Fred Sauls (Chair), Jayne Klenner-Moore, Jennifer McClinton-Temple, Joan Coffin, Marc Marchese, Trent Snider, Bernie Healey, Charlie Brooks, Jim Dolhon, Howard Fedrick.

The meeting was called to order at 2:05 p.m.

Council is working on policies for Professional Specialists’ (a) Employment Security and (b) Conversion to Tenure Track. Council’s Proposals to the Board should be expected in May.

The Senior Faculty Development policy was not formally considered, as it did not reach the Board in time. It was discussed and favorably received. Two suggestions arose:

We should consider the possibility of having an external (outside the College) Faculty Member as part of the review process.

Require class visit by chairperson. Dr. Sauls noted that this would be a required part of the chairs’ duties toward all department members.

In this context, the problem of faculty understaffing was raised. Any efforts at improving faculty development must fail if there is not sufficient faculty time available. As this problem is not explicitly acknowledged in the Strategic Plan, it is not formally on the radar. Dr. Sauls will raise the issue with the administration.

The description of chairs and their responsibilities was revised and approved (appended).

The draft form which was produced by the A&P Committee is being edited by Council. The following points were agreed;

The form should preserve respondents’ anonymity as much as possible

The form needs to be computer readable

The evaluation should be a process in which positive contributions can be duly recognized as well as areas in need of attention and/or improvement noted.

The remainder of the meeting was spent discussing the evaluation scale to be used. Council will continue to evaluate and revise (if needed) the form at the next meeting.

The meeting ended at 3:05 p.m.

Bernard Healey

A department/program (hereinafter referred to as "department") consists of a number of faculty members grouped by related subject matter. The department is collectively responsible for fulfilling its assignments within the CORE curriculum, for its own major program, and for teaching courses for other programs. The departments work cooperatively with the Vice President for Academic Affairs and the Associate Vice President for Academic Affairs & Dean of the Faculty (Dean/AAVP) to contribute to the development of the College.

There are a small number of stand alone programs at the College. Programs are more multidisciplinary in nature than departments (e.g., ATEP) and/or originated from a department (e.g., Environmental Program). The responsibility of the Department Chair and Program Directors however are essentially the same and thus the remainder of this policy will not differentiate between department chairs and program directors (hereinafter referred to as "department chairpersons").

Recognizing that most decisions should be made on a departmental basis as a result of consultation among faculty, the department chairperson is responsible for leading the faculty in their collective response to the needs of the College and its students. The chairperson must coordinate: efforts to meet current department responsibilities; program development and evolution; plans for the department's future; and faculty development. The chairperson must evaluate the faculty within their department.

Department chairpersons (which include acting chairpersons) are usually regular faculty members of the department they serve. They are not considered administrators of the College, but do perform the administrative functions of their respective departments. As administrative directors of departmental faculty, chairpersons represent department views and cooperate with the Dean/AAVP in carrying out the program and furthering the objectives of the College.

Department chairpersons are appointed by the President on recommendation of the Vice President for Academic Affairs after consultation with the Dean/AAVP, and the departmental faculty.

Criteria

The appointment of department chairpersons is based on the following criteria:

Ability to provide leadership in the development of faculty and programs.

Ability to provide leadership in the effective functioning of the department/program.

Personal skills to deal effectively with faculty, administrators, and staff.

Preference is given to faculty members with tenure or academic appointment.

 

Department chairpersons will normally serve three to five year terms. Appointments may be made for shorter or longer periods for specific reasons, and certain appointments may be indeterminate in length. Reappointment of a department chair to an additional term will be dependent on the outcome of a performance evaluation and the positive recommendation of the department, Vice President for Academic Affairs, and the Dean/AAVP. The President maintains the right to remove the department chairpersons with reasonable cause (in consultation with the department, Dean/AAVP and the vice-president of academic affairs).

Chairpersons ordinarily receive a reduction of three credits per semester to perform their responsibilities. Certain chairpersons may need additional compensation due to additional responsibilities. In order to distribute equitably such compensation, the following variables may be considered:

Accreditation requirements and reports;

Multiple programs of study, and multiple majors;

Coordination of complex faculty responsibilities;

Amount of advisement that may be peculiar to a program, e.g. number of transfer evaluations and visits with families of inquirers;

Other factors that may affect a chairperson's responsibility such as external activities required by the program.

Normally, a review of criteria and compensation with the Dean/AAVP will be on an annual basis for each chairperson.

Departmental Advocate. To represent departmental concerns and needs to the administration.

Departmental Meetings. To prepare agenda for and preside at regular departmental meetings during the academic year, or special meetings if required; and to forward minutes of these meetings to the President, the Academic Vice President and the Dean/AAVP.

Departmental Records. To maintain appropriate department records including all course syllabi, and to provide current copies of the latter to the Academic Affairs’ office and the library.

Departmental Budget. To consult with department faculty in preparing a written departmental budget for the next fiscal year; to review department expenses regularly.

Program Review. To prepare the department for accreditation and/or Major Program Review.

 

Staffing. In consultation with the department faculty: to determine the need for new staff members; to review applications for vacancies; to interview applicants; and to recommend candidates for openings. A copy of the "Hiring Procedures for Faculty Positions" can be found in the Faculty Handbook.

