibletocriticalreviewandevaluation,andaccessibleforexchangeandusebyothermembersofone'sscholarlycommunity.Wethusobserve,withrespecttoallformsofscholarship,thattheyareactsofmindorspiritthathavebeenmadepublicinsomemanner,havebeensubjectedtopeerreviewbymembersofone'sintellectualorprofessionalcommunity,andcanbecited,refuted,builtupon,andsharedamongmembersofthatcommunity.Scholarshipproperlycommunicatedandcritiquedservesasthebuildingblocksforknowledgegrowthinafield.16

Scholarship,then,isevidentinpublications,presentations,exhibits,grants,andperformances,butmayalsoincludeavarietyofactionsandproductsthatmaybecomesuch“buildingblocks”ofknowledge.InScholarshipAssessed(1997),CharlesGlassick,MaryHuber,andGeneMaeroffarguedthatsixqualitativestandardsareusedtoevaluatemanytypesofscholarship,including16Shulman,L.S.(1999).Courseanatomy:Thedissectionandanalysisofknowledgethroughteaching.InP.Hutchings,Ed.,Thecourseportfolio:Howfacultycanexaminetheirteachingtoadvancepracticeandimprovestudentlearning.Washington,DC:AAHE,p.5.

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scholarshipofteachingandlearningandscholarshipofengagement:

● cleargoals● adequatepreparation● appropriatemethods● significantresults● effectivepresentation● reflectivecritique

Thisapproachtoevaluatingscholarship—broadlydefined—isvaluableinunderstandingFredonia’sviewofscholarlyandcreativeworkinfacultyreappointment,continuingappointment,andpromotionprocesses.Regardlessofthetypeofscholarship,thesestandardsencouragefacultyandcommitteestoassessthequalityofeachcontribution.

Asaregional,publicliberalartsinstitution,Fredoniavaluesawidevarietyofscholarlyandcreativeactivities,undertakenaloneorwithstudentorpeercollaborators17:

● Basicresearchthatprovidesnewfoundationsuponwhichotherscanbuild;● Originalworksofart,music,dance,creativewriting,andtheatre;● Applicationsofbasictheoriesandresearchthatsolveproblemsinthedisciplineorin

practice;● Interdisciplinaryscholarshipthatbringstogetherperspectivesfromtwoormorefields;● Scholarlyapproachestoteachingandlearningthatgobeyondpracticetocontributeto

thepedagogyofone’sfieldortosignificantcurricularorassessmentinitiatives;● Community-basedresearch(scholarshipofengagement)thatmayincludepartnerships

withothersinaddressingregionalissues.Departmenthandbooksshallclarifythewayeachofthesekindsofactivitiesmightbeweightedandwhatevidenceorscholarly/creativeproductsareexpected.Eachdepartmentmighthavefacultyworkinginseveraloftheseareas,althoughindividualsarenotlikelytofocusacrossallofthesekindsofscholarship.Thereviewprocessencouragesfacultymemberstoworkwiththeirdepartmentsindevelopingtheirresearchagendasinavarietyofways.Furthermore,individualfacultyshouldbeabletovarytheformtheirscholarlyandcreativeactivitytakesoverthecourseoftheircareers,aslongastheiragendasareappropriatetothedisciplinetowhichthefacultymemberbelongsandthemissionoftheacademicdepartmentwithinFredonia.

Thesearesometypicalexamplesofthekindsofscholarly/creativeproductsthatFredoniavalues,representinganyofthecategoriesofscholarshipnotedabove:

● Juriedexhibitionsandperformances● Refereedpublications(books/articles/chapters/essays/reviews/textbooks)● Presentationsatscholarly/artisticconferences

17ThesekindsofscholarshipcorrespondroughlytothosearticulatedbyErnestBoyerinScholarshipReconsidered(1990),atextthatwasexplicitlynotedintheTaskForcereportonpersonnelpoliciesandinseveraldraftsofthesepolicies.

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● Invitedpublications(articles,reviews,opinionpieces),exhibitions,andperformances● Writingandfundingofgrants● Editorships● Scholarlywebsites,blogs,andelectronictools● Organizingsessionsatscholarlyconferences● Fellowships,awards,andresidencies● Developmentofcurriculaandassessmenttools● EngagedscholarshipthatinvolvescollaborativecommunityeffortstosolveproblemsAppendixD:SuggestionsforPreparingaDossierforReappointment,Continuing

Appointment,orPromotionprovidesfurtherinformationabouthowsuchworkcanbedocumented.

IV.A.3.Service

Service—definedasthoseprofessionalactivitiesthataidthedepartment,college/school/library,university,profession,orcommunity—isanimportantpartoffacultyworkatFredonia.Beyondtheirindividualrolesinteachingandlearningandscholarship/creativeactivity,facultyshareresponsibilityfortheacademicmissionofFredoniaandthereforeplaysignificantrolesincurriculumdevelopment,recruitmentofstudentsandfaculty,personnelreviews,accreditation,academicinitiatives,governance,andcommunityengagement.

Department,college/library,anduniversityservicemayincludemanykindsofactivities,suchastheseexamples:

● Participationoncommittees,advisoryboards,taskforces,councils,unions,orgovernancegroups

● Participationinfacultymeetings● Initiationofcampusprogramsandprojects,includinginternationalactivities● Advisingstudentorganizations,honorarysocieties,andliving-learningcommunities● Assistingwithrecruitment,orientation,andretentionofstudents● Volunteeringinprofessionaldevelopmentactivities,suchasmentoringprograms,

rengas,andworkshopsforcolleagues● Academicandco-curricularprogramdevelopment

Facultyalsosharetheirexpertisewithprofessionalandcommunityorganizations.Insomeinstances,collaborationwithcommunitypartnersmayrepresentengagedscholarship;inothercases,volunteeringone’stimeandexpertiseisvaluedservice.Departmenthandbooksmayofferclearexamplesspecifictothediscipline.Thefollowinglist—bynomeanscomprehensive—includesprofessionalandcommunityservicewhichmaybeevaluatedaspartoftenure-trackfacultywork:

● Servingasanofficerinaprofessionalorganization

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● Reviewingproposalsforfundingagencies● Servingasarefereeforpublications,conferencepresentations,orawards● Organizingaprofessionalmeetingorsessionataconference● Speakingasanexperttocivic,public,business,orprofessionalorganizations● Servinginaprofessionalcapacityonboardsoforganizations● WorkingwithcolleaguesintheP-12schools● Organizingorparticipatinginpublicconcerts,exhibitions,productions,lectures,

performances,orreadings● Workingwithgroupsthatpromotetheunderstandingofadisciplineinthecommunity● Servingasaconsultant(paidorunpaid)

Alltenure-trackfacultyareexpectedtocontributetotheserviceworkloadofthedepartment,college/library,andcampus.Noamountofprofessionalorpublicserviceshallexcuseafacultymemberfromtakingonthetasksthatareessentialtotheacademicenterprise.

IV.B.ExpectationsforSuccessfulReview

Teaching,research,andserviceareintegratedfacultyobligations.TheyallservetoenrichtheeducationalexperienceofstudentsandtostrengthenthestandingofFredonia.ThevalueoftheseactivitiesisdeterminedaccordingtohowwelltheycontributetothecentralmissionofFredonia,whichistohelpstudentssucceed.Departmenthandbooksshallofferdiscipline-specificcriteriaforteaching,scholarship/creativeactivity,andservice.

IV.B.1.ExpectationsforReappointment

Thesearetheexpectationsforsuccessfulreviewforreappointmentoftermfaculty:

● Thecandidatedevelopsandofferscoursesandengagesinotherteachingactivities,suchasadvising,thatcontributetothesuccessfullearningoutcomesofstudents;

● thecandidatetakesanappropriateroleinworkingwiththedepartmentonissuesthatimpactstudentlearning(e.g.,curriculumdevelopment,assessment,academicprogramreview);

● thecandidatehasmappedoutandisfollowinganappropriatescholarly/creativeagendaandcontributestoscholarly/creativeworkwithinthecandidate’sfield;

● thecandidateengagesinappropriatedepartment,university,community,andprofessionalservice;and

● thecandidateisprogressingtowardexpectationsforcontinuingappointment.Thesearetheexpectationsforsuccessfulreviewforreappointmentoflibraryfaculty:

● Thecandidateshowsgrowthinthefieldoflibrarianship;● thecandidateengagesinprofessionalscholarship/creativeactivityandplanningfuture

scholarship/creativeactivity;● thecandidateengagesinappropriatelibrary,university,community,andprofessional

service;and

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● thecandidateisprogressingtowardexpectationsforcontinuingappointment.

IV.B.2.ExpectationsforContinuingAppointmentandPromotiontoAssociateProfessor

Continuingappointmentandpromotionareseparatepersonnelrecommendationsbutarenormallydecidedsimultaneously.ThesearetheexpectationsforsuccessfulreviewforcontinuingappointmentandpromotiontotherankofAssociateProfessor:

● ThecandidateshallhaveheldtherankofAssistantProfessorforsixyearsatFredoniaorhasbeengrantedpriorservicecredit;

● thecandidatehasdevelopedandofferedcoursesandhasengagedinotherteachingactivities,suchasadvising,thatimprovestudentlearningoutcomes;

● thecandidatehasmadeuseofassessmentresultstoimprovehis/herworkwithstudents;

● thecandidatehasmadeimprovementsandchangesinhis/herperformanceinresponsetorecommendationsnotedinreappointmentreviews;

● thecandidatehasestablishedarecordofscholarly/creativeachievement,whichhasgrownovertheyearsandshowspromiseofcontinuingdevelopment,andwhichhasbeenrecognizedbyexpertsinthefieldbeyondFredonia;

● thecandidatehasmadesubstantialcontributionsinappropriatedepartment,university,community,andprofessionalservice;and

● thecandidate’srecordindicatesthatprofessionalgrowthandcontributionsinallprofessionalareasarelikelytocontinue.

IV.B.3.ExpectationsforContinuingAppointmentandPromotiontoAssociateLibrarian

Continuingappointmentandpromotionareseparatepersonnelrecommendationsbutarenormallydecidedsimultaneously.ThesearetheexpectationsforsuccessfulreviewforcontinuingappointmentandpromotiontotherankofAssociateLibrarian:● Thecandidateisaninnovativelibrarianandactivelycontinuestodevelopasalibrarian;● thecandidatehasconsistentlyengagedinandcompletedscholarly/creativeactivitythat

hasbeenrecognizedbyexpertsinthefieldbeyondFredonia;● thecandidateengagesinsignificantlibrary,university,andprofessionalserviceandwill

continuetodoso;and● thecandidatehasmadeimprovementsandchangesinhis/herperformanceinall

applicableareasinresponsetorecommendationsnotedinreappointmentreviews.

IV.B.4.ExpectationsforEarlyContinuingAppointmentand/orPromotiontoAssociateProfessor

ContinuingappointmentandpromotiontoAssociateProfessoraregrantedbasedonsustainedaccomplishmentsacrossyearsofreview;thesedistinctionsarenotawardedassoonasone

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demonstratesaminimalthresholdofachievement.CandidatesarenormallyconsideredforpromotiontoAssociateProfessorandcontinuingappointmentintheir6thyearofappointment.Candidatesmayapplyforearlypromotionand/orcontinuingappointmentonlyiftheyhaveachievedanextraordinaryrecordofaccomplishmentinallthreeprofessionalareas:teaching,research/creativeactivity,andservice.Candidatesmayapplyforearlycontinuingappointmentand/orearlypromotiontoAssociateProfessoronlyonce.Ifdeniedearlycontinuingappointmentand/orpromotion,thecandidatemayapplyforcontinuingappointmentandpromotionundertheregularreappointmentschedule.

IV.B.5.ExpectationsforEarlyContinuingAppointmentand/orPromotiontoAssociateLibrarian

MostlibraryfacultyarereviewedforcontinuingappointmentandpromotiontoAssociateLibrarianinthesixthyearofappointment.Continuingappointmentisgrantedbasedonsustainedaccomplishmentsacrosstheyearsofreview;itisnotawardedassoonasonedemonstratesaminimalthresholdofachievement.Candidatesmayapplyforearlypromotionand/orcontinuingappointmentonlyiftheyhaveachievedanextraordinaryrecordofaccomplishmentinallthreeprofessionalareas:librarianship,research/creativeactivity,andservice.Candidatesmayapplyforearlycontinuingappointmentandearlypromotionto

AssociateLibrarianonlyonce.Ifdeniedearlycontinuingappointmentand/orpromotion,thecandidatemayapplyforcontinuingappointmentandpromotionundertheregularreappointmentschedule.

IV.B.6.ExpectationsforPromotiontoProfessor

ThesearetheexpectationsforsuccessfulreviewforpromotiontotherankofProfessor:

● Ordinarily,thecandidatewillhaveheldtherankofAssociateProfessorforatleastfiveyearsatFredonia;

● thecandidateisaleaderinpromotingandachievingstudentsuccess,bothwithinandoutsidetheclassroom;

● thecandidatehasestablishedanoutstandingrecordofscholarly/creativeachievement,whichhasgrownovertheyearsandbeenrecognizedbyexpertsinthefieldbeyondFredoniathroughpeer-reviewedorjuriedwork;

● thecandidatehastakenaleadershiproleinappropriatedepartment,university,community,andprofessionalservice;and

● thecandidate’srecordindicatesthatprofessionalgrowthandcontributionsinallprofessionalareasarelikelytocontinue.

IV.B.7.ExpectationsforPromotiontoLibrarian

ThesearetheexpectationsforsuccessfulreviewforpromotiontotherankofLibrarian:

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● Ordinarily,thecandidatewillhaveheldtherankofAssociateLibrarianforatleastfiveyearsatFredonia;

● thecandidateisaleaderinpromotingandachievingstudentsuccesswithinthefieldoflibrarianship;

● thecandidateisaninnovativelibrarianandislikelytocontinuetodevelopintheprofession;

● thecandidatehascontinuedtobeengagedinprofessionalscholarly/creativeactivitiesthathavebeenpeer-reviewed;and

● thecandidatehascontinuedtobeengagedinsignificantlibrary,university,andprofessionalserviceandhastakenleadershiprolesinsomeserviceactivities.

IV.B.8.ExpectationsforEarlyAppointmenttoProfessorand/orLibrarian

PromotiontoProfessorand/orLibrarianisgrantedbasedonsustainedaccomplishmentsacrossyearsofreview;thisdistinctionisnotawardedassoonasonedemonstratesaminimalthresholdofachievement.AcandidatemayapplyforpromotiontoProfessorand/orLibrarianbefores/hehascompletedatleastfiveyearsinrankasAssociateProfessororAssociateLibrarianonlyifthecandidatehasachievedanextraordinaryrecordofaccomplishmentinallthreeprofessionalareas:teaching/librarianship,research/creativeactivity,andservice.

IV.B.9.ExpectationsforThoseWhoHavePausedtheTenureClock

PleaserefertosectionIII.B.1.PausingtheTenureClock.

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IV.B.10.ExpectationsforPromotiontoProfessor/LibrarianforThoseWhoHaveTakenSignificantAdministrativeAssignments

AnAssociateProfessororAssociateLibrarianwhohastakenonsignificantadministrativeresponsibilities,50%appointmentormore,shallattheemployee’srequest,ideallyatthetimeofappointment,meetwiththeirnewsupervisorandthedepartmentChairinthedepartmentinwhichpromotionisgranted,andDean,toclarifyinwritinghowexpectationsforpromotionshallbeevaluatedforpromotiontoProfessororLibrarian.ThedepartmentChairshallconsultwiththeDPCindraftingtheadjustedexpectations.Usingthedepartmentpromotionguidelinesasabenchmark,theteaching,service,andresearchexpectationsshallbeadjustedaccordingtotheadministrativedemandsplaceduponthecandidate.Thiswrittenagreementshallbecomepartofthecandidate’sdossier.

IV.C.PromotiontoDistinguishedFacultyRanks

CreatedbytheStateUniversityBoardofTrusteesasaprestigioussystem-leveldistinction,theDistinguishedFacultyRank(DFR)programsrecognizeandrewardSUNY’sfinestandmostaccomplishedfaculty.TheDistinguishedProfessorship(DP),DistinguishedServiceProfessorship(DSP),DistinguishedTeachingProfessorship(DTP),andDistinguishedLibrarian(DL)designationsconstitutethehighestsystemtributeconferreduponSUNYfaculty.

IV.C.1.CriteriaforPromotiontoDistinguishedRanks

CriteriaforselectionaswellasexpectationsforsuccessfulreviewcanbefoundintheSUNYPoliciesAndProceduresonDistinguishedFacultyRank.InthecaseofaconflictbetweentheeligibilitycriteriadefinedinthissectionandtheSUNYPoliciesandProcedures,SUNYPoliciesandProceduresshallapply.

DistinguishedProfessorshallherewithbeinclusiveofDistinguishedTeachingProfessor,DistinguishedServiceProfessor,DistinguishedProfessor,andDistinguishedLibrarian.

IV.C.2.TimelineforDistinguishedRankNominationandPromotionReviewProcess

April1 ThePresidentandUniversitySenateChairpersonagreetothe compositionofDFPC.UniversitySenateapprovesthecompositionno laterthanthefirstSenatemeetingoftheAcademicYear.

September1 ThePresident’sOfficesendscall-outfornominationsconsistentwithSUNYPoliciesandProcedures.

September30 NominationlettersareduetothePresident’sOffice.ThePresident’sOfficeconfirmsnominees’eligibility(e.g.,yearsinrank)andnominees’

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acceptanceofnominationandnotifiestheDFPC.

October5 DFPCrequestsnominees’updatedvitaeandnamesandcontactinformationofatleast8potentialinternalreferencesandatleast8potentialexternalreferences.DFPCnotifiestheDean/DirectorofLibraryofnominationsintheirarea.DFPCsolicitsaletterofrecommendationfromeachconfirmednominee’sDepartmentChair/DirectorofLibrary.IntheeventtheDepartmentChair/DirectorofLibraryisthenominee,seeHARPIII.E.3.C.

October15 Nomineesubmitsupdatedvitaeandcontactinformationofatleast8potentialinternalreferencesandatleast8potentialexternalreferences.DFPCbeginsrequestinglettersofrecommendationfrominternalandexternalreferencesandexternalreferencevitaeconsistentwithSUNYPoliciesandProcedures.

November15 DepartmentChair’sletterofrecommendationissubmittedtoDeanandDFPC.

December1 Dean/DirectorofLibrarysubmitsletterofrecommendationtoDFPC.NomineeandexternalreferencevitaeandinternalandexternallettersofrecommendationareduetoDFSC.DFSCbeginsreviewingnominationmaterials.

January25 DFPCChairsubmitsselection(s)andnominationportfolio(s),ifany,subjecttoSUNYlimitations,totheProvost.

February1 Provostsubmitsletter(s)ofrecommendationtothePresident.

February8 Presidentsubmitsendorsements/transmittalletterstoChancellorbythesecondFridayinFebruary.ThePresident’sOfficenotifiesnomineesofnominationstatus.

May ChancellornotifiesthePresidentoftheDistinguishedpromotiondecision.ThePresident’sOfficenotifiesthenomineesoftheChancellor’sdecision.

