Human Development Family Studies - Governance Document - Iowa State University


Governance Document

Revised May 2008

 

I. Mission Statement

The mission of the Department of Human Development and Family Studies is to improve the quality of life for children and families through teaching and research that is focused on the development of individuals and families throughout the life span. Of particular concern are issues related to the development and utilization of resources and to the interaction between individuals and families and their environment within the context of the larger society.

(Adopted Spring, 1990)

 

II. Structure and Governance

  1. Administrative Environment/Philosophy
    The success with which a department performs its teaching, research, and outreach functions depends primarily upon the quality of the faculty and the opportunities afforded for faculty to use their skills in free and creative ways. Administration is concerned with obtaining and allocating resources to improve the quality and enhance the creativity of all faculty. Some administrative activity arises out of the need to coordinate programs. Much administrative activity arises out of the need to allocate limited resources and account for funds. In strong academic departments, administrators are guided by the advice and opinions of the faculty and by considerations of faculty welfare. Effective administration involves continuous communication and interaction between administrators and faculty and among different levels with the university administration.

    Administrative Organization-Faculty Advisory Council

    1. The Chair is responsible for the overall administration of the Department. In addition, the Chair takes primary administrative responsibility for the teaching, research, and outreach programs in the department. Matters involving resource allocation, new positions, funding and cooperative agreements, and other policy questions are ultimate responsibilities of the Chair. The Chair has responsibility for all faculty evaluations. Following an invitation to faculty, the Chair shall appoint an Associate Chair and Department Officer of Graduate Education (.50 FTE administration, and Summer salary may be allotted). The Associate Chair shall take primary responsibility as graduate coordinator, and in other areas designated by the Chair. The Associate Chair would manage routine aspects of the Department in the Chair's absence.
    2. The Faculty Advisory Council (FAC) shall be composed of the Chair, the Associate Chair/DOGE, the department Administrative Specialist, and three elected members. One elected member serves as the chair of the curriculum committee (with one course release per year for Curriculum committee service). One elected member is designated to represent and provide leadership in the area of outreach activities. A third elected member will serve at large. FAC members will serve rotating terms of three years, renewable up to six years. There shall be a nomination ballot for all FAC elections, followed by a vote among nominees willing to serve if elected. FAC elections will occur in April, for the next academic year. Promotion and Tenure Review Committee elections will follow the FAC elections and appointment of the Associate Chair/DOGE, and all FAC members shall be excluded from the PTRC ballot.
    3. The FAC will be responsible for coordination with and among committees and tasks as fits the ongoing needs of the department. The Council will be asked to make recommendations on how committee structures can be made more effective and efficient. Faculty members may bring concerns to the attention of he Council and the Council may ask other faculty to provide information to promote Department communication, coordination, and administrative effectiveness.
      1. The Council will meet on a regular basis to coordinate the administrative activities of teaching, research and outreach. Faculty will be notified of meeting agendas, and suggestions for agenda items solicited regularly. Minutes of all meetings will be distributed promptly.
      2. The Council will implement strategic planning goals and initiate long-range planning processes for the department.
      3. The Council will serve in an advisory role on departmental budgets and allocation of funds.
Faculty Advisory Council Member's Duties

The Associate Chair/Department Officer of Graduate Education will be allocated .50 FTE release time and will chair the Graduate Education committee. The DOGE is responsible for coordination of graduate recruitment and admission, and working with the Scholarship and Assistantship Committee on assignment of graduate students to responsibilities.. Graduate faculty would meet on an ad hoc basis as needed for specific issues and the Coordinator would chair these meetings. Other responsibilities include:

  • present information about departmental research opportunities, assistantship opportunities, and graduate curricula to interested parties.
  • coordinate the assignment of graduate assistantships with the Chair and the administrative specialist, and seek input from the Graduate Recruitment and Review Committee about assistantship policies and implementation.
  • carryout special assignments such as development of graduate program promotional and recruitment materials.
  • coordinate graduate admissions policies/activities, interview prospective students.
  • assist the Chair in reviewing and signing theses and dissertations.

The Curriculum Committee Chair will be allocated .125 release time (one course per year) to chair the curriculum committee. The Curriculum Committee will have representation from all program areas in the Department. Other responsibilities would include:

  • coordinate advising activities and the reporting of students outcome assessments
  • implement policies of department, college, and faculty senate curriculum committees
  • work with curriculum committee to prepare new catalog materials/off-campus courses.
  • work with faculty to prepare proposals for experimental courses and new curricula/options/specializations.

The Faculty Advisory Council's elected representative for Outreach will assist in the development and coordination of programs involving outreach and extension activities and will convene faculty meetings as needed for that purpose.

The Department Administrative Specialist, at the direction of the Chair and in coordination with the Associate Chair and FAC, is responsible for overseeing the business management functions of the Department including budgeting and monitoring of accounts, assisting with preparation of teaching schedules, faculty load reports, and graduate assistantship assignments. The Administrative Specialist will work closely with the Chair, Associate Chair, and Council members in assigned duties.

 

HDFS Support Unit Director Appointments

The Faculty Coordinator of the Child Development Laboratory School, the Couples and Family Therapy Clinic Coordinator, and the Financial Counseling Clinic Coordinator are all appointed for three year terms by the Chair with the input of the FAC. Reappointment to additional terms may occur. The FAC will invite applications for all three positions. Interested persons may nominate themselves or nominate someone else. The FAC will interview prospective applicants to gain an understanding of the applicants goals for the program and make recommendations to the Chair. The FAC may also seek faculty input by ballot to inform their recommendations.

Reappointment to additional terms may occur. If a faculty member wishes to be considered for a continued assignment, he/she should inform the Chair prior to February 1 of the year a term is to expire. Evaluation of coordinators is through both the faculty and the Chair. The Chair will conduct formal evaluation conferences with each coordinator at least once each year. A coordinator does not receive extra salary compensation for serving as a coordinator. They generally will receive some released time. The position descriptions for the coordinators of the Laboratory School and family clinics are provided in the HDFS Faculty Handbook.

 

HDFS Support Unit Advisory Boards

The purpose of these support unit advisory boards is to achieve balance among teaching/ research/outreach functions. Guiding principles include maintaining high quality for: programs serving clients; fully accredited student practica; and research. The fund-raising potential of superb support units should also be maximized.

The composition of the advisory board to CD Lab Schools and family clinics will include: a) director of Lab/Clinic as convener, responsible for meeting with board at least once per semester and providing reports on issues and plans to the Chair and FAC; b) two or three members of agencies representing relevant employers for students; c) one or two faculty or adjunct instructor(s); d) board may appoint one graduate or undergraduate student.

The Chair will obtain recommendations from the support unit director or coordinator and the faculty for appointing board members.
  1. Members of the Advisory Boards will lend their experience and expertise regarding issues and opportunities that face the department.
  2. Members of the Advisory Boards will serve as the department's "eyes and ears" regionally, providing feedback on strategic issues, cutting edge information and technology, and the perception others may have of the department.
  3. Members of the Advisory Boards will serve as ambassadors on behalf of the department to help shape the image of the department and to position the department for continued growth.
  4. The Advisory Boards will meet two times each year, one day in the Fall and one day in the Spring. Meetings will be scheduled to correspond with other major activities taking place at Iowa State University.
  5. It is understood that the Board of Regents has full governing authority of Iowa State University of Science and Technology, including all of its Colleges and respective departments. It is further understood that Advisory Board Members bear no liability for advice provided, nor will any actions of the Advisory Boards be incumbent upon the leadership of the department, college or university.
  6. Terms of service on the Advisory Boards shall be at the invitation of the chair of the Department for a period of two years, renewable at the invitation of the Chair for a total of three terms. Members, who have served the maximum three-term limit, may be invited to return to the Advisory Board at the discretion of the Chair after one year of not serving on the Board.

