1. Copy of the departmental review standards.
A Professor meets all of the requirements for appointment as an Associate Professor. Additionally, a Professor must exemplify distinguished achievement in teaching that is supported by a record including both student evaluations and peer evaluations. A Professor must demonstrate a continuing record of nationally recognized scholarly, artistic or professional work that is mature in nature. The Professor will demonstrate leadership in service contributions to the Department, the School, the College and/or the profession.
7 Assessment of Tenured/Tenure Track Faculty
The areas of assessment for appointment or reappointment and for promotion and/or tenure are (1) teaching; (2) scholarship and creative/professional work; (3) service; and, (4) long-term usefulness to the College. Sub-section 7.1 through 7.4 below are examples of the sorts of qualities and accomplishments a reviewer may consider in assessing an individual’s teaching, scholarship and creative/professional work, service, and long-term usefulness to the College. The failure of any particular reviewer to consider any particular example in 7.1 through 7.4 is not, however, a process violation within the meaning of Section 15.
The College community recognizes the centrality of effective teaching. Teaching effectiveness involves the interplay of many qualities that include, but are not limited to, the following:
• Ability to design a well-organized course;
• Ability to engage and challenge students intellectually;
• Ability to recognize and respect diversity;
• Ability to relate the subject taught to other areas of knowledge;
• Accessibility for consultation outside of class;
• Ability to assess student work with appropriate feedback;
• Command of the subject;
• Integrity and open-mindedness in presenting material;
• Knowledge of current developments within the discipline and its pedagogy;
• Ongoing development of course content;
• Promptness and objectivity in grading student work;
• Punctuality and effective use of class time;
• Skill in communicating with students;
• Treatment of students with respect.
7.1.1 Advising and Mentoring
Advising and mentoring are important components of teaching. Goals and functions of advising and mentoring may include, but are not limited to, the following:
• Helping students choose educational and career objectives well suited to their interests and abilities;
• Helping students develop a coherent academic program and advising their registration options for courses each semester;
• Helping students explore possible short- and long-range consequences of their choices;
• Providing students with information on College policies, procedures, and programs.
7.1.2 Assessment of Teaching
Faculty members should endeavor to achieve and maintain excellence in teaching. Excellent teaching reflects performance across five dimensions: content expertise, intellectual engagement, instructional delivery, instructional design, and course operation. Multiple indicators within these dimensions provide evidence for assessing performance. These indicators include, but are not limited to, the following:
• Content expertise reflects the extent to which a faculty member demonstrates skills, competencies, and knowledge in a specific discipline and subject area. Assessment involves evaluation of the course syllabus and teaching materials. Active scholarship, creative, and/or professional work relate to content expertise. Student evaluations also provide an indicator of expertise.
• Intellectual engagement reflects the extent to which a faculty member motivates and challenges students to delve into the subject matter, consider multiple perspectives, and explore relationships in a critical and reflective way. This involves advancing knowledge and skills as well as values, attitudes, and habits of mind that affect both academic success and performance beyond the classroom. Assessment involves evaluation of the course syllabus and teaching materials in addition to class observations. Student evaluations also provide evidence of engagement.
• Instructional design reflects the extent to which a faculty member demonstrates pedagogical skills in developing, sequencing, and presenting material and/or experiences for student learning, as well as developing and implementing procedures for evaluating learning outcomes. Assessment involves evaluation of the course syllabus and teaching materials.
• Instructional delivery reflects the extent to which a faculty member communicates information, concepts, attitudes, practices and processes in a manner that promotes an effective learning environment. Assessment involves class observations of teaching and student evaluations.
• Course operation reflects the extent to which a faculty member demonstrates skills in preparing classes, including, but not limited to: managing routine class affairs such as providing feedback, grading examinations and assignments in a timely manner, arranging appropriate equipment, holding office hours, and keeping appropriate and accurate records. This also involves managing special class events (e.g., guest lectures, lab sessions, field trips). Assessment involves class observations of teaching and student evaluations.
A faculty member who conducts a class observation for a candidate’s annual review must send a copy of the report to the candidate, the Chair of the DPTC and to the Chair of the Department.
