Title:
#IV-8. Procedures for
Annual Faculty Evaluation, Promotion and Tenure
Date: January 7, 2013 [Replaces
version dated June 22,
2009]
I.
INTRODUCTION
The ability of a
college to function, progress, develop excellence, and serve society depends on
both the individual performance of each faculty member and the collective
performance of the faculty as a whole. Thus, the success and reputation of a
college are highly dependent upon the talents that exist among its faculty and
how effectively those talents are marshaled to accomplish the institutional
mission. To achieve and maintain high quality, a comprehensive faculty
evaluation system is essential. These procedures comply with the requirements of
Board of Governors Policy B-2 to encourage professional growth of individual
faculty members, assure retention of those faculty members who demonstrate a
high level of scholarship and academic performance, and permit appropriate
recognition of achievement.
The work of
faculty members as independent professionals is not easily categorized or
measured. The evaluation of faculty must be guided by principles and procedures
designed to protect academic freedom and to ensure accuracy, fairness, and
equity. This document outlines these broad principles and establishes the
rigorous and common procedures necessary to maintain these qualities in the
faculty evaluation process.
Annual
evaluation, promotion in rank, granting of tenure, and the renewal of term
appointments are acts of critical importance both to members of the academic
community and for the welfare of the college. The annual evaluation process
contributes to the improvement of faculty members and the college and is both
evaluative and developmental. Retention, tenure, promotion and performance based
pay decisions reward individual achievement, and also shape the college for
decades.
II. GENERAL
PRINCIPLES OF FACULTY EVALUATION: PROCESS, CRITERIA AND
STANDARDS
A. The Faculty
Evaluation Process
The faculty
evaluation process at West Virginia University at Parkersburg is designed to
assist the institution in attracting promising faculty members, helping them
reach their potential, rewarding their proficiency, continuing their
productivity and professional development throughout their careers, and
retaining only those who are outstanding. The process has seven
distinct components:
1. Annual
Evaluation
Annual
evaluation provides an opportunity to review a faculty member's past performance
and to develop future goals and objectives; it forms the basis for any annual
performance based salary raises and other rewards. Cumulatively, annual
evaluations establish a continuous written record of expectations and
performance that will encourage professional growth and provide support for
retention, promotion, tenure and other recognition. For annual evaluations,
faculty will submit the annual report and an updated
curriculum vitae. Additional
documentation may be requested at any level of the review if questions
arise. This information should be
submitted in one file, either electronically or in one file folder. Faculty reviewed
annually include tenured faculty, tenure-track faculty, term faculty,
instructional specialists with academic appointments, temporary faculty, and
part-time faculty.
2. Evaluation
for Promotion in Rank
Promotion in
rank recognizes exemplary performance of a faculty member. The evaluation for
promotion in rank provides the opportunity to assess a faculty member's growth
and performance since the initial appointment or since the last promotion. For
evaluation for promotion in rank, faculty submit all annual evaluations since
the previous promotion, an updated curriculum vitae, and other supportive
documentation that builds and supports the case for promotion. This information should be submitted in
a portfolio and arranged chronologically since the previous promotion. Other artifacts as warranted may be
included in the folder.
3. Evaluation of
Tenure-Track Faculty for Tenure
For an award of
tenure, tenure-track faculty undergo a particularly
rigorous evaluation involving an assessment of accumulated accomplishments and
the likelihood that the faculty member's level of performance will be
maintained.
4. Evaluation of
Term Faculty at the End of a Multi-Year Appointment
The cumulative
portfolio, containing data from each year of appointment shall be reviewed for
full-time term faculty in their final year of the term
appointment.
5. Annual Review Option for Fully-Promoted,
Tenured Full Professors
Fully-promoted,
tenured full professors may chose to submit an annual evaluation every three
years using the criteria described in #1 above. During the interim period
fully-promoted, tenured full professors will submit an abbreviated,
self-reflective report.
6. Evaluation of
Instructional Specialists in Academic Divisions at the End of a Multi-Year
Appointment
The cumulative
portfolio, containing data from each year of appointment, shall be reviewed for
full-time instructional specialists in their final year of the multi-year
appointment following the goals and expectations as defined in their initial
letter of appointment.
7. Evaluation for Performance Based Salary
Increases
A performance
based salary increase recognizes exemplary performance of a faculty member and
is based upon the annual evaluation.
Responsibility
for faculty evaluation is shared by members of the college community. Primary
responsibility for the quality and presentation of an individual's work lies
with the particular faculty member. Faculty colleagues participate in annual
evaluation and review for promotion, tenure, and/or retention through membership
on division and campus committees. The legal authority and responsibility of
division chairpersons, the Senior Vice President for Academic Affairs and the
President enter into the determination of academic personnel decisions as do the
needs and circumstances of the division and WVUP.