 

  1. Voting Policies and Rules of Order

    2. General Voting Eligibility and Procedures

    Each full-time or part-time regular or adjunct faculty member may cast one vote. Any faculty member, including the Chair, may move to include Lecturers and graduate assistants and graduate students in the deliberation and vote on a particular issue. When properly seconded, a vote by all regular and adjunct, full- and part-time, faculty members present will follow to determine who may vote. Following the decision on eligible voters, the process of deciding the issues takes place. The Chair votes only in the case of a tie, regardless of how a vote is taken.

    Any eligible voter or the Chair may call for an electronic or written ballot (double envelope system). Voting procedures will be as follows:
    1. A voice vote is appropriate unless a hand, electronic or written ballot vote is called for.
    2. In the case of a hand vote, two members of the faculty present will count the vote and the tally will be announced and recorded in the minutes of the meeting.
    3. In the case of an electronic or written ballot, the ballot will be prepared by the Administrative Specialist and the chair of the presenting committee or the person making the motion. Ballot availability will be sent via e-mail to eligible voters. Voters will have at least five full working days to complete the ballot.
    4. In the case of an electronic ballot, the Administrative Specialist and/or contact person for the ballot will receive the results and provide them to the Chair who will announce the results. In the case of a written ballot two persons, the department Administrative Specialist and/or head secretary and a tenured faculty member appointed by the Administrative Specialist, will count the votes. All results will be announced as soon as possible and recorded in the minutes of the faculty meeting.
    5. Written and electronic ballots will be kept on file by the Administrative Specialist for at least one year after voting.
The decision on an issue is based on a simple majority of those voting. However, any faculty member may move that a 2/3 majority vote is required in order to take action on a particular motion. In that case, action on the majority question would precede action on the original motion.

 

Voting Eligibility for Selection and Promotion of Faculty Members and FAC

Tenure and tenure-track faculty members with the exception of persons holding administrative positions in the University are the basic consultative and advisory body to the Chair with respect to the selection and promotion of faculty members and are eligible to vote in the election of the Faculty Advisory Council and the Promotion and Tenure Review Committee. All tenured faculty members, with the exception of the candidate being reviewed and persons holding administrative positions in the university (deans, associate deans, and the Chair) will participate in promotion and tenure decisions at the department level and will cast an electronic secret ballot for each candidate.

Faculty Meeting Rules of Order

Faculty meetings will be conducted in general, though casual, conformance with Robert's Rules of Order in matters that require faculty approval. Due process rights are specifically reserved and are not waived. Two major divisions of topics may be presented for faculty consideration:

  1. Those that are matters of faculty responsibility strictly; and
  2. Those that are advisory to the Chair.

Category A includes but is not limited to, matters of governance and matters of curriculum, including course offerings and requirements, rules, and procedures for degrees in the department. The following procedures are intended primarily for matters that fall within this category:

  • Proposals will be presented to or initiated by the appropriate standing or ad hoc committee of the department for that group's consideration. The faculty will not consider such items unless and until they have received a majority vote by the appropriate committee.
  • Any significant proposals that have been approved by a committee should be distributed, in writing, to the faculty at least five full working days before the faculty meeting when discussion and voting will take place.

 

In the written materials that are distributed, the Chair of the presenting committee may state an intention to enter a motion to limit amendments. If amendments are not to be permitted, the faculty will pass, table, or reject the proposal in total on its merits. Any item, once passed or rejected, may only be brought before the faculty again by the committee, who can bring up items again following the same rules of adequate notice.

Category B includes a variety of matters such as space allocations, recruitment, faculty loads, results of faculty review and allocation of department resources. These matters tend to follow the same general procedures as stated above, except, since they are advisory to the Chair, they may not always emanate from a committee and the results of discussion and close disagreements need not be decided solely by precise vote but may necessarily be resolved by compromise by the Chair, cognizant of the variations in faculty opinion.

 

III. Recruitment and Hiring of Tenure-Track Faculty and Chair

Guidelines for all hiring procedures are set forth by the University and can be found in the current University Policy Manual as well as the HDFS Information Handbook. The following process is designed to guide the department as it is involved in searches for faculty or a Chair.

The Faculty Handbook includes a description of the titles faculty may be given at any rank (regular, adjunct, visiting appointments, lecturer and clinician appointments, collaborator, affiliate).

 

Procedures for Recruiting and Hiring Tenure-Track Faculty

Search Committee

If a vacancy should arise, the Chair, in consultation with the FAC, will appoint a search committee. Each committee will consist of a chair appointed by the Chair, faculty members, and at least one graduate student member. The committee will draft a position description based on departmental needs and goals. The position description should be presented to the faculty for approval.

 

Recruitment

The search committee will advertise the vacant position in appropriate media, announcements directed to other academic departments, and through other potential outlets to assure wide dissemination. In all phases of the recruitment and hiring process, university, state and federal policies and procedures will be followed.

Following the initial screening of all applicants, the search committee normally will select at least three candidates to invite for interviews. The committee will compile an information file on each candidate that typically includes: curriculum vitae, letters of recommendation, academic transcripts, and other evidence of professional accomplishments. The campus interview will typically include a seminar (e.g. research, outreach, or other scholarly presentation) and teaching presentation and the opportunity to visit with faculty, administrators, and students. After the search has ended there will be an open meeting to discuss the candidates. Faculty, staff, graduate students, and administrators will be asked to evaluate and rank their preferences among candidates. An option to search further may be considered.

The search committee will consider all information and submit recommendations to the Chair. The Promotion and Tenure Review Committee will review any candidate recommended by the search committee who would be considered for hire at a rank other than Assistant Professor and/or the granting of tenure. A secret mail ballot for tenured faculty on the rank/tenure issue will be held after the PTR recommendations are made. Such recommendations are advisory to the Chair.

 

Special Hires

Occasionally, the Chair receives requests from other departments or campus administrators to consider hiring a tenure-track faculty member with the understanding that a waiver of the regular search process may be granted by the President and ISU Human Resources. The Chair will seek the recommendation of the FAC about the potential advantages or problems for pursuing these special hires. The Chair may invite candidates for special hires for an interview, which shall consist of a seminar or teaching presentation and visits with appropriate faculty and administrators. The candidate's curriculum vita and reference letters will be made available to all tenure-track faculty, who will receive a form asking them to assess the special hire candidate's potential for the department. The Chair will present the assessment results and other relevant information to the tenure-track faculty, and seek faculty advice via the procedure (and PTR committee recommendations) required for candidates in regular searches.

 

Chair Nomination and Review Process

In consultation with the Dean, the following process shall be initiated to select the Chair. Upon announcement of a vacancy in the Chair position, the FAC will poll the faculty to determine preferences on whether a search should include candidates from outside the faculty. Results of the poll shall be submitted to the Dean and accompanied with a request to proceed in a manner consistent with the majority of votes. For both internal and external searches, the following procedures shall be followed:
  1. The Chair Recruitment Committee will be composed of four faculty members from the department, one graduate student, one undergraduate student, and an administrator from within the College who will serve as Chair. FAC will distribute a nomination ballot within the department and select four faculty members who represent undergraduate and graduate programs, research and extension. FAC will nominate a graduate student and an undergraduate student. These nominations will be forwarded to the Dean.
  2. If an external search has been approved, the Chair Recruitment Committee shall implement procedures as required by the University. For an internal search, the Committee shall request written applications from faculty as well as nominations. A deadline for applications and nominations will be determined by the Committee. The Committee will proceed to screen applications and recommend candidates to be interviewed.
  3. Following the interview with each candidate, a poll will be conducted among the faculty, staff and students. The form will ask "Would (person) be an acceptable Chair?" Responses may be "yes," "no" or "abstain" on each candidate. Results shall be reported to the faculty.
  4. Once all candidates have been interviewed, a poll of the tenured, tenure-track, and adjunct faculty shall be conducted with the instruction to "Rank the candidates in order of their overall qualifications for the position of Chair. Indicate any candidate that you feel is not acceptable." Results of the poll and comments, shall be sent to the Dean and reported to the Faculty.
  5. It is the responsibility of the Dean to "recommend (s) the appointment of heads or chairs of departments to the president after consultation with the department staff...." (Faculty Handbook, 8/1/94, p. 9).