7.2 Scholarship and Creative/Professional Work
A faculty member enriches the academic community by being a productive scholar, artist, or professional. The specific form of activity varies among academic departments due to differences among disciplines. Departmental standards, established in accordance with Sub- section 7.2.2, specify the evidence of productivity.
7.2.1 Assessment of Scholarship and Creative/Professional Work
The assessment of scholarly, creative or professional work includes, but is not limited to, an inquiry as to whether the work:
• Effectively communicates: The work is appropriately organized and presented through a suitable medium.
• Is original and/or innovative: The work demonstrates originality by investigating new content, reformulating content in a new way, offering a new synthesis of existing issues, or conducting substantive extension of prior work.
• Demonstrates breadth and depth: The work demonstrates a broad appreciation of, and builds upon, existing information, aesthetic or disciplinary issues, and possible alternatives. The work is situated in an appropriate context and displays an appropriate degree of complexity in light of applicable possibilities and limitations.
• Is externally validated through evidence of a juried or critical review process: The work is validated when subject to critical scrutiny by others qualified to evaluate the merits of the work.
• Is recognized in and makes a significant contribution to the discipline: The work is significant when it is cited by others, becomes a pedagogical tool, is invoked as the basis for policy decisions or its quality receives disciplinary recognition through grants, awards or citations. Such work enhances the reputation of the individual scholar/artist and the College. Consideration is given to the reputation and/or prestige of the venue.
7.2.2 Standards for Interpreting Scholarship and Creative/Professional Work
The tenured faculty members and the Chair of each Department define expectations for accomplishments appropriate to the discipline or disciplines of the Department. Prior to implementation, the Department Chair forwards the standards to the School Dean and the Vice President for Academic Affairs for approval. Once approved, these standards are available in the office of the Department Chair.
7.3 Service 7.3.1 Definition
Along with the rights and privileges of faculty status come responsibilities as a citizen of the College. Service activities draw on faculty expertise and maintain faculty centrality in academic matters, thus helping both the College and its faculty achieve individual and collective goals. In addition, faculty members often provide service to relevant professional organizations or their communities. Although teaching and scholarly/creative/professional activities remain central to faculty work, service also stands as a necessary component of the faculty member’s profile. All faculty members are required to attend Faculty Institute, Commencement, Department meetings and Faculty Assembly. In addition, faculty members are expected to participate in events such as Open Houses, Family Weekends and Student Orientations, and attend faculty lectures in accordance with Departmental practice.
7.3.2 Examples of Service
Service activities may also include help provided to the College that is not additionally compensated. For example:
• Work done on behalf of academic programs;
• Work done on behalf of the College;
• Service to the student body such as advising extracurricular student organizations;
• Service to professional organizations;
• Community service that engages the faculty member’s expertise as related to the mission of the College.
Evaluating a faculty member’s service involves assessing the value of the activities and the quality of the work. Materials used for this assessment may include the Candidate’s Self-Report, letters that reflect the quality of the contribution on committees, as appropriate, and other items describing and validating service activities.
7.4 Long-term Usefulness
The faculty member’s long-term usefulness to the College is determined with respect to the goals and plans of the Department, School, and the College in terms of fields of specialization, curriculum, research programs, and enrollment.
9 Policies and Procedures Governing Reappointment and Faculty Review
9.1 Annual Review of Instructors and Tenure-Seeking Faculty
In an effort to promote faculty development and institutional progress, all instructors and tenure- seeking faculty members undergo annual review according to Section 9 and the procedures outlined below. Annual reviews document strengths and weaknesses of a faculty member’s teaching, scholarly or creative/professional accomplishments, and service.
9.1.1 Candidate Dossier
To initiate the annual review, the candidate submits the following dossier materials.
1. Copy of the departmental review standards.
2. Current curriculum vitae.
3. A Candidate Statement providing a concise narrative that reflects, characterizes, contextualizes, and assesses the candidate’s teaching, scholarly/artistic/professional work, and service.
4. Syllabi and selected course materials (e.g. assignments, exams) used at Emerson that assist in the evaluation of teaching effectiveness.