B. Criteria
Faculty members
are expected to contribute to the mission of West Virginia University at
Parkersburg and are to be judged accordingly. Consequently, the evaluation of
faculty is to occur in relation to the faculty member's particular roles at the
institution. Accomplishments of the faculty member are judged in the context of
these roles.
Collectively,
the faculty teach, advise, engage in research and
creative activity, and provide public, professional, and institutional service.
The extent to which a faculty member's responsibilities emphasize WVU at
Parkersburg’s mission will vary. In the approved letter of appointment the
President shall define the general terms of the faculty member's major
responsibilities, and identify the year by which tenure must be awarded, if
applicable, or the year a multi-year term appointment expires. The terms of this
appointment are to be reviewed periodically and may be changed by mutual consent
consistent with this document. Within the terms of this general apportionment of
responsibilities, the details of a faculty member's specific assignments should
be subject to joint consultation but are to be determined by the President.
The criteria
described in Section III shall be applied to all faculty members in ways which
equitably reflect the particular responsibilities and assignments of each. How
these criteria apply to a faculty member's own set of duties should be clear at
the time of appointment and reviewed in the annual evaluation.
Adjustments in
the expectations for faculty members may occur in keeping with changing
institutional and unit priorities and personal interests. All tenure-track,
term, or tenured faculty members must do scholarly,
creative, and/or professional work that informs their teaching and service.
III.
PROFESSIONAL EXPECTATIONS OF FACULTY MEMBERS
At WVU
Parkersburg, teaching/service to students, professional development and growth,
and service to the institution and community constitute the heart of its mission
and of its criteria for faculty evaluation. Faculty responsibilities are defined
in terms of activities undertaken in each of the three areas; therefore, faculty
evaluation is based primarily upon a review of performance in these areas.
A.
Teaching/Service to Students
Because teaching
is recognized as the faculty member’s primary responsibility, the area of
teaching/service to students is given the greatest weight when considering
candidates for tenure, renewal of a multi-year term appointment, or promotion.
For evaluation purposes, teaching is weighted as half (50%) of the point value
for performance-based pay increases.
Teaching
involves the dissemination of knowledge, the stimulation of critical thinking,
and the development of artistic expression. Teaching includes not only
traditional modes of instruction such as the classroom lecture, but also modes
such as clinical, laboratory, and practicum instruction; evaluation and critique
of student performance; and various forms of continuing education and
non-traditional instruction. Service to students includes responsiveness to
student needs, innovations and improvements in instruction, and availability to
students for academic advising and career counseling, which are special
dimensions of the educational process and essential to student success.
The following
elements will serve as the evaluative criteria for the area of teaching/service
to students:
·
Effectiveness of Instruction - The
prime requisites of any effective teacher are intellectual competence,
integrity, independence, a spirit of scholarly inquiry, a dedication to
improving methods of presenting material, the ability to transfer knowledge,
respect for differences and diversity, and, above all, the ability to stimulate
and cultivate the intellectual interest and enthusiasm of students. Supporting
documentation for the evaluation of performance in teaching might include
evidence drawn from such sources as the collective judgment of students, of
student advisors, and of colleagues who have visited the faculty member's
classes. It might also include analyses of course content, evaluation of
products related to teaching such as textbooks or videotapes, the development or
use of instructional technology and computer-assisted instruction, pedagogical
scholarship in refereed publications and media of high quality, studies of
success rates of students taught, or other evidence deemed appropriate and
proper by each division.
·
Instructional load - Consideration
will be given to the number and nature of preparations, type of instructional
modes utilized; number of teaching contact hours, involvement in off-campus
instruction and/or continuing education programs, as well as supervision of
students in independent or special topics courses or clinical and practicum
experiences.
·
Innovations and improvements in
instruction - Consideration will be given to such items as development of new
courses, development of primary or supplementary instructional materials,
development of new teaching strategies, and/or contributions to improved
curriculum and/or course design.
·
Responsiveness to student needs -
Consideration will be given to such items as availability to students, program
academic advising, and/or career counseling.
B. Professional
Growth and Development
Faculty members
are expected to undertake a continuing program of studies, investigations, or
creative works that are germane to their assignments. Professional growth and
development activities include such items as acquiring additional credit in
courses which broaden or strengthen the faculty member’s area of expertise,
participation in non-credit workshops, seminars or special lectures, attendance
at professional meetings or conferences, membership in professional
organizations, publication of original work, independent study, and/or other
areas as determined by each division. Professional growth and development
activities are weighted at 25% of the point value for performance-based pay
increases.