New Faculty Orientation (Full-Time & Part-Time). The departmental level orientation should be a follow-up to the general institutional orientation presented by the Office of Academic Affairs. This can be an opportunity to answer any questions raised after new faculty members have reviewed the Faculty Handbook, "Academic Policies Handbook," and the "Guide to Campus Offices and Services." Although these handbooks are distributed to faculty prior to the start of the semester, chairpersons should verify that everyone has received copies. Emphasis should be placed on the faculty evaluation, promotion, and tenure process.

Mentoring

To encourage improved teaching.

To assist faculty development and scholarly achievement by encouraging: continued study toward the terminal degree, if lacking; membership and active participation in learned societies and professional organizations; research and publication, where possible.

To encourage faculty service to the College and the greater community.

To mediate departmental faculty concerns.

Teaching Assignments. After consultation with department faculty, schedule teaching assignments, supervision and coordination of student internships, independent studies, and tutorials subject to the approval of the Dean/AAVP.

 

Classroom Observations. To observe and evaluate the work of all departmental faculty. A copy of the "Faculty Evaluation Form for Class Observation" can be found in the Faculty Handbook.

Pre-Tenure Faculty. To conduct at least one classroom visitation per semester for full-time probationary faculty.

Assistant Clinical/Technical Specialist. To conduct at least one classroom visitation per semester for full-time probationary faculty.

Part-Time Faculty. To visit the classes of all new part-time faculty at least once early in the semester.

Tenured Faculty. To visit the classes of all tenured faculty at least once every five years or as needed.

Associate/Full Clinical/Technical Specialist. To visit the classes of all faculty at least once every five years or as needed.

For all faculty. To provide constructive criticism for improvement of teaching and facilitate opportunities for peer coaching.

Student Evaluations. To monitor student response from classes and consult with the faculty member. The original copies of the evaluations will be sent to the chairpersons. Chairpersons review the evaluations, distribute them to the faculty members, and meet with them to discuss the results. A copy of the "Student Evaluation of Teaching" can be found in the Faculty Handbook.

Annual Review Documentation. To make recommendations to the Academic Vice President regarding renewal of appointments, promotion in rank, and granting of tenure; to participate in the Senior Faculty Review.

Pre-Tenure Faculty and Assistant Clinical/Technical Specialists

Chairpersons are asked to review each pre-tenure faculty member’s "Faculty Activity Annual Summary."

After reviewing the faculty member’s annual summary, chairpersons are asked to complete the "Chairperson’s Form for Faculty Evaluation" and meet with the faculty member to discuss the evaluation. A copy of this evaluation can be found in the Faculty Handbook.

One copy of this evaluation should be given to the faculty member and a copy sent to the Dean of the Faculty.

Tenured Faculty and Associate/ Full Clinical/Technical Specialist

Chairpersons are asked to review each tenured faculty member’s "Faculty Activity Annual Summary."

After reviewing the faculty member’s annual summary, chairpersons are asked to complete the "Chairperson’s Form for Faculty Evaluation" and meet with the faculty member to discuss the evaluation. For faculty members in the McGowan School of Business (MSB), a specific evaluation is used in place of the form mentioned above.

One copy of this form should be given to the faculty member and a copy sent to the Dean of the Faculty /Director of the McGowan School of Business.

Annual Review Conference for Pre-Tenure Faculty. Each pre-tenure faculty member, the department chairperson, and the Associate Vice President for Academic Affairs meet after the academic year for an informal conversation about the faculty member’s past year. The framework for the conversation is the College’s criteria for reappointment, tenure and promotion-teaching effectiveness, professional development & public scholarship, and college/community service.

Annual Review Conference for MSB Faculty. Faculty members from the MSB meet with their Chairs and the Director of the McGowan School of Business on an annual review basis. An evaluation form is completed for each MSB faculty member.

Major Scope and Sequence. In consultation with departmental faculty, to determine the design of the major sequence and the nature of courses offered by the department including core requirements; to initiate revision of departmental curricula and submit such revision to the appropriate committees for approval. Issues of Core Curriculum design and development will be submitted to the C&T committee for its approval.

Textbooks. To coordinate the collegial selection of textbooks in departmental courses and to coordinate bookstore orders with the faculty.

College Catalog. To prepare recommendations for revisions of sections of the College Catalog and other College publications describing the department.

Library Holdings. To cooperate with the librarian in the improvement of library holdings relative to the department, and to promote the use of the library resources by faculty and students in the department.

Admission to Program. To determine where appropriate the qualifications of students for admission to the department, in consultation with department faculty.

Academic/Career Advisement. To facilitate, with the aid of department faculty, academic advisement to the students majoring in the department.

Student Growth. To encourage department support of students' growth in the discipline and co-curricular activities.

Recruitment. To coordinate participation in "Open House" activities and meet with prospective students and families.

Department Chairpersons and Program Directors are evaluated annually by the department/program faculty and the Vice President for Academic Affairs and/or the Dean/AAVP. A copy of the evaluation instrument is in the Faculty Handbook.