5. Teaching observations.
6. All student written and numerical course evaluations.
7. Evidence of scholarly/creative/professional engagement (e.g. publications, conference papers, lectures, colloquia, internal and external grants, special awards and honors, works performed, produced, or exhibited, reviews).
8. Evidence of service contribution. 9. Other relevant material the candidate wishes to include. 10. Copies of prior annual appointment reviews and related correspondence. 11. Copies of prior Candidate Statements. 12. The candidate’s appointment document, excluding financial and related information.
9.1.2 Procedures for Annual Review
By March 1, the Office of Academic Affairs publishes a calendar for annual review of faculty for the following academic year.
9.3 Continuous Appointment Faculty Review
9.3.1 Annual Review of Tenured Faculty
The College community values and benefits from continued faculty engagement in teaching, research/creative/professional activities, and service. The review process outlined is designed to foster that continued engagement. By September 30, each tenured faculty member submits to the Department Chair a report of activity in the areas of teaching, research/creative/professional activities, and service performed in the preceding year; a current CV; and a workload request for the following academic year.
Between October 1 and December 15, each tenured faculty member meets with the Department Chair to discuss the faculty member’s teaching, research/creative/professional activities, service, annual report and workload request. Based on the discussion, the Department Chair assigns courses and decides on requested equivalencies.
9.3.2 Developmental Meeting for Promotion
Every four years, each Associate Professor will meet with the Department Chair and School Dean to consider the faculty member’s progress toward promotion to Full Professor. A faculty member may request a developmental meeting with the Chair and Dean at other times as warranted.
9.3.3 Developmental Review of Teaching
The engaged faculty model relies on successful teaching. The goal of the process below is to maintain high-quality teaching. When the Department Chair determines that a faculty member’s teaching does not meet Departmental teaching performance standards (as defined by the Department and approved by the Dean and the Vice President for Academic Affairs), the Chair meets with the faculty member to review the teaching. The Chair specifies in writing to the faculty member the areas that need attention and improvement and recommends developmental opportunities. The Chair may also allocate resources as s/he deems necessary.
If the faculty member’s teaching continues to fall below satisfactory standards, the Chair requests a diagnostic peer review by the Development, Promotion and Tenure Committee. The DPTC conducts a thorough review of the faculty member’s teaching and, in a timely manner, sends its written recommendations, signed by each member of the Committee, to the faculty member, with a copy to the Chair. By the end of the semester, the Chair in consultation with the faculty member writes a plan for improvement incorporating the recommendations of the DPTC.
The faculty member has two semesters to show improvement, after which the faculty member meets with the Chair and Dean. If there is evidence that the faculty member meets teaching performance standards, no further action is taken.
If the faculty member’s teaching continues to be unsatisfactory, the Dean informs the faculty member in writing of progressive sanctions for failure to meet the standards of teaching. These sanctions may include 1) withholding of promotions or pay raises, and/or 2) suspension without pay for a semester or a year.
10 Policies and Procedures Governing Promotion and Tenure
Criteria for evaluation for promotion and/or tenure include (1) teaching; (2) scholarship and creative/professional work; (3) service; and, (4) in the case of tenure, the long-term usefulness to the College, as set forth in more detail in Section 7.
10.1 Criteria for Advancement in Rank and Tenure
10.1.1 Criteria for Advancement in Rank
10.1.1.3 Advancement from Associate Professor to Professor
A faculty member may apply for promotion to Professor after completing a minimum of five years as an Associate Professor at the College, unless otherwise specified in the letter of offer. The advancement in rank takes effect at the beginning of the next academic year following a favorable vote for promotion by the Board of Trustees. If denied advancement, an Associate Professor may apply for promotion after three academic years.