C. Service to
the Institution and Community
Service to the
college includes contributions to the efficiency and effectiveness of the
faculty member's division and college.
The evaluation
of service should include assessments of the degree to which the service yields
important benefits to the college, society, or the profession. Especially
relevant is the extent to which the service meets the
needs of clients, induces positive change, improves performance, or has
significant impact on societal problems or issues. One important benefit of
service to the college is faculty participation in the governance system.
Service contributions considered for evaluation are those which are within a
person's professional expertise as a faculty member, and performed with one's
college affiliation identified. The definition of the nature and extent of
acceptable service for purposes of promotion and tenure or renewal of a
multi-year term appointment should be directly related to the faculty member’s
contractual obligations and may include:
·
Contributions through divisional,
faculty, college-wide, or state level committees; professional organizations;
and/or community service related to discipline.
·
Contributions to extra-curricular
college activities, such as advisor to student organizations, cultural and/or
entertainment activities, and/or community service projects.
·
Contributions to institutional
functions such as course scheduling, faculty recruitment and/or staffing, budget
proposals and/or implementation, construction of grant proposals for funding by
outside agencies (foundations, industry, federal government), student
recruitment and/or placement, program articulation (within college and/or with
other educational institutions), development of descriptive material for college
catalog, divisional or college brochures, public relations activities, and/or
coordination of special programs or activities.
·
Contributions to professional
development of others such as conducting workshops, seminars, special lectures
or presentations to college staff, community groups, professional meetings,
and/or conferences.
·
Additional contributions determined by
each division.
Service to the
institution and community activities are weighted at 25% of the point value for
performance-based pay increases.
IV. FACULTY
EVALUATION FILE
Evaluations and
recommendations are to be based on both quantitative and qualitative evidence. A
sampling of the primary evidence to be weighed must be contained in the faculty
member's evaluation file. To it are added professional judgments as to the
quality of the faculty member's teaching/service to students, professional
growth and development, and service to the institution and community, as
applicable. Evaluation committees, division chairs, Senior Vice President, or
the president may request additional materials related to the evaluation review
during the review process.
An official
faculty file shall be established and maintained for each faculty member to be
housed in the respective division office. Files for division chairs will be
housed in the Senior Vice President for Academic Affairs' office. In principle,
the record in the file should be sufficient to document and to support all
personnel decisions.
The faculty
member's file should contain, at the minimum, the following items:
·
The letter of appointment and other
documents which describe, elaborate upon or modify
one's assignment, including position description, work plans, memoranda of
understanding and subsequent letters of agreement.
·
An up-to-date curriculum vitae
containing a) critical dates relative to education, employment, change in
status, promotion, leave of absence, etc.; b) documented evidence of scholarship
and professional development or growth; c) a list of service activities.
·
For faculty with multiple reporting
lines, each supervisor will provide an evaluation of the individual's
performance.
·
A
copy of past annual reports, evaluations and any written responses. The annual
report should include for each semester or term since appointment or last
promotion, a record of classes taught and enrollments in each, clinical
assignments, significant committee assignments, and other aspects of the faculty
member's plan of work. Each unit may design a simple annual reporting form
("productivity report") appropriate to the work assignments in that unit for use
by all members of the unit, including the chairperson. The annual report may
also include all other information that bears upon the quality of the faculty
member's performance in all pertinent areas. This information may include, but
need not be limited to, teaching evaluations, professional presentations,
published materials, grant applications and awards, other creative scholarship,
and service to the college. A self-evaluative statement by the faculty member is
strongly encouraged.
·
Other information and records that the
chairperson or Senior Vice President for Academic Affairs may wish to include.
Faculty members must be informed of such additions and may include written
responses to such material.
The Senior Vice
President’s Office will periodically issue more detailed instructions for the
development and maintenance of faculty personnel files. Those requirements may
be supplemented or elaborated by college or division procedures.
V. COMPLETION
OF AND ACCESS TO THE FILE
The faculty
personnel file shall be updated in a timely manner according to the calendar
accompanying this document. On the appropriate deadline date, the file shall be
closed for the review period. Only such materials generated as a consequence of
the faculty evaluation or requested by the reviewers shall be added to the file
after the deadline date. Additional
requests for materials during the review process should be made to the Senior
Vice President for Academic Affairs.
Faculty members
have the right of access to their evaluation files at any time during regular
office hours, without giving reasons. All others shall have access to the file
only on the basis of a need to know. Members of a faculty evaluation committee,
hearing panel, or administrative officers responsible for personnel
recommendations are assumed to have a need to know. The appropriate
administrative officer shall determine what material is necessary to fulfill the
need to know. All persons will treat the material from the file as confidential.
The security of all personnel files is to be assured. The confidentiality of
each file is to be respected, except under legal subpoena.