 

IV. Faculty Review (Tenure-track)

  1. Annual Performance Evaluation
    Faculty performance evaluation may serve several purposes and take a variety of formal and informal forms. Faculty Performance Evaluation procedures specified in this document are expected to serve at least two major purposes: (1) the assessment of current performance in regard to salary for the coming year and (2) the planning of goals and strategies for continuing individual professional development.

    2. General Procedures
    1. Each HDFS faculty member will have an annual performance evaluation based on their work over the past calendar year.
    2. Performance evaluation conferences will be held during the spring semester.
    3. The Chair/administrative specialist will circulate a memo to each HDFS faculty to set an annual review appointment during the spring term. Typically the person being reviewed will provide his/her current CV, PRS, HDFS Performance Evaluation Form as well as additional information requested by the Chair relevant to the performance evaluation.
    4. Each faculty member reviewed will receive a written summary of the review signed by the Chair and the person reviewed.

  2. Contract Renewals

    3. Criteria for Promotion and Tenure

    Criteria for Promotion and Tenure will be made in accordance with university and college guidelines. These guidelines appear in the current versions of the ISU Faculty Handbook and the College of Human Sciences Criteria and Procedures for Assessing Performance, Promotion, and Tenure.

    Award of Tenure

    Tenure accompanies appointment to the rank of associate professor and professor unless a probationary period for new appointees is clearly specified in advance or it is indicated that the appointment does not carry tenure. Therefore, the criteria for the award of tenure shall be identical to the criteria for associate professor.

     

    Probationary Faculty Performance and Development Evaluation
    1. The Chair is expected to review faculty members' development as reflected in the materials submitted for the annual performance evaluation. At a conference especially set for performance and development evaluation, the Chair and faculty member will discuss the scope of the faculty member's contributions during the past year and since the time of employment at ISU, identifying positive and negative features of performance and development. The conference should be an exchange of ideas of benefit to the individual and to the department. The Chair will present a written summary of the conference, signed by both the Chair and a probationary faculty member to the faculty member. A copy of the statement will be kept on file in the Chair's office and a copy given to the faculty member.
    2. The PTRC will serve in an educational and advisory capacity for all tenure-track probationary faculty in the penultimate year of an initial term appointment. The PTRC will review the current vita and accompanying materials submitted by the faculty member and will offer reactions and suggestions about contributions of the faculty member to the department and his/her continuing professional development. These suggestions will be conveyed to the faculty member orally through an informal meeting of the faculty member with the PTRC and the Chair. The PTRC will submit a written recommendation about reappointment to the Chair, with copy to the probationary faculty member.
    3. Each probationary faculty member under review will submit a current vita and accompanying materials to the PTRC by February 1 of the penultimate year of an initial appointment. The Chair will notify the probationary faculty member of his/her eligibility for review.

     

    Appointment to Collaborator or Affiliate Status

    Requests for appointment to collaborator or affiliate status in the department will be submitted to the Chair. The request and a vita will be forwarded to the PTRC for review. The PTRC will make a recommendation regarding conditions of an appointment and submit that recommendation to the voting faculty. A written ballot will be used.

     

  3. Peer Review of Instruction - Promotion and Tenure Peer Review of Instruction

    4. Intent and Purpose

    This is a mandatory procedure for those with teaching responsibilities who are being considered for contract renewal, promotion or tenure. The purpose is to provide one form of documentation of teaching performance. The process of peer evaluation of teaching is to be initiated by the candidate.

    Review team
    • 2 members, 1 chosen by course instructor, 1 by Faculty Development Committee (with approval of candidate). Candidate must notify the chair of the Faculty Development Committee at least five weeks before desiring classroom observation.
    • At least 1 member of team from within the department
    • Optional: Candidate may chose a third team member

     

    Procedure

    Material Review
    1. Team meets with candidate to review course material and to discuss upcoming classroom observations (goals, intent, location, time, behaviors). See Review of Instructional Material. Examples of graded tests and assignments should be available for review.
    2. Team members each prepare a written draft summary of material review.

    Classroom Observation

    1. Team observes a minimum of the equivalent of two 50 minute periods. Candidate may suggest classes and dates. (Optional: Team members may meet to discuss observations.)
    2. Each team member prepares a written draft summary of classroom observation using Review of Classroom Observation. Strengths, areas of needed improvements and constructive suggestions should be included.

    Summary Review

    1. Team meets with candidate within a week after the final observation to discuss drafts of summary reviews and offer verbal feedback and share information. Candidate may make comments or suggestions on drafts.
    2. Team members finalize written summary reviews and forward to candidate within one week of the meeting with the candidate.

     

Faculty Development Peer Review of Instruction

Intent and Purpose

The intent of this peer review of instruction is to provide feedback from peers on classroom teaching and/or teaching materials for the faculty member's professional development or to be used as documentation of teaching for awards or other professional purposes. The process is not intended to be a required part of annual performance evaluation reviews and is to be initiated by the faculty member.

Review team

The faculty member may choose one or more peers from inside or outside of the department to provide a review.

 

Procedure

Classroom Observation
The faculty member may request that peer(s) observe one or more classes and provide either informal verbal feedback or a written review. The faculty member may choose to have the reviewer use the Review of Classroom Observation.

Materials Review
The faculty member may request that peers review course materials, either in conjunction with the classroom observation or separately. Feedback may be either informal verbal or written, either using the Review of Instructional Materials or not.

Summary Review
If a written summary is completed, the faculty member may choose whether or not to forward the review of classroom observation and/or materials to the Chair to use for evaluation. A written review may also be used as a part of awards materials or other professional purposes.

 

Review of Instructional Materials

This form is designed to provide suggestions and possible criteria for reviewing instructor materials. The form is a guide for the review team and the criteria used will depend on the nature of the course. Note: Not all criteria would be used for a particular set of materials. The lists provided are suggestions only.

 

Syllabus
May include the following: Clarity of expectations; current, relevant; appropriate level; well-organized; reasonable expectations; communication of evaluation procedure

Course objectives
May include the following: Clear; appropriate level; comprehensive

Assignments
May include the following: Variety of meaningful activities; challenging; asonable, consistent with objectives and content level; emphasis on application of learned knowledge; promote learning process; spaced at appropriate intervals; appropriate group activities or student presentations

Examinations(if applicable)
May include the following: Clarity of questions; appropriate number and spacing of exams; reasonable range of item difficulty; effective and comprehensive integration of relevant content; reasonable length; requires appropriate level of thinking (knowledge, comprehension, application, analysis, synthesis, evaluation) Learning Approaches May include the following: Varied; appropriate; stimulating; innovative use of technology

Textbooks and handouts
May include the following: Up-to-date; relevant; appropriate for level and course objectives

Reading and reading lists (if applicable)
May include the following: Up-to-date; relevant; appropriate for level

Audio and Visual Materials (slides, viChairs, transparencies, Power Point, computer, etc.)
May include: Clear, easily seen and read; contain appropriate and manageable amount of material

Course content
May include the following: Up-to-date; current; challenging; appropriate for level

Procedure for evaluation of student
May include the following: Consistent with goals and objectives of course, appropriate for course content and level; logical weighting for student performance (exams, quizzes, projects, presentation, assignments); opportunities for student to receive feedback; adaptation to individual needs

 

Review of Classroom Observation

This form is designed to provide suggestions and possible criteria for reviewing classroom instruction. The form is a guide for the review team and the criteria used will depend on the nature of the course and the individual instructor's style. The lists of criteria are suggestions only.