IV.D.CompositionoftheDistinguishedFacultyPromotionCommittee(DFPC)

IV.D.1.Representation

TheDistinguishedFacultyPromotionCommittee(DFPC)consistsof9votingmembersjointlyrecommendedbythePresidentandUniversitySenateChairpersonandapprovedbytheUniversitySenate.AccordingtoSUNYPolicies&ProceduresforDistinguishedFacultyRanks,thelocalselectioncommittee“shallbestructuredtoincludetheChair(ordesignee)ofthecampusfacultygovernanceorganization,andonemember,designatedbythecampusPresident,toact

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inanex-officiocapacity.”TheDFPCshouldberepresentativeofthediversityofdisciplinesandshouldincludetenuredfacultyattherankofProfessororabove.Ifpossible,theDFPC“shouldincludethosealreadyholdingDistinguishedrank.”AccordingtoSUNYPolicyforthereviewofDistinguishedTeachingProfessor,theDFPCshallalsoinclude,asa10thvotingmember,astudent.Thereshallbeonememberappointedforastaggered,three-yeartermfromeachofthefollowingareas:

● Arts● Business● Education● Humanities● Library● NaturalSciences● SocialSciences

IV.D.2.DFPCChair

Atthefirstmeeting,DFPCmembersshallelectaDFPCChairfromamongtheirmembers.TheDFPCChairshallserveinthatroleforaperiodofoneyear.TheChairconvenestheDFPCasnecessarytofulfillitsresponsibilities.

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V.Appointment,Reappointment,andPromotionofContingentFaculty

V.A.DefinitionofContingentFaculty

Part-timeandfull-timenon-tenuretrackfacultyprovidevitalserviceinfulfillingFredonia’scoremission.Theyareimportantmembersoftheiracademicdepartments:theircontributionsareessentialindeliveringthecurriculum,assessingthedepartment’sinstructionaleffectiveness,andachievingstudentlearningoutcomes.Thepoliciesregardingtheappointment,reappointment,andpromotionofcontingentfacultyareintendedtoensurefairandconsistentemploymentpractices,providedepartmentswithstabilityinmeetingtheirstaffingneeds,andensurethatstudentsreceivethehighestqualityofinstruction.TheAmericanAssociationofUniversityProfessorsrecommendstheterm“contingent”torefertobothfull-timeandpart-timefacultymemberswhoarenotonthetenuretrack.Thetermreflectsthecontingentnatureofdepartmentalstaffingneeds,whichmayfluctuatewithchangesinenrollmentorchangesinstaffing.Thecontributionsofcontingentfacultyvary.Somecontingentfacultyteachasinglesection,whileothersmayteachseveralsections.SomecontingentfacultyprovideprofessionalservicestoFredoniaforonesemester,intermittently,orforafull-year;othersmaycontinuebeyondoneyear;othershavehadalongassociationwiththeUniversity.ThepoliciesregardingcontingentfacultyhereinconformtoPolicies(i.e.,ArticleIIandArticleXITitlesD,F,andH).SUNYHumanResourcesistheauthorityfordefinitionsoftitlesforallemployees,includingpart-timeandfull-time,non-tenuretrackfacultywhichitreferstoas“qualifiedacademicranks.”Policiesstipulatethat“thesetitlesmaybeonthebasisoftemporaryortermappointmentsbutcannotbeonthebasisofcontinuingappointment.”Membersofthefacultyoncontingentappointmentsareexpectedtomaintaintheinstitution'shighstandardsforprofessionalconductandtoadheretotheUniversity'sacademicandinstitutionalpolicies.AllcontingentfacultyarerepresentedbyUUPandenjoytherights,privileges,andbenefitsdefinedintheAgreement.ThepolicieshereinconformwiththeAgreement(i.e.,Article30,Article32,andAppendixA-30).Allcontingentfacultyareeligibletoparticipateinuniversity-widesharedgovernanceactivities,asdefinedintheFaculty&UniversitySenateBylaws.Theirspecificroles,ifany,indepartment-levelsharedgovernanceactivitiesfordifferentkindsofdecisionsshouldbedefinedintheUniversityHandbookandindepartmenthandbooks.

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V.B.AppointmentofContingentFaculty

V.B.1.TemporaryAppointments

AccordingtoPolicies,temporaryappointmentsaretypicallygrantedwhenserviceistobepart-time...oranticipatedtobeforaperiodofoneyearorless(IX.F).Temporaryappointments“maybeterminatedatanytime.”Bothpart-timeandfull-timecontingentfacultymaybeemployedonatemporaryappointment.Forpart-timecontingentfaculty,initialappointmentisonatemporarybasis,exceptinthecaseofafacultymember,part-timeorfull-time,whopreviouslyachievedthestatusoftermandhasnothadabreakinserviceorchangeintitle.

V.B.2.TermappointmentsBothpart-timeandfull-timecontingentfacultymaybeemployedonatermappointment.AccordingtoPolicies,“atermappointmentshallbeanappointmentforaspecifiedperiodofnotmorethanthreeyearswhichshallautomaticallyexpireattheendofthatperiodunlessterminatedearlierbecauseofresignation,retirement,ortermination”(XI.D.1).Forpart-timecontingentfaculty,theinitialappointmentisonatemporarybasis,butafterservingfourconsecutivesemestersatFredonia,furtherappointmentsmustbemadeonthebasisoftermappointment(XI.D).BoththePoliciesandtheAgreementrecognizethatpart-timefaculty“whohavebeengrantedatermappointment,butforwhomclassroomenrollmentprovesinadequate,shallhavenofurtherrighttosalary,benefits,oranyotherrightsorprivileges”(PoliciesXI.D[2].b.1;Agreement,AppendixA-30).

V.C.Appointment&ReappointmentNoticeInaccordancewiththeAgreement(Article30),allcontingentfacultyshall,atthetimeofappointmentandreappointment,receivenoticecontainingthefollowinginformationonrequiredassignments,ifapplicable:

1. CampustitleandofficialStatetitle;2. Typeofappointment(temporaryorterm);3. Durationofappointment;4. Basicannualsalary,ifappropriate,orrateofcompensation;5. Effectivedateofappointment;6. Teaching;7. Advisement;8. Service(specify);9. Research,scholarship,creativeactivity;

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10. Eligibilityforbenefits(health,leave,andother.);11. Supervisor;and12. Other(specify).

Contingentfacultyarenotsubjecttothesameexpectationsastenure-trackfaculty.Theymaychoose,butarenotrequired,toperformfunctionsorundertakeresponsibilitiesotherthanthosespecificallystatedintheirappointmentletter.

V.D.Part-TimeContingentFacultyV.D.1.ProfessionalObligation

Part-timetemporaryortermcontingentfacultymayteachnomorethan24creditsortheequivalentwithinanacademicyear.Undercertaincircumstances,exceptionsmayberequested,inwriting,andapprovedbytheProvostordesignee.Theyarecompensatedonaratepercreditorequivalent.Fredoniahasestablishedaminimumpercreditcompensationrateforitspart-timecontingentfaculty.Theteachingobligationiscomprisedofthefollowing:

● Teaching and assessment of learning in the part-time faculty member’s course(s)consistentwiththeapprovedcurriculum;

● Providingassessmentandaccreditationdatauponrequest;and● Maintainingofficehoursconsistentwithuniversitypolicies.

Requireddutiesbeyondtheteachingobligationdefinedaboveshallbecompensatedandstatedintheappointmentletter.SuchdutiesmaybenegotiatedbytheChairbutmustbeapprovedbytheDeanattimeofappointment.Voluntaryserviceisnotcompensatedbutshouldbedocumentedinwriting(i.e.,email,memo,etc.).Serviceactivitiesthatareessentialtoadepartment,program,orunitshallnotbeconsideredvoluntaryserviceandshallbeincludedintheappointmentletter.Theuniversitystrivestoachievefairnessandconsistencyacrossdepartmentsandcollegesinitscompensationofcontractualservice.

V.D.2.AppointmentPart-timecontingentfacultymaybeemployedoneithertemporaryortermappointments.Part-timetemporarycontingentfacultyaretypicallyappointedbysemester.InaccordancewiththeAgreement(AppendixA-30),departmentsareencouragedtoappointpart-timetermfacultytofull-yearappointments“wheretheyareinapositiontodoso.”Afterservingfourconsecutivesemestersinapart-timetemporaryappointmentatFredonia,thefifthconsecutiveappointmentbecomesterm.Furtheremploymentatanycollegeofanyindividualwhohasbeenemployedatthatcollegeonapart-timebasisforfourconsecutivesemesters...shallbeonthebasisofatermappointment(Policies,XI.D.2.[2]a).AtFredonia,

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part-timecontingentfacultywhoteachatleastonesemesterperyearforfourconsecutiveyearsshallbereappointedonthebasisofatermappointmentupontheirnextsemesterofpart-timeappointment.

V.D.3.NotificationWhereasemploymentiscontingentonthedepartment’sneed,part-timetermfacultymustreceivenoticeofnon-renewal“forty-fivecalendardayspriortotheendofapart-timeservicetermappointment”(Policies,XI.D.5.a).

V.D.4.BenefitsAccordingtotheAgreement,“part-timeacademicemployeeswhoteachtwoormorecoursesinanyonesemestershallbeeligibletoreceivethebenefitscontainedinArticle39duringthatsemester”(39.9.3).Forfurtherinformationregardingbenefits,pleaseseeFredonia’sHumanResourceswebsite.

V.D.5.TitlesThebudgettitle,approvedbySUNYHR,forpart-timecontingentfacultyisAdjunctInstructor.However,withapprovalofthisdocument,FredoniahaselectedtousethecampustitleAdjunctLecturerforallpart-timecontingentfaculty.AdjunctLecturerswhohavereceivedtheChancellor’sAwardforExcellenceinAdjunctTeachingwillbeawardedthelocaltitleofSeniorAdjunctLecturer.AdjunctLecturerswhohavereceivedtheChancellor’sAwardwhileemployedatanotherSUNYcampusshallbegrantedFredonia’slocaltitleofSeniorAdjunctLecturer.

V.E.Full-TimeContingentFaculty

V.E.1.ProfessionalObligationTheprofessionalobligationoffull-timecontingentfacultyincludesteachingatleast24creditsortheequivalentinanacademicyear,withadditionaldutiesandexpectationsdefinedaccordingtodepartmentalneeds.Suchduties,whichmayincludeattendingdepartmentmeetings,servingoncommittees,andadvisingstudents,shallbemadeexplicit,totheextentpossible,intheappointmentletter.Full-timecontingentfacultyarepaidanannualsalary.Onlyinspecialcircumstanceswhenfull-timecontingentfacultyareundercontractualobligationtoconductresearch,scholarshiporcreativeactivitywilltheybecompensatedorrewardedforsuchactivity.

V.E.2.AppointmentStatus(TempandTerm)Full-timecontingentfacultymaybeemployedonatemporaryortermappointment.Full-timetemporarycontingentfacultyteachatleast24creditsortheequivalentwithanappointmentofoneyearorless.Full-timetermcontingentfacultyteachatleast24creditsor

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theequivalentwithanappointmentofone,two,orthreeyears.Unlikepart-timetermcontingentfaculty,full-timetermcontingentfacultyareeligibleforpromotionaccordingtoproceduresinthischapter.Full-timetermcontingentappointmentsaretypicallyusedwhenadepartmenthasapredictable,ongoinginstructionalstaffingneed.AccordingtoPolicies,“termappointmentsmayberenewedforsuccessiveperiodsofnotmorethanthreeyearseach”(XI.D.4).Whenafull-timecontingentemployeehasservedtwoconsecutiveyearsontemporaryappointments,thenextconsecutivefull-timeappointmentshallbeatermappointmentfornolessthanoneyear.Giventhetermstatusandrenewalnotificationrequirements,thesetermappointmentsmaybesimultaneouslynon-renewed.

V.E.3.Notification

WhiletheuniversityencouragesdepartmentChairsandDeanstomaketimelyreappointmentdecisions,itissometimesnecessarytonon-renewcontingentfacultytomeettherequirednotificationprovisionsintheAgreement.Thisdoesnotpreclude,however,thereappointmentofthecontingentfacultyatalatertime.Whereasappointmentoffull-timetermfacultyiscontingentonstaffingneeds,notificationofterminationornon-renewaldependsonlengthofuninterruptedservice:

Threemonthspriortotheendofatermexpiringattheendofanappointee’sfirstyearofuninterruptedservicewithintheuniversity.Foremployeesservingonthebasisofanacademicyearprofessionalobligation,noticeshallbegivennolaterthanMarch31.(Policies,XI.D.5.b).

Sixmonthspriortotheendofatermexpiringafterthecompletionofone,butnotmorethantwo,yearsofanappointee’suninterruptedservicewithintheuniversity.Forsuchemployeesservingonthebasisofanacademicyearprofessionalobligation,noticeshallbegivennolaterthanDecember15.(Policies,XI.D.5.c).

Twelvemonthspriortotheexpirationofatermaftertwoormoreyearsofuninterruptedservicewithintheuniversity.(Policies,XI.D.5.d).

Employeeswhointendtoleavetheemployoftheuniversityshallgive30-daysnoticetothechiefadministrativeofficerortheirrepresentative.Intheeventthatanemployeefailstoprovidethefull30-daysnotice,itshallbewithinthediscretionofthechiefadministrativeofficeortheirrepresentativetowithholdfromsuchemployee’sfinalcheckanamountequaltotheemployee’sdailyrateofpayforeachdaylessthantherequired30days.(Policies,XI.D.5.f).

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V.E.4.Benefits

AccordingtotheAgreement,“allemployeeswithfull-timeappointmentsshallbeeligibletoreceivebenefitscontainedinArticle39”(39.9.1).Forfurtherinformationregardingbenefits,pleaseseeFredonia’sHumanResourceswebsite.

V.E.5.TitlesTheapprovedSUNYbudgettitleforfull-timecontingentfaculty,temporaryorterm,isLecturer.WithapprovalofthisHandbook,theuniversityshallimplementthefollowingtitlestructureforfull-timecontingentfacultyeffectivewiththeirnextappointmentfollowingtheeffectivedateofthisHandbook.Full-timecontingentfacultyonmultipleyearappointmentswhohavecompletedsixconsecutiveyearsinafull-timeservicetitlemayapplyforSeniorLectureratanytimeduringtheircurrentappointmentperiod.

Lecturer-Thistitlewillbeusedforfull-timetemporaryortermappointedcontingentfaculty.

SeniorLecturer-Thistitlewillbeusedforfull-timetermappointedLecturerswhohavebeenteachingatthatrankforatleastsixconsecutiveyearsandwhohavedemonstratedsignificant,notable,ongoingcontributionstotheuniversity.TheprocessforawardingthetitleSeniorLecturerisoutlinedinV.L.3.

VisitingAssistant/Associate/Professor-Thesetitlesmaybeusedforfull-timeappointments,foruptotwoyears,intheeventapprovalisgrantedtotemporarilyreplaceatenuredortenure-trackfacultymemberonleave.

V.F.ContingentFacultyHiringProcedures

Priortofillingavacancywithanexternalapplicant,Chairsareexpectedtocommunicatecoursestaffingneedstoallmembersofthedepartment,includingthoseappointedinthemostrecenttwosemesters,andtoconsidertheirqualifications.Currentpart-timecontingentfacultyinterestedinteachinginotherFredoniadepartmentsareencouragedtoapplydirectlytothatdepartment’scontinuousrecruitmentpostingusingFredonia’sapplicanttrackingsystem(i.e.,InterviewExchange).

V.F.1.PostingTomeetanticipatedstudentneeds,tobetransparentandconsistentinpostingandhiringpractices,andtoencouragediversityinhiring,allcontingentfacultypositionsshallbepostedusingtheuniversityapplicanttrackingsystem(i.e.,InterviewExchange).AllpostingsandadvertisementsshallmeettherequirementsofHumanResourcesandtheOfficeofDiversity,Equity,andInclusion.

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V.F.2.Part-TimeContingentFaculty

Alldepartmentswillhavea“continuousrecruitment”postingcreatedintheapplicanttrackingsystem(i.e.,InterviewExchange)forpart-timecontingentfaculty.Whenthecurrentpart-timecontingentpooldoesnotmeetthecoursestaffingneedsofthedepartment,theChairshallusetheuniversityapplicanttrackingsystemtoreviewcandidatequalificationsandfillthevacancy.

V.F.3.Full-TimeContingentFaculty

TheChairshallpostallfull-timecontingentfacultypositionsusingtheuniversity’sapplicanttrackingsystem(i.e.,InterviewExchange).Thefillingoffull-timecontingentfacultypositionsshallfollowtheselectionprocessinthisHandbook.

V.G.QualificationsContingentfacultyordinarilyshallhaveatleastadegreeabovethelevelthattheyareteaching,master’sdegreeforundergraduatelevelteachingorterminaldegreeforgraduatelevelteaching.However,insomecasesprofessional,performance,orclinicalexperience,orprofessionalcertification,maybeconsideredasanappropriateequivalent,asapprovedbytheDean.

V.H.SelectionProcess

Theuniversityiscommittedtoselectionprocessesthatareopen,fair,transparent,andclearlycommunicated.Timelycommunicationregardingthestatusofcandidatesandappointeesisalsoapriority.

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V.H.1.Part-TimeContingentFaculty

TheChairshallmakerecommendationsontheappointmentofallnewpart-timetemporarycontingentfacultymemberstotheDean.Tomaketherecommendation,theChaircompletesaRequesttoHirerequisitionintheapplicanttrackingsystem,andforwardsittotheDean’sOfficeandHumanResourcesforapproval.

V.H.2.Full-TimeContingentFaculty

TheChair,inconsultationwiththecurrentDPCChair,shallidentifyanappropriatereviewcommitteetoevaluatethequalificationsofcandidatesforfull-timecontingentfacultyvacancies.ThiscommitteeshallmakerecommendationstotheChairontheappointmentofallnewfull-timecontingentfaculty.TheChairthenmakesarecommendationtotheDean.Inemergencysituationsthatprecludeformalconsultation,ChairsshallgainpermissionfromtheDeantoseekinputfromavailablefacultywithexpertiseintheareatobehiredandshalldocumentandreporttheiractionsanddecisionstotheDPCandtheDean.TheChaircompletesaRequesttoHirerequisitionintheapplicanttrackingsystem,andforwardsittotheDean’sOfficeandHumanResourcesforapproval.UponapprovalbytheDean’sOfficeandHumanResources,theChairmayextendanoffertotheapplicant.

V.I.ReviewofContingentFaculty

Thepurposeofcontingentfacultyreviewistoprovidecollegialfeedbackrecognizinggoodworkandtooffersuggestionsforcontinuousimprovement.Regularreviewofteachingandlearningeffectivenesshelpstheuniversitytomaintainfocusonexcellentinstruction.TemporaryappointedAdjunctLecturersandLecturersshallbereviewedatleastonceperyear.Uponachievingtermappointment,allAdjunctLecturers,Lecturers,andSeniorLecturersshallbereviewedatleastoncewithinathreeyearperiod.BySeptember15,HumanResourcesshallcompileanddistributeamasterspreadsheetofcontingentfacultyreviewcyclestotheDeansanddepartmentChairs.ByApril15,departmentChairsshallcompletethereviewprocess,asdescribedinSectionV.J.SectionIV.A.1ofthisHandbook,onTeachingandLearning,states“...allfacultyareexpectedtoberegularlyengagedinpracticesthatencourageandsupportstudentlearning.”Departments,knowingtheirdisciplinesanddepartmentalculture,mayincludeintheirhandbooksspecificcriteriaforeffectiveteachinginthatfield.Thesearethegeneralcriteriaforallcontingentfacultyreviews:

● effectivenessinteachingandlearning,demonstratedthroughmultiplemeasures(notonlythestudentsurvey/evaluation);

● participationindepartmentassessmentandaccreditationactivities;

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● understandingofthecontingentfacultymember’scoursewithinthecurriculumandofsharedpedagogies,approaches,orpriorities;and

● effectivenessincarryingoutotherresponsibilities(i.e.,service,advising,grantactivity,etc.)asdefinedbytheappointmentletter.