VI. ANNUAL
EVALUATIONS
A. General
Description
The performance
of individual faculty members is evaluated annually throughout their career at
West Virginia University at Parkersburg. These written evaluations, which are
required for all full-time and continuing part-time faculty members, provide
individuals with a written record of past performance, accomplishments and
continuing expectations, an ongoing critique of strengths and weaknesses, and
documents that support recommendations and decisions concerning reappointment,
retention, promotion, and tenure as well as program assignments, sabbatical and
other leaves of absence, and performance-based salary increases. The primary
purpose of these annual evaluations is to assist individual faculty members in
developing their talents and expertise to the maximum extent possible, and in
promoting continuing productivity over the course of their careers, consistent
with the role and mission of the college. The specific nature and purpose of a
faculty member's annual review may vary; however, in accordance with the type of
appointment, rank, and, where appropriate, tenure or term status.
The evaluation
procedures may be found in Section VII. Annual evaluation for
all faculty, whether tenure-track, tenured, or term, will be conducted at the
division level by the chair and the faculty evaluation committee based on
documentation in the personnel file. Written evaluations will be
forwarded to each faculty member and to the Senior
Vice President for Academic Affairs, who may provide an evaluative statement.
The annual
evaluation should be related to one's assignment and performance, and should be
both formative and summative. The resultant annual assessment will be used to
guide the faculty member in areas in which improvement may be needed, and, if
positive, as a basis for performance based salary adjustment contingent upon the
availability of funds for this purpose. The annual evaluation also provides the
opportunity to develop changes in responsibilities that reflect the strengths of
the individual and the needs of the college.
B.
Specific Applications
1. Tenure-Track
Faculty
Tenure-track
faculty are those who are in a tenure-track appointment
but are not yet tenured. For these persons, the annual evaluation provides an
assessment of performance and develops information concerning the faculty
member's progress toward promotion and tenure. It communicates areas of strength
and alerts the faculty member to performance deficiencies at the earliest
possible time. Any concerns held by the evaluators regarding the faculty
member's performance should be stated in the written evaluation, which is
intended to enhance the faculty member's chances of achieving promotion and
tenure.
In one's first
review, limited evidence of the faculty member's progress will be available. For
that review, material in the file such as reports by colleagues on one's
teaching/service to students and information on one's activities in professional
growth and development and service to the institution and community are useful
in order to assess progress. As one moves through the tenure-track period,
annual evaluations will focus increasingly on the successful outcomes of one's
activities rather than simply on the activities themselves.
While the absence of negative annual evaluations does not guarantee the granting of tenure, these evaluations should apprise tenure-track faculty members of performance deficiencies. Occasionally, the evaluations will result in termination of the individual's appointment, sometimes prior to the critical year, and, where appropriate, terminal contracts; in these cases, notice shall be given in accordance with W.Va. C.S.R. § 135-9 and Board of Governors Policy B-2.
2. Tenured
Faculty, Not Fully Promoted
The annual
evaluation of faculty who are tenured, but not fully
promoted, will generally emphasize both quantitative and qualitative progress
toward the next appropriate rank. While not all faculty
will attain the highest possible rank, annual evaluations should guide faculty
toward that achievement.
3. Tenured
Faculty, Fully Promoted
Promotion to the
highest rank requires a consistent record of achievement at a level that
indicates many strengths and few weaknesses.
Consequently, the primary purpose of evaluating faculty at these ranks is to
describe their performance in the context of appropriate expectations, an
important factor in performance-based salary adjustments. The annual evaluation
process is also used to encourage faculty members to continue to perform at
exemplary levels. Tenured professors have the option of completing a
self-evaluation in lieu of the annual report.
4. Non-Tenure
Track Full-Time Temporary Faculty
Evaluation of
faculty who are not eligible for tenure may emphasize different criteria from
those applied to other faculty. Annual evaluations will be based on assignments
as described in the letter of appointment and subsequent documents, and will
focus primarily on strengths and weaknesses, on the best use of one's talents to
meet the unit's needs, and on specific recommendations for improvement and
professional development. Non-renewal of grants or other external funds may
result in non-renewal of contracts, in spite of positive evaluations. Non-tenure
track temporary faculty hold appointments which are not subject to consideration
for tenure, regardless of the number, nature, or time accumulated in such
appointments. Non-tenure track temporary faculty appointments are only for the
periods and for the purposes specified, with no other interest or right obtained
by the person appointed by virtue of such appointment.
5. Full-Time
Term Faculty
Evaluation of
term faculty will occur as part of the annual review process. The annual review
file will be reviewed by the division committee, division chair, and chief
academic officer. At each level of review an unequivocal recommendation for or
against reappointment will be made along with a recommendation for or against
promotion if an application for promotion was submitted. Material in the file should include
evidence of one's teaching/service to students, professional growth and
development, and service to the institution and community.
