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Link to PDF: POLICY ON ACADEMIC POLICY & PROCEDURE (GP 2)

Sec. 1. POLICY STATEMENT

This procedure governs the development, review and approval of Academic Policies. Academic Policies are defined as those policies which impact academic programs, curriculum, academic operations, research and academic personnel matters. Further, these procedures will be utilized for decision making on other shared governance academic matters that are not governed by an existing policy.

Sec. 2. POLICY

We define four categories of Academic Policy:

1. Curriculum
Governs the policies for development and management of the academic curriculum, including, but not limited to, degree programs, courses, core curriculum, course modality and pedagogy

2. Academic Personnel
Defines the personnel policies (appointment, promotion, tenure, employment, roles and responsibilities, sabbaticals and performance reviews) for 91桃色 academic faculty and describes how we recognize and reward our faculty for their academic work and scholarship

3. Academic Operations
Governs various aspects of academic student and program management, including, but not limited to, student academic standing, academic integrity, student records, add/drop deadlines, grades, finals schedule, semester dates, etc.

4. Research
Establishes institutional expectations and requirements for engaging in research and sponsored projects at 91桃色, including, but not limited to, intellectual property, principle investigator eligibility, grant management, conflict of interest, research and lab safety, Institutional Review Board and research integrity

The Academic Policy Procedure outlines distinct roles and responsibilities for policy development, review and approval for each of these categories of Academic Policy. We define the following groups for purposes of assigning roles and responsibilities under this policy

Academic Leadership is defined to include the Provost, Vice Provosts, Associate Vice Provosts, Deans and Associate Deans within the Division of Academic Affairs.

Academic Faculty is defined to include all tenure-track and tenured faculty, lecturers, part-time instructors (PTIs) and clinical faculty except for those in Academic Leadership.

Executive Team is defined to include the President, Provost, Vice Presidents, Chief of Staff and General Counsel.

Deans鈥� Council is defined to include the Provost, Deans and Associate Deans within the Division of Academic Affairs and makes decisions according to its charter.

All policies and procedures are developed in alignment with our institution鈥檚 mission and vision statement; academic freedom; NSHE policies and procedures; NWCCU accreditation requirements; and Federal, State, and local laws and regulations.

Sec. 3. PROCEDURE

滨苍颈迟颈补迟别听

The following members of the university community can propose the development, revision or elimination of an Academic Policy in a particular category.

1. Curriculum
Any member of the Academic Faculty or Academic Leadership

2. Academic Personnel
Any member of the Academic Faculty or Academic Leadership

3. Academic Operations
Any member of the Academic Faculty or Academic Leadership or the University Registrar

4. Research
Any member of the Academic Faculty or Academic Leadership, the Director of the Office of Grants Awards Services, or the Vice President of Finance, Business and Operations

Policy proposals can be submitted via email to academicpolicy@nevadastate.edu. Policy proposals should include a brief description of the new policy, policy revision or policy elimination and a short rationale for the need.

Consult

The Provost and the Academic Faculty Senate Chair, or their official administrative delegate, will review each policy proposal submission, affirm the appropriate category for the policy and send the proposal out for consultation. Such consultation is intended to explore the need for the proposed policy and elucidate key information to inform the policy draft. The following individuals and/or groups would be consulted for the indicated Academic Policy category.

1. Curriculum
School Curriculum Committees

2. Academic Personnel
Deans鈥� Council, Vice Provost for Faculty Affairs, and Academic Faculty Senate Faculty Affairs Subcommittee Chair

3. Academic Operations
University Registrar, Director of Academic Advising, and NSSA President

4. Research
Executive Team, Institutional Review Board Chair

Launch

The Provost and Academic Faculty Senate Chair will review Academic Policy proposals along with the comments from the consultations. The Provost and Academic Faculty Senate Chair shall decide whether or not to move forward with the policy development. If there is not consensus between the two, then a vote of the designated Academic Faculty Senate subcommittee determines whether to launch development of the policy.

At the launch phase, a proposed policy may be designated by the Provost and Academic Faculty Senate Chair as Expedited. An Academic Policy proposal may be Expedited if it is determined to be a minor or non-substantial change to an existing policy, an emergency policy, or a time-sensitive, externally mandated policy.

Draft

When a policy proposal is approved for launch, the Provost and Academic Faculty Senate Chair shall select an individual to develop the written policy draft. Those designated as eligible to initiate Academic Policy by category are also eligible to be the lead drafter in that category.

Feedback

Once a complete draft of an Academic Policy is received, it is submitted to designated individuals and groups for feedback. The following individuals and/or groups are solicited for feedback on the draft policy in the indicated Academic Policy category.

1. Curriculum
School Curriculum Committees, Academic Faculty Senate Curriculum Subcommittee, Registrar, the Accreditation Liaison Officer, and the Director of Academic Advising

2. Academic Personnel
Deans鈥� Council, Vice Provost for Academic Faculty Affairs, Academic Faculty Senate Academic Faculty Affairs Subcommittee, and Associate Vice President of Human Resources

3. Academic Operations
University Registrar, Director of Academic Advising, Deans鈥� Council, Academic Faculty Senate Academic Faculty Affairs Subcommittee and Vice President for Student Affairs (conduct issues only)

4. Research
Vice Provost for Research, Director of Office of Grant Awards Services, and Academic Faculty Senate Academic Faculty Affairs Subcommittee

In addition to this solicited feedback from designated individuals and groups, unless they are designated as Expedited, Academic Policy drafts shall be open for public comment.

Once the draft is ready for public comment, it will be and announced via campus policy communications channels.

Any 91桃色 employee or student with a campus login may submit comments and suggested revisions on the policy and procedure draft.

The public comment period will be open for a minimum of 30 academic business days (i.e. Non-holiday weekdays during the B-contract faculty work period).

All public comment will be captured via a non-disclosed comments form available to the NSU community. Non-disclosed comments are kept confidential and not shared with the general public.

Individuals are required to provide their name along with their comments. Anonymous comments are not accepted.

All feedback received will be provided to the Provost and the Academic Faculty Senate Chair, or their official administrative delegate.

Edit

The feedback received will be provided to the drafter. The drafter will edit the policy draft taking into consideration the feedback received. In addition, the Provost and Academic Faculty Senate Chair may designate an additional editor to review the policy to ensure that it is clearly written, internally consistent, formatted appropriately and in alignment with other 91桃色, NSHE, accreditation, and federal policies.

Recommend

After the edit phase, a policy draft is submitted to the appropriate Academic Faculty Senate subcommittee, as designated in the Academic Faculty Senate Bylaws. The policy draft package includes all written feedback received from the solicitation and from public comment. The Academic Faculty Senate subcommittee reviews and makes one of the following three recommendations:

Recommendation to Approve

Recommendation to Disapprove

Recommendation to Revise

If a policy is recommended for Approval or Disapproval, it is moved forward to the next stage. If a policy is recommended to Revise, the policy is returned to the Feedback stage. Comments from the recommending body are included in the feedback.

Expedited policies are not eligible for 鈥淩ecommendation to Revise鈥�; the recommending body must recommend to either Approve or Disapprove.

Advance

Once a proposed policy has been Recommended to Approve or Recommended to Disapprove, it is reviewed by Deans鈥� Council. Deans鈥� Council determines whether or not to advance the proposed policy. The policy development process terminates if a policy is not advanced.

The Provost does not participate in Deans鈥� Council votes on policy advancement.

Note: There is not an Advance step for policies in the Curriculum category and such policies go directly from Recommend phase to Decide phase.

Decide

If a proposed policy has been Recommended to Approve and Advanced, it is submitted to General Counsel for legal review.

Once a policy has been advanced, it is sent to the following individual or group for decision.

1.Curriculum
Academic Faculty Senate (or designated subcommittee according to their bylaws)

2. Academic Personnel
Academic Faculty Senate (or designated subcommittee according to their bylaws) and Provost

3. Academic Operations
Provost

4. Research
Provost

Before rendering a decision that is contrary to a recommendation, the decider will meet with the appropriate Academic Faculty Senate subcommittee to discuss.

Sign

Once an Academic Policy is approved, the Academic Policy Review Routing Form and final policy draft is routed to the President for signature. This policy and form is sent to president@nevadastate.edu with a copy to academicpolicy@nevadastate.edu.

The President signs the Academic Policy Review Routing Form, which includes a record of the recommendation and decision actions. This signature becomes part of the university’s official records. The Academic Policy Review Routing Form will be maintained in the academic policy file for historical reference.

The policy is effective immediately upon signature until amended or rescinded.

Implement

Academic Affairs will post the final policy and procedure to the academic policy webpage.
Academic Affairs units will implement approved Academic Policies according to their roles.
Academic Leadership and Academic Faculty Senate designees are responsible for periodically reviewing Academic Policies and initiating revisions when needed.

Enforce

The following units will coordinate the enforcement of Academic Policies according to the designated categories.

1.Curriculum
Registrar鈥檚 Office

2. Academic Personnel
Human Resources and Vice Provost for Faculty Affairs

3. Academic Operations
Registrar鈥檚 Office

4. Research
Vice Provost for Research and Office of Grant Awards Services

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Section 1: The Nevada System of Higher Education

1.01 The Board of Regents (BOR)

Nevada鈥檚 Board of Regents governs the Nevada System of Higher Education (NSHE). Elected to serve a six-year term, the 13 Regents set policies and approve budgets for Nevada鈥檚 entire public system of higher education.

The Regents govern eight institutions: College of Southern Nevada; Desert Research Institute; Great Basin College; 91桃色; Truckee Meadows Community College; University of Nevada, Las Vegas; University of Nevada, Reno; and Western Nevada College. NSHE provides educational opportunities to more than 100,000 students.

The Board leadership is comprised of a Chair and Vice Chair who are elected by the Board鈥檚 membership. The term for the Chair and Vice Chair is one year (January 1 鈥� December 31), and the Chair is limited to serving two consecutive terms.

1.02 听

The chancellor is appointed by the Board of Regents to serve as chief executive officer for the Nevada System of Higher Education (NSHE). The chancellor supervises the eight NSHE presidents and ensures the Board of Regents polices are implemented throughout the system. The chancellor serves as the System liaison with the governor, state legislators, and other public officials and community leaders.

1.03

1.04

Section 2: 91桃色

2.01 Campuses and Teaching Sites

2.01.01 Main Campus

The main Campus is located in Henderson, near the intersection of I-11 and 91桃色 Drive. The switchboard may be reached at (702) 992-2000.

2.01.02 TMCC Campus

91桃色 offers a BA in Visual Media on the Truckee Meadows Community College campus in Reno.

2.01.03 College of Southern Nevada Campus

The School of Nursing uses facilities provided by the Ralph and Betty Englestad School of Health Sciences on the campus of the College of Southern Nevada Charleston Campus.

2.02 Mission, Vision, and Core Values of 91桃色

2.02.01 Mission

At 91桃色, excellence fosters opportunity. Excellence in teaching leads to innovative, technology-rich learning opportunities that promote the acquisition of interdisciplinary knowledge and skills. Quality, affordable four-year degree programs open the door to career success and enhanced quality of life for a diverse population of students. Our graduates, in turn, foster the greatest opportunity 鈥� the promise of a stronger community and a better future for all of Nevada.

2.02.02 Vision and Core Values

91桃色 will deliver on its promise to Nevada by becoming a model of teaching excellence, a pioneer in innovative student support, and an agent of economic growth and social justice. Our core values assist us in accomplishing this vision:

• Embrace the Journey: we foster a culture of high-achieving teams and empower individuals to be the difference.
• Blaze Trails: If we think there is a better way, we look at the research, trust our instincts, and try it!
• Climb Mountains: We aspire to be experts in transforming the lives of our students and their families. We strive toward excellence in our jobs and advancement in our careers.
• Build Bridges: Diversity is our strength. We treat each other with care and respect and help one another to be successful.

2.03 Strategic Planning

As prescribed by the Board of Regents, 91桃色 has a strategic planning process that maintains a current strategic plan in which priorities are defined and through which the institution鈥檚 mission is carried out in accordance with the strategic directions and guiding principles established by the Board of Regents (NSHE Handbook, Chapter 4, Section 3: Institutional Strategic Plans).

The current NSU strategic plan covers the years 2020-2025. NSU will begin planning for the next strategic plan in the 2024-25 academic year.

2.04 Accreditation

91桃色 is accredited by the . Inquiries regarding an institution’s accredited status by the Northwest Commission on Colleges and Universities should be directed to the administrative staff of the institution. Individuals may also contact:

Northwest Commission on Colleges and Universities
8060 165th Avenue N.E., Suite 100
Redmond, WA 98052 (425) 558-4224

2.04.01 Program-Specific Accreditations or Approvals

The following programs have discipline-specific accreditations or approvals:

Baccalaureate Degree in Nursing

The Bachelor of Science in Nursing program at 91桃色 is accredited by:

655 K Street, NW, Suite 750
Washington, DC 20001
(202) 887-6791

The Nursing program also holds full approval by:

(888) 590-6726
nursingboard@nsbn.state.nv.us

As of summer 2024, the School of Nursing鈥檚 Simulation Center is provisionally accredited by the Society for Simulation in Healthcare.

Baccalaureate Degrees in Education

All 91桃色 School of Education Teacher Education programs meet the Nevada Department of Education teacher licensure requirements.

700 E. Fifth Street
Carson City, NV 89701
(775) 687-9115

Graduate Degree in Speech-Language Pathology

The Master鈥檚 of Education (M.Ed.) in Speech-Language Pathology {residential} at NSU is accredited by:

2200 Research Boulevard, #310
Rockville, MD 20850
(800) 498-2071 or (301) 296-5700
accreditation@asha.org

• • Accreditation effective date: July 22, 2023
  • Accreditation Cycle: July 1, 2023 through June 30, 2028

2.05 Affirmative Action/Equal Opportunity

2.05.01 Equal Employment Opportunity

NS Statement on Equal Employment Opportunity

91桃色 is an Equal Opportunity/Affirmative Action employer and is committed to excellence through diversity. 91桃色 will not tolerate discrimination based on race, color, religion, age, sex, national origin, ancestry, sexual orientation, disability, or Vietnam-era and/or disabled veteran status, in any of its programs, organizations, and/or conditions of employment and admission.

2.05.02 Policy Statement on Faculty Disability Accommodation

See the NSHE Handbook, Title 4, Chapter 8, Section 8.14: General Policy of the Board of Regents on Compliance with ADA. Faculty should contact the Office of Human Resources directly for specific information on disability accommodations.