Instructor knowledge and command of subject matter
May include observation of the following: Command of subject matter; depth; breadth; up-to-date; relevant to course; refers students to supplemental learning sources; multicultural awareness

Instructor strategies
May include observation of the following: Variety of styles; promotes learning process; appropriate; addresses different learning styles; clarity of presentation; use of inquiry; use of cooperative, active learning strategies; emphasizes main points; presents challenging concepts; presents thought provoking ideas; presents clear and relevant examples; gives appropriate response to distractions

Content delivery
May include observation of the following: Relates content to appropriate context; integrates text and supplemental material; uses relevant examples; explains clearly; uses clear organization; uses effective transitions; summarizes; reviews; uses variety of media and activities; uses logical sequence of topics

Instructor / student rapport
May include observation of the following: Uses fair and equitable treatment of all; displays concern and respect for students; accepts diverse views; encourages student participation; manages classroom effectively; effectively handles inattentive or disruptive students, offers positive feedback; shows awareness of individual learning needs; is open to constructive criticism

Teaching Behavior
May include observation of the following: Is well prepared and organized; shows ability to guide and inspire; can be easily heard; uses effective pacing; has clarity of language; uses good eye contact; begins and concludes class session effectively; uses anecdotes/humor as appropriate; shows enthusiasm and conviction; answers questions thoroughly; uses appropriate style to facilitate note taking; demonstrates confidence and appropriate authority

Use of media and technology (overheads, slides, viChair, Power Point, etc.)
May include observation of the following: Effectiveness of implementation; clarity; easily seen; reasonable amount of total class time

 

  1. Promotion & Tenure

    2. Purposes of the Promotion and Tenure Committee

    The purposes of the Human Development and Family Studies Promotion and Tenure Committee (PTRC) are to:

    • review and provide information concerning promotion and tenure to faculty and to assist faculty in preparation of materials relative to promotion and tenure
    • assess performance of faculty seeking promotion and/or tenure and to conduct review for probationary tenure track faculty
    • assist in assessment of adjunct faculty on term appointments
    • serve in an advisory capacity to the faculty in the development of department policies and procedures regarding promotion and tenure
    • provide the chair with promotion and tenure recommendations
    • provide the chair with recommendations regarding adjunct, collaborator and affiliate status appointments
    • In September of every year the PTRC will present information at a regularly scheduled department meeting about the current standards for promotion and tenure including recent updates from the Provost's office.

    An additional role of the PTRC chair is to serve as the "third" person on a mediation committee for disputes about Position Responsibility Statements (PRS) between a faculty member and the chair.

     

    Committee structure

    Membership of the committee

    • The committee shall be composed of four elected tenured faculty members serving staggered two-year terms. At least three members will be tenured full professors; the fourth member may be a tenured associate or full professor.

    Term of office

    • Elected committee members shall serve two years. A committee member will not serve two consecutive terms; however, a committee member who does not complete a term and his/her alternate would both be eligible for re-election.
    • If a member of the committee will be reviewed for promotion in the second year of the term, the alternate will replace this committee member for the completion of the term.

    Election of the committee

    1. The Faculty Advisory Council (FAC) will conduct the PTRC election.
    2. The election ballot will be constructed from the names of all tenured full and associate professors within the department with the exception of
      1. faculty being reviewed
      2. faculty who will serve as members or alternate members of the College Promotion and Tenure committee the following academic year
      3. faculty who will serve on FAC the following academic year
      4. faculty who hold administrative positions of dean, associate dean or Chair within the University
      5. spouse/partners or others who may have a conflict of interest in conducting an impartial review
    3. This will result in two slates of candidates, i.e., full professors and associate professors. A faculty member's name will appear at his or her rank at the time the election is conducted.
    4. The three persons receiving the highest number of votes on the full professor slate will be elected to the committee. The individual receiving more votes when comparing the fourth highest full professor and the highest associate professor will be elected to the committee. Alternates will be selected from the full professor slate according to votes received. All alternates will serve for a term of one year.
    5. All tenured faculty with the exception of persons holding administrative positions (as defined in Section b,4) in the University are eligible to vote.

Other tasks prior to review of candidates
  • The outgoing PTRC will hold an informational meeting during late spring that is open to all faculty. The purpose of this meeting is to summarize the review process and suggest ways to organize materials for review. For more information faculty will be encouraged to attend the provost and college informational meetings.
  • When the committee is first convened, the department chair will meet with the committee to ascertain if any member of the committee has any reason to believe that he or she might not be able to function in an objective and unbiased manner with respect to any candidate under review. It is important to note, in this respect, than even the appearance of potential bias is damaging to the review procedure, and would constitute the basis for excusing the committee member from serving on the committee, irrespective of how he or she felt about his or her own capacity to function objectively. It is important that the PTRC be unbiased in dealing with candidates for promotion, tenure, and contract renewal.
  • As soon as feasible, but before the end of April, the outgoing PTRC members will meet with the newly elected PTRC members and the Chair to discuss procedures for the coming academic year. Immediately following the meeting, the new PTRC permanent members will meet to elect a chair, review charges and set a calendar for the committee's charges.

 

Standards for Promotion and Tenure

Faculty seeking standards for promotion and tenure should consult the College of Human Sciences documents for additional standards and procedures and the University Promotion and Tenure policy as described in the Faculty Handbook.

 

Qualifications for academic rank and tenure

Faculty seeking the qualifications for academic rank and tenure should consult the University Promotion and Tenure Policy as described in the Faculty Handbook and should also consult the Promotion and Tenure document of the College of Human Sciences.

 

Process of Review for Promotion and Tenure

Nomination for review
  1. Nominations for promotion and/or tenure may be submitted by an individual or his/her own behalf, by peers, or by the Chair. Peer nominations will be made directly to the Chair, who will inform candidates of such a nomination.
  2. All candidates nominated for promotion and/or tenure either by peers or by Chair, who wish to be reviewed, must formally accept the nomination by filing a letter of intent.
  3. A letter of intent shall be submitted by each candidate to the Chair by the last working day prior to March 1.

 

Preparation of materials by the candidate

  1. The candidate will prepare a set of materials representative of the candidate's work since the last promotion. In consultation with the Department Chair, the candidate will complete any required forms that summarize information about the candidate's appointment and responsibilities.
  2. The Chair will inform the chair of the PTRC when the materials are available for committee review.
  3. Documentation and format should follow current university and college guidelines.