6. Full-Time
Instructional Specialists
Evaluation of
full-time instructional specialists will be outlined in the annual appointment
letter. The Annual Report for Instructional Specialists shall focus primarily on
teaching and training activities.
While the weighting for other full-time
faculty for the annual report evaluation is 50% teaching, 25%
professional growth and development, and 25% service to college and community,
for Instructional Specialists the review is based on 75%
teaching.
7. Part-Time
Faculty
Evaluation of
continuing part-time (less than 1.00 FTE) faculty will be based on assignments
as described in the letter of appointment and subsequent documents, and will
focus primarily on strengths and weaknesses, on the best use of one's talents to
meet the unit's needs, and on specific recommendations for improvement and
professional development. Occasional part-time faculty should receive periodic
reviews that are appropriate to their assignment.
C. Descriptors for Annual Review
The annual
review of one's performance in each of the mission areas to which one is
assigned shall be assessed as:
·
Excellent [characterizing performance
of high merit],
·
Good [characterizing performance of
merit],
·
Satisfactory [characterizing
performance sufficient to justify continuation but not sufficient to justify
promotion or tenure], or
·
Unsatisfactory.
Based on these
descriptors, a faculty member with a preponderance of "satisfactory" or
"unsatisfactory" ratings, particularly in an area in which a significant
contribution is required, would not qualify for promotion or tenure.
The assessments
provided by annual reviews should be a basis for those periodic recommendations
forwarded to the President which relate to promotion, tenure, or negative
action. Positive recommendations for promotion, tenure, or renewal of multi-year
term appointment should be supported both (a) by a series of annual reviews
above the "satisfactory" level and,(b) beyond those
reviews, by performance which is judged to meet the more rigorous standard of
significant contributions.
VI. CRITERIA
FOR PROMOTION, PERFORMANCE BASED SALARY INCREASE, OR TENURE
At West Virginia
University at Parkersburg, recommendations for tenure, performance based salary
increase, promotion in rank, or renewal of term appointment (for tenure track or
term faculty) are based on three broad categories: teaching/service to students,
professional growth and development, and service to the institution and
community. Because teaching is recognized as the faculty member’s primary
responsibility, the area of service to students is given the greatest weight
when considering candidates for tenure, performance based salary increase, or
promotion.
In order to be
recommended for tenure, performance based salary increase or promotion, a
faculty member normally will be expected to demonstrate significant
contributions. The minimal
baseline expectations for satisfactory performance in these three areas are
described below. Areas in gray do not have a minimum baseline established.
|
TEACHING/SERVICE TO
STUDENTS | ||
|
Effectiveness
of instruction |
Student
evaluations included and are generally positive. Personal
reflections are included for teaching evaluations and for other means of
assessing effectiveness of instruction. | |
|
Instructional
load |
Faculty
teach assigned
number of classes as indicated in appointment
letter. A copy of the
posted office hours and teaching schedule is
included. | |
|
Innovations
and improvements in instruction |
Teaching
includes evidence of a variety of teaching modes. Course content
is aligned with the objectives of the Uniform Course
Syllabi | |
|
Responsiveness
to students’ needs |
Faculty
spend a minimum of
five hours weekly advising students. Efforts to make
contact with assigned advisees are documented. | |
|
Particular
and special departmental
responsibilities for instructional purposes
|
| |
|
PROFESSIONAL GROWTH AND
DEVELOPMENT | ||
|
Graduate
credit courses |
| |
|
Participation
in seminars and special lectures at WVU Parkersburg. |
Documentation
of attendance at WVU Parkersburg professional development
offerings. | |
|
Participation
in professional development seminars or conferences in
discipline |
Documentation
of attendance at workshops. | |
|
Membership
in professional
organizations |
| |
|
Publications,
lectures, and papers presented. |
| |
|
Special
professional independent
study |
| |
|
Participation
in seminars, workshops and
conferences relative to the application of technology in
teaching |
| |
|
SERVICE TO INSTITUTION AND
COMMUNITY | ||
|
Contribution
through committees |
Belongs to two
committees (college-wide or division) | |
|
Contributions
to extra-curricular activities |
Attends two
college-wide events. | |
|
Contributions
to institutional functions |
Participates in
division-level curriculum development. | |
|
Contributions
to professional development
of others |
| |
|
Consulting
services to community business, industry, and
organizations |
| |
|
Membership
on community boards, councils and organizations directly related to
professional teaching field(s |
| |
The criteria for
tenure, performance based salary increase, promotion or renewal of term
appointment (for tenure track or term faculty) are as follows:
1.