Refer to the following for more information about the ADA

2.06 Administrators

Administrators (e.g., deans, vice presidents, vice provosts), except the president, shall be appointed by the president and hold office at the pleasure of the president, under whose direction they serve. Such individuals have no right of tenure in the positions that they hold. All official business between personnel at 91桃色 and the Chancellor’s office shall be conducted through the formal organizational structure of NSU.

2.07 Academic Units

NSU is organized into academic schools and the University library; some schools are further organized into academic departments. Schools and the library are administered by a dean, who reports directly to the Provost. A department is administered by a chair, who reports directly to the academic dean. Schools may also assign program directors/coordinators as needed to oversee specific programs; they report directly to the unit鈥檚 academic dean.

In the case of a conflict, NSHE policies supersede University policies, unless otherwise explicitly stated.

2.07.01 听School of Liberal Arts, Sciences, and Business
2.07.02 听School of Education
2.07.03 听School of Nursing
2.07.04

2.07.05 Responsibilities of Department Chairs, Program Directors, and Program Coordinators

Department chairs, program directors, and program coordinators are appointed by and serve at the pleasure of the president upon the recommendation of the dean of the academic unit and the provost. They provide leadership within a school as defined by the dean of the academic unit and serve on a twelve-month contract. Department chairs coordinators shall be听teaching members of the faculty with appropriate faculty rank, eligible for tenure as a member of the faculty, and responsible to the dean of the academic unit.

Duties of the department chairs are included in the Department Chairs Policy. Program directors and program coordinators may include personnel responsibilities, curriculum responsibilities, or both. Specific duties are assigned by the academic dean of the unit.

2.08 91桃色 Foundation

The 91桃色 Foundation oversees the University鈥檚 philanthropic assets and activities. Gifts to the Foundation are used to increase scholarships and opportunities for deserving and diverse students; to promote excellence and achievement among faculty; to bolster public engagement to complement our academic strengths; and to strengthen our people, programs, and facilities to support and promote academic success. The Foundation is governed by a volunteer board of trustees comprised of community leaders who raise funds, advocate for the University, and ensure responsible, effective stewardship of contributions.

听

Section 3: Governance

3.01 Introduction

The Board of Regents has jurisdiction over all units of the Nevada System of Higher Education. The Chancellor, who is appointed by the Board of Regents and responsible directly to it, is the chief administrative officer of NSHE. The Chancellor is to keep the Board fully informed of the standards of scholarship, the fiscal integrity, and the administrative efficiency maintained at each institution.

In accordance with the policies established by the Board of Regents, the governance of 91桃色 has been designed to include a system of shared governance to ensure maximum input and involvement by the entire NSU community and to represent institutional constituents. They are the Faculty Senate, its committees and recognized Senate affiliates, the Classified Staff Council, the President鈥檚 Leadership Team, and the 91桃色 Students Alliance (NSSA).

3.02 Faculty Senate

The Faculty Senate represents academic and administrative faculty at NSU. The purpose of the Faculty Senate is to recommend to the provost and the president rules and regulations for the governance of the University as may be proper for the maintenance of high educational standards and the well-being and effective functioning of the University. It shall approve the curriculum and recommend to the president necessary policies and practices in support of the mission of the University. The Faculty Senate鈥檚 areas of jurisdiction are the academic program, academic and administrative faculty, academic regulations, educational materials, and other related matters.

See the NSU Bylaws Chapter 4: Faculty Senate and the Faculty Senate Bylaws for more information.

3.03 91桃色 Student Alliance (NSSA)

The 91桃色 Student Alliance officially represents the student body of 91桃色 and has the purpose of promoting communication and facilitating understanding among students, faculty, and administrators.

3.04 Decision Making and Policy Formation

The Division of Culture, Planning, & Policy (CPP) oversees the development and maintenance of 91桃色鈥檚 institutional policies and procedures. Institutional policies and procedures are intended to provide clarity to听stakeholders while mitigating institutional and stakeholder risk, advancing equity, and ensuring compliance with state and federal laws听as well as the procedures and guidelines of the Nevada System of Higher Education.鈥疘nstitutional policies align operations, set behavioral expectations across the institution, and听communicate roles and responsibilities.听鈥�

CPP has the important task of helping the 91桃色 community develop policies that are accessible, flexible,听efficient, and supportive of the most diverse range of stakeholders possible.

We strive to involve and empower our institution鈥檚 subject matter experts and those directly impacted by all institutional policies. NS stakeholders, including students, academic faculty, administrative faculty, classified employees, executive staff, recognized student clubs and organizations, and other campus groups are encouraged to get meaningfully involved in policy development by providing input on draft policies or by joining a policy development team. Standardized policy and procedure tools, templates, and timelines empower policy developers to consistently organize and communicate information.

All institutional policies are reviewed by general counsel and approved by the relevant division vice president and the president of 91桃色. Learn more at .

Governance bodies on campus include Faculty Senate, the 91桃色 Student Alliance, and the Classified Employees Council.

3.05 Institutional Budgeting Process

The Executive Budget Committee serves as an advisory and recommending body to the president on matters pertaining to the institutional operating budget. The Committee helps define budget policies and ensure financial resources are allocated in a manner that supports programs and services, which further the institution鈥檚 vision and goals. The Committee shall seek input from the University community about general operating budget matters as a means to inform priority funding recommendations in alignment with the University鈥檚 strategic plan. The members of the committee shall help facilitate communication regarding the operating budget in an informative manner with the University community.

听

Section 4: Faculty Employment Policies

4.01 Definitions

4.01.01 Definition of Faculty

The faculty shall consist of the corps of instruction and the administrative officers as defined in . This includes professors, associate professors, assistant professors, lecturers (including those at the levels of senior lecturer and distinguished lecturer), teaching personnel with other titles approved by the Board of Regents, and duly certified librarians.

4.01.02 Part-Time Faculty

Part-time faculty are non-tenured, temporary faculty employed at a single NSHE institution or at more than one NSHE institution and are hired on Letters of Appointment (LOAs). Payments are scheduled according to the timelines below:

Fall Semester (4 equal payments)

• 1st working day of October
• 1st working day of November
• 1st working day of December
• 1st working day of January

听Winter Session (1 payment)

• 1st working day of February

Spring Semester (4 equal payments)

• 1st working day of March
• 1st working day of April
• 1st working day of May
• 1st working day of June

听Summer Session 1 鈥� 6 wk (1 payment)

• 1st working day of July

Summer Session 1 鈥� 12 wk (3 equal payments)

• 1st working day of July
• 1st working day of August
• 1st working day of September

听Summer Session 2 鈥� 6 wk (2 equal payments)

• 1st working day of August
• 1st working day of September

4.02 Faculty Employment

4.02.01 Minimum Qualifications for Employment

It is the policy of the NSHE that all academic faculty positions (including those on Letters of Appointment) and administrative faculty positions shall require a minimum of a bachelor鈥檚 degree, or appropriate professional experience in lieu of post-secondary education equivalent to such degree, and that all such academic degrees shall have been awarded by an accredited institution as recognized by the United States Department of Education and/or the Council on Higher Education Accreditation (CHEA). All job requisitions or advertisements for administrative and academic faculty positions shall include explicit reference to these requirements. If the applicant earned their degree(s) outside of the United States, the applicant must have their transcripts evaluated by an approved evaluating entity; the expense of the evaluation shall be borne by the applicant. 91桃色 shall independently verify academic credentials within 30 calendar days of the effective date of employment and shall develop a procedure to ensure that the verification process takes place. 91桃色 shall independently verify academic credentials obtained after an employee鈥檚 original hire date prior to recognizing such credentials in official personnel files, academic catalogs, institutional publications, other official documents, or for the purpose of promotion or title change. (BOR Title 2, Chapter 5, Section 5.10.2)

91桃色 requires that tenure-track academic faculty must hold a doctorate or equivalent terminal degree in their discipline. Lecturers and PTIs teaching undergraduate courses must hold a minimum of a master鈥檚 degree, with the exception of clinical and lab instructors in the School of Nursing, who must hold at least a BSN and sufficient years of experience in the clinical specialty to meet NSBN and CCNE requirements. Academic faculty, including PTIs, teaching graduate courses must hold a doctorate or equivalent terminal degree in their discipline.

4.02.02 Recruitment and Appointment at 91桃色

Faculty appointments and reappointments are recommended by the dean of the academic unit to the provost, who then makes a recommendation to the president.

According to the Board of Regents, each institution shall publish comprehensive, clearly stated written policies and procedures for the recruitment and appointment of faculty members.

The president shall be responsible for the initial appointment and salary of faculty members and administrative employees as well as all promotions of each group and shall be authorized to make all reappointments of faculty members and administrative employees, except as otherwise specified in the BOR Handbook or Policies and Procedures Manual. The president has the right and authority to grant leaves of absence for up to one (1) year for members of the faculty to undertake work that benefits NSHE or for such reasons as the president may deem proper.

4.03 Notice of Resignation and Nonreappointment of Contracts

4.03.01 Resignation

All resignations by an academic or administrative faculty member should be in writing and should be submitted to the appointing authority at least 30 calendar days in advance of its effective date. A faculty member who wishes to resign or does not plan to continue their appointment should notify their direct supervisor (dean or department chair) in writing at the earliest opportunity to allow time for a replacement to be found.

Faculty on 9-month contracts are paid in twelve annualized, equal payments from July 1 to June 30. July 1 through the beginning of the fall semester is a prepayment for the upcoming academic year. The end of the spring semester through June 30 is a post-payment for the preceding academic year.

Faculty on 9-month contracts should resign on December 31 or June 30. If employment is terminated between July 1 and the beginning of the fall semester, any salary and associated portion of benefits received is a prepayment for the upcoming academic year and the 9-month faculty member will be required to reimburse 91桃色 for all prepayments received.

4.03.02 Notice of Nonreappointment of Contracts

听See NSHE Code, Chapter 5, Section 5.9: Notice of Nonreappointment and Notice of Termination for System, Except DRI.

4.03.03 Layoffs for Curricular Reasons

See NSHE Code, Chapter 5, Section 5.4.8: Procedures for Lay Off Due to Curricular Reasons.

4.04 Evaluation of Faculty

4.04.01 Regents鈥� Policy

BOR policy can be found in NSHE Code, Chapter 5, Section 5.12. In accordance with the policy of the Board of Regents, 91桃色 requires an annual evaluation of all faculty. Tenure-track faculty shall receive a third-year (pre-tenure) review as well as a review upon application for promotion and/or tenure.

4.04.02 Faculty Evaluation at 91桃色

4.04.02.1 Overview

Faculty evaluation consists of several objectives. All faculty members are evaluated annually. Tenure-track faculty members are subject to additional evaluation steps that take place in the third year of employment and at the point of their applying for tenure and/or promotion; non-tenure-track lecturers are also subject to additional evaluation upon application for promotion. The annual evaluation will serve as the basis for determining merit salary increases when merit pay has been approved.

4.04.02.2 Annual Evaluation

• A faculty member shall receive at least one written annual review of their professional performance per academic year. The evaluation shall be formative as well as summative. The evaluation is completed by the appropriate administrator in the faculty member鈥檚 academic unit (e.g., dean, department chair, or designee) and reviewed and approved by the dean (where the dean is not the reviewer). Faculty should refer to the Promotion, Tenure, and Review Expectations for their academic unit for details on requirements.
• The annual evaluation shall be based upon faculty performance and the faculty member鈥檚 self-evaluation for the previous calendar year. These materials shall be used to evaluate the faculty member鈥檚 performance in teaching, librarianship, and/or other professional duties; scholarship (for tenure-track/tenured faculty only); and service.
• It is the faculty member鈥檚 responsibility to provide their academic administrator with the relevant materials for this review. During the annual evaluation, each faculty member shall develop, in consultation with their immediate academic supervisor, a set of goals for the coming year.
• Both the faculty member and the evaluator(s) shall signify that the evaluation has been discussed by signing the evaluation. A copy shall be placed in the faculty member鈥檚 personnel file; electronic copies shall be given to the faculty member and the Office of Academic Affairs.
• If a faculty member feels that the final evaluation is inaccurate and/or detrimental, the faculty member should follow procedures provided in the NSU Bylaws. The faculty member鈥檚 response shall be attached to the evaluation.

4.04.02.3 Pre-Tenure Review (Third Year Review)

See the Promotion and Tenure Policy for details.

The goal of third year review (pre-tenure review) is to promote faculty development by providing probationary faculty an opportunity for a more in-depth, formative review than is provided by the annual faculty evaluation. Third year review is a formal step in the continuous evaluation of faculty performance.

Pre-tenure review serves to guide probationary faculty toward successful promotion and tenure review. In cases where the evaluator concludes that satisfactory progress has not yet been achieved, then together, the faculty member and the reviewer shall draw up a development plan and identify resources necessary for improvement. However, neither satisfactory performance on the review nor fulfillment of the development plan can be construed as a guarantee of promotion or tenure.

Third year review is optional for non-tenure-track lecturers.

4.04.02.4 Promotion and Tenure Review

See the Promotion and Tenure Policy for details.

Tenure resides at the institutional level. The principle of academic faculty tenure imposes reciprocal responsibilities upon the institution and the faculty member: The institution provides academic freedom and continued employment on a 100 percent workload basis until retirement, dismissal for cause, or release because of financial exigency. The faculty member is obligated to maintain high standards of professional performance and professional ethics.

A candidate for tenure must not only meet the designated minimum period of service, but also must meet what are at that time the long-range needs of the institution and must show a history of evaluations that merits the award of tenure.

4.04.02.5 Unit-Level Promotion, Tenure, and Review Expectations

听Each academic unit has specific expectations for promotion, tenure, and annual reviews. Faculty should refer to the expectations for their unit:

• University Library Promotion, Tenure, and Review Expectations
• School of Education Promotion, Tenure, and Review Expectations
• School of Liberal Arts, Sciences, and Business Promotion, Tenure, and Review Expectations
• School of Nursing Promotion, Tenure, and Review Expectations

4.04.02.6 Academic Portfolio Support

The Center for Teaching and Learning Excellence (CTLE) provides trainings regarding how to put together academic portfolios for promotion and tenure purposes, as well as other professional development opportunities. Individual units may also provide trainings on academic portfolios to their academic faculty members.