 

Materials solicited by the committee

  1. Documentation will include a maximum of six (6) letters of evaluation from individuals appropriate to the field, outside the institution. A list of individuals from whom to solicit letters will be developed by the PTRC members in consultation with the candidate, the Chair, and other individuals knowledgeable about the candidate's discipline or functional responsibilities. At least one of the reviewers, but not all, should be suggested by the candidate. Candidates may consult with ISU colleagues about appropriate reviewers and their institutions. Candidates may submit a list of up to three people in their field who will not be contacted as reviewers. This request, if made, must be put forward at the same time candidates submit names of potential reviewers. Letters from close associates of the candidate may not be viewed as unbiased evaluations and therefore may not be in the candidate's best interest.
  2. Letters from department, college and university colleagues may be important. These letters should detail interdisciplinary research and teaching programs, joint projects, and services provided.
  3. Letters soliciting outside review of a candidate's work will make clear what is to be covered by the reviewer. These letters sent by the department soliciting external reviews will include asking reviewers their opinions about whether candidates would or should receive tenure and/or promotion at the reviewer's institution and at Iowa State University. The department will make this request regarding this summative question consistent for all candidates and all reviewers.
  4. With regard to the candidate's scholarship, the letter shall request, for example, comments concerning its originality, impact, breadth, depth, or clarity. If the reviewer is to comment upon other areas of the candidate's professional work parallel and appropriate language should be spelled out for those areas (e.g., teaching, professional practice, extension activities, performances, service).

 

 

Deliberation process and recommendation

  1. Following the collection of materials, the PTRC will provide an opportunity for a meeting with the candidate to discuss materials and suggest revisions that are deemed appropriate in the candidate's file. The candidate may decline the meeting without prejudice.
  2. The PTRC will discuss, deliberate, and vote by written ballot on each candidate's application. If an associate professor is serving on the committee, this individual will not participate in the discussion, deliberaton and vote by the PTRC of candidates being reviewed for promotion to full professor. A record of the vote will be included in the written PTRC report.
  3. A written report regarding each candidate will be prepared by the PTRC in accordance with the current college promotion and tenure document.
  4. The committee may recommend changes in the candidate's materials that will reflect more accurately the candidate's record at subsequent levels of review. If the candidate makes any modifications or addition to the file, such changes are to be dated and noted as an addendum or change.
  5. One copy of the PTRC report will be presented to the Chair and one copy to the candidate.

Department faculty actions

  1. The voting faculty for promotion and tenure decisions consist of tenured faculty members with the exception of
    1. faculty being reviewed
    2. faculty who hold administrative positions of dean, associate dean or Chair
    3. In the cases of possible promotion to associate professor or tenure at the rank of associate professor, elibible voting faculty will consist of all tenured associate and full professors excluding those listed above. In the cases of possible promotion to professor, eligible voting faculty will consist of all tenured full professors excluding those listed above.
    4. Faculty who serve as members of the College P&Tcommittee or faculty who serve as alternates to the College P&T committee who have been asked to serve at the college level at the time of the department vote will vote on cases at the department level not the college level.
  2. Eligible voting faculty will be advised in writing by the PTRC when the report is available for their review. The report will be held in the department office for eligible voting faculty to review. The report will include any written reply from the candidate. Confidential letters solicited by the Chair and the PTRC will be available in the file for the eligible voting faculty review.
  3. At a meeting of the eligible voting faculty, the PTRC will answer any questions that may arise about the reasoning and facts that went in the PRTC's recommendation. The PTRC chair will lead the discussion with a focus on the qualifiication of the candidate for promotion, given the PRS. The Department Chair will attend the meeting in an observer's role, and will use the discussion to assist him or her in crafting the Chair's letter of recommendation. Following this meeting, the voting faculty will cast a secret ballot for each candidate.

  4. The votes of the eligible voting faculty will be collected through either a double envelope system (outside envelope with signature, inside envelope without identification) or an electronic voting system that documents eligible voters, preserves anonymity of each vote and documents each ballot. The voting process will be overseen by the PRTC.

  5. Two tellers from the PTRC will be assigned by the PTRC Chair the responsibility of collecting and tallying the vote. The tellers will provide record of the vote to the Chair.

  6. Ballots will be given to the Chair and kept for a period of three years, after which they may be destroyed. A record of the vote will be kept.

 

Chair actions

  1. The PTRC recommendation and the faculty vote are advisory to the Chair.
  2. After reviewing the recommendations of the PTRC and the faculty vote, the Chair will evaluate the candidate's qualifications for promotion and/or tenure. The Chair will then provide the candidate a copy of the Chair evaluation report. The Chair will also report the general sense of the evaluation to the tenured faculty.
  3. The report will be forwarded to the dean of the college. The Chair may forward a nomination with respect to promotion and/or tenure to the appropriate dean for any person irrespective of the action of the PTRC committee.

 

Candidate actions

  1. The candidate for promotion and/or tenure may withdraw from candidacy at any time during the process. If the candidate is dissatisfied with the process and/or report from the Chair, the candidate may submit a request for promotion and tenure directly to the dean of the college.
  2. Candidates for whom a recommendation is being forwarded to the college shall be given the opportunity to review the factual information to be submitted and to inform the Chair of ways in which he or she believes this information to be incomplete or inaccurate.
  3. Complete appeal procedures are stated in the current ISU Faculty Handbook.
  4. A candidate who receives a promotion will not vote at the new rank until after the promotion is approved by the Board of Regents.

 

Preliminary Review of Probationary Faculty

Probationary faculty members are typically reviewed by the PTRC in the third year of their appointments. The purposes and process of this review are described in the University Promotion and Tenure Policy. Probationary faculty members will submit a vita and a portfolio of supporting materials that represent accomplishments during the probationary period. HDFS probationary faculty are not expected to provide external letters as a part of this process. The PTRC will submit a written report to the candidate and to the Chair. The review should provide constructive feedback to the candidate regarding progress in meeting criteria for promotion and/or tenure and inform the decision to reappoint during the probationary period.

 

Review of Collaborator and Affiliate Appointments

Requests for appointment to collaborator or affiliate status in the department will be submitted o the Chair. The request and a vita will be forwarded to the PTRC for review. The PTRC will make a recommendation regarding conditions of an appointment and submit that recommendation to the voting faculty. A written ballot will be used.

 

  1. Post-Tenure Review

[Approved 3/00]

 

Premise

Post tenure review is intended as a process to create a plan for positive, constructive faculty development. Faculty erformance will be examined in terms of the individuals position responsibility statement. The review will be conducted and implemented at the departmental level, guided by the principles of academic freedom, the University Strategic Plan, and College/Departmental priorities. The basis of the post tenure review will include: 1) self assessment, 2) review by the Post-Tenure Review Sub-committee of the Faculty Development Committee (PTR Sub-committee of the FDC), and 3) a department chair appraisal form.

 

Procedure

Once every seven years, each tenured faculty member will have a post tenure review that will include a self assessment, PTR Sub-committee of the FDC analysis, and Chair appraisal. The outcome, known as a post tenure developmental plan (PTDP), of this review will be documented in writing by the Chair to the faculty member. The faculty member will have 45 B-Base working days to reply/clarify/appeal the developmental plan to the Chair.

 

Post Tenure Review Portfolio

At a minimum, the faculty member should present for review, 1) The summary forms from the last three to five years of annual performance evaluations as well as material for the post tenure review year (seventh year). This information could be presented in tabular format, indicating evaluation ratings for teaching, research/ scholarship, outreach/extension, and other areas of responsibility. 2) Additionally the current Position Responsibility Statement as a faculty member and curriculum vita should be presented. 3) A self-assessment statement (2-3 pages double spaced) will be written by the faculty member including personal goals, what you perceive as your strengths, what you wish to improve upon and what would help you reach your goals (a short and long range plan for faculty development). The faculty member may wish to add for review samples of scholarly work, teaching materials, and other examples of performance. All materials would be due one month prior to the scheduled review.