V.J.ContingentFacultyReviewProcessThedepartmentChairisresponsibleforensuringthatreviewsareconductedaccordingtotheprovisionsofthisHandbook.Aspartofthereview,theChairorhis/herdepartmentaldesignee(s)(atenuredfacultymemberincludingtenuredfacultyinotherdepartmentsorinadministration)willobserveeachcontingentfacultymemberintheclassroom,lab,orstudio.18ByOctober1(Fallsemester),orFebruary15(Springsemester),theDepartmentChairnotifiesthecontingentfacultymemberthattheywillbeobservedandwhowillbeconductingtheobservation.Foronlinecourses,observationshallconsistoflimitedguestaccesstothecourse’slearningmanagementsystemforamutuallyagreed-uponspanoftimenolongerthantwoweeks.TheChairordesigneewillsendreviewcommentsontheobservationtothefacultymemberwithintwoweeksofthedateofobservation.ThefacultymemberwillacknowledgereceiptbysigningandreturningtheobservationformtotheChairordesignee,andmaysubmitaresponseifs/hedesires.SampleClassroomObservationforms(i.e.Pre-VisitQuestionnaire19,ClassroomObservationFeedbackForm20,andClassroomObservationPost-VisitQuestionnaire21)areincludedinAppendixL-N.Followingtheobservation,theChairschedulesameetingwiththecontingentfacultymembertodiscussteachingeffectiveness,includingperceivedstrengthsandareasforimprovement.ThebasisoftheconversationmayincludethefollowingitemsifavailabletotheChairthroughdepartmentalrecordkeeping:

● asyllabusfromeachcoursebeingtaught;● studentevaluationsfromcoursestaughtintheprevioussemester;● annualreport(s);● classroomteachingobservationcommentaryfromtheChairorhis/herdesignee,anda

responsefromthefacultymember,ifonewassubmitted.

18AllcontingentfacultymayalsorequestthatcolleaguesatFredoniareviewtheircoursedesign/syllabus,theirassignmentdesign,theircommentsonstudentwork,theirabilitytoleaddiscussionorintegrativelearningapproaches,etc.Ifthisistobeincludedinthereviewprocess,contingentfacultyshouldconsultwithandseekapprovalfromthedepartmentChairpersoninadvance.19http://fa.fredonia.edu/humanresources/forms#HARP(HARPClassroomObservationPre-VisitQuestionnaire)20http://fa.fredonia.edu/humanresources/forms#HARP(HARPClassroomObservationFeedbackForm)21http://fa.fredonia.edu/humanresources/forms#HARP(HARPClassroomObservationPost-VisitQuestionnaire)

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Thefacultymember:

● shouldprovideanexampleofhowthefacultymemberassessesstudentlearningineachcourse(e.g.,exam,paper,assignment);

● mayprovideaself-evaluationofteaching,otherexamplesofteachingeffectiveness,andcampusandcommunitycontributions(ifnotalreadyincludedinannualreport).

Followingthereviewmeeting,andnolaterthanDecember15(Fall)orMay1(Spring),thedepartmentChairshallwriteareviewletterthataddressesthegeneralcriteriaforcontingentfacultyreviewinSectionV.I,includingtheresultsofthereviewmeeting.Thislettershallbesharedwiththecontingentfacultymemberinwriting,andsignedbytheChairandthefacultymember,withacopyforwardedtothecontingentfacultymemberandtheDean,aswellasacopyofthesignedobservationletter.TheDeanshallforwardthesematerialstoHumanResourcestobeplacedinthecontingentfacultymember’sOfficialPersonnelFile(OPF)andforrevisionofthemasterspreadsheet.ThefacultymembermaysubmitawrittenresponsetotheDeantothereviewdocumentwithintwoweeksofreceiptoftheChair’sreviewletter,withacopytoHumanResourcestobeplacedintheOPF.

V.K.Reappointment/Non-RenewalProcessforContingentFacultyReappointmentandnon-renewaldecisionsarecontingentonreviewofteachingeffectivenessaswellasavailableresources,budgetconsiderations,operatingneeds,curricularneeds,studentenrollment,etc.inanygivenyearorsemester.Foreachdepartment,theChairrecommendsreappointmentornon-renewalofallcontingentfacultymemberstotheDean.Forfull-timecontingentfacultymembers,theChair'srecommendationismadeinconsultationwiththeDPC.V.L.TitleAwardsforFull-TimeTermContingentFaculty

V.L.1.AwardTitleofSeniorLecturer

ThelocaltitleofSeniorLectureratFredoniamaybeawardedtofull-timecontingentfacultyteachingatFredoniaforatleastsixyears.ThepurposeoftheSeniorLecturertitleistorecognizeandexpresstheuniversity’sappreciationforthefacultymember’ssignificant,notable,ongoingcontributiontothemissionsofthedepartmentandtheuniversity.

V.L.2.BenefitsoftheSeniorLecturerTitleAward

UponreceiptoftheawardofthetitleofSeniorLecturer,theLecturershallcarrythelocaltitleofSeniorLecturerintheFredoniadepartmenttowhichthefacultymemberwasappointedasLecturer.SeniorLecturersshallreceiveaone-timestandardincreasetotheirbaseannualsalary.SeniorLecturerstypicallyareappointedonmultiple-yearcontracts,nottoexceedthe

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three-yearmaximumappointmentlengthpermittedbyPolicies.Onceawarded,thecampustitleofSeniorLectureratFredoniashallremainineffectforthedurationofthefacultymember’sfull-timeserviceintheSUNYapprovedrankofLecturerattheuniversity.SeniorLecturersshallparticipateintheDPCconsultationwiththeChairduringthereappointment/non-renewalprocessoffull-timecontingentfacultyandcandidacyreviewfortheSeniorLecturerawardtitle.

V.L.3.ProcedurefortheSelectionoftheSeniorLecturerAward

ApplicationfortheawardtitleofSeniorLecturermayoccurnoearlierthanthesixthyearoffull-timecontingentemployment.ThecandidateforthetitleawardofSeniorLecturershallprepareandsubmitaportfolioofmaterialstotheChairbyFebruary15forreviewbytheDepartmentPersonnelCommittee(DPC),Chair,Dean,andProvost,withthefinaldecisionrestingwiththePresident.SeniorLecturertitleawardsarenotreviewedbytheAcademicPersonnelCommittee(APC).Theportfolioshallinclude,atminimum,thesamedocumentsrequiredduringthecontingentfacultyreviewprocess.NotificationofdecisionwillbeprovidedbyMay15.AnunsuccessfulnominationfortheawardtitleofSeniorLecturershallhavenobearingonthestatusorreappointmentasLecturer,orfutureconsiderationfortheawardtitleofSeniorLecturer.

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VI.APPOINTMENT,REAPPOINTMENT,REVIEWANDPROMOTIONOFPROFESSIONALEMPLOYEES

VI.A.TypesofAppointmentsforProfessionals

VI.A.1.Temporary

AtemporaryappointmentatFredoniaiscustomarilyaperiodofoneyearorless.Itmaybeterminatedatanytime.Temporaryappointeesaretypicallyemployedforafiniteperiodoftimetoworkonaspecificproject.

VI.A.2.Term

Atermappointmentisforaspecifiedperiodoftimenottoextendbeyond3yearspertermthatshallexpireattheendofthatperiod,subjecttonon-renewalnotice.AtFredonia,full-timetermappointmentsusuallyrunonetotwoyearsperterm.Termappointmentsdonotcreateanymanneroflegalrightto,interestin,orexpectancyofanyfutureappointmentorrenewal.

VI.A.2.a.Full-timeProfessionals

Whenafull-timetemporaryprofessionalemployeehasservedtwoconsecutiveyearsontemporaryappointments,thenextconsecutivefull-timeappointmentshallbeatermappointmentfornolessthanoneyear.Giventhetermstatusandrenewalnotificationrequirements,thesetermappointmentsmaybesimultaneouslynon-renewed.

VI.A.2.b.Part-timeProfessionals

Afterservingfourconsecutivesemestersinapart-timetemporaryprofessionalappointmentatFredonia,thefifthconsecutiveappointmentbecomesterm.Furtheremploymentatanycollegeofanyindividualwhohasbeenemployedatthatcollegeonapart-timebasisforfourconsecutivesemestersshallbeonthebasisofatermappointment.AtFredonia,part-timetemporaryprofessionalsappointedforonesemesterperyearforfourconsecutiveyearsshallbereappointedonthebasisofatermappointmentupontheirnextsemesterofpart-timeappointment.

VI.A.3.AppendixATitles

AprofessionalemployeeservinginatitlelistedinAppendixAofthePoliciesshallbegrantedtermappointmentforthefirstthreeyearsofemploymentinsuchtitle.Uponcompletionofthreeconsecutiveyearsofservice,renewalofemploymentshallbeonatermbasisforaperiod

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offiveyears.

VI.A.4.AppendixBTitles

AprofessionalemployeeservinginatitlelistedinAppendixBofthePoliciesshallbegrantedatermappointmentconsistentwithArticleXITitleDofthePolicies.AtFredonia,AppendixBappointmentsarereservedforprofessionalemployeeswhocoachFredonia’sDivisionIIIathleticteams.Acoachisaprofessionalemployeewhospends75%ormoreofhis/herprofessionalobligationincoachingorcoaching-relatedduties.

VI.A.5.AppendixCTitles

AprofessionalemployeeservinginatitlelistedinAppendixCofthePoliciesshallbegrantedatermappointmentconsistentwithArticleXITitleDofthePolicies.

VI.A.6.Permanent

PermanencyistheBoardofTrustees’equivalentto“tenure”forprofessionalemployeesatFredonia.Itisnormallyachievedaftersevenconsecutiveyearsoffull-timeserviceinatitleeligibleforpermanency,providedthelasttwoyearshavebeenservedinatitleeligibleforpermanentappointment.PermanentappointmentisgrantedbytheChancellorfollowingapositiverecommendationbythecampusPresident.Onceachieved,permanentappointmentshallcontinueuntilresignation,retirement,ortermination.SeePolicies,ArticleXITitleC.

VI.A.7.Probationary

Aone-yearprobationaryappointmentisgrantedtoaprofessionalemployeealreadyholdingatermappointmentorapermanentappointmentwhoisthenappointedtoadifferentprofessionaltitle.SeePolicies,ArticleXITitleE.

VI.B.TimelinesforProfessionalReviewsforReappointmentandPermanentAppointment

VI.B.1.PriorServiceCredit

Indeterminingeligibilityforpermanentappointment,thePolicies(ArticleXITitleC)providethataprofessionalemployeemaypetition22forPriorServiceCreditforuptoamaximumofthreeyearsinrecognitionofserviceatanotherSUNYcampusinaprofessionaltitleinwhichpermanencymaybegranted.Thiscredit,however,shouldbenegotiatedatthetimeofhire.Suchservice,ifrecognizedbyFredonia,truncatesthetimetopermanentappointmentbased

22http://fa.fredonia.edu/sites/fa/files/section/humanresources/_files/Request%20for%20Prior%20Service%20-%20NTP.pdf

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upontheamountofPriorServiceCreditapprovedbytheappropriatevicepresident.TheprofessionalemployeeisresponsibleforrequestingPriorServiceCreditandisencouragedtodosoasquicklyaspossible.AwaiverofallorpartofthePriorServiceCreditmustberequestedwithinsixmonthsoftheinitialappointment.

VI.B.2.TimelineforReappointments

AllprofessionalsshallhaveacommonreappointmentdateofSeptember1.Toachievethis,whenappointmentsbeginthroughouttheyear,theinitialappointmentshallbegrantedforoneyearorlongersothattheinitialtermappointmentendsonAugust31.ThereappointmentprocessstartswiththeevaluationoftheprofessionalemployeepursuanttoAppendixA-28oftheAgreement.

June15-July15 Theperformanceprogramandevaluationprocessiscompleted(seeVI.D.Annual

TimelineforPerformanceProgramandEvaluation)July15 Supervisorsubmitsreappointmentrecommendationlettertohis/herimmediate

supervisor,copyingtheemployeeandtheDirectorofHumanResources.

July30 Intermediatesupervisor(nextlevel,ifapplicable)submitsreappointmentrecommendationtothenext-levelsupervisor,copyingtheemployeeandtheDirectorofHumanResources.

August15 Intermediatesupervisor(nextlevel,ifapplicable)submitsreappointmentrecommendationtotheappropriatevicepresident,copyingtheemployeeandtheDirectorofHumanResources.

August15 VicepresidentsendsreappointmentrecommendationtothePresident,copyingtheemployeeandtheDirectorofHumanResources.

Ifatanylevel,therecommendationisfornon-renewal,theemployeeshallbegiven5workingdays’noticetoexaminethefileofevaluativematerialsandrespond(pursuanttoArticle31.6oftheAgreement).

August31 PresidentnotifiestheemployeeofthedecisionandcopiesalllevelsandtheDirectorofHumanResources.IfthePresidentdeniespermanentappointment,theemployeemayhavetherighttoappealthedenialtotheChancellorpursuanttoArticle33oftheAgreement.

VI.B.3.TimelineforNon-Renewal

ConsistentwithArticle32oftheAgreement,intheeventthatafull-timetermappointmentisnottoberenewed,thePresidentofFredoniaordesigneeshallnotifytheaffectedprofessionalemployeeinwritingnolaterthan

● Threemonthsbeforetheendofthefirstyearofservice.

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● Sixmonthsforprofessionalemployeeswhohavecompletedonebutnottwoyearsofservice.

● 12monthspriortotheexpirationofthetermforemployeeswhohavecompletedtwoormoreyearsofuninterruptedservicewithintheUniversity.

Intheeventthatapart-timetermappointmentisnottoberenewed,thePresidentofFredoniaordesigneeshallnotifytheaffectedprofessionalemployeeinwritingnolaterthan45daysbeforetheendofthetermappointment.

VI.B.4.TimelineforConsiderationofPermanentAppointment

Typically,aprofessionalemployeeontrackforpermanentappointmentservesaseven-year,full-timeconsecutiveperiod.Adecisionaboutgrantingpermanentappointmentshallbemadeattheconclusionoftheprofessionalemployee’ssixthconsecutiveyearoffull-timeservice,providedthelasttwoyearsofsuchserviceareinatitleeligibleforpermanencyandthattheemployeehasbeenservinginatermappointment.

VI.B.5.PausingthePermanentAppointmentClock

Aprofessionalservinginatitlethatcouldleadtopermanentappointmentmaypetitionhis/hervicepresidenttohavethe“permanency”clockstopped.TheprofessionalcompletestheRequesttoPausethePermanentAppointmentClockform23(seeAppendixH:RequesttoPausethePermanentAppointmentClock)andsubmitsittohis/herimmediatesupervisorforreview.Itshallspecifythereason(s)fortherequestandshallnotbeconsideredapproveduntilauthorizedbytherespectivedivisionalvicepresident.

Priortoconsideringthisoption,theprofessionalemployeeisencouragedtotalktohis/herimmediatesupervisor,divisionalvicepresident,andtheDirectorofHumanResources.SeePoliciesArticleXITitleC.Iftheprofessionalemployee’srequestforapauseofpermanentappointmentclockisdeniedatanypointintheprocesspriortoreachingthePresident,thereasonsfordenialshallbeincludedasanattachmenttotheapplicationform.Iftherequestisdenied,theapplicantmaywritealetterofappealtothePresidentwithinfiveworkingdaysfromthereceiptofthedeniedapplicationformandattachedreasonfordenial.ThePresidentmakesthefinaldecisionandnotifiesthecandidatewithintenworkingdaysofreceivingtheappealletterfromthecandidate.

23http://www.fredonia.edu/humanresources/forms/permanent_clock_form.pdf

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Iftherequesttopausethepermanentappointmentclockisapproved,theprofessionalemployeeshallnotberevieweduntilthepermanentappointmentclockisrestarted.Duringthetimethatthepermanentappointmentclockispaused,theprofessionalemployeeisappointedtoatitlewiththeprefix“Special.”Aftertherequestedpauseisover,theprofessionalemployeeresumesthetitleheldprevioustopausingthepermanentappointmentclock.Alltimeaccruedtowardpermanentappointmentpriortothepauseremainsineffect.TimeservedinSpecialstatusshallextendtheemployee’sdatetopermanencyonamonth/yearformonth/yearbasis.Apauseofthepermanentclockshallnotbeheldagainstcandidateswhentheyresumethereappointmentprocess.

VI.B.6.Reviewfor“Early”PermanentAppointment

Itispossibleinexceptionalcircumstancesforaprofessionalemployeewhoselasttwoyearshavebeenintheprofessionaltitleinwhichtheyarerequestingpermanencytosecurepermanentappointmentpriortothecustomaryseven-yearprocess.Applicationsshallbemadebytheemployeewithinthefirstthreemonthsaftertheendofthethirdorfourthyearofemployment.Theappointmentiseithergranted,ortheemployeeisnon-renewed.Priortoconsideringthisoption,theprofessionalemployeeisencouragedtotalktohis/herimmediatesupervisor,divisionalvicepresident,andtheDirectorofHumanResources.SeePoliciesArticleXITitleC.

VI.B.7TemporaryAdjustmentstoProfessionalObligation

InaccordancewithAppendixA-42oftheAgreement,professionalswhoseekflexibilityinbalancingtheirprofessionalobligation(e.g.reductioninFTE,12monthto10monthappointment,etc.)whileonthepermanentappointmenttrackmayapplyforanadjustment.RequestsforadjustmentsshallbesubmittedtotheimmediatesupervisorwhothenrecommendstotheDirectoranappropriatecourseofaction.TheDirectorthenrecommendstotheVicePresident.

TheVicePresidentsendsacopyofthedecisiontotheemployee,immediatesupervisor,Director,HumanResourcesDirector,andPresident.

Anadjustmenttotheprofessionalobligationmayaffectthetimelineforreappointmentnotificationorpermanentappointment.

VI.C.ChangesinProfessionalTitle(seePoliciesArticleXITitleC)

AFredoniaprofessionalemployeeholdingatermappointmentorpermanentappointmentinaprofessionaltitlewhoisappointedtoadifferentprofessionaltitleshallbegivenaprobationaryappointmentinthedifferentprofessionaltitle.

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Aprofessionalemployeeholdingpermanentappointmentinaprofessionaltitlewhocompletesaprobationaryappointmentinadifferentprofessionaltitleshallbegrantedapermanentappointmentinthedifferenttitleonly,andoncegrantedpermanencyinthenewtitleshallnotretainpermanentappointmentintheformertitle.

Aprofessionalemployeewhoisservingonatermappointmentinaprofessionaltitleandcompletesaprobationaryappointmentinadifferentprofessionaltitleshallbegrantedanewtermappointmentandshallnotretainatermappointmentintheformerprofessionaltitle.Thenewtermappointmentshallbeforadurationnotlessthantheunexpiredtermoftheprevioustermappointment.

Atanytimeduringtheprobationaryperiod,Fredoniamayrequiretheemployeetoreturntohis/herformerprofessionaltitle.

Aprofessionalemployeeholdingapermanentappointmentinaprofessionaltitleandservingaprobationaryappointmentinadifferenttitlewhoreturnstohis/herformerprofessionaltitleresumespermanentappointmentintheformerprofessionaltitle.