4.05 Discipline and Removal of Faculty Members

See:

• NSHE Code, Chapter 5, Section 5.9: Notice of Nonreappointment and Notice of Termination for System, Except DRI;
• NSHE Code Chapter 5, Section 5.10: Termination Upon Exhaustion of Leave or Falsification of Credentials;
• NSHE Code Chapter 6: Rules and Disciplinary Procedures for Faculty Except DRI, and Degree Revocations
• NS Bylaws, Chapter 6, Section 12: Dismissal

4.06 Faculty Contracts

See NSHE Code, Chapter 5, Section 5.4.2-5.4.4 and NS Bylaws.

4.7 Compensation

4.7.01 Salaries

The Board of Regents policy on faculty salaries is found in NSHE Code, Chapter 5, Section 5.5.

4.7.02 Salary and Academic Obligation Dates

Full-time faculty on 9-month appointments are paid their annual salary in equal monthly installments over twelve months. They are contracted to work during the academic obligation periods in the fall and spring semesters. Full-time faculty on 12-month appointments are obligated year-round. See the 91桃色 academic calendar for obligation dates.

听4.7.03 Summer, Winter, and Overload Pay

Nine-month contracts do not obligate faculty to teach during the summer. Faculty members are not guaranteed summer employment.

Payment of compensation to faculty members for employment during the summer session shall be at a rate established in the NSHE Procedures and Guidelines Manual, Chapter 3, Section 6: Summer Term Salary Schedules. See NS鈥檚 Academic Faculty Summer, Winter, and Overload Pay Policy for additional details.

4.7.04 Merit Pay

Annual salary increments shall not be automatic but based upon merit as determined by a faculty member鈥檚 professional performance as evaluated annually. Refer to the Academic Faculty Merit Pay Policy and Administrative Faculty Merit Pay Policy for more information.

听4.7.05 Extra-Contractual Compensation

Academic and administrative faculty may earn extra contractual compensation up to the maximum allowed under the Extra-Contractual Compensation (ECC) policy.

4.8 Emeritus/Emerita Title

See the Emeritus/Emerita/Emerit Status Policy.

4.9 Faculty Career Development

Faculty, Classified staff, and executive staff are encouraged to participate in development activities and study. Career development opportunities may include, but are not limited to, the following:

1. Grants-in-Aid program;
2. External professional programs and conferences; and
3. System-wide/institutional faculty and staff professional development programs.

4.9.01 Grants-in-Aid Program

91桃色 offers a Grant-in-Aid tuition assistance program to academic and administrative faculty and their family members (spouses and financial dependents under the age of 24). For more information, see NSHE Handbook Title 4, Chapter 3, Section 11.

Section 5: Faculty Rights and Responsibilities

5.01 Academic Freedom

91桃色 recognizes that there are rights and responsibilities that exist concomitant with the academic freedoms underpinning the professional work of its faculty. NSU operates under the requirements set forth in NSHE Code, Chapter 2: Academic Freedom and Responsibility.

5.02听听听听 Research Misconduct

See the听Research Misconduct Policy.

5.03 Faculty Workload Policy

The general purposes of a workload policy are to ensure a reasonable and equitable assignment of faculty responsibilities across the institution, to ensure that faculty members contribute comparable levels of effort to the institution鈥檚 collective work, and to ensure that faculty members are rewarded on the basis of their contributions. The normal workload, not to be confused with the teaching load, for faculty includes teaching, librarianship, and/or other professional duties; service to the institution; and, for tenured and tenure-track faculty, scholarship.

See the Academic Workload Policy for details.

5.03.01 Reassignment of Workload Responsibilities

Reassigned time may be granted for program development, special projects, research, approved graduate study, and administrative assignments, provided the teaching load could otherwise be handled within existing budgetary and personnel limitations. When the workload of committee assignments or research is uncommonly high, a compensating reduction in teaching load may be granted upon recommendation of the dean and the approval of the provost. Faculty seeking reassigned time should refer to the Faculty Instructional Course Release Policy.

In all cases, it is expected that the time and effort for re-assigned workload must be equivalent to the normal faculty workload. Additionally, when a faculty member is granted reassigned time for a project, the expectation is that the project will be completed within the time specified on the original request for a teaching load reduction.

5.04 Faculty Instructional Policies

The established vision, mission, and programs of 91桃色 require the best teaching-learning experiences for students. The accomplishment of this ideal relies on the effective functioning of the institution鈥檚 faculty, both singularly and in groups.

听5.04.01 Office Hours

See the Academic Workload Policy for details.

5.04.02 Syllabi

Syllabi are required for all courses. Course syllabi are to be distributed to the class at the beginning of each term via the learning management system (Canvas). Faculty should use the syllabus template built into Canvas to design their syllabi. Follow each unit鈥檚 guidelines on whether a copy of each syllabus should be provided to the dean鈥檚 office.

5.04.03 Textbook Policy

See the Course Materials Selection Policy.

5.04.04 Academic Curriculum Development

Academic curriculum and course development, changes, and evaluation are responsibilities of every instructional faculty member. When possible, academic curriculum development will be accomplished as part of a faculty member鈥檚 normal workload. Each academic dean and/or department chair is responsible for providing leadership in the scheduling and management of curriculum and course development. Additions, deletions, or changes in any academic curriculum, course, or program must be approved by the appropriate groups, which may include the academic听dean, the unit-level curriculum committee, the Faculty Senate Curriculum Committee, the Faculty Senate, the Provost鈥檚 Office, and in certain cases, the Board of Regents and the Northwest Commission on Colleges and Universities (NWCCU).

For more information, see the Academic Curriculum Review Policy.

Diplomas may only list Board-approved degrees and majors, as listed in the APIS directory (NSHE P&G Manual Chapter 6, Section 13), as well as concentrations for BAS degrees and certificates. For questions about whether a concentration within a degree will appear on students鈥� diplomas, check with the Office of the Registrar.

5.04.05 Attendance and Academic Engagement Policy

Faculty members shall maintain an attendance record for all classes. When submitting final grades, faculty must report the last date of attendance for any students receiving grades of F.

Students must academically engage in a course to be counted as attending and to receive financial aid for the course. For in-person and hybrid courses, attendance at a course session is sufficient. Documenting that a student has logged into an online class is not sufficient to demonstrate academic attendance. Examples of acceptable evidence of academic engagement in an online class include:

• Attending a synchronous class, lecture, recitation, or field or laboratory activity where there is an opportunity for interaction between the instructor and students;
• Submitting an academic assignment;
• Taking a quiz or exam;
• Participating in an interactive tutorial, webinar, or other interactive computer-assisted instruction;
• Participating in a study group, group project, or online discussion that is assigned for the course;
• Interacting with the instructor about academic matters.

Attendance records must include at least one academic engagement checkpoint in the first two weeks of fall and spring terms; relevant dates will be published for accelerated terms. For more information, see the Enrollment Cancellation for Nonattendance Policy.

A statement about the attendance/academic engagement policy and procedures is included in the Student Responsibilities section of Canvas templates.

5.04.06 Faculty Absence from Class

Faculty members are expected to attend all scheduled sessions of their classes. Faculty members who must miss one or more class sessions shall contact their direct supervisor as soon as possible to make arrangements and notify students as appropriate.

5.04.07 Class Rosters

All class rolls are available to faculty via the Faculty Center. It is recommended that faculty members consult their class rolls frequently to monitor enrollments, which may change during the first few days of class. Any student who attends but is not listed on a class roster should be sent to the Registrar鈥檚 Office to determine the reason for the omission. Any student who registers after classes have begun, typically during the add/drop period, will appear on the Faculty Center class roll.

5.04.08 Change of Schedule (Drop and Add Process)

Changes in schedules do not become official until the student adds or drops a class through their myNSU account. Student questions should be directed to the Office of the Registrar. The add/drop deadline for each term, including accelerated terms, is published in the annual academic calendar.

5.04.09 Non-attendance Reporting

Financial aid recipients are ineligible for funds the University has awarded for a particular class if they do not attend at least one class meeting. Students are NOT entitled to keep a financial aid award if they do not attend the class. When non-attending students are not reported in a timely manner before financial aid awards are disbursed to students, both the institution and the student may be liable for repaying the portion of the award that the student is not eligible to receive.

To comply with Federal Financial Aid regulations, 91桃色 developed the Enrollment Cancellation for Nonattendance Policy.

5.04.10 Grades

NS uses a grading scale of A through F, including +/- grades (e.g., A-, B+; no A+ grade is assigned). Some courses are graded on a Satisfactory/Unsatisfactory (S/U) basis.

5.04.10.1 Grading Policy

Faculty members are expected to know all regulations and policies related to grades. In addition, all faculty members are expected to provide the students in their classes with an explanation of the grading policy to be used in each course. A student has the right to know in advance what factors shall be used (e.g., tests, exams, quizzes, projects, discussions) in evaluating class performance; they also have the right to ascertain their standing in a course. Prior to the withdrawal date of the term, students shall receive evaluative feedback so they may best determine their standing in the class.

5.04.10.2 Submitting Grades

Faculty members must submit final grades to the Registrar鈥檚 Office by the deadline specified for each term; due dates are posted in the academic calendar. Class rosters, available in the Faculty Center, are the vehicle for entering grades. If a faculty member experiences difficulty in entering听grades or obtaining rosters through the Faculty Center, the Registrar should be contacted immediately. Information concerning final grades will be disseminated to academic faculty by email before the term ends. In general, final grades are due by noon on the Wednesday after the last day of each term.

5.04.10.3 Changing a Grade

Faculty members are expected to make every effort to ensure that grades submitted to the Registrar鈥檚 Office are correct. If an error is made, faculty must submit a 鈥淐hange of Grade Form鈥� for each grade change. The 鈥淐hange of Grade Form,鈥� available in the portal, must be approved by the department chair and/or academic dean and submitted to the Registrar鈥榮 Office for processing.

5.04.10.4 Incomplete Grades

See the Policy on Incomplete (I) and Not Recorded (NR) Grades.

5.04.10.5 Grade Records

All faculty members shall retain accurate grade book records of individual assignments in Canvas. If a faculty member keeps a separate grade book (electronic or physical) with any grades or notes, the grade book record must be kept for three years after the end of the term.

5.04.10.6 Grade Appeals

See the Grade Appeals Policy.

5.04.11 Final Exams

Where appropriate for the course material, faculty members should schedule a final exam in each of their courses during the regularly scheduled class time. 91桃色 does not schedule a separate finals week. Whether the final exam is comprehensive or not is left to the discretion of the faculty member.

5.04.12 Credit by Examination and Advanced Placement

See the NSU Academic Catalog for information on and .

5.04.13 Family Educational Rights and Privacy Act (FERPA)

In compliance with the Family Educational Rights and Privacy Act (FERPA), a federal law enacted in

1974, students鈥� scores or grades should not be displayed publicly. Even with names obscured, numeric student identifiers are considered personally identifiable information and must not be made public. Grades, transcripts, or degree audits distributed for purposes of advisement should not be placed in open mail boxes located in public places. Graded papers or tests should not be left unattended on a desk in plain view in a public area, nor should students sort through papers or tests to retrieve their own work. Class rosters and grade sheets should be handled in a confidential manner, and the information contained in them should not be re-disclosed to third parties.

Parents, spouses, and others do not have a right to information contained in a student鈥榮 education record unless specifically granted by the student. Students who choose to have their grades disclosed to parents or other individuals must complete the . These forms are processed in the Registrar鈥檚 Office.

Faculty may directly communicate course progress (e.g., test scores, assignment grades) with an individual student via NSU student email or through Canvas; for these purposes, student use of Canvas and student email indicates prior consent for this communication.

5.04.14 Student Rights

As outlined in the 1974 Family Educational Rights and Privacy Act (FERPA), students have the right to inspect and review their education records, request the amendment of their records (if proven inaccurate or misleading), limit disclosure of personally identifiable information contained in their education record, and file a complaint with the U.S. Department of Education concerning alleged failures of the institution to comply with the law. 91桃色 makes every effort to comply with FERPA by protecting the privacy of student records and by evaluating requests for release of information from those records. However, FERPA authorizes the release of directory information without the student鈥檚 prior consent under certain conditions which are set forth in the Act. NSU has defined its directory information in accordance with the law.

Directory information is information contained in an educational record of a student which would not generally be considered harmful or an invasion of privacy if disclosed. At 91桃色 the following is designated as public or directory information: the student鈥檚 name, physical addresses, email addresses, telephone number, major field of study, degree sought, expected date of completion of degree requirements and graduation, degrees and awards received, dates of attendance at the institution, full-time or part-time enrollment status, the previous educational agency or institution attended, participation in officially recognized activities, and other similar information. Directory information is information that the institution may disclose, but it is not required to do so. 91桃色 does not disclose Social Security Numbers, personal identification numbers, grades, grade point averages, class schedules, academic actions, or the number of credits the student is taking unless the student has signed a consent form that specifically identifies to whom the information is to be released.

Faculty and staff who have a need to know are permitted access to students鈥� records in the course of their duties as University officials. As such, the law requires them to act in a legally specified manner with regard to education records. FERPA applies to the education records of persons who are or who have been in attendance, including students in cooperative and correspondence programs. Education records are records that are 1) directly related to a student and 2) maintained by an educational agency or institution or by a party acting for the agency or institution. Access to PeopleSoft is not tantamount to authorization to view students鈥� data. Faculty members are deemed to be 鈥渟chool officials鈥� and can access data in PeopleSoft or the Faculty Center if they have a 鈥渓egitimate educational interest.鈥� A legitimate educational interest exists if the faculty member needs to view the education record in order to fulfill professional responsibilities. Neither curiosity nor personal interest can be considered as a legitimate educational 鈥渘eed to know.鈥�

Under the Copyright Law of 1976, students also own the copyright to written and artistic works (e.g., essays, discussion posts, photographs) created and submitted as coursework. Faculty wishing to quote student coursework must ask for a copyright release.

For more information, visit and the NSU Academic Catalog statement on .

5.04.15 The Copyright Act of 1976

The Copyright Act of 1976 provides the following guidelines for classroom copying in not-for-profit educational institutions:

1. 1. Single Copying for Teachers: A single copy may be made of any of the following by or for a teacher for scholarly research or for use in teaching or for preparation to teach a class:

• A chapter from a book;
• An article from a periodical or newspaper;
• A short story, short essay, or short poem, whether or not form a collective work;
• A chart, graph, diagram, drawing, cartoon, or picture from a book, periodical, or newspaper.

2. Multiple Copies for Classroom Use: Multiple copies (not to exceed in any event more than one copy per pupil in a course) may be made by or for the teacher teaching the course for classroom use or discussion; provided that

• The copying meets the test of brevity and spontaneity as defined below,
• Meets the cumulative effect test as defined below,
• Each copy includes a notice of copyright.