Teaching/Service to Students
2. Professional
Growth and Development
3. Service to
the Institution and Community
Promotion shall
mean an advancement in rank according to the following
sequence: (1) Instructor; (2) Assistant Professor; (3) Associate Professor; and
(4) Professor. Such advancement shall carry all the rights and privileges
accorded to that rank by the institution. It is recognized that a first
promotion (from Instructor to Assistant Professor) is a necessary step to the
acquisition of tenure and that such promotion normally may be based upon
somewhat less stringent evidence of merit than is the case for an award of
tenure or further promotions to the ranks of Associate Professor or Professor.
The criteria for tenure or promotion to the ranks of Associate Professor and
Professor will be applied with equal stringency.
The decision to
accept a recommendation for or against retention or the awarding of tenure shall
rest on both the current and projected program needs and circumstances of the
division and college and on the strengths and limitations
of the faculty member as established in the annual evaluation process.
A full-time or
part-time assignment to an administrative position or to a unit other than the
one in which the faculty member holds or seeks tenure does not carry with it an
automatic modification of criteria for promotion or tenure. A faculty member who
accepts such an assignment, and who seeks promotion or tenure, should have a
written agreement concerning both status and expectations within the division in
which the locus of tenure resides. Such an agreement must be approved by the
Senior Vice President for Academic Affairs and by the President.
VII.
EVALUATION PROCESS
Evaluations of
the credentials of faculty can be carried out at three levels of college
organization: division evaluation committee, division chair,
college-wide evaluation committee (for promotion, tenure, or renewal of a
multi-year term appointment); Senior Vice President for Academic Affairs (for
promotion, tenure, and/or renewal of a multi-year term appointment); and
President. When appropriate, a judgment is made at each of these levels by a
faculty committee and by the administrative officer of the respective unit. The
goals of the college’s affirmative action program are to be taken into account
at each stage of the review process. Faculty members should neither initiate nor
participate in institutional decisions involving a direct benefit (initial
appointment, retention, annual evaluation, promotion, performance based salary
increase, salary, leave of absence, etc.) to members of their immediate family
or household.
All
recommendations for tenure track faculty in their critical year will be
forwarded through the complete review process. Recommendations for non-retention
or a terminal appointment for tenure track faculty automatically receive
review at all levels.
A.
Division Level
Each division
shall have a faculty evaluation committee, normally consisting of a minimum of
three members. A person who is under consideration for promotion and/or tenure
should not serve on the division committee reviewing his/her evaluation file.
A majority of those voting on
tenure recommendations must be tenured faculty. Neither the chairperson of the
division nor any member of the college faculty evaluation committee shall be a
member of the division faculty evaluation committee. If there are not three
eligible persons in a division, or if a candidate serves in two or more
divisions, the candidate may nominate additional faculty members from other
divisions to complete the division committee. Such nominations would be provided
to the faculty member’s division chair.
The division
committee will prepare a written evaluation for each faculty member, together
with an unequivocal recommendation for or against retention, the award of tenure
and/or promotion. The written evaluation must be signed by all members of the
committee, dated, and forwarded to the division chairperson. The total number of
positive and negative votes must be recorded. Committee members may include
minority statements in the recommendation.
The chairperson
will review the evaluation files of each faculty member in the division and
shall review the committee's evaluations and recommendations. The chair shall
then make an assessment, in writing, with unequivocal recommendations for or
against retention, the award of tenure, promotion, and/or renewal of a
multi-year term appointment for each faculty member. In a recommendation
for tenure, the chairperson shall take into account the long-range staffing
pattern of the division, including the division’s affirmative action goals. The
faculty member shall be informed in writing by the chairperson of the
evaluations and recommendations of both the division committee and the
chairperson. Copies of all written statements shall be placed in the faculty
member's file.
If the faculty
member receives a positive recommendation for promotion, tenure, and/or renewal
of a multi-year term appointment from either the division committee or
chairperson, the file is submitted for review at the college level. If both such
recommendations are negative, the file is submitted to the Senior Vice President
for Academic Affairs for information. Recommendations for performance based
salary increase awards will also be forwarded to the Senior Vice President for
Academic Affairs.
A faculty member
may include a rebuttal to the divisional evaluations for review at the next
level. The rebuttal must be forwarded to the Senior Vice President for Academic
Affairs within five (5) working days of receipt of the evaluations.
A faculty member
may petition the Senior Vice President for Academic Affairs for a review of
negative divisional recommendations (i.e., when both the division committee and
the division chairperson render negative recommendations). The petition should
reach the Senior Vice President for Academic Affairs within five (5) working
days following receipt of notification of the negative recommendations. The
Senior Vice President for Academic Affairs shall forward the petition to the
college evaluation committee as a matter of course for its recommendation.