 

Post-tenure Review Sub-committee of the Faculty Development Committee

The PTR Sub-committee of the FDC will review each faculty member scheduled for PTR. The members of the initial PTR Sub-committee of the FDC will be comprised of the four faculty members who have most recently been tenured and/or promoted (two full professors; two associate/assistant professors). Service will be a two year term with two persons assigned a three year term initially in order to provide two persons continuing in service and two new members each year. Replacement will proceed as follows: the persons who previously have been reviewed will rotate on to the committee at the two ranks (professor; associate/assistant professor) with the most senior of the previously reviewed persons at each rank rotating to the PTR Sub-committee of the FDC first, then the next most senior at that rank the next year, etc., ensuring that (except for the first three years of reviews), persons serving on the committee have previously been reviewed, and that the rotation of committee members and persons to be reviewed does not intersect.

 

Review Schedule (BEGINS 2001-2002)

All tenured faculty holding tenure in whole or in part in HDFS will be reviewed at least once in a 7-year cycle. If within a 7-year cycle a faculty member applies for promotion, the Promotion and Tenure process will supercede and be in lieu of the PTR. If the faculty member is promoted, he/she begins the 7-year PTR cycle starting from the date of promotion. If the faculty member is not promoted, he/she will undergo PTR the year following the negative promotion decision. Faculty may request reviews earlier than every 7 years.

The review process will start with the two most senior faculty in both the ranks of Professor and the combined Associate/Assistant Professors as determined by date of tenure and/or last promotion, whichever is most recent.

Post tenure reviews will be conducted in January and February, covering the previous seven calendar years. The review will begin with the faculty member submitting to the Chair the required post tenure review materials along with any supplemental information the faculty member wishes to add. These materials will be made available to the Post-Tenure Review Sub-committee of the Faculty Development Committee.

 

Post Tenure Development Report and Plan

The Post-tenure Review Sub-committee of the FDC and Chair will submit a combined brief report to the faculty member of their respective findings and rationale for whether or not the faculty member's performance is consistent with expectations laid out in the position responsibility statement. Whether or not the expectations are consistent, suggestions to improve performance will be offered to all those reviewed.

 

Outcomes/Developmental Plan

The post tenure report (PTDP) consisting of a developmental plan for each faculty member will be reviewed annually for progress by the Chair and the faculty member at the annual performance review. A written summary of annual progress on the developmental plan will be provided by the Chair. The faculty member will have 45 B-BASE FACULTY WORKING DAYS to respond TO THE Chair if there is disagreement about the summary.

The Post Tenure Review Plan will not be communicated to anyone other than the Chair and the faculty member without advance written permission of the faculty member being reviewed.

 

  1. Chair Review and Term Renewal
    2. A department Chair is appointed by the Dean for a stated term. Appointments are renewable under the conditions specified below.
    1. By March 15, during the next to last year of the Chair's term, the Chair will notify the Dean and the FAC in writing of his/her willingness to be considered for another term. If interest in re-appointment is expressed, an evaluation of the Chair shall be conducted by the end of the current spring semester. An evaluation will not be conducted if the Chair indicates no interest in re-appointment.
      In consultation with the Dean, the FAC will draft an evaluation form to be sent to each faculty member. The form will include the following question: "Do you support the re-appointment of the current Chair to another term?" Reasons for support or opposition shall be requested on the form. Results of the written ballot will be reviewed by the FAC with the Chair and the Dean, and reported to the faculty.
    2. It is the responsibility of the Dean to "recommend (s) the appointment of heads or chairs of departments to the president after consultation with the department staff....(Faculty Handbook, 8/1/94, p. 9).

 

V. Policy for Non Tenure-Track Faculty (Lecturers/Clinicians)

The Department of Human Development and Family Studies expects to hire Lecturers and/or Clinicians to support its academic mission. These nontenure-track faculty may engage in traditional classroom and laboratory teaching, supervision of students in student teaching, practica and internship programs, undergraduate advising, development and delivery of web-based and other distance education courses, coordination and supervision of academic support services, and coordination of Learning Communities. This policy is consistent with the policy for hiring and review of lecturers and clinicians in the College of Family and Consumer Sciences and Iowa State University.
  1. Hiring of nontenure-track faculty
    1. The decision to hire a nontenure-track faculty member, as well as the minimum qualifications needed for the position, rests with the department chair. Appropriate departmental faculty committees or the full department faculty should be consulted in this decision.
    2. A search committee composed of Department faculty and academic staff members should conduct the search according to procedures defined by ISU Human Resources.
    3. The decision regarding the level at which to hire an individual (Lecturer or Senior Lecturer, Clinician or Senior Clinician) should be made by the department chair in consultation with the search committee. The decision should be based on the qualifications and prior experience of the candidate, and should be in accord with the stated qualifications for these positions in University policies.
  2. Annual review of nontenure-track faculty
    1. All nontenure-track faculty will be reviewed annually, following standard department practices for tenure tract and tenured faculty reviews.
    2. The faculty member being reviewed will complete an annual activity report, using as a template the activity report form used by tenure-track and tenured faculty.
    3. Other information to be used in annual reviews may include instructor/course evaluations (obtained for all courses and automatically placed into each faculty member's file), position description, written evaluations prepared by faculty who work with the nontenure-track faculty member being reviewed or who sat in on classes, and examples of materials (syllabi, course packets, lab manuals, exams, etc.) used in class.
    4. The department chair or designee will meet with the person under review to discuss activities, accomplishments, problems, concerns, and plans for the future. Depending on the role that the faculty member plays in the department, a faculty member who works with or directly supervises the nontenure-track faculty member may also participate in the meeting.
    5. Following the meeting, the department chair or designee will prepare a written summary of the annual review, noting accomplishments, concerns, and plans for the future. The nontenure-track faculty member will sign and return a copy of this report, acknowledging its receipt.
    6. The nontenure-track faculty member should not be reviewed by someone with whom he/she has a conflict of interest. Conflicts of interest include conflicts arising out of personal relationships, family relationships, and those arising out of activities outside of work (See Faculty Conduct Policy in section 7.2.2.1 in Faculty Handbook.)
  3. Review for reappointment
    1. A Lecturer or Clinician may be appointed initially for up to a 3-year term. The decision to extend the term for up to an additional 3 years will be made by the Department Chair in consultation with the Faculty Advisory Committee. It will be based on the individual's annual reviews and position description, and will be made in consultation with any faculty members who directly supervise the person under review.
    2. At the time of consideration of advancement to Senior Lecturer or Senior Clinician, the department chair will appoint a 4-member faculty committee from inside the department to conduct this review. The review committee will function in a manner similar to that of the departmental Promotion and Tenure Committee and can include members of the Promotion and Tenure Committee. This committee will make a recommendation on reappointment to the department chair. Advancement to Senior Lecturer/Senior Clinician will be based on excellence of performance in the role of Lecturer or Clinician over a period of 6 years.
    3. Materials that should be provided to the review committee include the annual activity reports of the individual, position responsibility statement, a narrative written by the individual summarizing and analyzing his/her activities over the time period in question, and any supporting materials the individual wishes to include (syllabi, course packets, manuals, web pages, published papers, summaries of instructor evaluations, etc.)
    4. Senior Lecturers and Senior Clinicians may be appointed for terms of up to 5 years, plus a 1-year notification period if the appointment will not be renewed. They will be reviewed annually as outlined above, and will be reviewed for reappointment by the Post-Tenure Review sub-committee of the Faculty Development Committee in the penultimate year of the contract, in a manner comparable to that used in the department for post-tenure review of tenure-track faculty. The recommendation on reappointment, including a summary of the review committee's findings, will be given to the individual in writing by the department chair. This recommendation will then be given to the College Dean for final review.
  4. Other duties of nontenure-track faculty
    1. All nontenure-track faculty share the same rights, privileges, and responsibilities of tenure-track faculty in normal departmental and college functions. They are expected to attend faculty meetings, serve on appropriate department and college committees, and vote on issues concerning the college's academic programs (e.g. curriculum changes, advising policies). Nontenure-track faculty may not participate in advancement/tenure discussions for tenure-track faculty.
    2. The department encourages nontenure-track faculty to attend professional meetings and engage in other forms of professional development. Depending on the resources available, the department will try to assist in the financial support of such activities (e.g. contribution to travel costs to attend a meeting).
    3. As part of the academic staff in the department, nontenure-track faculty are expected to participate in curriculum review and development.