3. 3. Definitions

A. Brevity

• Poetry: brevity is defined as a complete poem if less than 250 words and if printed on not more than two pages or from a longer poem, an excerpt of not more than 250 words. This numerical limit may be expanded to permit the completion of an unfinished line of a poem.
• Prose: brevity is defined either as a complete article, story, or essay of less than 2,500 words or an excerpt from any prose work of not less than 500 or more than 1,000 words or ten percent of the work, whichever is less. This numerical limit may be expanded to permit the completion of an unfinished paragraph.
• Illustration: brevity is defined as one chart, graph, diagram, cartoon, or picture per book or per periodical issue
• 鈥淪pecial鈥� works: this term refers to certain works in poetry, prose, or 鈥減oetic prose,鈥� which often combine language with illustrations and are intended either for children or a more general audience and fall short of 2,500 words in their entirety. Despite the prior definition of brief prose, such 鈥渟pecial works鈥� may not be reproduced in their entirety; however, an excerpt comprising not more than two of the published pages of such special work and containing not more than ten percent of the words found in the text may be reproduced.

B. Spontaneity

• The copying is at the instance and inspiration of the individual teacher;
• The inspiration and decision to use the work and the moment of its use for maximum teaching effectiveness are so close in time that it would be unreasonable to expect a timely reply to a request for permission.

C. Cumulative Effect

• The copying of the material is for only one course in the school in which the copies are made;
• Not more than one short poem, article, story, or essay or two excerpts copied from either the same author; no more than three texts from the same collective work or periodical volume may be copied during one class term. This limitation does not apply to current news periodicals, newspapers, and current news sections of other periodicals;
• There shall not be more than nine instances of such multiple copying for one course during one class term. This limitation does not apply to current news periodicals, newspapers, and current news sections of other periodicals.

5. Prohibitions to Sections 1 and 2 Above: Despite the copying guidelines in Sections 1 and 2, the following shall be prohibited:

A. Copying shall not be used to create, replace, or substitute for anthologies, compilations, or collective works. Such replacement or substitution may occur whether copies of or excerpts from various works are accumulated or used separately.

B. There shall be no copying of or from works intended to be 鈥渃onsumable鈥� in the course of study or of teaching. These include workbooks, exercises, standardized tests, test booklets, answer sheets, etc.

C. Copying shall not:

• Substitute for the purchase of books, publishers鈥� reprints, or periodicals;
• Be directed by a higher authority;
• Be repeated with respect to the same item by the same teacher from term to term;
• Be charged to the student beyond the actual cost of photocopying.

For more information, see the following web page:

5.04.16 Copyright Fair Use Exception

Fair Use is the right to use a copyrighted work in some situations without the permission of the copyright owner. It is now codified in Section 107 of the U. S. Copyright Act. The factors that determine whether a given situation is fair use are:

• the purpose and character of the use, including whether such use is of a commercial nature or is for nonprofit educational purposes;
• the nature of the copyrighted work;
• the amount and substantiality of the portion used in relation to the copyrighted work as a whole;
• the effect of the use upon the potential market for or value of the copyrighted work.

While noncommercial use is more likely to be deemed fair use than commercial use, an educational purpose alone does not make a use fair. The more transformative the use, the more likely it is to be considered fair use, regardless of the other factors. Some photocopying of material for classes may be allowable under the Fair Use Doctrine; see section 5.03.15 above.

The U.S. Copyright Office maintains a , which is a searchable database of judicial decisions regarding fair use.

5.04.17 Learning Management System

1. Canvas is the official Learning Management System for courses at 91桃色.
2. Canvas must be used to deliver or link to course content, and it must be used exclusively for electronic collection and storage of sensitive student data, including assessments in accordance with the Family Educational Rights and Privacy Act (FERPA).
3. These policies represent minimum requirements; schools may implement additional policies, provided they do not conflict with the one listed here.

听5.04.18 Course Format and Contact Hours

狈厂鲍鈥檚 Policy on the Credit Hour states the amount of contact time required for each unit of credit earned in a course. This varies by type of course and number of credits. Faculty members are responsible for ensuring they meet the minimum contact time for their course. Courses must meet for the full term and class sessions cannot be canceled for reasons other than unavoidable faculty absences.

Contact Time Required (15-Week Lecture Course)

To be listed in the class schedule as a hybrid course, at least 25% of the contact time must be met online. Students are charged a Distance Education Fee for hybrid and online courses. In online courses, the course material and activities (e.g., synchronous lectures, video or written lectures, activities, discussions) should equal the number of contact hours that would be required in an in-person course.

Faculty may not informally or individually change the format of their course (e.g., moving an in-person course online or vice versa), other than short-term arrangements due to a faculty absence. If a long-term change to a course format is required, the faculty member should contact the dean to discuss the possibility.

5.04.19 Student Disability Accommodations

The Disability Resource Center (DRC) ensures NSU complies with the Americans with Disabilities Act (ADA), as amended, and section 504 of the Rehabilitation Act of 1973. The DRC provides resources to faculty and students, including reviewing and approving reasonable classroom and learning accommodations. DRC policies are posted on the NSU policy library.

Faculty will be notified if a student in their class has approved accommodations. The DRC isn鈥檛 allowed to disclose a student鈥檚 specific disability, any diagnosis, or other elements of the student鈥檚 medical record, and faculty cannot share information about a student鈥檚 accommodations with other faculty, students, or a student鈥檚 parents.

Faculty are required to implement all DRC-approved student accommodations; they should not provide other accommodations that have not been approved by the DRC. Most exams and other timed tests for students with accommodations (e.g., extra time, quiet testing environment) occurs in the DRC. Instructors may choose to proctor the exam privately, but must ensure that all approved accommodations related to testing are in place.

Faculty rights and responsibilities regarding student accommodations are outlined in DRC 2: DRC Policy Overview. Instructors with any questions or concerns about disability accommodations should reach out to the DRC leadership by emailing drc@nevadastate.edu or calling (702) 992-2180.

The CTLE provides a , as well as scheduled programming and one-on-one consultations related to inclusive course design. Faculty interested in assistance should email ctle@nevadastate.edu.

5.05 Grant Proposals, Research Involving Human Subjects, and Intellectual Property

5.05.01 Guidelines for Research and Grant Proposals

91桃色 has developed a process for submission of grant proposals by faculty. Contracts and grants are external funds received through formal written application to federal, state, and local agencies, corporations, foundations, and other agencies. These funds supplement the institution鈥檚 state-appropriated funding to assist the institution in meeting its goals. While contracts and grants may assist NSU in providing a margin of excellence, the institution does not rely on grant funds to replace the regular operating budget. With few exceptions, grants and contracts are awarded to 91桃色 or the Foundation rather than to the proposal initiator/project director; NSU accepts fiduciary responsibility for such grants and contracts awarded, acting as the fiscal agent. Therefore, the institution is responsible for fulfilling the project鈥檚 objectives and requirements, with the exception of faculty study grants awarded directly to a faculty member (as approved by NS鈥檚 Office of Grants Awards Services). 狈厂鲍鈥檚 contracts and grants procedures are in compliance with policies established by NSHE.

The development of an idea for a grant proposal generally begins with a faculty member鈥檚 discussion with their immediate administrative supervisor or academic dean. The proposed grant must relate directly to and ensure conformity with the purpose and mission of 91桃色. If the proposal is approved by the appropriate administrator/dean, the initiator should reach out to the Office of Grants Awards Services (OGAS) to review the funding opportunity by submitting a . The initiator will then be provided with a 鈥淧reliminary Grant Checklist and Approval Form.鈥� The initiator must identify funding sources, prepare a proposal synopsis, and submit the completed approval form to OGAS. OGAS will route the grant approval form to the Provost鈥檚 Office and the Executive Team for approval. If the proposal is approved, the initiator may begin formal proposal activities, including developing a detailed budget proposal and providing required certifications and documentation for the application.

听5.05.02 Research Involving Human Subjects

91桃色 has implemented an Institutional Review Board (IRB) and developed policies related to research involving human subjects. All faculty and students of the NSU community contemplating research involving human subjects are responsible for familiarizing themselves with the requirements of the current Institutional Review Board (IRB) Guidelines of the Office for Human Research Protections (OHRP) located at the following link

See the Institutional Review Board Policy for the Protection of Human Subjects for a definition of research, requirements for review, and other procedures related to human subjects research. The contains all materials needed to apply for IRB approval. For research projects involving students鈥� educational records, review the Use of NSU Students鈥� Educational Records in Research policy.

5.05.03 Intellectual Property

See NSHE Handbook, Title 4, Chapter 12: Intellectual Property, Research, and Entrepreneurial Activity.

5.05.04 Participant Payments

Refer to the Business Office guidance on using and for participant compensation. If a non-NSHE subject will receive more than $200 total in compensation during a single calendar year (from all payments combined), you must collect a W-9 form for taxation purposes.

5.06 Faculty Grievances

See the 91桃色 Bylaws: Grievance Procedures for Academic and Administrative Faculty.

5.07 Travel

Travel funds are available through the academic units, departments, and Office of the Provost Seed Grant program. These funds provide for travel by faculty members for the following purposes:

1. To attend professional functions and meetings as a means of professional growth and development;
2. To conduct research related to scholarly activities;
3. To represent 91桃色 outside of the Las Vegas Valley as requested by the institution.

See the campus for details on travel approvals and processing. Faculty should refer to the travel funds procedures for their unit for specific details and availability of funds.

5.07.01 Field Trip Transportation

Transportation for field trips that involve students must follow the guidance provided in the Travel Manual; details depend on the length of the trip and distance of travel. If departmental funds are available, renting a vehicle from a contracted supplier may be an option.

Students must sign the . Refer to the Travel Manual for more information. Students driving their own vehicles must sign the . The organizer of the field trip is responsible for collecting signed forms.

5.08 General Support Information

5.08.01 Administrative Assistance

Each unit is assigned administrative assistance. Student workers, employed by the institution through its financial aid and assistantship programs, are also made available when possible.

5.08.02 Announcement of Events to the Student Body

The Office of Information & Technology Services can assist faculty with posting announcements on Canvas. Complete the Technical Support Request form on the portal for consideration.

The Office of Marketing & Events can assist faculty with posting announcements on the portal and campus info screens. Complete the Post a Campus Announcement form on the portal. Faculty can also request social media coverage of special events, though coverage is not guaranteed.

听5.08.03 Bookstore

The academic dean (or designee) or department chair will coordinate the ordering of texts and other student materials through the bookstore. All faculty members receive a 10% discount on purchases made through the bookstore.

5.08.04 Payroll and Benefits

New employees will attend a Human Resources benefits orientation. Inquiries regarding payroll deductions, retirement benefits, and health and life insurance may be directed to the Office of Human Resources.

5.08.05 Scorpion Caf茅

Food services are available on the main campus. Refer to the NS website for operational hours.

5.08.06 Campus Mail Service

Mail is delivered daily to the campus mailroom and distributed along with campus mail to the various departments. Faculty members are assigned a mailbox in their unit. There is no charge for any outgoing mail of an official nature. Campus mail should be placed in the special envelopes provided for internal communication. Mail service is for official 91桃色 business only.

5.08.07 Campus News

News items can be submitted to the weekly . Announcements and information are also distributed via the Academic Affairs Newsletter, the Division of Student Affairs SALT Shaker, and other campus publications.

5.08.08 Computers and Computer Terminals

Each full-time faculty member is supplied with a desktop computer or laptop in their office. Part-time faculty have access to computers in workgroup areas as well as computer labs across campus. In addition, the institution has workstations located in the library and in all classrooms. These computers include the Microsoft Office suite and provide access to file sharing, printing, and the internet.听For those working remotely, checkout laptops are available through the library and Information & Technology Services. Faculty needing equipment beyond what was initially provided should contact their department administrative assistant.

Visit the NSU website for more information on all available computer labs.

5.08.09 Copying Equipment

Copiers/printers are distributed throughout the campus. Faculty members shall determine the degree of quality necessary and use the most economical method to achieve it (e.g., black and white rather than color printing, when appropriate). Copyright laws shall be observed.

5.08.10 Exercise and Recreational Facilities

NSU has a fitness center located in M-200, near the Dawson Building. An NSU ID card is required to use the facilities. Visit the NSU website for hours of operation.

听5.08.11 Grading Machines

Faculty members interested in using the institution’s grading machines can obtain special test forms from their academic unit. Certain machines are coupled to computers for an analysis of tests answered on these forms. The current location of these machines can be obtained from the academic dean or chair.

5.08.12 Keys

The distribution of office keys is handled by Facilities. Each key is assigned to an individual and must be picked up and/or returned by the individual. Upon termination, all keys must be returned in order to complete offboarding. Building and common room access is provided using the Scorpion Card. Office key and building access requests can be submitted by the unit administrative assistant upon approval of the academic dean and/or department chair.

5.08.13 Maintenance

Problems shall be called to the attention of the unit鈥檚 administrative assistant for submission to Facilities, or submitted directly to Facilities at facilities@nevadastate.edu

5.08.14 Office Supplies

Each unit has a procedure for obtaining office supplies. Contact the administrative assistant for assistance.

5.08.15 Public Relations

The Office of Marketing and Events is responsible for coordinating media interviews/information and determining the appropriate spokesperson(s).

Addressing Media Inquiries:听The Marketing Office, through its Marketing & Communications Manager, is the first point of contact for media requests for information and interviews. The Vice President of Advancement will be informed of the media request along with the Chief of Staff & Strategy and the Deputy Chief of Staff.

• The Marketing & Communications Manager will collaborate with the Director of Marketing & Events to review the nature of the inquiry and deadline, relevant persons to gain information or respond, and brainstorm responses.
• The Marketing & Communications Manager will consult with the Vice President and Deputy Chief of Staff on the appropriate party to respond and the potential response.
• The Marketing & Communications Manager will advise the Chancellor鈥檚 Communications Office of the inquiry and proposed response if media inquiry has political or NSHE sensitivities. Notification of the Board of Regents may also be required based on consultation with the president.
• Executive leadership, academic deans, and department heads will need to respond to incoming media requests from the Marketing Office as soon as possible on the request for a spokesperson or for additional information. This will enable us to fulfill the media request in a timely manner.
• The Marketing Office will provide media relations support to the identified spokesperson(s). This will include interview coordination, assistance with key messages, talking points, potential interview questions, and presence at the interview.
• The Marketing & Communications Manager will follow up with the reporter to coordinate interview logistics and publication/broadcast.