The faculty member submits a Dossier, complying with Sub-section 9.1.1, but limiting teaching/course evaluations to the most recent three year period, documenting with evidence, qualification for the rank of Professor. In order to achieve promotion to Professor, a faculty member must meet the definition of rank in Sub-section 3.4.4, and have exhibited exemplary service at the Associate level in a sustained and productive manner in at least two of the following areas:
1. To the faculty: chairing at least one major governing body (FSC, Assembly, or APC)
2. To the department: chairing important department committees (DPTC, Curriculum, Search, Program Review, and so on)
3. Leadership on major College initiatives (such as Accreditation, General Education, Curriculum Development, progress in advancing the College’s commitment to increased diversity of faculty, staff, student body and programming)
4. Leadership in professional organizations, community organizations, governmental bodies or similar institutions relating to one’s academic appointment. Service may occur at the local, regional, national or international levels.
Additionally, in order to achieve promotion to Professor, the Board of Trustees must approve a faculty member’s application.
10.2 Preparation for Evaluation
The candidate, Chair, and Dean compose a list of twelve potential external evaluators of scholarship and creative/professional work. The candidate may not grieve the content of this list. The candidate may eliminate two names from the list. The list will not include the candidate’s dissertation advisor; research, creative, or professional collaborators; or co-authors. The Department Chair, in consultation with the Dean, selects and confirms four external evaluators from the list. The Department Chair forwards to the external evaluators a copy of the following materials supplied by the candidate: Candidate’s Statement, CV, and copies of scholarly, creative and/or professional materials. The Chair also includes the Departmental standards and the due date for return of the evaluation. The Chair places the four external evaluators’ letters in the Confidential File. The candidate has no right to know the identity of the external evaluators selected or be privy to the external evaluation letters. Breach of confidentiality regarding the identity of external evaluators or failure of response will not affect the validity of the review process.
The Chair places the external evaluators’ letters in the Confidential File. The Dean places the solicited letters from former and current students in the Confidential File. The Vice President for Academic Affairs places letters solicited from Emerson faculty in the Confidential File.
10.3 Procedure for Evaluation
The Office of Academic Affairs distributes an annual calendar specifying the dates and deadlines for the promotion and tenure process. Early in the spring term, the Office of Academic Affairs provides a workshop and calendar for candidates. If any reviewer misses a deadline stipulated in the calendar published by the Office of Academic Affairs, the review process will continue. Failure to complete a review at any level will not affect the validity of the review process.
Reviewers at all levels are expected to maintain strict confidentiality, but breach of confidentiality will not affect the validity of the review process.
10.3.2 Departmental Review
Prior to the first day of class of each fall semester, each Departmental faculty elects a Development, Promotion and Tenure Committee (DPTC) for service in that academic year. Department members considering a candidate for promotion must hold a rank at least as high as that for which the candidate is being considered. Only tenured faculty may serve on DPTC. Faculty serving on DPTC who hold the rank of Associate or Full Professor may vote on promotion of those seeking the rank of Associate Professor. If there are not at least four members of the Department holding appropriate ranks and/or tenure, the Dean appoints appropriate faculty from other Departments in consultation with the DPTC.
The DPTC elects a Chair. DPTC members evaluate the Dossier, using the standards outlined in Section 7, the definition of rank in Sub-section 3.4.3 or 3.4.4 as applicable, and any specific Departmental standards, and write a report, signed by each member of the Committee, containing the substance of the discussion and the recommendation regarding tenure and/or promotion. In compliance with the timeline published by the Office of Academic Affairs, the DPTC Chair forwards copies of the report and the recommendation to the Dean, Faculty Status Committee (FSC), and the candidate. After the deadline, specified in the calendar, the DPTC Chair forwards a copy of the report and recommendation to the Department Chair for informational purposes.
10.3.3 Department Chair Review
The Chair evaluates the Dossier, using the standards outlined in Section 7, the definition of rank in Sub-section 3.4.3 or 3.4.4 as applicable, and any specific Departmental standards, and writes a recommendation regarding tenure and/or promotion. In compliance with the timeline published by the Office of Academic Affairs, the Chair forwards copies of the evaluation and recommendation to the Dean, FSC, and the candidate. After the deadline specified in the calendar, the Chair forwards a copy of the evaluation and recommendation to the DPTC Chair for informational purposes.