 

VI. Policy for Adjunct Faculty

Adjunct Faculty

The Department of Human Development and Family Studies has periodic need to appoint non-tenure eligible faculty in adjunct positions. Adjunct appointments recommended by the department must be approved by the college and the provost.

Adjunct appointments are full-time or part-time renewable term positions with these possible titles: adjunct professor, adjunct associate professor, and adjunct assistant professor. Adjunct appointments will not exceed five years for each term appointment, requiring a notice of one year of intent not to renew, except when the appointment is for a year or less. This policy is consistent with the College of Human Sciences policy for hiring and review of adjunct faculty and P & S employees at Iowa State University.

The department may approve hires of adjunct faculty in the following categories:
Experts employed elsewhere. Adjunct titles may be used for persons who are employed elsewhere but have faculty responsibility at Iowa State. This would include persons currently employed and paid by businesses, government, and other organizations without direct connection to ISU. These appointments are normally part time, made to recognize the appropriate teaching, extension/professional practice, and/or research responsibilities of these individuals. Any temporary full-time appointments of these individuals would be for a special need and usually last no longer than one-year. Adjunct faculty should be individuals holding a terminal degree in an appropriate field. Under extraordinary circumstances, individuals without the terminal degree but with national or international reputations in their field might be considered for appointment in an adjunct position.

Adjuncts employed only by the university. In the University's quest to hire and retain excellent faculty, including dual-career couples, as well as to carve out new areas of academic expertise, and attract experts on extra mural grants and contracts, certain individuals may be hired in full time positions as adjunct faculty. These should be persons with the terminal degree in their field. They will likely function as faculty with significant research or extension/professional practice responsibilities, usually funded by extramural grants and contracts. Whenever possible, these individuals should be considered for tenure-eligible positions. Faculty hired primarily for teaching purposes should be hired as lecturers or clinicians. New appointments in this category will be uncommon in the department..
Hiring

Adjunct faculty will be hired through established university search processes. Tenure-line faculty should work with the department chair to coordinate the search process.

 

Position Responsibility Statement (PRS)

Each adjunct faculty member will have a position responsibility statement reflecting the nature of his or her responsibilities. Reviews will be based on the PRS and will consider performance in all areas of responsibility.

 

Review

Annualreview. Annual review of adjunct faculty will follow procedures outlined for the review of other non-tenure-eligible faculty positions in the department.

Renewal review. Renewal review will follow procedures outlined for the renewal review of other non-tenure-eligible faculty, except that there is no requirement that adjunct faculty must be advanced after a particular period of time. Renewal review will be conducted by the Post-Tenure Review sub-committee of the Faculty Development Committee, in a manner comparable to that used in the department for post-tenure review of tenure-track faculty. This committee will make a recommendation on renewal to the department chair.

Advancement review. When an adjunct assistant professor or adjunct associate professor and the department chair agree that it is appropriate to seek advancement to the next adjunct level, the same faculty committee which considers advancement from lecturer to senior lecturer and from clinician to senior clinician will review the record of the adjunct faculty member. Advancement review will be conducted by a four-member committee appointed by the department chair from inside the department. The review committee will function in a manner similar to that of the departmental Promotion and Tenure Committee and can include members of the Promotion and Tenure Committee. This committee will make a recommendation on advancement to the department chair.

Materials for advancement review. Materials to be submitted for review will include documentation of all areas of responsibility. Requests for advancement forwarded to the college and provost should include a summary of the review results and a statement regarding the continuing need of the unit. If the department does not recommend an advancement, no recommendation should be forwarded to the college.
Recommendations for advancement must originate in the department and be approved by the college and provost. Since advancement is not a part of the promotion and tenure process, the department schedule for this review may differ from P&T review.

Criteria for advancement from Adjunct Assistant Professor to Adjunct Associate Professor. For the department to recommend advancement to Adjunct Associate Professor, the faculty member must demonstrate effective performance in all areas of responsibility and must demonstrate excellence in scholarship (scholarship is defined in the Faculty Handbook).

Criteria for advancement from Adjunct Associate Professor to Adjunct Professor. For the department to recommend advancement to Adjunct Professor, the faculty member must demonstrate effective performance in all areas of responsibility and must demonstrate distinction in scholarship (scholarship is defined in the Faculty Handbook).
Voting

Adjunct faculty members not employed by the University will not have voting privileges in the department. Adjunct faculty members employed by the university share the same rights, privileges, and responsibilities of tenure-track faculty in normal departmental and college functions. They are expected to vote on issues concerning the College's academic programs (e.g. curriculum changes, advising policies). Nontenure-track faculty may not participate in promotion/tenure discussions for tenure-track faculty. .

 

Continuous adjunct appointments

No changes to the status, title, and privileges of persons already holding continuous adjunct non-tenure-eligible faculty positions shall be made unless requested by such a person. These faculty will continue to be reviewed under the P&T process as specified in the Faculty Handbook.

 

Professional and Scientific (P&S) employees with non-tenure-eligible appointments.

Employees on P&S status in the university may be appointed to renewable, term non-tenure-eligible appointments, of from one to five years, to carry out faculty duties in the department.

Individuals holding a full or part-time P&S position may have no more than 30% of their total work responsibilities assigned as teaching.

 

Titles

The following titles will be employed for P&S employees assuming faculty responsibility in the department . These titles will be in addition to their title within the P&S system.
  • When the faculty work undertaken is similar to that of a departments Lecturers and Clinicians, the title of Lecturer and Clinician (or Senior Lecturer and Senior Clinician) is appropriate. These titles should only be given to employees with an advanced degree in an appropriate field.
  • When the faculty work undertaken is substantially different from the work of department Clinicians and Lecturers, which often occurs when the work is focused on research or extension/professional practice, the P&S employee may be given the title of Adjunct Assistant Professor, Adjunct Associate Professor, or Adjunct Professor. The qualifications for these titles should be similar to those required to hire at the Assistant, Associate or Full Professorial ranks under the tenure-eligible system. These titles should only be given to employees with the terminal degree in the field.
  • P&S employees who, as of August 2003, have adjunct rank at the Assistant, Associate or Full Professorial levels may retain these titles, with appropriate review and approval by the department. College approval is also necessary. The term of these appointments shall be as previously specified or for a renewable term not to exceed five years.
  • Adjunct Instructor will not be used as a classification for P&S employees.
  • All titles can be given for terms not to exceed five years, when a department foresees a continuing need for the P&S employee's service in faculty roles. There is no required notice of intent not to renew for the non-tenure-eligible titles given to P&S employees. Termination of the P&S appointment will also mean the termination of the non-tenure-eligible appointment.
  • P&S employees should not be teaching courses in the college without a non-tenure-eligible title.

 

Appointment

Appointment of P&S employees to non-tenure-eligible positions will be recommended by the department chair, with faculty input. The department chair can make initial appointments of P&S employees for one year without faculty input, but reappointment (or initial appointment beyond one year) will require faculty input.

All appointments will be reported to the Provost's Office on the "Non-tenure-eligible faculty appointment of P&S employees" form. A form should be on file with the college and provost for each P&S employee assigned a non-tenure-eligible title.

The awarding (and renewing) of the titles of senior lecturer, senior clinician, adjunct assistant professor, adjunct associate professor, or adjunct professor must be approved by the department, the college, and the provost.