Aprofessionalemployeeholdingatermappointmentinaprofessionaltitleandservingaprobationaryappointmentinadifferentprofessionaltitlewhoreturnstotheemployee’sformerprofessionaltitleshallhavehis/herserviceintheprobationaryappointmentcountedtowardsthesatisfactionoftheeligibilityrequirementsforpermanentappointmentexceptasprovidedinthePolicies.

VI.D.AnnualTimelineforPerformanceProgramandEvaluation

NewlyhiredandpromotedemployeesshallreceiveaPerformanceProgramwithin30-daysoftheeffectivedateofhireorpromotion.Thisprogramshallbeineffectthrough7/14/YY.

June15 Supervisorrequestsfromtheemployeeanoptionalone-pagesummaryofperformanceaccomplishmentsachievedduringthecurrentevaluationcycle.Supervisorsareencouragedtocontactthesecondarysourcesintheperformanceprogramtosecuretheirperspectivesregardingtheemployee’sperformance.

June30 SupervisorpreparesdraftPerformanceEvaluationandPerformanceProgramformsandschedulesamutuallyconvenienttimetomeetwiththeprofessionalemployeetodiscusstheevaluationandprogram.

July5 SupervisormeetswiththeemployeetoreviewanddiscussthedraftPerformanceEvaluationformandPerformanceProgram.Asnecessitatedbyinformationexchangedinthemeeting,thesupervisormodifiesthePerformanceEvaluationandPerformanceProgram.

July10 Thesupervisorsecurestheemployee’ssignatureontheEvaluationandPerformanceProgramforms,providestheemployeewithasignedcopyofboth

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forms,forwardstheoriginalformstoHumanResources,andprovidescopiesasperthedistributionlistontheforms.Theemployee’ssignaturesignifiesonlythattheemployeehasreceivedanddiscussedtheevaluationwiththeimmediatesupervisor,anditdoesnotrepresentagreementordisagreementwiththeperformanceevaluationand/orperformanceprogram(Agreement,AppendixA-28).Theemployeemay,ifs/hesoelects,submitwrittencommentarytotheforms,andsuchcommentaryshalltravelwiththeformsintotheOfficialPersonnelfile.Iftheemployeeelectstoofferwrittencommentary,s/heshalldosowithin10calendardaysofreceiptoftheforms.

VI.E.CriteriatobeUsedtoEvaluateProfessionalEmployees

ThePerformanceProgramoutlinesthecriteriatobeusedintheevaluationofprofessionalemployees.ThePoliciesoutlinefivemajorcriteriatobeusedbythesupervisorindevelopingthePerformanceProgram.Professionalemployeesshallreceiveasummaryevaluationthatcharacterizestheirperformanceaseithersatisfactoryorunsatisfactory.

VI.E.1.EffectivenessinPerformance

ThePoliciesdefineeffectivenessinperformance“asdemonstrated,forexample,bysuccessincarryingoutassigneddutiesandresponsibilities,efficiency,productivity,andrelationshipwithcolleagues”(ArticleXIIC.5.a.).

VI.E.2.MasteryofSpecialization

ThePoliciesdefinemasteryofspecialization“asdemonstrated,forexample,bydegrees,licenses,honors,awards,andreputationinthefield”(ArticleXIIC.5.b.).

VI.E.3.ProfessionalAbility

ThePoliciesdefineprofessionalability“asdemonstrated,forexample,byinventionorinnovationinprofessional,scientific,administrative,ortechnicalareas;i.e.,developmentorrefinementofprograms,methods,procedures,orapparatus”(ArticleXIIC.5.c.).

VI.E.4.EffectivenessinUniversityService

ThePoliciesdefineeffectivenessinuniversityservice“asdemonstrated,forexample,bysuchthingsascollegeanduniversitypublicservice,committeework,andinvolvementincollegeoruniversityrelatedstudentorcommunityactivities”(ArticleXIIC.5.d.).

FredoniaexpectsallProfessionalemployeestoengageinserviceactivitiesthatsupportthecampusmission.

Departmentanduniversityservicemayincludemanykindsofactivities,suchas:

● Participationoncommittees,advisoryboards,taskforces,councils,unions,or

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governancegroups● Participationindepartmentmeetings● Initiationofcampusprogramsandprojects● Advisingstudentorganizations,honorarysocieties,andliving-learningcommunities● Assistingwithrecruitment,orientation,andretentionofstudents● Volunteeringinprofessionaldevelopmentactivities,suchasmentoringprograms,

rengas,andworkshopsforcolleaguesProfessionalemployeesalsosharetheirexpertisewithprofessionalandcommunityorganizations.Departmenthandbooksmayofferclearexamplesspecifictotheprofession.Thefollowinglist—bynomeanscomprehensive—includesprofessionalandcommunityservicewhichmaybeconsideredaspartofanemployee’sprofessionalobligation:

● Servingasanofficerinaprofessionalorganization● Reviewinggrants/proposalsforfundingagencies● Organizingorleadingaprofessionalmeetingorsessionataconference● Speakingasanexperttocivic,public,business,orprofessionalorganizations● Servinginaprofessionalcapacityonboardsoforganizations● WorkingwithcolleaguesintheP-12schools● Organizingorparticipatinginpublicconcerts,exhibitions,productions,lectures,

performances,orreadings● Workingwithgroupsthatpromotetheunderstandingofaprofessioninthecommunity● Servingasaconsultant(paidorunpaid)

Allprofessionalemployeesareexpectedtocontributetotheserviceworkloadofthedepartment,college/library,andcampus.Noamountofprofessionalorpublicserviceshallexcuseaprofessionalemployeefromtakingonthetasksthatareessentialtotheacademicenterprise.

VI.E.5.ContinuingGrowth

ThePoliciesdefinecontinuinggrowth“asdemonstrated,forexample,bycontinuingeducation,participationinprofessionalorganizations,enrollmentintrainingprograms,research,improvedjobperformanceandincreaseddutiesandresponsibilities”(ArticleXII,C.5.e.).

VI.F.ProcessandDocumentationforAnnualEvaluationofProfessionals

PerArticleXIITitleCofthePolicies,professionalemployeesshallbeevaluated“bytheemployee’simmediatesupervisor,formally,inwriting,onceeachyearduringthetermofappointment.”

VI.F.1.PerformanceProgram

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ThePerformanceProgram(Program)isthedocument24thatrecordsthegoalsandobjectivesthattheemployeeistoachieveduringtheevaluationperiodaswellas“Appropriatecriteriaforevaluatingthedegreetowhichobjectivesaremet”(Agreement,AppendixA-28).TheProgramcodifiestheobjectivestobeaccomplishedduringthenextevaluationcycle.Itfocusestheemployee’stalentsandexpertiseonagreed-upongoalstofacilitatehis/hersuccessfulcompletionwithintheprescribedtimeframe.TheProgramservesasthefoundationforthenextyear’sevaluation.Well-craftedProgramsservetosupportbothuniversityanddepartmentmissions,motivateemployees,removeambiguity,andensurecompliancewiththeAgreement.Totheextentpossible,thedocumentshouldbemutuallyagreedupon.

TheProgramisdevelopedatthetimeoftheannualemployeeevaluation.FollowingtheconclusionoftheformalEvaluationprocess,theimmediatesupervisorandtheprofessionalemployeeshallreviewanddiscusstheProgramanditsperformanceobjectivesforthenextevaluationcycle.Ifagreementcanbereachedduringthemeeting,theimmediatesupervisorandtheemployeeshouldsigntheProgramandforwardittotheDirectorofHumanResources.If,basedoninformationsharedbetweentheparties,anothermeetingisrequired,itshallbescheduledsothattheProgramcanbefinalizedbynolaterthanJuly1.

Ascircumstanceswarrant(e.g.,newsupervisor,changeindutiesbasedonnewassignment,etc.),theimmediatesupervisorandtheprofessionalemployeeshallmeettoreviewtheappropriatenessofitemsintheProgram.ModificationtotheProgramshallbeeffectedbytheimmediatesupervisorandtheprofessionalemployeeco-signinganupdatedProgram.SuchrevisedProgramshallbesenttotheDirectorofHumanResources.

VI.F.2.PerformanceEvaluation

Professionalemployeesshallhavetheirjobperformanceevaluatedonanannualbasis.Employeeevaluationshouldbeanongoingprocessthateliminatessurprise,providesmentoring,andculminatesinaformalevaluation.Suchperformanceshallbecharacterizedinsummaryaseither“Satisfactory”or“Unsatisfactory”(Policies,ArticleXIITitleC)usingtheform25provided.

Thepurposesofperformanceevaluationincludethefollowing:

● Reinforcingpositiveworkhabits● Increasingemployeeengagement● Identifyingareastoimprove

24ThePerformanceProgramFormisavailableonline:http://www.fredonia.edu/humanresources/perf_prog_eval.asp.

25ThePerformanceEvaluationFormisavailableonline:http://www.fredonia.edu/humanresources/perf_prog_eval.asp.

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● Demonstratingrespectandcommitment● Promotingprofessionaldevelopment● Recognizingandmemorializingachievements● Establishingabaselineforpotentialpromotions● Ensuringcontractualcompliance

Theevaluationprocessmeasuresperformanceagainstagreed-uponobjectives.Itcommenceswiththesupervisorschedulingamutuallyconvenienttimewiththeprofessionalemployeetomeetanddiscusstheevaluation.Iftheprofessionalsubmitstheoptional“self-reflection,”thesupervisorshallconsidertheinputalongwithperspectivessharedbytheagreed-uponsecondarysources.Theimmediatesupervisorshallprepareadraftevaluationandsharethedocumentwiththeprofessionalemployeepriortotheevaluationmeeting.Atthemeeting,thesupervisorshallsharehis/herratingonhowwelltheprofessionalemployeedidinmeetingthestatedobjectives.ForeachindividualgoalcontainedintheProgram,theimmediatesupervisorshallconfirmwhethertheprofessionalemployeeachievedoneofthefollowingoutcomes:

● Completedtheobjective● Achievedsatisfactoryprogress● Didnotachievesatisfactory/sufficientprogress● Thegoal/objectivewasdeleted/modified

Thesupervisorhastheoptionofusingoptionalratingsforeachindividualgoal:highlyeffective,effective,someimprovementneeded,orunsatisfactory.

VI.F.3.UnsatisfactoryEvaluation

Aprofessionalemployeewhosechoosestoappealafinalevaluationcharacterizedas“Unsatisfactory”shallinformtheimmediatesupervisorinwriting,theChairoftheCollegeCommitteeonProfessionalEvaluation(CCPE),andthePresidentorhis/herdesigneewithin10workingdaysofreceiptoftheEvaluation.

Uponbeingnotifiedthattheprofessionalemployeeisrequestingareview,theimmediatesupervisorshall,withinfiveworkingdays,providetheChairoftheCCPEasigned/datedcopyofthefinalevaluationreport.

Ifthefinalevaluationreportcontainsrecommendationsaffectingaprofessionalemployee'semploymentstatusoristobereviewedbytheCCPE,itshallbesenttothePresidentordesignee.

Iftheemployeechoosesnottoappealtheunsatisfactoryevaluation,thePresidentshalltakesuchactionasisdeemedappropriatewithrespecttotherecommendations.Otherwise,actionshallbedelayeduntiltheCCPEhascompleteditsreviewandsubmitteditsrecommendationstothePresidentordesignee;however,failureoftheCommitteetoinitiateandcompleteatimelyreviewshallnotpreventthePresidentfromactinguponrecommendationsinthefinalevaluationreporttoconformwithnoticerequirementsintheeventofnon-renewalofterm

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appointments.

VI.F.4.CollegeCommitteeonProfessionalEvaluation(CCPE)(Agreement,AppendixA-28,VI)

TheCCPEshallconsistofthreeprofessionalemployeeselectedatlargebytheprofessionalemployeesinaccordancewithlocalUUPchapterpractice.Inaddition,twoprofessionalemployeesshallbeselectedbythePresident.AChairofthecommitteeshallbeelectedfromamongthemembers.

TheCCPEshall,uponthetimelyrequestofaprofessionalemployee,reviewafinalevaluationreportcharacterizedas"Unsatisfactory."

Committeereviewshalladdressboththeproceduresandsubstanceoftheunsatisfactoryevaluation.

Aspartofitsreview,theCommitteeatitsdiscretion

● shallhaveaccesstoallpreviousformalevaluationsoftheprofessionalemployeeconcerned;

● mayrequestandconsideranyadditionalcommentsbyeithertheimmediatesupervisorortheprofessionalemployee;

● mayrequestinformationpertinenttothereviewfromsecondarysources;● mayrequestthattheimmediatesupervisorand/ortheprofessionalemployeemeet

withtheCCPEandrespondtoinquiries;● shallbefreetocalluponanyotherindividualwhomtheybelievehasinformation

relativetotheevaluation.AllindividualsshallbeencouragedtocooperatewiththeCCPEifsorequested.

TheCCPEshallcompletethewrittenrecommendationswithin25workingdaysfromthedateofappeal,withcopiestotheprofessionalemployee,theimmediatesupervisor,theevaluator'ssupervisorandthePresident.Within10workingdaysoftheissuanceofthewrittenrecommendations,thePresidentshalltakesuchactionass/hedeemsappropriateandshallgivewrittennoticeofsuchactiontotheprofessionalemployee,theimmediatesupervisor,theevaluator'ssupervisorandtheCCPE.

VI.G.ProcessforPromotionandIn-GradeSalaryIncreasesforProfessionalEmployees

VI.G.1.Scope

ThissectioncoincideswithA-28oftheAgreementanddoesnotincluderequestsforpromotionsorsalaryincreasestoaddressequity,merit,orachangeincredentials.

VI.G.2.TitlesandJobDescriptions

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TheManagementAdvisoryCommitteeonClassificationandCompensation26(MACC)istheGuidetoUUPbargainingunitTitlesandJobDescriptions.

VI.G.3.PromotionRequests(Agreement,AppendixA-28,I)

AccordingtoAppendixA-28(I)oftheAgreement,promotionmaybewarrantedbasedon“apermanentsignificantincreaseorchangeintheemployee’sdutiesandresponsibilitiesasaconsequenceofmovementfromonepositiontoanotherofgreaterscopeandcomplexityoffunctionorresultingfromapermanentsignificantincreaseintheemployee’sdutiesandresponsibilitiesasaconsequenceofapermanentincreaseinthescopeandcomplexityoffunctionoftheemployee’s[current]position”(Policies,ArticleXIIC.2.a).AtFredonia,requestforpromotionasdescribedabove,exceptforCabinet-approvedreorganizations,shallbemadeatthetimeoftheannualperformanceprogramandevaluationbyeitherthesupervisorortheemployee.

VI.G.4.In-GradeSalaryIncrease(Agreement,AppendixA-28,IV)

AccordingtoAppendixA-28(IV)oftheAgreement,“anemployeewhohasbeenassignedapermanentandsignificantincreaseindutiesandresponsibilitiesasdemonstratedbytheemployee’sperformanceprogrammayapplyforasalaryincreaseprovidedthattheemployeefirstrequestedarecommendationforsuchasalaryincreasefromtheemployee’simmediatesupervisorandhasbeendeniedatanorganizationallevelbelowthatofthecollegePresident.”AppendixA-28requestsdonotincluderequestsformeritorequityadjustments.AtFredonia,A-28requestsforsalaryincreasesshallbemadeatthetimeoftheannualperformanceprogramandevaluationbyeitherthesupervisorortheemployee.

VI.G.5.ProcessforAppeals(Agreement,AppendixA-28,III)

RequestsforA-28relatedpromotionand/orsalaryincreasesshallbemadeatthetimeoftheannualperformanceprogramandevaluationusingtheRequestforAppendixA-28Promotionand/orSalaryIncreaseform(seeAppendixO).Requestsmaybemadeforpromotionandforin-gradesalaryincreases.Anemployeemayinitiatetheprocessbystatingthecaseforthepromotionand/orsalaryinwritingtotheirimmediatesupervisorforreviewandrecommendation.Theemployee’ssupervisormayinitiatetheprocess,ormayforwardtheemployee’srequest,bystatingthecaseforpromotionand/orsalaryincreaseinwritingtotheDean/Directorforreviewandrecommendation.TheDean/DirectorwillreviewbasedonthecriteriaforpromotionandsalaryincreasesandprovidewrittenrecommendationtotheDirectorofHumanResources.TheDirectorofHumanResourceswillreviewbasedthecriteriaforpromotionandsalaryincreasesinAppendixA-28SectionIIIParagraphDandwillprovide

26ThelistofMACCTitlesisavailableonline:http://www.uupinfo.org/reports/intro10.php

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writtenrecommendationtotheDean/DirectorandappropriateVicePresident.TheVicePresidentshallapproveordenytherequestbasedontheanalysisprovidedbytheDirectorofHumanResources.Ifapproved,therequestwouldbeforwardedtothePresidentforconsideration.Ifdenied,theemployeemayappealasoutlinedinHARPVI.G.6.andVI.G.7.

VI.G.6.TimelineforA-28Promotion&SalaryIncreaseRequests

June15-July15 Employeemayinitiateprocessbystatingthecaseforpromotionand/orsalaryincreaseinwritingtotheirimmediatesupervisorusingtheRequestforAppendixA-28Promotionand/orSalaryIncreaseform.Thecurrentperformanceprogramandthenextmostrecentperformanceprogramisattachedtotherequest.

July30 SupervisorinitiatesprocessORforwardsemployee’srequestusingtheRequestforAppendixA-28Promotionand/orSalaryIncreaseform.Thisform,thesupervisor’swrittenjustification,andcopiesofthecurrentandmostrecentperformanceprogramsaresenttotheDean/Directorwithacopytotheemployee.

August15 Dean/DirectorreviewsandforwardstheRequestforAppendixA-28Promotionand/orSalaryIncrease,thesupportingdocumentation,andawrittenjustificationtotheDirectorofHumanResourceswithacopytotheemployeeandtheemployee’ssupervisor.

September15 DirectorofHumanResourcesprovideswrittenanalysisofrequesttotheappropriateVicePresidentwithacopytotheemployee,theemployee’ssupervisor,andDirector/Dean.

September30 TheVicePresidentprovideswrittenrecommendationoftherequesttothePresidentwithacopytotheemployee,theemployee’ssupervisor,theDirectorofHumanResources,andDirector/Dean.

October15 ThePresidentnotifiestheemployeeofthedecisionregardingpromotionand/orsalaryincreasewithacopytothesupervisor,theDirector/Dean,theDirectorofHumanResources,andtheVicePresident.

Temporary,significantincreasesorchangesinemployee’sdutiesandresponsibilitiesthatoccuroutsideofthistimelineshallbeconsideredforExtraService.

VI.G.7.ProcessforA-28Appeals

ConsistentwithAppendixA-28oftheAgreement,ifaprofessionalemployee’spromotionorin-gradesalaryincreaserequestisdeniedatanystepbelowtheleveloftheuniversityPresident,orifnowrittenresponseisreceivedbytheemployeeatanystepbelowthelevelofthe

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universityPresidentwithin45days,theemployeemayappealthedenialtotheCollegeReviewPanel(CRP),inwriting,withacopytoHumanResources.TheCRPshall,within60calendardaysofreceivingtheappealfromtheemployee,prepareawrittensummarycodifyingtheirpositionontheemployee’srequestandshallforwardsametotheCollegePresidentwithacopytotheemployee,supervisor,Dean/Director,DirectorofHumanResources,andtheappropriateVicePresident.ThePresidentshall,within90calendardaysofreceivingtherecommendationfromtheCRP,prepareawrittenrecommendationonthemeritsofthepetitionandreplytotheemployeewithacopytothesupervisor,Dean/Director,DirectorofHumanResources,theappropriateVicePresident,theVicePresidentofFinanceandAdministration,andtheChairoftheCRP.