10.3.4 Decanal Review
The Dean evaluates the Dossier, using the standards outlined in Section 7, the definition of rank in Sub-section 3.4.3 or 3.4.4 as applicable, and any specific Departmental standards, and writes a recommendation regarding tenure and/or promotion. In compliance with the timeline published by the Office of Academic Affairs, the Dean forwards copies of the evaluation and recommendation to the Vice President for Academic Affairs with copies to the Chair, DPTC Chair, and the candidate. After the deadline specified in the calendar, the Dean forwards a copy of the evaluation and recommendation to the FSC Chair for informational purposes.
10.3.5 Faculty Status Committee Review
The Faculty Status Committee (elected in accordance with the By-Laws of the Faculty Assembly) evaluates the candidate’s Dossier, using the standards outlined in Section 7, the definition of rank in Sub-section 3.4.3 or 3.4.4 as applicable, and any specific Departmental standards, and writes a recommendation, signed by each member of the Committee, regarding tenure and/or promotion. In compliance with the timeline published by the Office of Academic Affairs, the FSC forwards an evaluation and recommendation to the Vice President for Academic Affairs with copies to the Chair, DPTC Chair and the candidate. After the deadline specified in the calendar, the FSC Chair forwards a copy of the evaluation and recommendation to the Dean for informational purposes.
10.3.6 Vice President for Academic Affairs Review
The Vice President for Academic Affairs makes a recommendation regarding tenure and/or promotion, using the standards outlined in Section 7, the definition of rank in Sub-section 3.4.3 or 3.4.4 as applicable, and any specific Departmental standards, and notifies the candidate, with copies to the Dean, FSC Chair, Department Chair and the DPTC Chair. The Vice President for Academic Affairs forwards the recommendation together with the candidate’s Dossier to the President of the College. If the recommendation of the Vice President for Academic Affairs differs from all previous levels of recommendation, the Vice President for Academic Affairs invites the Chair of FSC to address the Academic and Student Affairs Committee of the Board of Trustees at the appropriate time.
10.3.7 Candidate’s Responsibilities
• The candidate must notify the Dean, in writing by certified U.S. mail, return receipt requested, by March 1 of intent to stand for promotion and/or tenure in the next academic year.
• The candidate is responsible for assembling the Dossier, excluding confidential information (letters from external evaluators, faculty peers and students).
• By the dates specified in the calendar, the candidate is responsible for checking the Dossier and delivering it to the Offices of the Chair, Dean and Vice President for Academic Affairs.
10.3.8 Candidate’s Rights
• After any internal review, the candidate has the right to address a written response to the reviewers at the next level by the dates specified in the calendar.
• Any candidate may withdraw from consideration for promotion and/or tenure no later than April 15 of the academic year during which the candidate is applying for promotion and/or tenure by notifying the Dean in writing by certified U.S. mail, return receipt requested. Candidates seeking an early tenure decision or promotion to Professor may withdraw from consideration and reapply at a future date without prejudice.
10.3.9 The Presidential Review and Board of Trustees Decision
The President makes a recommendation to the Academic and Student Affairs Committee of the Board of Trustees with a copy to the Vice President for Academic Affairs. The Vice President for Academic Affairs presents all Tenure and Promotion cases to the Academic and Student Affairs Committee of the Board of Trustees. The Academic and Student Affairs Committee of the Board votes and submits a recommendation to the Board of Trustees in accordance with Board by-laws. The Board of Trustees votes on the motion of the Committee. The decision of the Board of Trustees is final. The Vice President for Academic Affairs notifies the candidate of the decision of the Board of Trustees, in writing by certified U.S. mail, return receipt requested, within five business days.
14.1 Salary Increases
14.1.2 In the case of Represented Faculty Members promoted during the previous Academic Year, the increase upon promotion described in Section 14.3 shall be added to the Represented Faculty Member’s base salary prior to making the adjustments described in Section 14.1.1.
14.3 Increase upon Promotion to New Rank
Represented Faculty Members promoted during the term of this Agreement shall receive an increase in salary, which is to be added to the base of the Represented Faculty Member’s previous year’s salary at the College. This increase shall be $4,000 upon promotion to the rank of Assistant Professor, $5,000 upon promotion to the rank of Associate Professor, and $6,000 upon promotion to the rank of Professor.
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