Identifying media opportunities:听The Marketing Office proactively seeks opportunities to communicate 91桃色 news and events to the media. Employees are responsible for notifying the Marketing & Communications Manager by email, as far in advance as possible, about newsworthy events or happenings on campus so the department can determine the best way to promote them to media, if appropriate. Lack of sufficient notice about news and events on campus (e.g. less than one week鈥檚 notice) may limit the department鈥檚 ability to provide effective media relations support.

Media relations during times of crisis:听The Marketing Office, in conjunction with the Chief of Staff & Strategy, is responsible for all contact with the media during a crisis or emergency situation. If an employee receives a media inquiry during a crisis situation, they are asked not to respond and instead to immediately forward the request to the Director of Marketing & Events for appropriate action, which will be implemented according to the 91桃色 Emergency Operations Plan.

5.08.16 Center for Teaching and Learning Excellence

The Center for Teaching and Learning Excellence (CTLE) provides academic faculty with professional development opportunities through individual and group support regarding instructional design, effective teaching strategies, educational technology, accessibility, and other topics related to teaching and learning.听It is open to both full-time faculty and part-time instructors.

For information on the services, workshops, faculty learning communities, Canvas LMS trainings, certificate programs, and other activities offered by the CTLE, contact ctle@nevadastate.edu or visit the and/ or the .

5.08.17 Classroom Technology Assistance

Instructional Technology staff are available to provide overviews of the classroom technology available in campus buildings. Email support@nevadastate.edu for assistance. The CTLE has also created about the touch panels that control campus technology.

听5.08.18 Purchasing and Contracts

For purchasing policies and procedures, refer to the NS Purchasing and PCard User Manual and Purchasing Quick Reference Guide available from the Purchasing webpage.

91桃色鈥檚 Contracts Group must negotiate and execute all purchasing-related contracts for the University. Requestors should contact Contracts@nevadastate.edu as soon as they know a contract is required. Do not sign any written or digital contract. The NS Contracts Group will ensure the contract is compliant with state and federal laws and regulations as well as 91桃色 and NSHE requirements. When completely reviewed and signed, the NS contract initiator will receive a copy for attachment to the future purchase.

5.08.19 University Library

The Marydean Martin Library offers services to all NSU students, faculty, and staff. Faculty are encouraged to promote its use to students.

NSU identification cards serve as a library card. The Library鈥檚 collection of multimedia materials is easily located through the use of the . Members of the campus community may also request materials from other southern NSHE institutions or through . The Library also and allows students to reserve study rooms.

Library instruction, including orientation and subject-specific guidance, is available to classes on a pre-scheduled basis. Faculty are expected to be present while the instruction is given by a librarian.

Those using the physical Library space are expected to comply with the Marydean Martin Library .

听

Section 6: General Personnel Policies

6.01 NSHE Policies

Faculty shall comply with all NSHE and 91桃色 policies, including but not limited to those found in:

6.02 Personnel Categories

6.02.01 Faculty Members

The faculty shall consist of instructional and library faculty and administrative officers as defined in Section 1.1: Definitions.

6.02.02 Classified Personnel

Classified employees shall consist of professional and administrative personnel and staff as defined in Nevada Revised Statutes (see ).

6.03 Employment

6.03.01 Equal Employment Opportunity

91桃色 does not discriminate on the basis of sex in any education program or activity that it operates. Non-discrimination on the basis of sex is mandated by Title IX of the Education Amendments of 1972 (20 U.S.C. 搂搂 1681 et seq.) and the corresponding implementation regulations (34 C.F.R. Part 106). The University鈥檚 commitment to nondiscrimination in its education programs and activities extends to applicants for admission and employment.

Inquiries concerning the application of these provisions may be referred to one or both of the following:

Title IX Coordinator
91桃色
1300 91桃色 Drive
Henderson, NV 89002
Telephone: (702) 992-2322
Email: TitleIXCoordinator@nevadastate.edu

Assistant Secretary of the United States Department of Education
U.S. Department of Education, Office for Civil Rights
400 Maryland Avenue, SW
Washington, D.C. 20202-1100
Telephone: 1-800-421-3481; FAX: 202-453-6012; TDD: 1-800-877-8339
Email: OCR@ed.gov

Information pertaining to the University鈥檚 grievance procedures and grievance process, including how to report or file a complaint of sex discrimination, how to report or file a formal complaint of sexual harassment, and how the University will respond can be found in the Sexual Assault, Domestic Violence, Dating Violence, and Stalking Policy.

6.03.02 Employment of Relatives

See , Section 7: Nepotism.

6.03.03 Employee Orientation

Each new employee is required to participate in a new employee orientation scheduled and communicated by Human Resources. They shall also be responsible for reading and familiarizing themselves with the contents of the appropriate policy and/or procedures manuals at NSU.

New employee orientation is designed to provide an overview of the campus and University, covering the following broad categories: mission and values, how to access information, IT support, benefits and additional perks, campus facilities, training, and University departments and governance.听

New employees are encouraged to actively participate, ask questions, and seek clarification during the orientation sessions. The goal of the orientation is to ensure that each employee is equipped with the necessary knowledge and resources to thrive in their role and contribute to the success of NSU.

6.03.04 Drug-Free Campus Policy

See the Substance Abuse Policy.

6.03.05 Tobacco-Free Campus

See the Tobacco on University Premises Policy.

6.04 Holidays

See the Academic Calendar for a list of all holidays recognized by the University and NSHE. Classes are cancelled and campus is closed on holidays, unless otherwise announced; faculty should not cancel additional class meetings other than those falling on the days listed no the Academic Calendar.

6.05 Leave

6.05.01 Vacation/Annual Leave

Faculty on a 12-month appointment accrue annual time off at the rate of two days for each full month of employment. A maximum of 48 days of annual leave can be carried forward from one fiscal year to the next. Leave must be used in half- or full-day increments. Faculty on a 9-month appointment do not accrue annual time off. They are required to be on duty during the fall and spring semesters on those days when classes are in session. See obligation calendar.

Leave should be requested in Workday.

See the NSHE Handbook : Annual Leave.

6.05.02 Sick Leave

Full-time academic and administrative faculty on 9- and 12-month contracts receive 30 days of sick leave on their first day of employment. After the first year of employment, two days of sick leave are accrued after each month of employment. Leave must be used in half- or full-day increments. A maximum of 96 days of sick leave can be carried forward from one fiscal year to the next. Sick leave is paid time off and may be used for:

• Personal illness;
• Care of family members with illness, injury, medical, optometry or dental appointments. Up to 15 days of sick leave may be used each year to care for family members;
• Bereavement; faculty may take up to 19 days of sick leave for the death of an immediate family member.

Sick leave may be requested in Workday.

听6.05.03 Sabbatical Leave

See the Sabbatical Leave Policy.

6.05.04 Military Leave with Pay

See NSHE Handbook Title 4, Chapter 3, Section 22: Military Leave.

6.05.05 Family and Medical Leave (FMLA)

The (FMLA) allows all eligible employees to take up to 12 weeks off for the qualifying reasons below:

• Twelve workweeks of leave in a 12-month period for:
  • the birth of a child and to care for the newborn child within one year of birth;
  • the placement with the employee of a child for adoption or foster care and to care for the newly placed child within one year of placement;
  • to care for the employee鈥檚 spouse, child, or parent who has a serious health condition;
  • a serious health condition that makes the employee unable to perform the essential functions of his or her job;
  • any qualifying exigency arising out of the fact that the employee鈥檚 spouse, son, daughter, or parent is a covered military member on 鈥渃overed active duty;鈥� or
• Twenty-six work weeks of leave during a single 12-month period to care for a covered service member with a serious injury or illness if the eligible employee is the service member鈥檚 spouse, son, daughter, parent, or next of kin (military caregiver leave).

FMLA protects the employee鈥檚 job while on leave and it is used concurrently with all sick and annual paid leave.

See the NSHE Handbook Title 4, Chapter 3, Section 21: Family Medical Leave/Fair Labor Standards Act.

6.06 Retirement

6.06.01 Retirement Systems

The Office of Human Resources can provide detailed information on the retirement systems you may be eligible for under NSHE and state regulations.

6.06.02 Phase-in Retirement Program

The Phase-in Retirement Program allows employees to phase into retirement over an agreed period of time not to exceed 5 years. During the phase-in period, the employee works less than full-time but equal to or more than half-time so that they retain benefits eligibility. Both the employee and employer contributions to the employee鈥檚 retirement account during the phase-in period will be based on the employee鈥檚 salary at 100% FTE.

6.7 Employee Assistance Program

The Employee Assistance Program (EAP) is a confidential assessment and referral program where employees can get assistance in dealing with everyday issues like stress, finances, relationships, parenting, finding child or elder care, and much more. Employees can also get confidential help with personal or work-related difficulties, including depression, anxiety, and grief. EAP services are provided through ComPsych. Consultants are available 24 hours a day, 7 days a week.

6.8 Campus Identification Cards

All faculty members are expected to carry an official NSU ID card. This card serves to identify faculty to security personnel and as access FOBs for building and pod entrance.

6.9 Personnel Records

The Human Resources Office maintains current employee records and must be informed of any changes in name, address, marital status, number of children or other dependents in the immediate family, and/or tax withholding status. This information affects the amount of an employee鈥檚 payroll deduction for federal withholding tax, insurance premiums, and benefits.

An employee鈥檚 personnel record is kept confidential to the maximum extent protected by law. Outside parties or agencies are not provided with information in employee personnel files unless specifically authorized by an employee in writing or as required by law.

听6.10 Changes of Name, Address, Phone Number, and Tax Information

Faculty members are expected to keep their academic dean, department chair, and the Office of the Provost informed of current addresses and telephone numbers.

The Human Resources Office maintains current employee records and must be informed of any changes in name, address and/or tax withholding status. Tax exemption certificates should be updated as employees gain or lose exemptions.

6.11 Parking

Parking is free on the main campus. Faculty may park in any open spot that is not designated as a reserved space.

6.12 Tipping/Gratuities

Tips paid with institutional funds (including travel cards) should be no more than 20% of the subtotal of the bill. Employees must follow all state and NSHE regulations regarding allowable expenses.

Refer to section 5.09.18: Purchasing.

6.13 Conflicts of Interest

See HR 1: Conflict of Interest and Compensated Outside Services Policy.

NSU must comply with federal, state, and NSHE regulations related to conflicts of interest and compensated outside services. All academic and administrative faculty must identify all potential conflicts of interest and all compensated outside service by submitting a disclosure form annually.

6.14 Guidelines for Faculty Outside Work or Consulting

See NSHE Handbook Title 4, Chapter 3, Section 9: Compensated Outside Professional Services.

6.15 Harassment

6.15.01 Board of Regents鈥� Statement about Sexual Harassment

See the NSHE Handbook, Title 4, Chapter 8, Section 13: Policy against Unlawful Discrimination and Harassment; Complaint Procedure.

6.15.02 91桃色 Sexual Harassment and Sexual Assault Policy

91桃色 is a diverse community committed to creating and maintaining a safe campus where all persons who participate in University programs and activities can work and learn together in an atmosphere free of all forms of harassment, discrimination, or intimidation. Sexual harassment, sexual assault/sexual misconduct, domestic violence, dating violence, and stalking are violations of University policy.

91桃色 will respond promptly to reports of sexual harassment, sexual assault/sexual misconduct, domestic violence, dating violence, and stalking. See the Sexual Assault, Domestic Violence, Dating Violence, and Stalking Policy.

6.16 Office Gift-Giving

Gifts for colleagues (such as friendly tokens acknowledging life events, remembrances, flower funds, hospitality funds, or celebratory tributes) must be completely voluntary. Any gifts or contributions should be of nominal value and in keeping with the spirit of the event.

6.17 Appropriate Use Policy for Information Technology Resources and Social Media

6.17.01 Responsible Use of Technology Resources and Email

All members of the NSU community are expected to use technology resources in a responsible manner and comply with all applicable laws and NSU policies. Refer to the Responsible Use of Technology Resources Policy and the Acceptable Use of E-mail Policy for more information.

See NSHE Handbook Title 4, Chapter 1, Section 23: Computing Resources Policy and the Standards of Conduct for the Use of Computers in NSU-Related Activities.

6.17.02 Social Media Policy

The purpose of social media is to offer a reliable and consistent communication resource for students, faculty, and the greater community while maintaining a positive and recognizable brand that reflects the goals, mission, and culture of 91桃色.

All proposals to create an official 91桃色 social media account using the academic title/unit or program name must be presented to the Office of Marketing & Events and the social media specialist for review and approval. Social media accounts, both new and existing, must follow University branding and accessibility standards.

No employee or student should use their personal 91桃色 email to create a campus social media account. A social media-specific email should be requested from the Office of Information & Technology Services to be used to create social media accounts.

Social Media Branding

Profile Photo: All 91桃色 social media accounts must have the approved 91桃色 logo with a black background and our name written in the approved font underneath the logo.

Username: Must be a form of 鈥淣evadaState鈥� or 鈥淣S鈥� followed by the organization name

Bio/About: Must include name of office and general contact information: Contact be.social@nevadastate.edu

听

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POLICY STATEMENT

The 91桃色 College Academic Workload Policy provides clear guidance for faculty and those responsible for faculty workload determination. The guidelines help establish an equitable measure of workload, financial accountability, and institutional efficiency.

This policy revision updates the Courseload Credits for clinical courses. It replaces AA 3.1: Academic Workload Policy.

DEFINITIONS

A-Contract (Twelve-Month) Full-Time Faculty: Faculty expected to teach thirty (30) coursework credits per year, which may be divided as twelve (12) coursework credits each semester and six (6) coursework credits during the summer, or as determined in consultation with the Deans.

B-Contract (Nine-Month) Full-Time Faculty:听Faculty expected to teach twenty-four (24) coursework credits per academic year or twelve (12) coursework credits each semester. Summer assignments are not considered part of the academic year for coursework credit assignments for a B-contract faculty member.

Coursework Credits: Activities associated with instruction.

Workload Credit: Overall responsibility consisting of: a) teaching, b) scholarly research, creative activity, and/or professional development, and c) service.

PROCEDURES

I. Introduction

The NSHE Handbook states, 鈥渁ll instructional faculty members are expected to teach; develop curriculum; conduct other instructional activities including advising, grading, and preparing for classes; maintain currency in their academic discipline; and perform public and professional service, service to the institution, and similar academic activities. In addition, at the universities, state college, and Desert Research Institute, academic faculty members are expected to conduct scholarly research or creative activity鈥� (Title 4, Chapter 3, Section 3.3). The NSHE Handbook further states, 鈥淔aculty workload cannot and should not be measured solely by the time spent by the faculty member in the classroom.鈥� The President is granted authority to determine guidelines for faculty workloads (Title 4, Chapter 3, Section 7).