IfnoresponseisreceivedfromthePresidentwithin90calendardaysfromthedateofCRPrecommendation,orifthePresidentdeniesthepromotion,theemployeemayappealtotheUniversityReviewBoard.SuchwrittenappealmaybepreparedbytheemployeeandsenttotheURBwithacopytotheuniversityPresidentandHumanResources.

VI.H.ProcessforInternalSearches

If,followingCabinetapproval,aprofessionalSL2-SL5positionisdesignatedasonethatcanbeopeneduptoaninternalsearchonly,thentheHumanResourcesDirectorshalldesignateitassuchandpostitoncampusfor10workingdays.Ifthepositionisnotsuccessfullyfilledbyacurrenton-campusemployee,thenthesearchshallbebroadenedtoaregional,SUNY,ornationalsearch.

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VII.EmeritusStatus

VII.A.Process

FacultyandProfessionals,fullandpart-time,whoretireingoodstandingareeligibleforEmeritusstatuspursuanttothePolicies(ArticleXVTitleD).ThisistheprocessusedatFredoniatoconfirmthistitle:

● TheemployeecompletestheEmeritusApplication27atthetimeofcompletingretirementpaperwork.Theapplicationprovidesanopportunitytorequestspecificprivileges.EmployeeswhoapplyforEmeritusstatusaftertheycompletetheirretirementpaperworkmayexperienceaninterruptionofelectronicservices.

TheEmeritusApplicationissubmittedtotheOfficeofthePresident.ThePresident’sassistantschedulesanexitinterview.ThePresidentinterviewstheretiringemployee.Aftertheinterview,thePresidentsendsaletterconfirmingEmeritusstatuswhichindicatesapprovedservices.TheletteriscopiedtothedepartmentChair,Dean,Provost,HR,andITSaswellasanyotherdepartmentassociatedwithservices.HRindicatesthisstatus,dategranted,andservicesgrantedintheemployeedatabase.

VII.B.Privileges

ThereareprivilegesthatanEmeritusemployeeisgrantedautomatically,andthereareprivilegesthathavetobeapprovedbythePresident.

VII.B.1.AutomaticPrivilegesforEmeritusEmployees

AccesstothefollowingprivilegesisautomaticallygrantedwithEmeritusStatus:

● CampusNetworkAccess(includingprintingquota)● Learningmanagementsystem● NEWSListserv● Emailandcollaborationsuite● U-Drive● Fredcard● Accesstolibrarycomputers,databases,interlibraryloan● Parkingsticker

VII.B.2.DiscretionaryPrivilegesforEmeritusEmployees27http://fa.fredonia.edu/sites/fa/files/section/humanresources/_files/Emeritus%20Application%202015.pdf

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AccesstothefollowingprivilegesmaybegrantedbythePresidentinconsultationwiththedepartment/unit:

● Sharedofficespace● AuthorizationtoworkongrantsforFredonia,providedthataCo-PrincipalInvestigatoris

acurrentemployee● Theuseofcopiercodes,long-distancecodes,postage,anddepartmentmailboxfor

universityservice● Cardand/orkeyaccesstobuildingsandrooms

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Appendix

AppendixA:DPCBallot

AppendixB:APCBallot

AppendixC:COIForm

AppendixD:SuggestionsforPreparingaDossierforReappointment,ContinuingAppointment,orPromotion

AppendixE:PerformanceProgram

AppendixF:PerformanceEvaluation

AppendixG:RequesttoPausetheTenureClock

AppendixH:RequesttoPausethePermanentAppointmentClock

AppendixI:EmeritusApplication

AppendixJ:RequestforPriorServiceCredit–AcademicEmployees

AppendixK:RequestforPriorServiceCredit–ProfessionalEmployees

AppendixL:ClassroomObservationPre-VisitQuestionnaire

AppendixM:ClassroomObservationFeedbackForm

AppendixN:ClassroomObservationPost-VisitQuestionnaire

AppendixO:RequestforArticle28Promotionand/orSalaryIncrease

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AppendixA:DPCBallot

LinktoDPCBallot:

http://www.fredonia.edu/humanresources/DepartmentPersonnelCommitteeBallot.pdf

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DepartmentPersonnelCommitteeBallot

NameofCandidate:

Department/School:

Candidatefor: �Reappointment

�ContinuingAppointment

�PromotiontoAssociateProfessor/AssociateLibrarian

�PromotiontoProfessor/Librarian

Recommendation: �Yes,stronglyrecommend

�Yes,recommend

�Yes,recommendwithreservation

�No,donotrecommend

Explainthereason(s)foryourrecommendation:

Signature

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Name(typed)

Date

Thiscompletedform(includingsignature)shallbecomepartofthecandidate’sreview

processandshallbesharedwiththecandidateandallsubsequentreviewers.

InattendanceatDPCdeliberation____Yes____No

AppendixB:APCBallot

LinktoAPCBallot:

http://www.fredonia.edu/humanresources/forms/APC_Ballot.pdf

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AcademicPersonnelCommitteeBallot

NameofCandidate:

Department/School:

Candidatefor: �ContinuingAppointment

�PromotiontoAssociateProfessor/AssociateLibrarian

�PromotiontoProfessor/Librarian

Recommendation: �Yes,stronglyrecommend

�Yes,recommend

�Yes,recommendwithreservation

�No,donotrecommend

Explainthereason(s)foryourrecommendation:

Signature

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Name(typed)

Date

Thiscompletedform(includingsignature)shallbecomepartofthecandidate’sreview

processandshallbesharedwiththecandidateandallsubsequentreviewers.

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AppendixC:COIForm

LinktoCOIForm:

http://www.fredonia.edu/humanresources/forms/COI_Form.pdf

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ConflictofInterestForm

NameofCandidate:

Department/School:

Candidatefor: �ContinuingAppointment

�PromotiontoAssociateProfessor/AssociateLibrarian

�PromotiontoProfessor/Librarian

Explanation:

Explainthereason(s)foryourconflictofinterest:

Signature

Name(typed)

Date

Thiscompletedform(includingsignature)shallbecomepartofthecandidate’sreview

processandshallbesharedwiththecandidateandallsubsequentreviewers.

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AppendixD:SuggestionsforPreparingaDossierforReappointment,ContinuingAppointment,orPromotion28

SuggestionsforPreparingaDossierforReappointment,ContinuingAppointment,orPromotion

Thesesuggestionsareintendedtoassistfacultycandidatesinpreparingmaterialsforpersonnelreview.Ultimately,itisthecandidate’schoiceofwhatisincluded.Althoughyoumaythinkofthisasanonerousclericaltask,treatitasyouwouldotheraspectsofyourfacultywork:allscholarlyprojectsrequirereflection,gatheringofappropriateevidence,goodwriting,andprofessionalism.Thedossierisyouropportunitytointroduceyourworktocolleaguesandtomakeareasoned,well-supportedargumentaboutthevalueofthiswork.Inadditiontoprovidinginformationthatisthebasisofpersonneldecisions,thedossierdemonstrateshowyourworkcomplementstheoverallworkofthedepartmentanduniversity.

A. GeneralSuggestions

B. Audience.Rememberthatalthoughonelevelofreviewinvolvesyourdisciplinarycolleagues,

someofwhommayhaveadirectknowledgeofyourwork,somereadersofthisdossierwillbefromoutsideyourspecialty.Justasyouwouldforagrantproposal,writeasclearlyandspecificallyaspossibleforageneralaudience.Showrespectforreaders’timebypresentingmaterialsinanorganized,concise,professionalway.

C. CentralQuestions.Prepareyourdossierasananswertothequestionsthatreviewcommittees

willuseintheirevaluations:● (forreappointment)Inthepastyear,howdoesthisfacultymember’swork

demonstratethathe/sheshouldbereappointedfornextyear?● (forcontinuingappointment)Howdoesthisfacultymember’swork

demonstratethathe/sheissomeonetheuniversityshouldretainindefinitely?● (forpromotion)Howdoesthisfacultymember’sworkdemonstratethathe/she

hasmetatleasttheminimumrequirementsforpromotiontoamoreseniorrank?

D. Organization.Eachdossiermaybeorganizedinslightlydifferentways,basedonthenatureoftheworkbeingpresented,thediscipline,varyingdepartmentalguidelines,andthefacultymember’sownpreferences.Theoutlineinthishandoutisageneralrecommendationfororganizingdossiers,likelytobemodifiedbasedonindividualrecordsanddepartmental

28AdraftofthesesuggestionswasdevelopedbytheVicePresidentforAcademicAffairs,VirginiaHorvath,andrevisedbytheSUNYFredoniaandUUPteamnegotiatingtheHandbook.Basedonherexperienceinevaluatingfacultydossiersfromalldisciplinesandasamemberofasix-yearAAHE-CarnegieFoundationprojectondocumentingfacultywork,thesesuggestionsareintendedtoassistfacultyindevelopingdossiersthatareclear,coherent,concise,andgroundedinappropriatedata.

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guidelines.

E. Format.AlthoughFredoniadoesnotcurrentlyhaveastandardsystemforelectronicportfolios,facultywhowishtopresenttheirmaterialsinanelectronicformatarecertainlyencouragedtodoso.Printorelectronicdossiersshouldbecompact,professionallookingandeasytonavigate,withapparatusthatallowsbrowsingandquickreference.Foraprintdossier,thereshouldberoomtoturnpages,clearlylabeledsections,andeasycross-references.Manyreaderspreferanoverview,withsupportingmaterialspresentedinanappendixorlink.

F. Bulk.Assumethatthesameprinciplesthatguideyourresponsestostudentwork,websites,or

professionalwritingareappropriatehere:youwouldnotwanttoreadrawdata,poorlyorganizedorwrittendocuments,orreportsthatseempaddedwithunnecessarymaterials.Beforeincludinganythinginthedossier,askwhetheritisnecessarytoyouroverallargumentandwhetherthematerialyouincludedocumentsanactivitythatthecommitteeneedstolookatindetailorwouldmisunderstandifthedocumentationwerenotincluded.

Thereisneverareasontosubmitanentirecrateofmaterials.Infact,evenifyouincludeallelementsoftheoutlineshere,aprintdossiercouldbecompletelycontainedina1”binder(withanypublishedbooksalsosubmitted).Usegoodprofessionaljudgment,andshowrespectforreaders’time.Herearesometypicaldossierfillersthatyoushouldnotinclude:

● manuscriptsofworkinprogress;● draftssubmittedforpublication;● notesonanuncompletedproject;● proposalsforgrantsthatwerenotfunded(unlessthedepartmentisinterested

inseeingthesesothatcolleaguescanbemorehelpfulinrevisingandresubmitting);

● everyhandoutforeverycourse;● everypageofcompletedstudentevaluations(findingawaytoincluderesultsin

aconcise,easy-to-readformatisessential,butnoreviewerneedstolookatallrawdataanddecipherhand-writtencomments)

● studentpapersorcompletedtests/exams(seeTeachingandLearningsectionbelowforexceptions)

● conferenceproposalssubmitted;● personalcorrespondencefromstudentsorcolleagues,unlesstheyhavegiven

permissionandthecorrespondencedocumentsclaimsinthedossier;● memosorminutesthatshowyouwereappointedtocommitteesorpresentat

meetings;● perfunctorythank-youlettersandnotes;● routinecorrespondenceaboutmaterialsalreadyinprint(suchasacceptance

letters).● conferenceprograms(includingthepresentationslidesortextwouldbeuseful;

showingyournameintheprogramwouldnot)

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● performanceprogramsalone(colleaguesmaywishtoseeyournameonaprogram,butmoreimportantissomethingthatallowsthemtoevaluatetheperformanceorexhibition)

A. Tone.Thewritingyoudoforthisdossierreflectsyourattitudetowardyourwork,your

students,yourcolleagues,andyourprofession.Becarefulaboutthetoneyouuse:committeescanbeconfusedorannoyedbychattydiction,sarcasm,fluff,hyperbole,anddefensiveness.Youmayfeeloppressedbythisprocessorangryatlettersyoureceivedthepreviousyear,butthefileisnottheplacetoventsuchfrustrations,criticizeyourcolleaguesortheadministration,requestfinancialsupport,ormakeacaseforchangingdepartmentaloruniversitypolicies.

B. Time.Doingthisprocesswellrequirestimeforboththinkingandassemblingmaterials.Startasearlyaspossible,andseekfeedbackfromtrustedcolleaguesasyouworkoutsectionsofthenarratives.Otherswillbeabletoaskquestionsorletyouknowwhereyouhavenotbeenclear.Althoughmanypeopledelaycompilingmaterialsuntiljustbeforethedeadline,finishingwellinadvanceoftheduedatewillgiveyouampletimeforreflectionandrevision,aswellasmoreenergyforthestartofthefallsemester.

1. FrequentlyAskedQuestions.Hereareanswerstosometypicalquestionscandidatesask:

A. HowcanIkeepareviewcommitteefrommissingsomethingimportantinmyrecord?Makesureit’seasytofind,notburiedinajumbleofotherthings.Aneffectiveletteroftransmittalisanotherwaytoletcommitteesseethehighlightsofyourrecord,andmostreadersappreciatewhenthatlettersummarizesthemostimportantpiecesofthefile.

B. WhydoIhavetoincludenarrativesaboutmycourses?Reviewcommitteeswillnotbeinyourclassroomsorhaveanyotherwayofknowingwhethertheobjectivesoutlinedonyoursyllabuswereactuallymetinyourcourses.Moreimportantly,thereisasignificantdifferenceinthewaysweexplainourcoursestoourstudents(onhandouts,syllabi,etc.)andthewayswecanexplainourprocessandresultingstudentlearningtoourcolleagues.Valuingteachingandlearningmeansthatweincludereflectivewriting,evidenceofeffectiveness,connectionstootherscholarlywork,andevidenceofscholarlyinquiryaboutteachingandlearninginourpractice.

C. HowcanIpossiblyexplainverycomplexideasinmydisciplinetopeoplewhoarefromotherfields?Youwon’tbeabletoexplain,inthisdossier,theeleganceofyourapproachtoaperformanceorproblemyou’veworkedoutinanarticlewrittenfordisciplinarycolleagues.Butabriefexplanationofyourinquiry—thecentralquestionsyourresearchorcreativeactivityasks—willprobablybeunderstoodbyyourcolleaguesindifferentfields.Thedossierisbeingreadbyotherfacultyandbyadministratorswithacademiccredentials:trustthattheycanknowtheenvironmentsofscholarlywork,eveniftheydonotshareyourdisciplinaryexpertise.Colleaguesoutsideyourdiscipline(andthoseinothersubfields)maynotknowthesignificanceofparticularjournals,presses,performancevenues,andconferencesinyourfield,soit’sagood

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ideatoletthemknowif,forexample,yourworkappearsinajournalwitha10%acceptancerateoryouareselectedforaprestigiousjuriedexhibition.It’snotbragging;it’shelpingreaderstounderstandthewayspeershavevaluedyourwork.

D. I’mnotmuchofawriter.Whyshouldthatmatterhere?Allscholarshipcomesdowntowriting,whetheritresultsinanarticle,book,report,orabstract.Nooneishopingforfloweryproseorelaborateautobiographyhere,butreadersdoexpecttofindefficient,literatewriting.Itisthebasisofourmeasurementofliteracyandprofessionalism,and,asinanyotherprofession,writingmatters.It’snotfair,perhaps,butalackofattentiontosuchboringtasksasproofreading,spelling,andmechanicswillbenoticedbycommittees—perhapsraisingquestionsaboutacandidate’sstandardsoracademiccredentials.Thelastresponseyouwouldwantfromacommitteewouldbedoubtaboutyourabilitytoteachandevaluatestudents,toreflectonteachingandlearning,ortoproducepublishableresearch,butpoorlyorganizedorarticulatedwritingraisessuchdoubts.Ifyouknowyouhavetroublewithediting,workoutthedraftsofthefileearly,andasktrustedcolleaguestoreviewdrafts.

E. HowdoIrespondtonegativestudentorpeerevaluations,orisitbetternottomentiontheseatall?Youcan’tignorethese.Yourreviewcommitteeswillnot.Anditistrickytorespondwithoutbeingdismissive,sarcastic,oroverlydefensive.It’sallrighttoexplainwhycertaincommentsdonottroubleyouorcauseyoutorevisethecourses,whyothershavecausedconcernandpossiblyadjustments.Everyonehassomenegativecommentsfromstudentsfromtimetotime;committeeswillbelookingforevidenceofhowyourespondtothese,howyouusecourseevaluations,midtermevaluations,orotherassessmentstoguideyourthinkingabouthowstudentslearn.Noonewantsyouto“waterdown”coursesormakepleasingstudentsyouraim:thegoalisforstudentstolearn,andathoughtfulinstructorwhoisabletochallengeandsupportstudentsintheirlearningisessential.Withpeerevaluations,itisessentialthatyoucommentinsomewaytothepraiseandcriticismyoureceive.Keepyourtonerespectfulandexplainhowyouareusingtheevaluator’scommentsasyouconsideryourcoursedesignordelivery.

F. IhaveasignificantpublicationthatcameouttheyearbeforeIwashiredatFredonia.Shouldn’tthisbepartofmyfirstreappointmentfile?Shouldn’tit“count”forcontinuingappointment?Whenyoustepontothetenuretrack,theclockbeginsagain.Soalthoughyourcurriculumvitae—includedineachyear’sdossier—liststhispublication,youwouldnotincludeitamongyouraccomplishmentsintheyearunderreview.It“counts”inthatitmayhavebeensignificantinyourbeinghired,butisnotpartofthereviewperiod.Itispartoftheoverallrecordthatisreviewedforcontinuingappointment,butcommitteesatthatpointarelookingforsustainedworkthroughthereappointmentyearsaswell.

G. ShouldIrespondtolettersIreceivedinthepreviousreappointment?IfpreviousreappointmentlettersfromChairsandadministratorshavesuggestedorinsisteduponcertainactions,besuretoshowhowyou’verespondedtotheserecommendations.Ifyou’vebeenadvisedtodosomething(suchasseekbroadervenuesforyourresearchorworkwithamentoronsomeaspectofyourteaching),committeeswillbelookingtoseethatyou’vedonethisand

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willbehopingforgoodresults.Makesurethatyoureffortstorespondtosuggestionsarenotlostinthefile.IfyouhavenotfollowedsomespecificrecommendationfromaChairorDean,thereisnohiding;explainthisdirectly.Thereisnoneed,however,torespondtospecificcommentsoncommitteemembers’ballots:thesecansometimesbecontradictory,andtheyrepresentanindividual’sresponse,nottheofficialadvicefromtheacademicunit.

H. ShouldIseekexternalreviewsofmywork?AtFredonia,noexternalreviewsarerequiredforcontinuingappointmentorpromotiondecisions.Butespeciallybecausedepartmentscanbesmall,theremaybeveryfewpeopleoncampuswhoworkinyourspecialtyarea.Havingtheperspectiveofthosewhoteachthesamecourses,performinsimilarways,orengageinsimilarscholarlyworkmaystrengthenyourdossier.Youcaninvitepeopletocommentonapublicationorateachingportfolio.Avoidalettercampaign,however.Afewlettersbypeopleknowledgeableinthefieldisfarmorevaluablethanastackoftestimonialssolicitedbythecandidate.

2. SuggestedOutlineoftheDossierThisoutlineofsuggestedsectionsandcontentsofyourdossiermightbeusefulinorganizingyourmaterialsinprintorelectronicformat.