B. College
Level
The college
faculty evaluation committee shall not include any person who is under
consideration for promotion and/or the award of tenure. A majority of those
voting on tenure recommendations must be tenured faculty. The method of
selection of members is at the discretion of the Senior Vice President for
Academic Affairs. No faculty member should serve on both a division and college
committee and no chairperson should serve on the college committee.
The college
faculty evaluation committee will review divisional evaluations forwarded by the
Senior Vice President for Academic Affairs. The committee will prepare a written
evaluation in each case, together with an unequivocal recommendation for or
against tenure and/or promotion, as applicable. The written Executive
evaluation must be signed by all members of the committee, dated, and
forwarded to the Senior Vice President for Academic Affairs. The total number of
positive and negative votes must be recorded. Committee members may include a
minority statement in the recommendation.
The Senior Vice
President for Academic Affairs will review evaluations and recommendations from
the division and the college faculty evaluation committees, and make an
assessment, in writing, with unequivocal recommendations for each faculty
member. The faculty member shall be informed, in writing, by the Senior Vice
President for Academic Affairs of the evaluations and recommendations of both
the college committee and the Senior Vice President for Academic Affairs. Copies
of all written statements shall be placed in the faculty member's file.
If either the
college faculty evaluation committee or the Senior Vice President for Academic
Affairs supports a positive recommendation for a faculty member, the faculty
file, including both division and college recommendations is forwarded to the
President.
A faculty member
may include a rebuttal to the college-level recommendations for review at the
next level. A rebuttal must be forwarded to the President within five (5)
working days of receipt of the recommendations.
A faculty member
may petition the President for a review of negative recommendations from the
college level (i.e., when both the college committee and the Senior Vice
President for Academic Affairs render negative decisions). The petition should
reach the President within five (5) working days of receipt of notification by
the Senior Vice President for Academic Affairs of negative recommendations at
the college level.
The Senior Vice
President for Academic Affairs has the responsibility for determining whether
all committee evaluations have been conducted fairly within the college and for
assuring that comparable norms are applied in like units.
Recommendations
by the Senior Vice President for Academic Affairs for tenure must be accompanied
by a statement indicating how the proposed tenuring of
a probationary faculty member will affect the long-range staffing pattern of the
division and/or college, taking into account expected
attrition, accreditation, affirmative action goals, budgetary limitations, and
the need for flexibility.
The Senior Vice
President for Academic Affairs will review the decisions of the division
evaluation committees and division chairs relative to performance based salary
increase awards to ensure that the annual review criteria have been applied
fairly and consistently.
C.
President Level
1. Decisions on promotion and tenure
recommendations will be made by the President after review of the
recommendations by the divisions, the college, and their administrators.
2. The President
or designee will report the decisions to the Board of Governors. Such report
will indicate the number of decisions as well as the individuals receiving
positive action, and will verify that the appropriate standards and guidelines
have been met.
3. The faculty
member and the Senior Vice President for Academic Affairs will be notified in
writing of the decision rendered by the President.
D.
Negative Decisions
1. Tenure
Denied; Non-retention; or Termination During
Tenure-Track Period
A faculty member
may request from the President within ten (10) working days of receipt of the
notice from the President of non-retention or termination during the
tenure-track period, the reasons for the decision (W.Va. C.S.R. §
135-9-10.10.) Within
fifteen (15) working days of the receipt of the reasons, the faculty member may
appeal the decision by filing a grievance with the President, in accordance with
W.Va. Code § 6C-2.
2. Promotion
Denied; Other Personnel Decisions
A faculty member
desiring to appeal a decision on promotion or other personnel decisions not
included above may appeal by using W.Va. Code § 6C-2.
The appeal should
reach the office of the President within fifteen (15) working days after receipt
of the written decision.
VIII. DEADLINES FOR ANNUAL REVIEW
The following
deadlines serve for evaluating all faculty, including those with
non-tenure-track or part-time status. However, only those evaluations of first
and second year tenure-track faculty members, evaluations for promotion, tenure,
termination, and Emeritus status, or recommendations for sabbatical leave need
to be forwarded to the President. However, the President may review all faculty
files annually at his or her prerogative.
A. Tenure Track
Positions in First and Second Year
Evaluation of First Year Faculty Members in a
Tenure-Track Position:
First
working day in January Deadline for
updating personnel file.
January 15
Deadline for division committee reviews to be forwarded to the respective
division chairperson.
February 1
Deadline for chairpersons to forward division reviews to the Senior Vice
President for Academic Affairs.
February 14
Deadline for review by the Senior Vice President for Academic Affairs to
be forwarded to the President.