The workload responsibilities for each faculty member are determined in consultation with the Dean/Department Chair (or equivalent).

NSHE Handbook sets an 鈥渆xpectation of 24 instructional units per academic year, or 12 units each semester鈥� for academic faculty at 91桃色 College (Title 4, Chapter 3, Section 3.6.b), with enhanced twelve (12)-month contracts for nursing faculty available for three-term nursing programs (Title 4, Chapter 3, Section 41). The Chancellor is responsible for regularly compiling reports on faculty workloads.

II. Responsibilities of Full-Time Instructional Faculty

听Instructional faculty are required to teach, contribute to curriculum development, and perform related activities such as assessment, advising, and developing course content. In addition, faculty will maintain currency in their academic discipline, perform service, and complete scholarship.

Instructional faculty responsibilities include:

A. Reporting to appropriate Department Chair or Dean.

B. Working collaboratively within the learning community.

C. Teaching assigned courses:

1. 1. Developing or contributing to course syllabi and distributing to students and Division Chair or Dean prior to start of class;
   2. Instructing assigned courses as outlined in syllabi;
   3. Responding to the needs of student learners providing high-quality education;
   4. Reviewing and selecting resources for courses, such as textbooks and audiovisual materials;
   5. Performing student learning assessment and course assessment;
   6. Scheduling and posting office hours (designated as in-person, online, or by phone) for student consultation and academic advising;
   7. Identifying supplies, equipment, and other resources necessary for classroom instruction and requesting materials through the Department Chair or Dean.

D. Availability to students, staff, and faculty:

1. 1. Instructional faculty will be accessible during their contract period and schedule established by the Department Chair or Dean;
   2. Absences from campus for professional development activities must be approved by the Department Chair or Dean;
   3. Absences due to emergencies or illnesses require notification of the Department Chair or Dean and plans for alternate assignment or faculty substitution will be determined;
   4. Faculty members are expected to meet with advisees each semester.

E. Performing service in accordance with the Standards of Academe for their respective school.

F. Performing scholarship in accordance with the Standards of Academe for their respective School.

G. Engaging in professional development activities that contribute to new teaching methodologies, maintaining currency in assigned teaching fields, and supporting requirements for current

H. Preparing annual self-evaluation report.

I. Performing other related duties as assigned.

J. Faculty course workload and non-instructional assignments or reassignments establish the basis for the determination of faculty workload. The general relationship of instructional workload to Coursework Credit is that three (3) hours in a lecture class are equivalent to three (3) hours of Coursework Credit. Exceptions include:

1. 1. Nursing Clinical and Laboratory Settings: Each hour of instruction constitutes one-half (0.5) Courseload Credit. For instance, a two (2)-hour clinical course counts as one (1) Courseload Credit toward the faculty member鈥檚 overall instructional workload.
   2. STEM Laboratory Settings: Each hour of instruction constitutes one (1.0) Courseload Credit. For instance, a three (3)-hour STEM lab counts as three (3) Courseload Credits toward the faculty member鈥檚 overall instructional workload.
   3. Team Taught Courses

i.听 Type One (turn teaching): Two or more faculty members teach a course with one faculty member teaching at a time. Each faculty member receives the appropriate Coursework Credits for the portion of the course taught. For example, if two faculty members teach half of a three (3)-credit course, each faculty member receives one and a half (1.5) Coursework Credits.

ii.听 Type Two (co-teaching): Two faculty members specializing in different disciplines or specialty areas within a department jointly teach a class that requires the active engagement of both faculty members in the classroom for the duration of the course. Each faculty member receives one and a half (1.5) Coursework Credits. Approval of such team-taught interdisciplinary courses shall be determined by the respective supervisors of the two faculty members as approved by the Deans (or designee).

K. Requirements for Class Size

1. 1. 1. STEM Laboratory Courses: For a STEM laboratory course, class size shall not exceed twenty-four (24) students. The corresponding lecture therefore shall not exceed forty-eight (48) students.

L. A faculty member may teach a classroom, laboratory, or equivalent course for another department/School other than their own, including an interdisciplinary program. The course will be considered part of the faculty member’s Coursework Credits. The faculty member’s Division Chair or Dean must approve this assignment.

III. Courseload Adjustments

Coursework workload may be adjusted when faculty have responsibilities that have been approved by their Dean (or designee) and Provost as having Workload Credit. The Dean (or designee) and Provost will specify such reassignments in writing. A non-exhaustive list of eligible activities is listed below.

A. Coursework eligible for reassignment

1. 1. Chairing Faculty Senate;
   2. Course development;
   3. Curriculum development;
   4. Accreditation activities;
   5. Large class size in relation to course content and delivery method;
   6. Department/Division Chair;
   7. Coordinator/ lead faculty/ program supervisor;
   8. Non-credit remediation

B. Some tasks are only considered overload activities. Overload compensation will be equivalent to the faculty member’s summer rate of pay. Examples of activities eligible only for overload:

1. 1. Independent Study: Guidelines for the approval of the number of credits must be based on a formula (e.g., number of independent study credits equivalent to one [1] credit of classroom lecture, or 0.056 X course credit X number of students). Independent Study course approval is the responsibility of the Dean (or designee).
   2. Principal Investigator or the equivalent for a grant proposal.

IV. Activities Eligible for Stipends

Occasionally, the Department Chair or Dean (or designee) may determine that a particular assignment warrants additional compensation based on significant workload in the course, and a stipend may be provided for such service. Requests for stipends shall follow the guidelines issued by the Office of the Provost.

Stipends are provided on a semester-by-semester basis. The agreement does not imply a commitment by the administration to continue to provide a stipend. Funding of conference or professional travel is not to be construed as a stipend.

If a full-time faculty member’s workload for fall or spring semester is in excess of the standard workload, the faculty member may negotiate with the Dean (or designee) to either receive an equivalently reduced workload in the following semester or receive additional compensation, so long as the adjustments remain within a single academic year.

RELATED INFORMATION

• Board of Regents Handbook: Title 4, Chapter 3, Section 3
• NSC Promotion and Tenure Guidelines and Standards of Academe
• Workload Policy memo from Bart Patterson, President, August 4, 2016

HISTORY

AA 3: Academic Workload Policy approved by President Maryanski, August 2009
AA 3.1: Academic Workload Policy revisions approved by President Patterson, August 2019

APPROVALS

Approved by Faculty Senate Chair Serge Ballif, December 9, 2019.
Approved by Provost Dr. Vickie Shields, February 5, 2020.
Approved by President Bart Patterson, February 24, 2020.

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POLICY STATEMENT

This policy describes eligibility for Tenure and promotion for full-time academic faculty and delineates the process and criteria for reviewing applications for Tenure and/or promotion.

DEFINITIONS

Academic Rank: The position of academic faculty within 91桃色鈥檚 promotion and Tenure structure. NS recognizes four ranks: Rank I for Lecturer, Rank II for Assistant Professor, Rank III for Associate Professor, and Rank IV for Professor.

Administrator Return to Teaching Salary (ARTS): Shadow salary calculated for Tenure-track or Tenured Administrators with Academic Rank in A-contract positions whose salary for the administrative position was negotiated independently rather than derived from their academic position salary. Compensation related to promotions in Academic Rank are added to the ARTS the individual would receive if they vacated the A-contract administrative position and returned to their Tenure-track or Tenured teaching position.

Administrators with Academic Rank: Administrative faculty who hold a Shadow Appointment.

Lecturer: Title conferred on full-time, non-Tenure-track academic faculty whose roles focus on academic or clinical course instruction. The Academic Rank of Lecturer includes three levels: Lecturer (Level I), Senior Lecturer (Level II), and Distinguished Lecturer (Level III).

Librarianship: Activities associated with librarian duties including, but not limited to, teaching and consultation responsibilities, leadership responsibility for functional areas of library operations, and the expectation to work collaboratively with other institutional partners to enhance the success of the academic community.

Other Professional Duties: Assigned job duties that are evaluated in lieu of Teaching for promotion and Tenure. May be a short-term or long-term assignment.

Peer Review: External review and evaluation of research and creative works conducted by peer experts in the field prior to publication or exhibition.

Probationary Period: Period of full-time employment in a Tenure-track position before applying for Tenure; may not exceed seven years except with approval of the President, as allowed in NSHE Code.

Scholarship: Activity including, but not limited to, creation, application, synthesis, or transmission of knowledge; cross-disciplinary collaboration; acquiring and sustaining faculty expertise; and, in appropriate fields or disciplines, visual, performing, and literary arts that express original ideas, interpretations, imaginations, thoughts, or feelings (NSHE Code Chapter 7, Section 7.4.2). 91桃色 recognizes three categories of Scholarship: Growth and Development (qualifies as Scholarship for Lecturers), Scholarship of Discovery and Creation, and Scholarship of Dissemination.

Scholarship of Discovery and Creation: Engagement in activities that lead to the development or production of research findings or artistic creations.

Scholarship of Dissemination: Communicating findings, knowledge, product(s), or artistic work related to Scholarship for the benefit of others.

Scholarship of Growth and Development: Maintaining currency of knowledge and advancements within one鈥檚 discipline while developing additional professional skills.

Service: Consultation, administration, or other activities directed toward the 91桃色 community鈥檚 welfare. Activities including, but not limited to, advising students and/or mentoring colleagues; participation in professional organizations; working with 91桃色 faculty, staff, and students in the best interests of the academic community and the people it serves and to the extent that the job performance of the faculty member鈥檚 unit is not otherwise adversely affected; membership on and contributions to 91桃色 or NSHE committees; recognition among colleagues for possessing professional integrity and the capacity for further significant intellectual and professional achievement; and recognition and respect outside 91桃色 for participation in activities that use the faculty member’s knowledge and expertise, further the mission of NS, or provide an opportunity for professional growth through interaction with industry, business, government, and other institutions at the local, state, national, or global level (NSHE Code Section 7.4.2).

Shadow Appointment: B-contract Tenure-track or Tenured academic appointment held by a faculty member before moving into a full-time administrative position; used to monitor and acknowledge Tenure and promotion progress and compensation changes related to the Tenure-track or Tenured position while the employee serves in the administrative capacity. Should they leave their administrative position, faculty with a Shadow Appointment reserve the right to return to their B-contract academic faculty position at the rank, Tenure status, and compensation level in effect for the Shadow Appointment on the date of their return.

Teaching: Activities associated with instruction of students, including, but not limited to, lecture course, practicum, and laboratory instruction; course preparation; evaluation of students’ performance; direction of independent study, student research, and thesis projects; and consultations with students enrolled in classes.

Tenure: A status granted to an eligible academic faculty member after a Probationary Period that provides protection from summary dismissal.

PROCEDURES

I.听听听听听听听听听听听听听听 Overview of Promotion and Tenure

A. Objectives of Tenure and Promotion: The major objectives of Tenure are to provide a faculty committed to excellence and to provide a substantial degree of security to those persons who have exhibited excellent abilities, sufficient to convince the Nevada community that their expected Services and performances in the future justify the privileges afforded by Tenure (NSHE Code Chapter 7, Section 7.1.2). The purpose of promotion is to advance and compensate full-time faculty with a demonstrated record of excellence in Teaching, Librarianship, and/or Other Professional Duties and appropriate levels of Service and Scholarship (as defined by the unit鈥檚 Tenure expectations). Advancement is reflected in promotion in Academic Rank or level, and compensation reflected in an increase in salary.

B. Probationary Period: Except as described in I.B.2 below, the total Probationary Period for academic faculty eligible for Tenure shall not exceed seven (7) years of uninterrupted full-time employment in Ranks I-IV (NSHE Code Chapter 7, Sections 7.3.1a, 7.3.1c, 7.3.1d, 7.3.2, and 7.3.4). All full-time Tenure-track faculty must apply for Tenure no later than August at the beginning of their sixth academic year at 91桃色, unless an extension is granted. Faculty may confirm their expected Tenure application date by reviewing their offer letter and contract or by contacting the Office of Human Resources.

1. 1. Authorized leave (鈥淪topping the Tenure clock鈥�): Authorized periods of leave, paid or unpaid, may be excluded from the seven颅 year Probationary Period upon written request of the faculty member and approval of the President (NSHE Code Chapter 7, Section 7.3.1[c]). Such arrangements must be requested and approved at the time the period of leave is requested by the faculty member. The President鈥檚 decision is final.
   2. Extensions of Probationary Period: The period of probation may exceed seven (7) years, allowing a faculty member to apply for tenure later than the end of their fifth academic year, upon written request of the faculty member and approval of the President. Requests must be received no later than April 1st of the calendar year in which the faculty member is scheduled to apply for Tenure (e.g., a candidate scheduled to apply for Tenure in August 2025 must submit an extension request no later than April 1, 2025). The decision to grant the faculty member’s request is at the sole discretion of the President (NSHE Code Chapter 7, Section 7.3.1[d]).

C. Tenure at Hire: At the discretion of the Board of Regents, an academic faculty member may be exempt from the requirement of serving a Probationary Period and Tenure may be awarded on a case-by-case basis at the time of hire in negotiation with the President or President’s designee (NSHE Code Chapter 7, 7.3.1[b1]). The President, without seeking Board of Regents approval, may grant Tenure upon hire to an academic faculty member (or administrative faculty member who will hold a tenured appointment in an academic unit) who, at the time of hire, holds Tenure at another institution (NSHE Code Chapter 7, 7.3.1[b2]). Prior to making such an appointment, the President will seek a recommendation through an expedited Tenure review process. The Unit P&T Committee and the NS Promotion and Tenure Committee will simultaneously review the applicant鈥檚 materials and submit a recommendation to the Provost.

D. Tenure Credit for Previous Employment: Upon the request of the academic faculty member and approval of the President, up to three (3) years of full-time employment at other accredited institutions of postsecondary education in positions equivalent to positions providing eligibility for appointment with Tenure at 91桃色, may be included in the Probationary Period. Such decisions must be negotiated at the time of hire and included in the offer letter and contract (NSHE Code Chapter 7, Section 7.3.3).听Faculty receiving years of Tenure credit as part of their negotiated contract may submit materials and evidence from previous employment (including previous academic positions at 91桃色) corresponding to those years as part of their promotion and Tenure packet.