 

Review

A person employed in a P&S position and assigned non-tenure-eligible faculty responsibilities and title shall be regularly evaluated by the department.

While the P&S employee will not have a Position Responsibility Statement, the department chair should specify in writing, at the time of appointment, the responsibilities associated with the non-tenure-eligible appointment.

In general, the same procedure used to review other non-tenure-eligible faculty will be employed.
Annual Review. Each P&S employee with non-tenure-eligible title will have faculty work evaluated annually by the department chair.

Faculty Review. At least every four years and before any re-appointment, these employees will have their faculty work reviewed by a 3-member faculty committee designated by the department chair.

 

Advancement

For P&S employees with non-tenure-eligible titles, there is no minimum or maximum time in rank. For example, an employee may continue with the title of "lecturer" for an indefinite time, with appropriate review.
P&S employees with adjunct appointments. If the department chair and the P&S employee believe the employee may qualify for a change in adjunct title, the P&S employee would go through the same procedure described above for advancement of adjunct faculty.

P&S employees with lecturer and clinician appointments. If the department chair and the P&S employee believe the employee may qualify for a change to senior lecturer or senior clinician status, the P&S employee member would go through the advancement procedure described in department governance documents.

 

Voting

The P&S employee assigned a non-tenure-eligible title does not have voting rights as a faculty member.

 

VII. Department Committees

Also, see: IIA about the Faculty Advisory Council; IVD about the Promotion & Tenure Review Committee; and IVC about the Post-Tenure Review subcommittee of the Faculty Development Committee's duties.

Faculty members will be appointed for committees by the Chair based on input from the Faculty Advisory Council, and indications of faculty interest. Assignment to committees is most often for a three-year term. Committee member terms may change due to Faculty Program Development Assignments, the need for specialization representation on committees or faculty illness. Graduate and undergraduate students will be offered opportunities to participate on department committees by committee chairs. A call will go out in the Spring for faculty and graduate students to indicate their department committee interests. Based on that information, the HDFS Graduate Student Network officers will be contacted by committee chairs for assistance in assigning graduate students to department committees. The recruitment of of undergraduate student participation on department committees will be the responsibility of the Recruitment and Retention Committee.

 

  1. Curriculum

    2. Committee membership: Chair is elected and also serves as representative for Curriculum on the FAC (committee designates the HDFS representative to College curriculum committee); five faculty members representing each of the department undergraduate majors and graduate emphases, and may include an advising coordinator as an ex-officio member; graduate student; undergraduate student.

    Responsibilities: reviews and makes recommendations to HDFS faculty and appropriate college and university committees on matters relating to department curricula and courses; prepares catalog materials; reviews and makes recommendations regarding proposed course offerings in the graduate and undergraduate programs; prepares measures and conducts student outcomes assessments and reports findings to the college and university as required; maintains a curriculum-committee approved file of syllabi (master catalog) for each department course offering that includes catalog description, course objectives, course outline by topics and time spent; reviews and makes recommendations regarding summer school offerings and sequencing of scheduled courses.

  2. Graduate Education Committee

    3. Committee Membership: Chair, Associate Chair and Department Officer for Graduate Education (also serves as representative on FAC) studies) ; 5 faculty members representing the department graduate emphases. Committee Responsibilities: review and evaluate new student applications for admission to graduate study in HDFS; review credentials of graduate student applicants for scholarships and make recommendations to the College of Human Sciences Research and Graduate Education Committee (involves ranking the recommendations that are forwarded); review assistantship assignments annually in consultation with the HDFS Chair; review policies of the graduate program, as needed, that guide committee duties (e.g. graduate assistantship policy, admission criteria as indicated on evaluation form); evaluate nominations of graduate students for research and teaching excellence awards; develop recruitment strategies for attracting outstanding students to the HDFS graduate program; provide feedback on the development of informational materials being sent to prospective students; make recommendations to faculty for new policies or policy changes regarding graduate students progress through the program; present recommendations on graduate program policies to the faculty for voting.

  3. Faculty Development

    4. Committee membership: 4 members of the Post-Tenure Review sub-committee, plus 1-2 additional faculty members, one graduate student

    Responsibilities: Plan and coordinate department colloquia and inservice seminars.

    Develop and maintain procedures to enhance faculty and graduate student professional development, such as peer review of instruction, portfolio development and mentoring.

    Review and rank faculty development assignment and foreign travel grant applications to forward to the Chair.

    Disseminate information related to faculty development opportunities.

    Implement post-tenure review policy through the post-tenure review sub-committee.

  4. Computer Advisory

    5. Committee membership: Chair (voting member, serves as HDFS representative to CHS Computer Resource committee), one faculty member (voting member), 2 undergraduate students (voting member), 1 graduate student (voting member).

    Responsibilities: makes recommendations to college computer committee on expenditure of student computing funds; responds to Chair and FAC requests for input about the purchase and use of computers, software, and computer support.

  5. Social & Hospitality

    6. Committee membership: 5 members (can include P&S, merit, faculty, graduate students). Responsibilities: plan two departmental social functions per year (Fall Welcome Picnic and Holiday Party); invite retired faculty members to departmental social functions; provide for departmental remembrances; plan events for faculty/P & S and staff retirements and departures from ISU; collect social dues (based on position, for Faculty -- $25; P&S and Staff -- $15).

  6. Honors & Awards

    7. Committee membership: Chair (serves as HDFS representative to College of Human Sciences Faculty/Alumni Honors and Awards committee) and 2 faculty members.

    Responsibilities: reviews honors and awards nominations and makes recommendations to the Chair or other appropriate groups; coordinates and processes student awards including scholarships; works with Chair and faculty to recognize honors and awards recipients and Honors Program.

  7. Faculty Senate Elections

    8. The election of an HDFS faculty senator representative, and of an additional HDFS faculty member to serve as an at-large representative for College of Human Sciences, will be conducted by the FAC as soon as notification is received from the ISU Faculty Senate about the relevant vacancy.

    Eligibility: All persons holding regular or adjunct appointments in the academic ranks of professor, associate professor, assistant professor, and instructor, expect those with title president, provost, associate provost, vice-president, associate vice-president, assistant vice- president, dean, associate dean, assistant dean, director, associate director, and assistant director are eligible.

    Nomination and election of Senators: a written nomination ballot will be distributed to every eligible faculty member for the purpose of ensuring an opportunity to nominate a candidate by written petition; faculty members receiving the highest and second highest number of nominations shall be contacted regarding the placement of their name on the election ballot (in case of tie votes all names in the tie positions will be contacted); in the case where a faculty member declines his/her name being placed on the election ballot the faculty member with the next highest number of nominations will be contacted, and so on until two faculty members consent to serving on the Faculty Senate if elected; written approval of the nominee and the support of one faculty member eligible to vote in Senate elections (form provided by Faculty Senate) must be obtained prior to preparing the election ballot; all elections shall be by written, secret ballot and election will be by a plurality of the votes cast; in the case of a tie vote, a coin will be tossed to determine the faculty member elected.

 

VIII. Summer Session Appointments of B-Base Faculty

[Approved 4/98]

Appointments to summer session teaching will be guided by the goal of meeting student curriculum needs. Summer session appointments are made by the Chair considering the following guidelines. When faculty are not available, graduate students will be considered for summer session appointments.

Guidelines:

  • Designated in catalog as a summer course offering
  • Additional summer course recommendations made by curriculum committee
  • Review of programmatic needs and budget constraints by FAC
  • Demonstrated expertise and experience for the task
  • Prior participation in summer session teaching
  • College minimum class size requirements (15 for undergrads, 6 for graduate students)