A. Letteroftransmittal.Addressaletter,onletterheadandinstandardbusinessletterformat,to

thedepartmentChairandDepartmentalPersonnelCommittee.Itshouldpresentthecentralargumentofthedossierandthankcolleaguesforreadingandevaluating.Reviewersfinditveryhelpfulwhenacandidateusesthislettertosummarizethehighlightsoftherecordduringthereviewperiod:thiscanbeaccomplishedinabrief(1-or2-page)letterwithbulletlists.Thinkofthisletterasprovidingaclear,briefresponsetothequestionthecommitteewillask(suchashowyourworkinthepastyeardemonstratesthatyoushouldbereappointed).

B. PoliciesforReappointment/Tenure/Promotion.Sothatallreviewershavequickaccesstothe

policiesthatgovernyourpersonnelaction,includecopiesofthesepolicies:appropriatepagesfromthedepartmentalhandbookpoliciesforreappointment,continuingappointment,orpromotion;appropriatepagesfromtheFredoniaHandbook.

C. CurriculumVitae.Includeanupdatedcurriculumvitaethatoutlinesallcompletedprofessional

work—eventhatwhichpre-datesyourhireatFredonia.IfyoukeepyourmaterialupdatedinDigitalMeasures—ActivityInsight,youcaneasilygeneratethec.v.Includefullinformationforscholarly/creativework,followingthecitationconventionsofyourdiscipline.Itmaybehelpfultoreviewersifyourc.v.highlightsthoseaccomplishmentscompletedwithinthetimeperiodunderreview.

D. ExternalReviews(ifincluded).Externalreviewisnotrequired;however,ifyoudohaveletters

ofevaluationorsupport,includetheminthissection.

E. TeachingandLearning.SeethedetailsinSection4belowforsuggestedorganizationof

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materialsrelatedtoTeachingandLearning.1) Narrativeoverview2) Coursestaughtinthereviewperiod3) Curricula/program/accreditationmaterialsdeveloped4) Assessmentsandevidenceofstudentlearning5) Goalsforfuturecourses6) Supportingmaterials

F. ScholarlyandCreativeActivity.SeethedetailsinSection5belowforsuggestedorganizationofmaterialsrelatedtoScholarlyandCreativeActivity.1) Narrativeoverview2) Annotatedbibliography/listofworkcompletedduringthereviewperiod3) Workinprogress4) Goalsforfuturescholarshipandcreativeactivity5) Supportingmaterials

G. Service.SeethedetailsinSection6belowforsuggestedorganizationofmaterialsrelatedto

Service.1) Narrativeoverview2) Annotatedlistedofservicecompletedduringthereviewperiod3) Goalsforfutureservicecontributions4) Supportingmaterials

3. DocumentingTeachingandLearningThissectionofthedossierisveryimportantatFredonia,withourcommitmenttostudentsuccess.Itisachancetoreflectuponandprovideevidenceforanessentialpartofyourfacultyrole,sothissectionneedstoincludemorethansyllabiandcourseevaluationscores,whichrevealonlyasmallpartofthepicture.Reviewersofthedossierwanttoknowhowyouapproachanddesignyourcourses,howyouengagestudentsinandoutsideofclass,howyouevaluatestudentworkandusemultipleformsofassessmenttoimproveteaching/learning,howyourteachingcomplementstheworkofyourdepartmentalorprogramcolleagues,andhowyouconnectyourcoursestothecriticalquestionsofyourdiscipline.Excellentteachinggoesfarbeyondcontentmasteryofone’sfieldortheabilitytoorganizeanddeliveraclearlecture:itincludesdeepunderstandingofthecurriculumandwaysstudentslearnbest,coursedesignswithhighexpectationsandrigor,assignmentandprojectdesignsthatscaffoldlearning,appropriateusesoftechnology,attentiontoinclusionanddiversity,andguidanceandfeedbackasstudentsarechallengedtolearn.AtFredonia,excellentteachingalsoincludeseffectiveacademicadvising(courseselection,careerguidance,andotherissues),collaborationoncurriculumdevelopmentandassessment,willingnesstoassiststudentsinsideandoutsideclass,andextendinglearningbeyondtheclassroomthroughservice-

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learning,experientiallearning,andcollaborativeresearch/creativeactivity.ThefollowingoutlinemightbeawaytoorganizetheTeachingandLearningsectionofyourdossier:

A. Narrativeoverview.Beginthissectionwithabriefnarrativeaboutyourteachinginthereviewperiodandhowitisscholarly,aswellaseffective.Thisisdifferentfromamoregeneral“teachingphilosophy”statementthatoneordinarilyincludesinanapplicationforateachingposition,andthisnarrativeisgoingtochangethrougheachyearofthereappointmentprocess.Youmightapproachthisnarrativebyconsideringwhatyouhopetodemonstrateaboutyourteaching.Thesearesometypicalquestionsthenarrativemightanswer—althoughyouwouldcertainlynotattempttoaddressallofthese:● Howdidyourteachingdeveloporchangeoverthereviewperiod?● Howhasyourfieldchanged,andhowdoyourcoursesreflectthosechanges?● WhathaveyoudiscoveredaboutFredoniastudentsandthewaystheylearnbest?● Whatisinnovativeaboutyourcourses?● Howdoyouattendtoandmeasurestudentlearning?● Howdoyourcoursescomplementothereffortstoachievedepartmental,program,or

institutionalgoals(suchasglobalfocus,attentiontodiversity,environmentalstewardship,communityengagement,undergraduateresearch)?

● Howdoesyourteachingconnecttootherformsofscholarship?● Whatquestionsdoyouaskofyourownteaching?● Whatareyourscholarlypracticesregardingteaching(inquiry,reading,collaboration,

revision)?● Whattextsortheorieshaveinfluencedthewaysyouthinkaboutyourdiscipline,the

studentsyouteach,andthewaysyoudesignyourcourses?● Howhasnewlearningofyourown(suchasscholarlyinterests,participationinworkshops

andseminars,expertisewithtechnology,communityengagement)affectedyourcoursesandyourstudents’learning?

B. Coursestaughtinthereviewperiod.Listallthecoursesyoutaughtduringthereviewperiod,by

semester.Atablethatincludescourseenrollmentsmaybeaneffectivewaytopresentthissimplyandclearly.Youmaywanttoincludeabriefnarrative(paragraphortwo)abouteachofthecoursesyouhavetaughtduringthereviewperiod,withreferencestocoursematerialsintheSupportingMaterialssection.Howdidthecourseevolveoverthesemestersyouhavetaughtit?Whatchangeshaveyoumadeincontent,classformat/delivery,assignments,usesoftechnology?Why?Whattellsyouwhethertheyworked?Whatisparticularlychallengingorrewardingaboutteachingacertainclass?

C. Advisinginthereviewperiod.Indicatethenumberofadviseeseachsemester,anddescribeyourapproachtoadvising.Whatareyourgoalswithstudents?Whatdoyoudoasanadvisor,otherthantherequiredmeetingforcourseselection?Howhaveyourefinedyourapproachtoadvisingthroughtrainingandprofessionalreading?Howdoyouassessyouradvisingsessions?

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D. Curricula/program/accreditationmaterialsdeveloped.Ifyouhavebeeninvolvedindeveloping

newcurricula,revisingcurricula,ordevelopingmaterialsforspecializedaccreditationreview,listthosecontributionshere.Iftheworkiscollaborative,explainyourrole(suchas“responsiblefor50%oftheproposalorreport”)andthescholarlycontributionsyoumadeinthiseffort(suchas“providedstatisticalbackgroundindevelopingtheassessmentsystem”or“researchedmodelsfromotherinstitutions”or“didmostofthewritingandeditingofthisreport”).Thishelpscolleaguestoseethewaysyoubroughtyourknowledgeofyourfieldandstudentlearningtocontributeanimportantpartoftheteachingandlearningroleofthedepartmentorprogram.

E. Assessmentsandevidenceofstudentlearning.Althoughtheprevioussectionsofferyourreflectiononwhatyouaretryingtodoinyourcoursesandthewaysyoudesignanddelivercoursessothatstudentslearn,thissectionfocusesonevidenceofyourclaimsandgoals.Noonemeasure—particularlystudentevaluations—givesthecompletepictureofinstructorperformanceorstudentlearning,sospendsometimeconsideringthemanygoalsyouhaveforstudentlearningandthemanywaysthatthosegoalsmightbemeasured.Thislistsuggestsevidencethatyoumightinclude:

● Peerevaluationsofyourteachingcompletedduringthereviewperiod.Trytohaveatleastoneoftheseforeachsemesterbeforethedecisionforcontinuingappointment;thisisnotintendedasaperfunctoryrequirement—justcollectingtherightnumberof“testimonials”aboutyourdeliverystyle—butameansofdemonstratingthatyouareengagingcolleaguesfrominsideandoutsideyourdepartmentinprovidingfeedbackthatyoucanusetoimprovecourses.Becauseyouprobablydemonstratedyoureffectivenessindeliveringapresentationaspartofyourinterviewbeforehire,youdon’tneedtokeephavingmorepeoplesaythatyouorganizematerialwell,connectwithstudents,speakprofessionally,andsoon.Considertheotheraspectsofyourteachingrolethatyourreviewersmightwanttosee,andinvitepeopletoobserveandevaluate.YoucanaskcolleaguesatFredoniaorelsewheretoreviewyourcoursedesign/syllabus,yourassignmentdesign,yourcommentsonstudentwork,yourabilitytoleaddiscussionorintegrativelearningapproaches,youreffectivenessinadvising.Thescheduledpeerevaluationcoursevisit(anannounced,one-timevisittowatchyoudeliveralecture)doesn’tprovideanyinformationthatyourreviewersdon’talreadyhave.Whatwouldhelpyoumeasureanotherpartofyourteachingrole?Whatwouldhelpreviewerstohaveasnapshotofyourworkinthisarea?Inthissection,referyourreaderstotheevaluationsthemselves(intheSupportingMaterialssection),butcommenthereonthoseevaluations,summarizingtheirmainpointsandrespondingtotheevaluators’ideasandsuggestions.

● Studentevaluationsofyourteachingcompletedduringthereviewperiod.Student

evaluations—inmanyforms—arenotmeasuresofinstructionaleffectiveness,andthe

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scoresonsuchinstrumentsshouldnotbeover-emphasizedinthedossierorinreviewcommittees’discussions.Theycannotmeasuretheinstructor’sknowledgeofthedisciplineorthecontent,andbecausethesamestudentsarenotinallcourses,theyarenotobjectivecomparisonsofcourses.Theyarevaluable,however,inprovidingstudentperspectivesonwhetherthegoalsforacoursewereaccomplished.Nofacultymembershouldwaterdowncourses,avoidtryingnewapproaches,orattempttoswaystudentsinthehopesofimprovingevaluationscores.Instead,thefocusshouldbeondevelopingrigorouscoursesandhelpingallstudentsachievetheleveloflearningforeachcourse.Evaluationsprovideaperspectiveonwhatisandwhatisn’tworking.Inthissectionofthedossier,commentonwhatthoseevaluationstellyouaboutyourteaching,possiblyhowtheyhaveinfluencedyourchoicesabouttheclassroom.Whathavestudentssaidaboutyourcoursesandhowyouhavehelpedthemlearn?Howhaveyouusedinformationfromdifferentformsofstudentfeedback(classroomassessments,midtermevaluations,end-of-courseevaluations/surveys)toreflectuponandpossiblymodifyyourcourse?Howhavestudentevaluationsorcommentsreinforcedyourcommitmentstoparticularapproachesorlearningstrategies?Whatmayhavesurprisedyouaboutthefeedbackfromstudents?Howareyouusingthisinformationasyouplanfuturecourses?

● Selfassessmentofyourteachingduringthereviewperiod.Basedonwhatyouhave

observedandwhatyouhavelearnedfrompeersandstudents,howdoyourateyourteachingintheperiodunderreview?Toavoidassigningyourselfalettergrade,youmaywanttoapproachthisusingthelabelsmostfrequentlyseenincurriculummaps:introductory,practice,andmastery.Whenyoutryanewapproachordevelopanewcourse,yourassessmentmightbe“introductory,”withacertainsetofquestionsforevaluatingyoureffectiveness.Somecoursesmightbe“practicing”or“developing,”asyourefineyourapproach,usenewcoursematerials,ordesignnewassignmentsforengagingstudentsinlearning.Youmightlabelsomecoursesas“mastery”:you’vetaughtthemenoughtimestohaverefinedyourapproaches,andstudentswhodotheworkyou’veoutlinedforthemaregenerallysuccessfulinlearningthecoursematerial.Youneednotusetheselabels,buttheygiveyouanideaofhowyoumightapproachselfassessmentinamoresystematicwaythansaying,“IthinkIhadagreatyear”and“I’veenjoyedmyteaching.”

● Otherassessmentsofteachingeffectivenessmayincludealistofthesekindsactivitiesandoutcomes:

♦ waysthatyourteachingadvancesthedepartmental/school/college/campusor

universitymission;♦ evidenceofimprovedperformance,communityengagement,researchability,or

criticalreading/writing/speaking/thinkingskillsforstudentsinyourcourses;♦ evidenceoflearningbeyondtheclassroom,studio,orlaboratory;♦ evidenceofwaysthattechnologyhasimprovedstudentlearning;

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♦ evidenceofstudentachievement;♦ evidenceofincreasedlearningthroughservice-learningprojectsinyourcourses;♦ evidencethatyourcourseshavedevelopedinterdisciplinarythinking;♦ evidencethatyourcourseshaveengagedstudentsinapplyingscholarshiptoreal-

worldproblemsandissues;♦ waysthatyouhavemadeyourteachingpublicandscholarly(throughpresentations,

publications,orotherformsofscholarship);♦ evidencethatyouhavedoneadvisingeffectively;♦ waysthatyouhaveimprovedyourteachingbydevelopingyourskills(courses,

certifications,engagementinpeerreviewactivities,conferences,consultingorotherreal-worldconnectionstothesubjectofyourcourses)

● Teachingawardsyoureceivedorwerenominatedforduringthereviewperiod.Be

preciseaboutdatesandawardingorganizations.

F. Goalsforfuturecourses.List,withbriefexplanations,yourprimarygoalsforteachingandlearninginthecomingsemesters.Showhowyouareplanningtotheresultsofvariousassessmentstorefineandimproveyourteaching.Forearly-careerfaculty,thesegoalsshouldthenbeaddressedinthefollowingyear’sreappointmentdossier.

G. Supportingmaterials.Includeclearlylabeledmaterialstowhichyou’vereferredinyournarrativeandotherpartsoftheTeachingandLearningsectionofthedossier.Whenpossible,chooserepresentativesamples,noteverythingyoumightinclude.Hereareexamplesofthematerialsyoumightinclude:

● course/teachingportfolios(andinternalandexternalreviewsofthese,ifyouhavethem);

● syllabi;● sampleassignmentsandprojects;● sampletests;● innovativeclassroomassessmenttoolsandresults;● samplelecturenotes,mediapresentations,webpages;● samplestudentwork(usedwithpermissionandwithidentifyinginformationremoved);● curricularproposalsorassessment/accreditationreports;● peerevaluations● studentevaluations(Seebelow.)

SuggestionsforStudentEvaluations:Includeinanorganized,easy-to-readformattheresultsofanystudentevaluationsundertakenduringthereviewperiod.Toeliminatetheneedforhuge,separatefoldersforallthoseindividualforms,preparethisinformationasasummaryreport.Somedepartmentsmaypreparesuchareportforcandidates,andtheCourseResponsetoolallowsyoutogenerateareporteasily.Youcandothisyourselfbysummarizingscoresintables,andtypingupstudentcomments(perhapsselectingmostrecentorrepresentativesemestersif

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theoverallrecordisconsistent).Thisreportcanbevalidatedbyhavingafacultyoradministrativecolleaguesignastatementthathe/shehasdouble-checkedyoursummariesagainsttheoriginalforms.

4. DocumentingScholarlyandCreativeActivityThissectionofthedossierdemonstratesthewaysthatyouareengaginginscholarlyandcreativeactivityappropriatetoyourdisciplineandconsistentwiththeexpectationsofyourdepartment.Fredonia,asacomprehensiveregionaluniversity,expectsfacultytobeactiveandcurrentintheirdisciplines;itisthereforeimportantthatbeforereviewforcontinuingappointment,facultyshowthattheycanengageinscholarlyandcreativeworkandmodelscholarlyinquiryforstudents.Scholarlyandcreativecontributionscantakemanyforms:compositions,publications,performances,presentations,engagementscholarship,andgrants.Thisoutlineprovidessuggestionsfororganizingthissectionofthedossier.

A. Narrativeoverview.Inafewparagraphs,explainthewaysthatyourscholarlyandcreativeactivityhaschangedsincethelastreview.Becauseyouwillprovidethedetailsaboutthenumberofaccomplishmentsinthenextsection,letthisnarrativetellreadersmoreaboutthereasonsforyourchoices.Whatisthefocusofyourscholarlyandcreativework?Howdoyourcurrentprojectsbuildonpreviouswork?Whatisdistinctiveabouttheworkyouaredoing?Howdoesyourworkcontributetothedisciplineortothecommunity?Whathasbeenespeciallychallenginginyourscholarlyandcreativework?

B. Annotatedlistofcreative/scholarlyworkscompletedinthereviewperiod.Inthissection,provideanannotatedbibliographyofworks/activitiesthatwerecompleted(actuallycameoutinprint,presented,orperformed)duringthereviewperiod.ActivityInsight(inDigitalMeasures)caneasilygeneratethislistinaWorddocumentyoucaneditandinclude.

C. Worksthatarenotyetinprintbutforthcoming(acceptedbutnotyetpublished,performed,presented,orexhibit)shouldbenotedassuchwithanexpecteddateofpublication.Workinprogressshouldnotbeincludedinlistsofprinted/presented/acceptedworksbutplacedinaseparatesection;theseworksdonotcountinthecurrentreview,buttheydodemonstratecontinuinginquiryinyourfieldandprovidesomeinsightsintoyouroverallresearchorcreativeagenda.

Besurenottopadthissection:reviewersmaywellnote,insubsequentreviews,whethertheworkinprogresscametofruition.Committeesbecomefrustratedwhenthisbasicinformationisdifficulttofindorhardtounderstand,andtheybecomeangrywhenthepresentationisvagueormisleading.Forallscholarlyachievements,providefullinformation(includingdates).Usethecitationstyleofyourdiscipline,beingsuretopreservethepriorityofrecordforworkswithmultipleauthors.Describeeachentrybriefly,andincludedocumentationinthesupplementarymaterials.Beaccurateandcomplete.

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1) Publications.Listworkswhichappearedinprintduringthereviewperiod.Donotlistany

otherworks,suchasthosecompletedbeforeyourFredoniaappointment.Publicationsincludebooks,articles,bookreviews,translations,publishedreports,editedbooks/journals,commerciallyavailablevideoandaudiorecordings,creativewriting,commerciallyavailablecompactdiscs,commerciallyavailablesoftware.Givefullbibliographiccitationsinthedocumentationstyleappropriatetoyourfield.Yourannotationshouldclarifywhethertheworkwasrefereedorinvited,andincludethenamesofanyco-authors.Includeastatementaboutthenatureofthejournalsothatthoseoutsidethespecialtycanhavesomesenseofthestatureofthepublication.Ifsuchinformationisroutinelyreportedinyourdiscipline,tellhowmanytimesyourworkhasbeencited.