E. Annual Review, Third-Year Review, and Tenure Review Alignment: Annual and third-year reviews must be aligned with criteria established in this document for promotion and/or Tenure and should reflect the faculty member鈥檚 overall progress toward attainment of these criteria (NSHE Code Chapter 5, Section 5.12).

II.听听听听听听听听听听听听听 Procedure for Third-Year Review

All Tenure-track faculty must complete the third-year pre-Tenure review process at the end of their third full academic year at 91桃色, unless otherwise specified in their hiring materials. Faculty members may confirm their expected third-year review application date by reviewing their offer letter and contract or by contacting the Office of Human Resources.听Materials must be completed and submitted via the electronic folders provided by the Office of the Provost.

Non-Tenure-track faculty eligible for promotion to the level of Senior Lecturer may complete a third-year review process at the end of their third full academic year of employment at 91桃色. Third-year reviews are optional for such faculty and performed at the request of the candidate.

A. Timeline for Third-Year Review: Each spring, the Office of the Provost will distribute the timeline for the upcoming review cycle. It is the responsibility of the faculty member to provide the Dean with all necessary materials, or ascertain that the Dean has independent access to the materials, by the due date.

• (Lecturers only) 1st Monday in May at end of candidate’s 3rd academic year: Candidate informs Dean of intent to submit portfolio
• 2nd Monday in May: Dean submits list of all scheduled third-year review candidates to Office of the Provost
• 2nd Friday in August before start of candidate’s 4th academic year: Candidate submits electronic third-year review portfolio to the Office of the Provost
• Fall semester (approximately two months after submission): Dean completes review, notifies candidate in writing, and submits file and review letter to Provost
• Fall semester (approximately three months after submission): Provost notifies faculty member of progress made toward promotion and Tenure and any action to be taken as a result of the evaluation.

B. Process for Tenure-Track Faculty

1. Dean submits list of all scheduled third-year reviews to Office of the Provost via email by the second Monday in May;
2. The Office of the Provost creates individual electronic folders for each applicant and provides instructions for portfolio submission;
3. Applicants submit electronic portfolios to the Office of the Provost by the second Friday in August;
4. The Office of the Provost changes applicants鈥� access to 鈥渧iew only鈥� status to prevent additional changes and grants access to the Dean for review;
5. The appropriate Dean reviews the portfolio and additional relevant materials (e.g., annual reviews on file), and meets with the faculty member to discuss progress made toward Tenure;
6. The Dean evaluates the candidate鈥檚 materials and progress toward Tenure and writes a letter evaluating the candidate in each area. If the Dean/Library Director deems the candidate鈥檚 progress toward Tenure as unsatisfactory, the Dean may make a recommendation of remediation or non-reappointment. If the Dean/Library Director determines that a faculty member is unlikely to meet Tenure standards, this information must be clearly stated in the evaluation letter;
7. The Dean provides a copy of the evaluation letter to the candidate;
8. The Dean submits the third-year review file and evaluation letter to the Provost;
9. The Provost reviews the third-year review materials and notifies the faculty member in writing of the progress made toward promotion and Tenure and any action to be taken as a result of the evaluation.

C. Process for Lecturers: Lecturers inform the Dean of the intent to submit a third-year review portfolio by the 1^st Monday in May after the candidate鈥檚 third academic year. The review process then proceeds according to steps 1-9 in II.B.

D. Documentation for Third-Year Review: It is the responsibility of the faculty member to provide evidence of the extent and quality of performance in each area of evaluation. The documentation listed below will be the sole documentation considered in this process.The application must be completed and submitted electronically via the method approved by the Office of the Provost. Faculty members must establish bookmarks or a table of contents for their portfolios. After the submission deadline passes, faculty members will not have access to the contents of their portfolios and must not use external links to personal accounts (e.g., Google Drive) that may be altered after submission. New or revised materials may be accepted after the submission deadline at the discretion of the Dean or request of any formal evaluators. The third-year review portfolio should include the following:

1. Completed Application for Third-Year Review and Recommendation for Promotion and/or Tenure;
2. Up-to-date Curriculum Vitae (CV);
3. Copies of all annual reviews;
4. Supporting documentation for Teaching, Librarianship, and/or Other Professional Duties:

i. Faculty with Teaching responsibilities should include supporting documentation of Teaching effectiveness (e.g., syllabi, course materials, course evaluations, summary and discussion of course evaluations, student artifacts/submissions, peer evaluations, evidence of effective Teaching, letters of support);

ii. Faculty with Librarianship and/or Other Professional Duties should include annual evaluations of those duties from the candidate鈥檚 supervisor (e.g., administrative faculty performance evaluations or academic annual reviews that address Other Professional Duties) to demonstrate excellence in performing responsibilities in the position description, including evidence of effectiveness and efficiency. Other supporting documentation may include, but is not limited to, program materials, peer or other evaluations, and letters of support;

5. Supporting documentation for Scholarship (e.g., copies of publications or creative works, evidence of conference presentations, grant awards);
6. Supporting documentation for Service (e.g., involvement in campus, community, and professional activities; contributions and/or leadership on campus committees; mentoring other faculty and/or students).

The application, instructions for completing the application, and guidelines for the third-year review process may be downloaded from the .

E. Appealing a Third-Year Review Outcome: A faculty member may appeal the outcome or ratings in a third-year review by following the procedures described in Section VII below.

III.听听听听听听听听听听听听 Procedure for Promotion & Tenure

A. Timeline: Each spring, the Office of the Provost will distribute the timeline for the upcoming P&T cycle. It is the responsibility of the faculty member to provide the Office of the Provost with all necessary materials by the due dates listed below.

• 1st Monday in May of calendar year in which faculty member intends to apply (typically May of the faculty member’s 5th academic year): Candidate submits statement of intent to apply to Dean
• 2nd Monday in May: Dean submits list of all Tenure and promotion candidates to the Office of the Provost
• 2nd Friday in August before faculty member begins 6th academic year: Candidate submits electronic promotion and Tenure portfolio to Office of the Provost
• 1st Monday in August on which 9-month academic faculty are on contract: Dean forms Unit P&T Committee and forwards names of representatives for NS P&T Committee to Office of the Provost
• 1st Monday after Unit P&T Committee membership is confirmed: Office of the Provost provides Unit P&T Committee and Dean with access to materials
• Fall semester, dates TBA:
  • Office of the Provost finalizes membership in NS P&T Committee;
  • Unit P&T Committee completes review and submits recommendation to Dean;
  • Dean/Library Director completes review and submits recommendation letter to Provost;
  • Office of the Provost provides NS P&T Committee with access to all materials;
  • NS P&T Committee reviews files and submits recommendation to Provost
• Spring semesters, dates TBA:
  • Provost reviews all materials and recommendation letters and submits recommendation to President along with access to materials;
  • President reviews file and recommendation letters and notifies applicant in writing of decision;
  • President forwards all positive Tenure recommendations to Board of Regents
• March:
  • Board of Regents votes on Tenure appointments;
  • President notifies candidates for Tenure of final decision
• July 1st after approval: Promotion, Tenure, and/or salary raise go into effect

B. Eligibility: Full- and part-time academic faculty in Assistant Professor (Rank II), Associate Professor (Rank III), and Professor (Rank IV) positions at 91桃色 are eligible for Tenure. Administrators may be eligible, but only in the capacity of academic faculty; they are not Tenured into their administrative position. Academic faculty serving as Lecturers (Rank I) are not eligible to hold Tenure (NSHE Code Chapter 7, Sections 7.2.1, 7.2.2, 7.2.3) but are eligible for promotion as set out in Section VI of this policy.

C. Tenure Decision Authority: The Board of Regents has final authority in making an appointment with Tenure and such appointment will not be granted without an affirmative majority vote of the Board of Regents at a meeting of the Board, a quorum being present (NSHE Code Chapter 7, Section 7.4.1).

D. Early Applications for Tenure and Promotion to Rank III: While faculty are typically required to complete the full Probationary Period before applying for promotion and Tenure, exceptions may be made. Upon the request of the academic faculty member and the approval of the President, academic faculty may apply for Tenure before the end of the Probationary Period; that is, the candidate may apply for Tenure earlier than established in the standard Tenure timeline (NSHE Code Chapter 7, Section 7.3.2). It is strongly recommended that faculty complete the third-year review process before requesting early consideration for Tenure. The President must approve requests to apply for early promotion and Tenure.

1. 1. Faculty requesting early application must submit a letter via email to the Dean, and copy the Provost and President, by April 1st of the calendar year in which they wish to apply (e.g., a candidate wishing to apply in August 2025 must request approval by April 1, 2025). The request should be no longer than one page and should state the original Tenure and promotion application year and address how the candidate has made exceptional contributions that justify early consideration;
   2. The Dean will review the letter and submit a brief recommendation to the Provost and President, via email, in support of or against allowing the faculty member to apply early;
   3. Requests for early consideration for promotion and Tenure will receive an approval or denial from the President by the first Monday in May. Approval of such a request should in no way be construed to imply that the faculty member will, in fact, be granted Tenure. Denials of such requests are not subject to appeal;
   4. If the President approves a request for early Tenure review, the applicant will be evaluated without promise or prejudice and will follow the process and timeline described in III.A, III.H, and III.I, with the following adjustments;

i. The candidate鈥檚 request letter and the President鈥檚 approval letter must both be included in the candidate鈥檚 portfolio;

ii. The candidate鈥檚 application materials should address and provide evidence of the exceptional accomplishments that justify early consideration;

5. If the President denies a request for early Tenure review, the applicant will apply at the end of the Probationary Period, following the standard process and timeline described in III.A, III.H, and III.I;

6. The decision on an early Tenure and promotion application is final. Faculty members who apply early for promotion and Tenure and are denied will not have an opportunity to reapply for promotion and Tenure; the academic year following the denial is the applicant鈥檚 terminal year at 91桃色.

E. Early Application for Promotion to Rank IV (Professor): An Associate Professor is normally expected to be in rank for five (5) years prior to applying for promotion to the rank of professor. Earlier applications may be allowed with the approval of the President.

1. 1. Faculty requesting early promotion must submit a letter via email to the Dean, and copy the Provost and President, by April 1st of the calendar year in which they wish to apply (e.g., a candidate wishing to apply in August 2025 must request approval by April 1, 2025). The letter should be no longer than one page and should clearly state the number of years the faculty member has been in Rank III (Associate Professor) and discuss how the candidate has made exceptional and sustained contributions in the areas of Teaching, Librarianship, and/or Other Professional Duties; Scholarship; and Service that justify early consideration for promotion;
   2. The Dean will review the letter and submit a brief recommendation to the Provost and President, via email, in support of or against allowing the faculty member to apply early;
   3. Requests for early consideration for promotion will receive an approval or denial from the President. Approval of such a request should in no way be construed to imply that the faculty member will, in fact, be promoted. Denials of such requests are not subject to appeal;
   4. If the President approves a request for early promotion review, the applicant will be evaluated without promise or prejudice and will follow the process and timeline described in III.A, III.H, and III.I, with the following adjustments:

i. The candidate鈥檚 request letter and the President鈥檚 approval letter must both be included in the candidate鈥檚 portfolio;

ii. The candidate鈥檚 application materials should address and provide evidence of the exceptional accomplishments that justify early consideration.

F. Teaching Required for Tenure Eligibility: To be eligible for Tenure, academic faculty (with the exception of those housed in the Library) must teach a minimum of fifty percent (50%) of the Teaching load expected for their position during the full Probationary Period. These credits may be taught in any combination of academic terms, including winter and summer sessions, during the Probationary Period.

1. 1. The standard Teaching load for A-contract (12-month) faculty during the five-year Probationary Period is 150 credits (e.g., 30 credits/year x 5 years). Therefore, A-contract faculty must teach a minimum of 75 total credits during the Probationary Period to apply for Tenure;
   2. The standard Teaching load for B-contract (9-month) faculty during the five-year Probationary Period is 120 total credits (24 credits/year x 5 years). Therefore, B-contract faculty must teach a minimum of 60 credits to apply for Tenure;
   3. Academic faculty with other Teaching loads specified in their contract must teach a minimum of 50% of the specified total credits expected for their Probationary Period.
   4. Because faculty are not Tenured in their positions as Administrative faculty, Administrative faculty with Academic Rank are not exempt from the minimum Teaching requirement specified in their academic faculty contract (see III.G).

G. Administrators with Academic Rank: Administrators with Academic Rank will prepare their application in the same format required of all academic faculty, using Other Professional Duties in lieu of, or in addition to, Teaching, as appropriate for their position and contract. Candidates who transition between an academic position and an administrative position with Academic Rank (or vice versa) will explain the timeline of the transition and the periods during which their administrative position required Other Professional Duties. Evaluators will review the materials within the context of the applicant鈥檚 position(s) and, within that context, will treat Other Professional Duties as equivalent to Teaching.