March 1
Deadline for the President to give written notice of termination to
faculty members in their first year of academic service at
WVUP.
Evaluation of Second Year Faculty Members in a
Tenure-Track Position:
Second year
faculty are entitled to notice of non-retention on or before December 15 of the
second year of employment. In order to meet this deadline, Option 1 should be
followed.
A division
chairperson may choose, with written consent of the faculty member, to evaluate
that faculty member according to Option 2. Under Option 2, it is to be
understood that the faculty member would be entitled to a one-year terminal
contract for the third year, if the college decides on non-retention.
Review
procedures are the same for Option 1 and Option 2 for second year faculty.
Option 1
October 15
Deadline for updating personnel files.
November 1
Deadline for division committees to forward reviews to respective
division chairpersons.
November 15
Deadline for chairpersons to forward division reviews to Senior Vice
President for Academic Affairs.
November 30
Deadline for review by the Senior Vice President for Academic Affairs to
be forwarded to the President.
December 15 Deadline
for the President to give written notice of termination to faculty members in
their second year of service at WVUP.
Option 2
Same calendar as
described in Section B, below.
B. Timeline
for Evaluation Where Action is Required for Tenure or
Promotion.
Evaluation of
Probationary Faculty Members with Two or More Years of Service at WVUP and
Others for Whom Action is Recommended (Tenure or
Promotion or Renewal of Multi-Year Term Appointment)
First
working day in January
Deadline for updating portfolio.
January 21
Deadline for reviews by division committees to be provided to the respective
division chairs.
February 7
Deadline for division reviews by committee and chairperson to be
forwarded to the Vice President for Academic Affairs for review at the college
level.
February 28
Deadline for reviews by the college committee to be provided to the
Senior Vice President for Academic Affairs.
March 15
Deadline for college review by committee and the Senior Vice President
for Academic Affairs to be forwarded to the President.
May 15
Deadline for the President to give written notice of promotion, tenure,
or of termination to non-tenured faculty members with nine-month appointments
who have completed more than two years of service.
C. Timeline for Portfolio for Renewal of
Multi-Year Term Appointment
First
working day in January
Deadline for updating portfolio.
January 21
Deadline for reviews by division committees to be provided to the respective
division chairs.
February 7
Deadline for division reviews by committee and chairperson to be
forwarded to the Vice President for Academic Affairs for review at the college
level.
February 28
Deadline for reviews by the college committee to be provided to the
Senior Vice President for Academic Affairs.
March 15
Deadline for college review by committee and the Senior Vice President
for Academic Affairs to be forwarded to the President.
May 15
Deadline for the President to give written notice of renewal of
multi-year term appointments.
D. Annual Review Evaluations for All Other
Faculty, Including Term Faculty on One-Year
Appointments
This calendar is
used for faculty members who are not being considered for promotion or tenure or
renewal of a multi-year term appointment.
First
working day in January
Deadline for updating personnel files.
February 1
Deadline for reviews by division committees to be provided to the respective
division chairs.
March 1
Deadline for chairpersons to forward division reviews to the Senior Vice
President for Academic Affairs.
April 1
Deadline for evaluations to be completed at the Senior Vice President for
Academic Affairs' level and for performance based salary increase
recommendations and nominations for Emeritus Status to be forwarded to the
President.
May 15
Deadline for the President to give written notice of reappointment to
faculty members who are being reviewed annually.
E.
Recommendations for Sabbatical Leave (See Answer Book #IV-1A) or Reassigned Time:
Sabbatical Leave
for Tenured, Full-Time Faculty
January 15
Deadline for chairpersons to forward sabbatical leave recommendations to Senior Vice President for Academic
Affairs.
February 1
Deadline for Senior Vice President for Academic Affairs to forward
recommendations for sabbatical leaves to the President.
February 28
Deadline for President to Communicate decisions on sabbatical
Leaves.
Reassigned Time
for Term Faculty or Instructional Specialists
Faculty who are
on term/instructional specialist appointments must apply
for leave in the fall for the Spring
Semester. The leave may be awarded for up to six hours reassigned time and must
be centered on:
a.
Research that improves teaching and
learning;
b.
Enhancing professional and/or
educational levels;
c.
Curriculum and/or program development
activities.
September
15
Deadline for chairpersons to forward reassigned leave recommendations
to Senior Vice President for Academic
Affairs.
October 1
Deadline for Senior Vice President for Academic Affairs to forward
recommendations for reassigned leave to President
November 1
Deadline for President to communicate decisions on reassigned
leave.
Notes
When a deadline
falls on an official holiday or weekend, materials will be due by the end of the
previous business day.
Deadlines for
the President to give written notice refer to deadlines by which letters must be
post-marked.