2) Performances,exhibitions,orothercreativeactivities.Facultyinfineartsand

performance-baseddisciplinesshouldlistperformances,exhibitions,orshowsduringthereviewperiod.Donotlisteventsfromoutsidethistimeperiod.Theatreandmusicperformances,artexhibitions,juriedshows,andsoonshouldbepresentedinadocumentationformatappropriatetoyourdiscipline.Indicatewhethereachworkwasjuried,invited,reproduced,cited/reviewedinpublications.Inaddition,tellwhethereachworkwasinternational,national,regional/state,orlocalinitsscope.

3) Grants.Listthegrantsbothsubmittedandawardedduringthereviewperiod.Include

informationaboutyourrole(suchasprincipalwriterorco-principalinvestigator),thegrantingagency,amountrequested,andamountfunded.Bothinternalandexternalgrantsshouldbelistedhere.

4) Scholarlypresentations.Listscholarlypresentationsyouhavegivenduringthereview

period.Thesemayincludekeynoteaddresses,papers,posters,orworkshopspresentedatacademicconferencesorinsettingswhichmaycallformoreappliedscholarship(business,industry,community).Usethestandarddocumentationstyleappropriatetoyourdiscipline,beingsuretoprovidespecificinformationaboutdates,titles,thenatureoftheconference(international,national,state,regional,local),andthenatureofthepresentation.Includethenamesofanyco-authors,andtellwhetherthepresentationwasinvitedorrefereed.

5) Awardsandrecognitions.Listanyawardsandrecognitionsforscholarlyorcreativeactivityconferredwithinthereviewperiod.Besuretoexplainthenatureoftherecognition,dateofaward,aswellastheorganizationsponsoringtheaward.

6) Scholarlyparticipationatconferences/professionalmeetings.Listtheeventsat

professionalmeetingsinwhichyouhavehadanofficialrole,otherthanpresentingyourownscholarship.Thismayincludeorganizingaconference,developingandChairingasession,servingasaninvitedrespondenttoothers’scholarship,orparticipatinginapaneldiscussion.Beclearaboutthenatureofyourrole,thenatureofthemeeting(international,national,state,regional),andthewaysthatyourparticipationwasscholarly,asopposedto

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beingaservicetoyourprofession.7) Professionalgrowth:

a. Conferencesattended.Listconferences,workshops,orotherprofessionalupdatingactivitiesyouattendedwithinthereviewperiod.Providespecificinformationabouttheorganization,location,anddateofthemeeting.Indicatewhethereachwasinternational,national,regional,state,orlocal.

b. Education/fieldexperience.Listanyformaleducationorfieldexperiencethatyou

pursuedduringthereviewperiod.Ifyouhaveattendedclasses,workshops,ortrainingtofurtheryoureducation,notewheneachclasswastaken,andexplainbrieflythesignificanceofthisexperiencetoyourprofessionaldevelopment.

c. Professionalmemberships.Listanyorganizationstowhichyoubelongandinwhichyou

participateinascholarlyway(fulfillarolebeyondpayingyourannualdues).Givethenameoftheorganization,thedatesofyourmembership(withinthereviewperiod),andabriefexplanationofthewaythismembershipispartofyourscholarship.

d. Otherevidenceofprofessionalgrowth.Describeanyaspectsofyourprofessional

growthduringthereviewperiodthatdonotfitintotheabovecategoriesbutwhichwarrantconsiderationfortenureorpromotion.

D. Workinprogress.Listbrieflytheprojectsthathavebeenacceptedorsubmitted,aswellas

thoseonwhichyouarecurrentlyworking.Berealistic,andavoidexaggerationhere:youmaybeaskedfordocumentationorexpectedtohavethisworkcompletedbythenextreview.

E. Goalsforfuturescholarshipandcreativeactivity.Listyourgoalsforscholarlyandcreativework

inthefuture.Especiallyforfacultyseekingreappointment,thislistgivesreviewerstheopportunitytoknowaboutyourlong-andshort-termplans.

F. Supportingmaterials.Includeclearlylabeledmaterialstowhichyou’vereferredinyournarrativeandotherpartsoftheScholarlyandCreativeActivitysectionofthedossier.Hereareexamplesofthematerialsyoumightincludeascopies(print)orscans(electronic):

● offprintsofshortpublications;● copiesofbooks(submittedtodepartmentifthedossieriselectronic);● accessibleformofcreativeworks(suchasscannedimages,recordings);● conferencepresentations(paperread,PowerPointslides,postercontents);● linkstoweb-based(non-pdf)publications;● reportsofengagementscholarshipresults;● abstracts;● grantproposalsandgrantreports;● performanceprograms;

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● reviewsofpublications,performances,andexhibitions;● projectproposalsandreports;● citationsofyourwork;● appropriatecorrespondence(suchaslettersconfirmingacceptanceofworkin

progress).Thissectionshouldbecleanandstraightforward,withthematerialseasytofind.Donotclutterupthedossierbyincludingdrafts,reviewers’comments,testimonials,ormaterialsthatappearedoutsidethereviewperiod.

5. DocumentingServiceThissectionofthedossierneednotbeverylong,butit’simportanttodemonstratethewaysyouarecontributingtoyourdepartment,theuniversity,thecommunity,andyourprofession.Fredonia,asapublic,regionaluniversity,expectsfacultytocollaboratewithcolleaguesindepartmentalmattersandthecurriculumandtotakeleadershiprolesoncommitteesandingovernance.Activeengagementwiththecommunity(localandregional)isalsovalued,asisservicetoscholarlyorganizations.ThefollowingoutlinemightbeawaytoorganizetheServicesectionofyourdossier:

A) Narrativeoverview.Beginwithaverybriefnarrativethatexplainsyourchoicesaboutserviceandwhereyou’vedirectedyoureffortsduringthereviewperiod.

B) Annotatedlistofserviceactivitiesduringthereviewperiod.Ineachcategory,listyourcommitteework,leadershiproles,andotherresponsibilities.Youmaywanttoestimatethetimecommitmentofeachoftheseactivities,sothatreviewerscaneasilyseewhichactivitiesrequiredjustafewhours,whichrequiredconsiderableinvestmentsoftime.

Forcommittees,clarifyyourrole,whetheryouwereappointedorelected,thedatesofservice,thenatureoftheworkandyourparticipation.Discipline-basedcitizenshipmayincludesuchactivitiesasorganizingconferences,servinginanelectedposition,Chairingsessions,servingasareviewerforajournal,orservingasapeerevaluatorforanotherinstitution.Includecommunityserviceactivitiesrelatedtoyourprofessionalrolebutnotthoseyoudobecauseyou’reagoodcitizen:forexample,volunteeringtoassistduringablooddriveisgoodcitizenshipbutnotprofessionalservice—unless,forexample,youareamicrobiologistwhoisonhandasavoluntaryprofessionaltoadviseonbloodanalysesandinfectionprevention.

Ifappropriate,referreaderstosupplementarymaterialsrelatedtoservice,asyoulisttheactivitiesofeachofthesecategories:1. Servicetothedepartment2. Servicetotheuniversity3. Professionalservicetothecommunity

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4. Servicetothediscipline5. Professionalconsulting,technicaladvising,orotherappropriate,service(Indicate

whetheryouwerepaidfortheseservices.Thisisnotheldagainstyou,butreviewerswillwanttoknow.)

6. Anyotherevidenceofservicenotcoveredintheothercategories

C) Goalsforfutureservicecontributions.Verybriefly,explainyourgoalsforserviceactivitiesinthenextreviewperiod.Whatstrengthscouldyoubringtoyourdepartmentandtheuniversity?Whatkindofservicedoyouseeasthemostengagingandthebestuseofyourtime?

D) Supportingmaterials.Veryfewsupportingdocumentsareneededforthissectionofthedossier.Somepossibilitiesarereportsorsamplematerialsproducedbyyoualoneorwithacommittee.Distinctivelettersaboutthevalueofyourcontributionscouldbeincluded,butavoidincludingroutinethankyoulettersandnotes.

7. ResourcestoAssistYouPreparingmaterialsforpersonnelreviewsmayfeellikesolitarytask,buttherearemanycampusresourcesavailabletoassistyou.Rememberthatalthoughitmayseem—becausethisisanevaluativeprocess—thatothersareagainstyou,itisineveryone’sbestinterestforyoutosucceedinyourprofessionalworkatFredonia.Theseresourcesmaybeespeciallyvaluable:

● WorkshopsofferedbytheProfessionalDevelopmentCenter● Connectionsmentoringprogram,throughwhichyoucanbepairedwithsomeonetoassistyou

inimplementingyourprofessionaldevelopmentplanandindocumentingyourworkinthedossier

● MeetingswithyourdepartmentChairwellbeforethedayyousubmityourdossier● Goodconversationwithyourcolleaguesaboutyourwork,theirwork,andthedirectionsin

whichthedepartment/campus/universityaremoving● SourcesontheProfessionalDevelopmentCentershelvesinReedLibrary● Otherpublicationsaboutfacultywork/roles,documentation,andissuesinteaching/learning

andscholarship.Herearesomeexamplesofworksyoumayfinduseful:Ambrose,SusanA.etal.HowLearningWorks:SevenResearch-BasedPrinciplesforSmart

Teaching.SanFrancisco:Jossey-Bass,2010.Angelo,ThomasA.andK.PatriciaCross.ClassroomAssessmentTechniques:AHandbookfor

CollegeTeachers.2nded.SanFrancisco:Jossey-Bass,1993.Bain,Ken.WhattheBestCollegeTeachersDo.Cambridge,MA:HarvardUniversityPress,2004.Bakken,JeffreyP.andCynthiaG.Simpson.ASurvivalGuideforNewFacultyMembers:Outlining

theKeystoSuccessforPromotionandTenure.Springfield,IL:CharlesC.Thomas,2011.Banta,TrudyW.,ElizabethA.Jones,andKarenE.Black.DesigningEffectiveAssessment:

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PrinciplesandProfilesofGoodPractice.SanFrancisco,CA:Jossey-Bass,2009.Barkley,ElizabethF.,K.PatriciaCross,andClaireHowellMajor.CollaborativeLearning

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8. FinalCommentsThedossierpreparationprocessmayseemoverwhelmingthefirsttimeyougothroughit,butitbecomeseasierintime.Agoodstrategyistodevelopthehabitsthatwillassistyouinthereviewprocess:

93

● routinelycollectingmaterialsinanorganizedway;● updatingyourDigitalMeasures—ActivityInsightdatasothatit’seasytodownloadacurrent

curriculumvitaeorbibliographyorcourseinformation;● regularlymeetingwithyourdepartmentChairsothatyouhaveaclearunderstandingof

expectationsandperceivedareastoimprove;● allowingregulartimetoreflectnotonlyonyourday-to-dayworkbutalsoonyourcareer

trajectoryandyourownideasofsuccess;● relyingonyourskillsasascholarandawritertopreparematerialsthatdemonstrateyour

professionalism;● allowingmoretimethanyouthinkyou’llneedtodothiswell.

Ifyouwerehiredinatenure-trackposition,Fredoniawantsyoutosucceedandtodevelopthekindofrecordthatleadstocontinuingappointment.Beconfident,dogoodwork,andgiveyourcolleaguesaclearpictureofhowyourworkhelpsthedepartmentandFredoniaadvanceitsmission.

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AppendixE:PerformanceProgramForm

LinktoPerformanceProgramForm:

http://fa.fredonia.edu/sites/fa/files/section/humanresources/_files/UUP_PerfProgForm_03_2014.docx%20w%20MD%20comments%203.13.14.docx

LinktoAdditionalPerformanceGoalsSheet:

http://fa.fredonia.edu/sites/fa/files/section/humanresources/_files/UUP_Eval_AddlGoals_and_Ratings_Locked.docx

95

Professional Employees

Performance Program Form

●

I.IdentifyingInformation

Employee:

Review Cycle: From: To:

Budget Title: Salary Level:

Campus Title:

Department:

Supervisor: Title:

II. Secondary Sources (if any) to be consulted as part of the Evaluation process. The supervisor, after consultation with the employee, shall identify the individuals, departments, other offices or agencies (if any) which are involved with the performance of the employee and may affect the employee’s ability to achieve the stated Performance Goals set forth below, and which may be consulted as part of the evaluation process. The supervisor shall also identify the relationship between each secondary source and the employee.

List secondary sources

(if any)

Secondary Source Relationship with Employee

III. Performance Goals and Measures

Individual Goal & Measure:

Individual Goal & Measure:

96

Individual Goal & Measure:

Individual Goal & Measure:

Individual Goal & Measure:

Individual Goal & Measure:

� Check here if additional Individual Goals & their Measures are attached.

IV. Signatures

Supervisor:

Date:

Employee: Date:

The employee’s signature acknowledges receipt of the Performance Program. If the supervisor and the employee do not concur on the Performance Program, the employee has the right to attach a statement to the Performance Program within 10 working days from receipt.

97

Copies: Employee

Immediate Supervisor

Unit Supervisor(s)

Divisional Vice President

Human Resources (Original)

Rev. 7/11/11

98

AppendixF:PerformanceEvaluationForm

LinktoPerformanceEvaluationForm:

http://fa.fredonia.edu/sites/fa/files/section/humanresources/_files/UUP_EvalForm_Locked_3_23_14.docx

LinktoAdditionalGoalsandRatingsSheet:

http://fa.fredonia.edu/sites/fa/files/section/humanresources/_files/UUP_Eval_AddlGoals_and_Ratings_Locked.docx

99

Professional Employees

Performance Evaluation Form

Instructions for Supervisors:

1. Schedule a mutually convenient time with the employee to meet and discuss the Evaluation. 2. Prior to preparing a draft Evaluation, provide an opportunity for the employee, if the employee so desires, to give the

supervisor a one-page summary of accomplishments and challenges. 3. Secure input from secondary sources. 4. Prepare a draft Evaluation form and share it with the employee prior to the Evaluation meeting. 5. Meet with the employee to review and discuss the Evaluation. 6. As necessitated by the information exchanged in the evaluation meeting, modify the Evaluation form. 7. Ensure that the Evaluation includes a summary characterization of the employee’s performance as either “Satisfactory” or

“Unsatisfactory.” ● The supervisor may also utilize the optional evaluation rating (e.g.: “Highly Effective,” “Effective,” etc.) provided

on the form. 8. If considering an overall evaluation of Unsatisfactory, contact Human Resources prior to assigning the rating. 9. Secure the employee’s signature and sign the Evaluation form. 10. Provide the employee with a final dated copy. Forward the original dated and signed Evaluation form to Human Resources. 11. If a renewal, non-renewal, or permanent appointment recommendation is checked, complete a COS and route for approval. 12. Prepare a Performance Program for the next cycle (begin with the end date of the previous Performance Program and

extend for a one-year period).

I.IdentifyingInformation

Employee:

Review Cycle: From: To:

Budget Title: Salary Level:

Campus Title:

Department:

Supervisor: Title:

II. Secondary Sources (if any) consulted as part of the Evaluation process

List secondary

sources (if any):

�

�

�

III. Performance rating on goals contained in the Performance Program

100

Individual Goal & Measure:

Status: � completed � satisfactory progress � unsatisfactory/insufficient progress � goal was deleted/modified

Rating: � highly effective � effective � some improvement needed � unsatisfactory

Comments:

Individual Goal & Measure:

Status: � completed � satisfactory progress � unsatisfactory/insufficient progress � goal was deleted/modified

Rating: � highly effective � effective � some improvement needed � unsatisfactory

Comments:

Individual Goal & Measure:

Status: � completed � satisfactory progress � unsatisfactory/insufficient progress � goal was deleted/modified

Rating: � highly effective � effective � some improvement needed � unsatisfactory

Comments:

Individual Goal & Measure:

Status: � completed � satisfactory progress � unsatisfactory/insufficient progress � goal was deleted/modified

Rating: � highly effective � effective � some improvement needed � unsatisfactory

Comments:

Individual Goal & Measure:

Status: � completed � satisfactory progress � unsatisfactory/insufficient progress � goal was deleted/modified

Rating: � highly effective � effective � some improvement needed � unsatisfactory

Comments:

Individual Goal & Measure:

Status: � completed � satisfactory progress � unsatisfactory/insufficient progress � goal was deleted/modified

Rating: � highly effective � effective � some improvement needed � unsatisfactory

Comments:

� Check here if additional Individual Goals & their Measures are attached.

101

IV. Summative Rating (check either Satisfactory or Unsatisfactory)

Optional Satisfactory Rating:

� Satisfactory

�

Highly Effective – The employee meets and frequently exceeds the performance expectations for all tasks. The employee is recognized as a particular asset to the department and college community. The employee is performing better than expected for many of the tasks.

�

Effective – The employee meets many performance expectations and performs in a competent manner. This is the expected and usual level of performance for most employees.

�

Some Improvement Needed – The employee meets many performance expectations, but needs improvement in others. Some tasks may require extra direction by the supervisor.

�

Unsatisfactory The employee’s performance needs significant improvement and is below a minimally acceptable level. Such employee lacks a basic understanding of position duties and responsibilities. Many tasks require extra direction by the supervisor, or the supervisor may find it necessary to avoid assigning tasks to the employee.

V. Recommendation from Immediate Supervisor (check one)

� Renewal

� Non-Renewal

� Permanent Appointment

� Annual Professional Evaluation

VI. Signatures

Supervisor: Date:

Employee: Date:

I have reviewed this Evaluation with my immediate supervisor. My signature means that I have been advised of the Performance Evaluation. I understand that I have a right to a review of this Evaluation by the College Committee on Professional Evaluation if my performance has been characterized as unsatisfactory and, if I request such a review, that I must inform, in writing, my immediate supervisor, the Chair of the College Committee on Professional Evaluation, and the College President or designee within 10 working days of receipt of this Evaluation report. (This statement is from the Memorandum of Understanding between the State of New York and United University Professions Relating to a System of Evaluation for Professional Employees.)

102

Irrespective of the aforementioned right to appeal to the College Committee on Professional Evaluation, the employee has a right to attach comments to this evaluation, and the employee’s comments shall become part of the employee’s Official Personnel File. If the employee wishes to comment, the employee’s comments must be sent to the employee’s immediate supervisor and the College’s Director of Human Resources.

Copies: Employee

Immediate Supervisor

Unit Supervisor(s)

Divisional Vice President

Human Resources (Original)

Rev. 7/11/11

103

AppendixG:RequesttoPausetheTenureClock

LinktoRequesttoPausetheTenureClockform:

http://www.fredonia.edu/humanresources/forms/Tenure_Clock_Form.pdf

104

RequesttoPausetheTenureClock

FullName: [TypeFIRSTandLASTnamehere]

Department: [TypeDEPARTMENThere]

CurrentRank: [TypeRANKhere]

BASISOFELIGIBILITYStartDateofAcademicAppointment(full-time,tenure-track)atFredonia:[Typedatehere]StartDateofRequestedPauseofTenureClock:[Typedatehere]EndDateofRequestedPauseofTenureClock[Typedatehere]PURPOSEIndicatethepurpose(s)forwhichapausetothetenureclockisbeingrequested:� Physicalormentalillnessorothermedicalcondition� Pregnancy,adoption,orfosterchildplacement� Substantialcaregiverresponsibility� Militaryserviceorobligationsforselforpartner� Legalconcerns

Pausingthetenureclockmayberequestedeitherinconjunctionwithorseparatefromarequestforaleaveoranadjustmentofprofessionalobligation.Thisformissolelyforthepurposeofrequestingastoptothetenureclockforafixedperiodoftime;requestsforTitleFleavesoradjustmentsofprofessionalobligationarehandledinseparateprocesses.Iftherequestisapproved,thefacultymemberwillnotbereviewedduringthestoppage.Duringthetimethatthetenureclockispaused,thefacultymemberisappointedasaVisitingAssistant/AssociateProfessororVisitingSeniorAssistant/AssociateLibrarian.Beforecompletingthisapplication,facultyshouldreadcarefullyFredonia’sHandbookonAppointment,Reappointment,andPromotionforinformationabouttheprocessofpausingthetenureclock.

105

� Pursuitofanadvancedegree� OtherProvidehereabriefdescription(upto250words)ofthereasonfortherequestedpauseofthetenureclock.Attachanysupportingdocumentation.Typedescriptionofreasonforrequesthere.

ACKNOWLEDGMENT

Itisunderstood,inrequestingthatthetenureclockbepaused,that

1) IamprogressingwelltowardreviewforcontinuingappointmentbutwouldliketopausethetenureclocksothatIcanattendtothepersonalsituationdescribedabove.

2) Ifthisrequestisapproved,mytitlewillbechangedtoVisitingAssistant/AssociateProfessororVisitingSeniorAssistant/AssociateLibrarianforthetimethatthetenureclockispaused.Mysalaryandbenefitswillremainthesame,andIwillcontinuetobeintheUnitedUniversityProfessions(UUP).

3) Accomplishmentsduringthetimethatthetenureclockispaused(includingcoursesdeveloped/taught,serviceresponsibilities,andscholarly/creativework)willbepartoftherecordIbringforwardinreviewforcontinuingappointment.

4) Anychangeinthisrequest(followingitsapproval)mustbesubmittedinwritingtotheChairandthenapprovedbytheChair,DeanorLibraryDirector,Provost,andPresident.

5) Ifmycircumstancesatthattimepreventmefromreturningtothetenureclock,Iwouldneedtocompleteanewrequestandhaveapprovalforthedatesoftheextension.

6) I’veconsultedwithHumanResourcesandagreewiththebelowrevisedtimelineforreviewtowardcontinuingappointment(reworkthisprocesssothattimelineisincludedintheletterandnotinthisform).AlsoneedHRsign-off.

[Typesignature(s)hereordeletetoallowforwrittensignature(s)] [Typedatehere]

FacultySignature Date

Chair Recommendation

� Isupportthisrequestforapauseofthetenureclockforthetimeperiodrequested.� Isupportthisrequestforapauseofthetenureclockbutwiththeexceptions/changednotedinthecommentsbelow.

106

� Idonotsupportthisrequestforapauseofthetenureclock.

AdditionalCommentsfromtheChair:[TypeChair’scommentshere]

[Typesignaturehereordeletetoallowforawrittensignature] [Typedatehere]

ChairSignature Date

Dean or Library Director Recommendation

� Isupportthisrequestforapauseofthetenureclockforthetimeperiodrequested.

� Isupportthisrequestforapauseofthetenureclockbutwiththe

exceptions/changednotedinthecommentsbelow.

� Idonotsupportthisrequestforapauseofthetenureclock.AdditionalCommentsfromtheDeanorLibraryDirector:Typecommentshere:

[Typesignaturehereordeletetoallowforawrittensignature] [Typedatehere]

DeanorLibraryDirector’sSignature Date

107

Provost Recommendation

� Isupportthisrequestforapauseofthetenureclockforthetimeperiodrequested.� Isupportthisrequestforapauseofthetenureclockbutwiththeexceptions/changednotedinthecommentsbelow.� Idonotsupportthisrequestforapauseofthetenureclock.

AdditionalCommentsfromtheProvost:TypeProvost’sCommentshere

[Typesignaturehereordeletetoallowforawrittensignature] [Typedatehere]

ProvostSignature Date

RevisedTimelineforContinuingAppointment

108

President Decision

� Iapprovethisrequestforapauseofthetenureclockforthetimeperiodrequested.� Iapprovethisrequestforapauseofthetenureclockbutwiththeexceptions/changednotedinthecommentsbelow.� Idonotapprovethisrequestforapauseofthetenureclock.

AdditionalCommentsfromthePresidentTypePresident’sCommentshere

[Typesignaturehereordeletetoallowforawrittensignature] [Typedatehere]

PresidentSignature Date

ThisentirecompleteddocumentistobeforwardedtothePresident,withcopiessenttotheEmployee,Chair,Dean/LibraryDirector,ProvostandVicePresidentforAcademicAffairs,andDirectorofHumanResources.

Rev. 6/15/12

109

AppendixH:RequesttoPausethePermanentAppointmentClock

LinktoRequesttoPausethePermanentAppointmentClockform:

http://www.fredonia.edu/humanresources/forms/Permanent_Clock_Form.pdf

110

RequesttoPausethePermanentAppointmentClock

FullName: [TypeFIRSTandLASTnamehere]

Department: [TypeDEPARTMENThere]

Title: [TypeTITLEhere]

DATESANDDURATIONStartDateofProfessionalAppointment(full-time,term)atFredonia:[Typedatehere]StartDateofRequestedPauseofPermanentAppointmentClock:[Typedatehere]EndDateofRequestedPauseofPermanentAppointmentClock[Typedatehere]PURPOSEIndicatethepurpose(s)forwhichapausetothepermanentappointmentclockisbeingrequested:� Physicalormentalillnessorothermedicalcondition� Pregnancy,adoption,orfosterchildplacement� Substantialcaregiverresponsibility� Militaryserviceorobligationsforselforpartner� Legalconcerns� Pursuitofanadvancedegree� Other

Pausingthepermanentappointmentclockmayberequestedeitherinconjunctionwithorseparatefromarequestforaleaveoranadjustmentofprofessionalobligation.Thisformissolelyforthepurposeofrequestingastoptothepermanentappointmentclockforafixedperiodoftime;requestsforTitleFleavesoradjustmentsofprofessionalobligationarehandledinseparateprocesses.Iftherequestisapproved,theprofessionalemployeewillnotbereviewedduringthestoppage.Duringthetimethattheclockispaused,theprofessionalemployeeisappointedtoatitleprecededbythedesignation“special.”Beforecompletingthisapplication,professionalemployeesshouldreadcarefullySUNYFredonia’sHandbookonAppointment,Reappointment,andPromotionforinformationabouttheprocessofpausingthepermanentappointmentclock.

111

Providehereabriefdescription(upto250words)ofthereasonfortherequestedpauseofthepermanentappointmentclock.Attachanysupportingdocumentation.Typedescriptionofreasonforrequesthere.

ACKNOWLEDGMENT

Itisunderstood,inrequestingthatthepermanentappointmentclockbepaused,that

1) IamprogressingtowardreviewforpermanentappointmentbutwouldliketopausethepermanentappointmentclocksothatIcanattendtothepersonalsituationdescribedabove.

2) Ifthisrequestisapproved,thedesignation“Special”willbeaddedtomytitleforthetimethatthepermanentappointmentclockispaused.Mysalaryandbenefitswillremainthesame,andIwillcontinuetobeintheUnitedUniversityProfessions(UUP).

3) Accomplishmentsduringthetimethatthepermanentappointmentclockispaused(performanceprogramobjectivesachieved,serviceprovided,etc.)willbepartoftherecordIbringforwardinreviewforpermanentappointment.

4) Anychangeinthisrequest(followingitsapproval)mustbesubmittedinwritingtomysupervisorandapprovedatalllevelsuptoandincludingthePresident.

5) Thepermanentappointmentclockwillberestartedatthedateonthissignedrequest.Ifmycircumstancesatthattimepreventmefromreturningtothepermanentappointmentclock,Iwouldneedtocompleteanewrequestandhaveapprovalforthedatesoftheextension.

[Typesignature(s)hereordeletetoallowforwrittensignature(s)] [Typedatehere]

EmployeeSignature Date

Supervisor Recommendation (if applicable)

☐ Isupportthisrequestforapauseofthepermanentappointmentclockforthetimeperiodrequested.☐ Isupportthisrequestforapauseofthepermanentappointmentclock,butwiththeexceptions/changednotedinthecommentsbelow.☐ Idonotsupportthisrequestforapauseofthepermanentappointmentclock.AdditionalCommentsfromtheSupervisor:TypeSupervisor’sCommentshere

[Typesignaturehereordeletetoallowforwrittensignature][Typedatehere]

112

SupervisorSignature Date

Director Recommendation (if applicable)

☐ Isupportthisrequestforapauseofthepermanentappointmentclockforthetimeperiodrequested.☐ Isupportthisrequestforapauseofthepermanentappointmentclock,butwiththeexceptions/changednotedinthecommentsbelow.☐ Idonotsupportthisrequestforapauseofthepermanentappointmentclock.AdditionalCommentsfromtheDirector:TypeDirector’sCommentshere

[Typesignaturehereordeletetoallowforwrittensignature][Typedatehere]Director’sSignature Date

Associate Vice President Recommendation (if applicable)

☐ Isupportthisrequestforapauseofthepermanentappointmentclockforthetimeperiodrequested.☐ Isupportthisrequestforapauseofthepermanentappointmentclock,butwiththeexceptions/changednotedinthecommentsbelow.☐ Idonotsupportthisrequestforapauseofthepermanentappointmentclock.AdditionalCommentsfromtheAssociateVicePresident:TypeAssociateVicePresident’sCommentshere

[Typesignaturehereordeletetoallowforwrittensignature][Typedatehere]AssociateVicePresident’sSignature Date

113

Vice President Recommendation

� Isupportthisrequestforapauseofthepermanentappointmentclockfortheproposedactivitiesandinthetimeperiodrequested.� Isupportthisrequestforapauseofthepermanentappointmentclock,butwiththeexceptions/changednotedinthecommentsbelow.� Idonotsupportthisrequestforapauseofthepermanentappointmentclock.

AdditionalCommentsfromtheVicePresident:TypeVicePresident’sCommentshere

[Typesignaturehereordeletetoallowforawrittensignature] [Typedatehere]

VicePresidentSignature Date

President Decision

� Iapprovethisrequestforapauseofthepermanentappointmentclockfortheproposedactivitiesandinthetimeperiodrequested.� Iapprovethisrequestforapauseofthepermanentappointmentclock,butwiththeexceptions/changednotedinthecommentsbelow.� Idonotapprovethisrequestforapauseofthepermanentappointmentclock.

AdditionalCommentsfromthePresident:TypePresident’sCommentshere

[Typesignaturehereordeletetoallowforawrittensignature] [Typedatehere]

PresidentSignature Date

ThisentirecompleteddocumentistobeforwardedtothePresident,withcopiessenttotheemployee,allsignatoriesandtheDirectorofHumanResources. Rev. 6/15/12

114

AppendixI:EmeritusApplication

LinktoEmeritusApplication:

http://www.fredonia.edu/humanresources/forms/Emeritus_Application.pdf

115

ApplicationforEmeritusPrivileges

FullName: [TypeFIRSTandLASTnamehere]

Department: [TypeDEPARTMENThere]

Title: [TypeCURRENTTITLEhere]

RetirementDate: [TypeLASTDATEOFEMPLOYMENThere]CONTACTINFORMATION

Homeaddress: [TypeADDRESSafterretirementhere]

Homephone: [TypePHONENUMBERafterretirementhere]

Alternateemail: [TypeALTERNATEEMAILADDRESS(notfredonia.edu)here]

Winteraddress: [TypeWINTERADDRESSafterretirement,ifapplicable]

Winterphone: [TypeWINTERPHONENUMBERafterretirement,ifapplicable]

Cellphone: [TypePHONENUMBERafterretirementhere]NameofSpouse/Partner: [TypeNAMEOFPARTNERORSPOUSEhere]

InaccordancewithFredonia’sHandbookonAppointment,Reappointment,andPromotion,facultyandprofessionalemployeeswhoretireingoodstandingareeligibleforEmeritusstatus.Atthetimeofcompletingotherpaperworkrelatedtoretirement,theemployeecompletesthisapplicationsothatthereisarecordofprivilegesthatcontinueinretirement.Beforecompletingthisapplication,facultyandprofessionalemployeesshouldreadcarefullyFredonia’sHandbookonAppointment,Reappointment,andPromotionforinformationabouttheprocessforEmeritusstatus.

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PERMISSIONSMycontactinformationmaybesharedwithformercolleagueswhorequestit.Yes� No� Mycontactinformationmaybesharedwithformerstudentswhorequestit.Yes� No� MyEmeritusstatusandFredoniaemailbeincludedintheFredoniaphonedirectory.Yes� No� AUTOMATICPRIVILEGESAccesstothefollowingprivilegesisautomaticallygrantedwithEmeritusstatus,totheextentthatsuchprivilegesareextendedtofacultyandstaffwhoarecurrentemployees:● Campusnetworkaccess(includingprintingquota)● Learningmanagementsystem● Newslistserv● Emailandcollaborationsuite● U-drive● FredCard● Accesstolibrarycomputers,databases,andinterlibraryloan● Useofthefitness(withthesameconditionsthatapplyforcurrentfacultyandstaff)● Campusparking

DISCRETIONARYPRIVILEGESREQUESTEDSomeprivilegesnotordinarilygrantedtoEmeritimaybegrantedbythePresident,basedontheindividual’sneedsandcontinuingrelationshiptoFredonia.Pleaseindicateherewhichoftheseprivilegesyourequest:� Officespace(shared)oncampus� Authorizationtoworkongrants(withaCo-PrincipalInvestigatorwhoisacurrentemployee)� Useofcopiercodes� Useoflong-distancecodes� Useofcampuspostageservicesanddepartmentmailboxforuniversityservice� Card/keyaccessto__Typeheretoprovideinformationabouttheplace(s)whichyouwillneedtoaccessafterretirementProvidehereabriefdescription(upto250words)ofthereasonsfortherequestedprivileges.Typedescriptionofreasonforrequesthere.

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�Bycheckingthisbox,IacknowledgethatIunderstandmycontactinformationwillbesharedwithFredoniabusinessofficeswhorequireit.(ThisboxmustbecheckedtoreceiveAutomaticPrivileges.)

[Typesignature(s)hereordeletetoallowforwrittensignature(s)] [Typedatehere]

EmployeeSignature Date

President’s Recommendation

� Isupportthisrequestforemeritusstatusonthedatespecifiedandapproveallrequestedprivileges.� Isupportthisrequestemeritusstatusonthedatespecifiedbutwiththeexceptions/changednotedinthecommentsbelow.� Idonotsupportthisrequestforemeritusstatusonthedatespecified.

AdditionalCommentsfromthePresident:TypePresident’scommentshere.

[Typesignaturehereordeletetoallowforawrittensignature] [Typedatehere]

PresidentSignature Date

ThisentirecompleteddocumentistobeforwardedbytheretireetothePresident,withacopysenttotheDirectorofHumanResources.OncetheapplicationissignedbythePresident,thePresident’sOfficewillsendcopiestotheretiree,his/herChairorsupervisor,VicePresidentandInformationTechnologyServices.

Rev. 3/12/15

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AppendixJ:RequestforPriorServiceCredit–ACADEMICPosition

Procedures 1. If you wish to request consideration for prior service credit, complete this form and submit it to the

Director of Human Resources within 30-days of the date on which your initial appointment to SUNY Fredonia is effective.

2. You will be notified of the decision regarding your prior service credit request by the Provost and Vice President for Academic Affairs.

In accordance with Article XI, Title B of the Policies of the Board of Trustees, I request consideration for credit for prior service. NAME_________________________________ DEPARTMENT_____________________________ Cite previous, full-time, academic rank service at an accredited institution for which prior service credit is requested. A maximum of three years service may be credited upon initial appointment at the discretion of the Chancellor or his designee. INSTITUTION _________________________________________________________________ ADDRESS _________________________________________________________________ DEPARTMENT _______________________________TITLE____________________________ PERIOD OF FULL-TIME SERVICE ______________ to ______________ Month/Year Month/Year INSTITUTION _________________________________________________________________ ADDRESS _________________________________________________________________ DEPARTMENT _______________________________TITLE____________________________ PERIOD OF FULL-TIME SERVICE ______________ to ______________ Month/Year Month/Year Signature_________________________________ Date____________

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AppendixK:RequestforPriorServiceCredit–Non-teachingProfessionalPosition

Procedures 3. If you wish to request consideration for prior service credit, complete this form and forward it to the

Director of Human Resources for review and processing. 4. You will be notified in writing of the decision regarding your prior service credit request by your

divisional Vice President. In accordance with Article XI, Title C of the Policies of the Board of Trustees, I request consideration for credit for prior service. NAME_________________________________ DEPARTMENT_____________________________ Cite previous full-time service in a Professional title at an accredited institution for which prior service credit is requested. A maximum of three years service may be credited. INSTITUTION _________________________________________________________________ ADDRESS _________________________________________________________________ DEPARTMENT _______________________________TITLE____________________________ PERIOD OF FULL-TIME SERVICE ______________ to ______________ Month/Year Month/Year INSTITUTION _________________________________________________________________ ADDRESS _________________________________________________________________ DEPARTMENT _______________________________TITLE____________________________ PERIOD OF FULL-TIME SERVICE ______________ to ______________ Month/Year Month/Year Signature_________________________________ Date____________

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AppendixL:ClassroomObservationPre-VisitQuestionnaire

(completedbyinstructorandsharedwithobserverpriortoobservation)

Instructor:________________________________________________Course:___________Semester:_____FacultyObserver:_________________________________________BrieflydescribewhatwillhappenintheclassIwillobserve.Whatrolewillyoutake?Whatteachingmethodswillyouuse?Whatwillthestudentsdo?Whatareyourgoalsforstudentsforthissession?Whathavethestudentsbeenaskedtodopriortoclass?Whathavestudentsdoneinearlierclassestopreparethemforthisclass?Willthisclassbetypicalofyourteaching?Ifnot,explain.

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AppendixM:ClassroomObservationFeedbackForm

(completedbyobserverandsharedwithChairordesignee)

Instructor:____________________________________________Course:_______________Semester:_____FacultyObserver:_____________________________________DateofObservation:____________KnowledgeofSubjectMatterOrganizationandClarityInstructor/StudentInteractionsPresentation/Enthusiasm

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OverallComments

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AppendixN:ClassroomObservationPost-VisitQuestionnaire

(completedbyinstructorandsharedwithChairordesignee)

Instructor:___________________________________________Course:____________Semester:_____FacultyObserver:______________________________________DateofObservation:_______________Howdidyoufeeltheclasswent?Didthestudentsaccomplishthegoalsofthesession?Howdoyouknow?Whatwereyourteachingstrengths?Whatareasdoyouwanttocontinuetoworkon?Whatstrategieswillyouuseforimprovement?

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AppendixO:RequestforAppendixA-28Promotionand/orSalaryIncrease (seeHARPVI.G.3-VI.G.7)

Thisrequestisfor(checkbothifrequestingpromotionwithsalaryincrease):

_____PromotiontoBudgetTitle____________________SL____(effective__________________)

_____SalaryIncrease(effective__________________)

Initiatedby(checkone):

______Employee

______Supervisor

Pleaseattachcurrent(proposed)performanceprogramandmostrecentperformanceprogramtothisformaswellaswrittenjustification.Routethisformandallsupportingdocumentationasfollows(seeHARPVI.G.3-VI.G.7):

Routing Approved(circle)

______________________________________ ________________ Y N

Employee Date(6/15-7/15)

______________________________________ ________________ Y N

Employee’sSupervisor Date(nolaterthan7/30)

______________________________________ ________________ Y N

Dean/Director Date(nolaterthan8/15)

______________________________________ ________________ Y N

DirectorHumanResources Date(nolaterthan9/15)

______________________________________ ________________ Y N

VicePresident Date(nolaterthan9/30)

______________________________________ ________________ Y N

President Date(nolaterthan10/15)