H. Tenure and Promotion Process

1. Application and Submission Process

i. Applicants for promotion and Tenure submit a statement of intent to apply to the appropriate Dean by the first Monday in May;

ii. The Dean formally acknowledges, in writing, the faculty member鈥檚 intent to apply;

iii. The Dean submits a list of all Tenure and promotion applicants to the Office of the Provost by the second Monday in May;

iv. Office of the Provost creates individual electronic folders for each applicant;

v. Applicants submit electronic P&T portfolios via the approved method to the Office of the Provost by the second Friday in August;

vi. On the first Monday on which 9-month faculty are on contract, the Dean forms the Unit Promotion & Tenure Committee;

a. Each unit will develop a procedure for determining the composition of the Unit Promotion & Tenure Committee;

b. The Unit P&T Committee elects a Committee Chair.

vii. The Office of the Provost changes applicants鈥� access to 鈥渧iew only鈥� status to prevent additional changes and grants access to the submitted materials to the Unit Promotion & Tenure Committee and to the Dean for review;

2. Unit-Level Evaluation

i. Unit-level committees are comprised of three (3) Tenured faculty members drawn from the unit鈥檚 ranks. In the School of Liberal Arts, Sciences, & Business, each academic department is treated as a unit for the purposes of promotion and Tenure evaluations;

a. For applications for promotion to the rank of Professor, faculty at the rank of Professor are preferred, but Tenured faculty at the rank of Associate Professor may serve with approval of the Dean;

ii. A single Unit Promotion & Tenure Committee may evaluate all applicants, or multiple Committees may be formed to review a subset of applicants. If a unit does not have sufficient eligible faculty members to form the necessary Committee(s), the Dean,in collaboration with the faculty member, will determine whether to: a) identify eligible academic faculty from other units on campus or, if needed, from other NSHE institutions, and/or b) request a waiver from the Provost to establish a committee of only two (2) tenured faculty from the candidate鈥檚 Unit. At least one Committee member must have knowledge of the candidate鈥檚 discipline or position. Individual units may elaborate the process for selecting and organizing unit-level committees, including whether the committee elects a chair;

iii. The Unit Promotion & Tenure Committee members review the materials and meet to discuss the candidate鈥檚 portfolio. The Unit P&T committee is encouraged to notify the candidate if there are any missing documents or gaps in narrative that should be addressed before forwarding the portfolio to the next level of evaluation.

a. The Unit Promotion & Tenure Committee conducts an anonymous vote on each application and completes a letter of recommendation addressing the areas of Teaching, Librarianship, and/or Other Professional Duties; Scholarship; and Service and stating the Committee鈥檚 recommendation regarding promotion and/or Tenure for the applicant. The results of the vote, without attribution, must be included in the letter;

b. The Unit P&T Committee Chair submits the recommendation letter to the Dean;

c. All members of the Unit P&T Committee will notify the Office of the Provost that they have securely destroyed or permanently deleted all physical or digital copies they may have made of any P&T materials;

3. Dean-Level Evaluation

i. The Dean reviews the applicant鈥檚 P&T portfolio and the Unit P&T Committee recommendation letter, evaluates the candidate in the areas of Teaching, Librarianship, and/or Other Professional Duties; Scholarship; and Service, and submits a recommendation letter and a copy of the Unit P&T Committee鈥檚 letter, to the Office of the Provost;

ii. The Office of the Provost adds both recommendation letters to the candidate鈥檚 electronic folder and they become part of the Tenure portfolio;

4. College-Level Evaluation

i. The NS Promotion & Tenure Committee is formed during the fall semester according to a timeline provided by the Office of the Provost. The Committee consists of Tenured faculty from academic units eligible to participate, not to exceed two (2) members per academic School and one (1) member from the Library, as directed by the Office of the Provost;

a. Each unit organizes a vote to select Committee representatives and forwards the name(s) of their representative(s) to the Office of the Provost;

ii. Members of the NS P&T Committee elect a Committee Chair via a majority vote;

iii. The Office of the Provost provides the NS P&T Committee with access to all materials;

iv. The NS P&T Committee reviews each portfolio and the recommendation letters, evaluates the candidate in the areas of Teaching and/or Other Professional Duties, Service, and Scholarship, and meets to discuss each candidate;

v. The NS P&T Committee conducts an anonymous vote on whether to approve each application and completes a letter of recommendation addressing the areas of Teaching, Librarianship, and/or Other Professional Duties; Scholarship; and Service and stating the Committee鈥檚 recommendation regarding promotion and/or Tenure for the applicant. Committee members who have a conflict of interest (actual or perceived) regarding any candidate must notify the committee Chair and abstain from voting on the candidate鈥檚 application. The Chair of the NS P&T Committee will report the results of the vote, without attribution, in the letter. Any minority or dissenting opinions or abstentions will also be included, without attribution. The Chair of the NS P&T Committee submits a letter of recommendation for each candidate to the Office of the Provost;

a. All members of the NS P&T Committee will verify to the Office of the Provost that they have securely destroyed or permanently deleted all physical or digital copies they may have made of any P&T materials;

5. Provost and President Evaluations

i. The Provost reviews the applicant鈥檚 P&T portfolio and all recommendation letters, and completes a written recommendation regarding whether to approve promotion and/or Tenure. The Provost submits this recommendation letter, along with access to the complete file, to the President;

ii. The President reviews all appropriate materials, determines whether to grant promotion and/or Tenure (pending Board of Regents approval), and notifies the faculty member in writing;

a. The Office of the President forwards copies of the Provost鈥檚 and President鈥檚 letters to the NS P&T Committee members;

iii. Requests to grant Tenure to a faculty member must be presented by the President to the Board of Regents at a scheduled Board of Regents meeting (NSHE Code Sections 5.2.2, 7.4.1, and 7.4.2). The Board of Regents makes the final decision on all Tenure applications via majority vote.

I. Documentation for Promotion and Tenure: It is the responsibility of the faculty member to provide evidence of the extent and quality of performance in each area of evaluation. Documentation that does not cover the promotion and Tenure review period should not be included in the portfolio. Faculty who received years of credit toward Tenure may submit materials and evidence from previous employment specifically for the years granted (e.g., a faculty member granted two years toward promotion and Tenure may include evidence from other employers related to performance during the two years granted toward Tenure). The application must be completed and submitted electronically via a folder created and managed by the Office of the Provost. Faculty members must establish bookmarks or a table of contents for their portfolios. Faculty members will have view-only access to the contents of their portfolios after the submission deadline and must not use external links to personal accounts (e.g., Google Drive) that may be altered after submission as part of their materials. New or revised materials may be accepted after the submission deadline at the discretion of the Office of the Provost; in addition, evaluators at any stage may request additional materials.听The types of documentation listed below shall be the only documentation considered in this process:

1. 1. Application for Third-Year Review and Recommendation for Promotion and/or Tenure
   2. Up-to-date Curriculum Vitae (CV);
   3. Copies of all annual reviews;
   4. Third-year review letters from Dean/Library Director and Provost;
   5. Supporting documentation for Teaching, Librarianship, and/or Other Professional Duties:

i. Faculty with Teaching responsibility should include supporting documentation of Teaching effectiveness (may include, but not limited to, syllabi, course materials, course evaluations, summary and discussion of student evaluation results, student artifacts/submissions, peer evaluations, evidence of effective Teaching practices, letters of support);

ii. Faculty with Librarianship and/or Other Professional Duties should include annual evaluations of those duties from the candidate鈥檚 supervisor (e.g., Administrative Faculty Performance Evaluations or academic annual reviews that address Librarianship and/or Other Professional Duties) to demonstrate excellence in performing responsibilities in the position description, including evidence of effectiveness and efficiency. Other supporting documentation may include, but is not limited to, program materials, peer or other evaluations, and letters of support;

1. 6. Supporting documentation for Scholarship (may include, but is not limited to, copies of publications or creative works, evidence of conference presentations, grant awards, evidence of professional development);
   7. Supporting documentation for Service (may include, but is not limited to, involvement in campus, community, and professional activities; contributions and/or leadership on campus committees; mentoring other faculty and/or students);
   8. Evaluations and recommendations completed by committees and administrators at each stage of the review process.

The application, instructions for completing the application, and guidelines for the promotion and Tenure process may be downloaded from the Provost鈥檚 Office website.

IV.听听听听听听听听听听听 Criteria for Receiving Tenure and Promotion to Rank of Associate Professor

The only areas evaluated for promotion and Tenure decisions shall be Teaching, Librarianship, and/or Other Professional Duties; Scholarship; and Service. To receive Tenure and promotion, the NS P&T Committee must assign a candidate鈥檚 portfolio a rating of 鈥渆xcellent鈥� in the area of Teaching, Librarianship, and/or Other Professional Duties and a minimum rating of 鈥渟atisfactory鈥� in the areas of Scholarship and Service. These ratings are based on the NS P&T Committee鈥檚 review and are distinct from ratings in annual reviews.

A. Teaching, Librarianship, and/or Other Professional Duties: Instructional faculty must have a pattern of growth and excellence as a teacher. This includes, but is not limited to, demonstrated Teaching effectiveness and use of evidence-based practices for instructional design and delivery; the ability to communicate effectively with students and create an inclusive learning environment for a diverse study body; and demonstrated skill in class management and performance of other duties related to Teaching and mentoring students. Faculty with Librarianship and/or Other Professional Duties must have a record of excellence in performing assigned duties in the position description, including demonstrated effectiveness, efficiency, and professional growth and improvement over the course of the Probationary Period.

B. Scholarship: To receive Tenure, the candidate must have a record of Scholarship including accomplishments in the Scholarship of Discovery and Creation leading to Peer-Reviewed (or equivalent externally-reviewed) contributions in the Scholarship of Dissemination that are appropriate to the candidate鈥檚 field, position, and requirements or expectations of program-specific accrediting bodies. It is the candidate鈥檚 responsibility to present evidence that the body of Scholarship completed during the Probationary Period is sufficient to merit granting of Tenure and promotion to the rank of Associate Professor.

C. Service: The applicant must have a record of meaningful, active Service to the faculty member鈥檚 program, unit, or the broader institution.

V.听听听听听听听听听听听听 Criteria for Promotion to Rank of Professor

In the evaluation of a candidate’s qualifications for promotion to the rank of Professor, accomplishments occurring during the period since the last promotion may be considered. The applicant must demonstrate evidence of continued effective performance in Teaching, Librarianship, and/or Other Professional Duties; Scholarship; and Service that exceeds criteria outlined for granting Tenure and promotion to the rank of Associate Professor. To be eligible for promotion to the rank of Professor, the NS P&T Committee must assign a candidate鈥檚 portfolio a rating of 鈥渆xcellent鈥� in the area of Teaching, Librarianship, and/or Other Professional Duties as well as a 鈥渃ommendable鈥� in either Scholarship or Service; the candidate may not have a rating of 鈥渦nsatisfactory鈥� in any area. Faculty members should refer to criteria in this document and in the Tenure guidelines for their unit.

The rank of Professor is awarded to those who demonstrate the following:

• Cumulative and ongoing professional achievements;
• Significant contributions to advancing the mission of 91桃色;
• Continued innovation and dedication in Teaching, Librarianship, and/or Other Professional Duties;
• Leadership and sustained contributions in Service that benefit the 91桃色 community in significant ways;
• Professional growth and improvement over time;
• Scholarly contributions.

A. Teaching, Librarianship, and/or Other Professional Duties: The applicant must provide evidence of consistent, sustained activities and contributions that benefit the 91桃色 community. Candidates should demonstrate continued innovation, professional growth, and improvement that builds on evidence-based practices and the candidate鈥檚 own evolving methods or practices. It is expected that the candidate will share successful efforts with other faculty and their professional community through leadership in campus initiatives related to their position and fulfillment of 91桃色鈥檚 mission.

B. Scholarship: Candidates for promotion must show appropriate scholarly contributions in the post-Tenure period, including accomplishments in the Scholarship of Discovery and Creation leading to peer-reviewed (or equivalent externally-reviewed) contributions in the Scholarship of Dissemination that are appropriate to the candidate鈥檚 field, position, and requirements or expectations of program-specific accrediting bodies. It is the candidate鈥檚 responsibility to present evidence that the body of Scholarship completed while in the rank of Associate Professor is sufficient to merit promotion to the rank of Professor.

C. Service: Applicants must show evidence of consistent, sustained, and meaningful Service, including serving in capacities that benefit 91桃色, the profession, the community, and NSHE. Service to NS will be given greatest emphasis in the evaluation process, and should include leadership roles.

VI.听听听听听听听听听听听 Procedure for Promotion of Non-Tenure-Track Lecturers

A. Timeline:

1. First Monday in April in the calendar year in which the faculty member wishes to apply for promotion: Faculty member meets with direct supervisor to discuss interest in applying for promotion and to request memo;
2. First Monday in May: Direct supervisor submits memo regarding support for allowing faculty member to apply for promotion;
3. If the request to apply is approved, the review process proceeds according to the timeline in III.A;
4. Spring semester after application: Provost reviews all materials and recommendations, makes a final determination, and notifies applicant in writing.

B. Conditions of Promotion: Application for promotion is voluntary; Lecturers and Senior Lecturers are not required to apply for promotion to a higher level.

C. Eligibility for Promotion: Full-time academic faculty in Lecturer and Senior Lecturer (Rank I, Levels I and II) positions who satisfy the required years of employment are eligible to apply for promotion.

1. Lecturers must complete five (5) full academic years of employment at 91桃色, or a combination of four (4) years of employment at 91桃色 with a year of credit awarded for full-time employment at another accredited institution as determined and approved by their supervisory Dean, to be eligible for promotion to Senior Lecturer. Faculty applying for promotion to Senior Lecturer will submit their materials in August after the fifth (5^th) year of employment;
2. Faculty at the level of Senior Lecturer must complete nine (9) full years of employment at 91桃色 (with a minimum of three [3] full academic years at the level of Senior Lecturer) or a combination of eight (8) years of employment at 91桃色 (with a minimum of three [3] full academic years at the level of Senior Lecturer) in addition to a year of credit awarded for full-time employment at another accredited institution or as a full-time faculty member on a temporary contract at 91桃色, as determined and approved by their supervisory Dean, to apply for promotion to Distinguished Lecturer. Temporary or emergency Lecturer contracts may be used to satisfy one (1) full academic year of this requirement;
3. Authorized periods of leave, paid or unpaid, may be excluded from the required number of years of employment upon written request of the faculty member and approval of the Provost. Such requests should be submitted in writing, via email, to the Provost, and should include a justification for the request.

D. Process: The promotion process includes these steps:

1. Eligible faculty members contact their direct supervisor (e.g., Dean or Department Chair), discuss their interest in applying, and request a memo indicating that the direct supervisor supports giving the faculty member the opportunity to apply for promotion in the upcoming review cycle;
2. If the direct supervisor is a Department chair, the supervisor submits a memo to the Dean indicating whether, on behalf of the faculty member鈥檚 academic unit, the supervisor supports providing the faculty member with the opportunity to apply for promotion, along with a rationale; if the Dean is the direct supervisor and supports allowing the faculty member to apply, the memo is written by the Dean. This memo is an expression of support for allowing the faculty member to apply and should in no way be construed to imply that a promotion will in fact be granted;
3. If the request to apply is approved, the Dean notifies the faculty member via email. If the request is not approved, the Dean notifies the faculty member in writing via email and provides a rationale;
4. The review process proceeds according to steps 1(iii)-4(vi) in III.H above;
5. The Provost reviews the applicant鈥檚 file and determines whether to approve a promotion for the faculty member;
6. The faculty member is notified by the Provost, in writing, of the final outcome and the Office of the Provost forwards a copy of the letter to the NS P&T Committee members.

E. Documentation for Promotion: See III.I.

F. Criteria for Promotion to Level of Senior Lecturer: As outlined in this document and in the NS Standards of Academe for the candidate鈥檚 school, criteria for promotion decisions shall be based upon Teaching, Scholarship, and Service. For a candidate to receive a promotion, the NS P&T Committee must assign a candidate鈥檚 portfolio a rating of 鈥渆xcellent鈥� in Teaching and/or Other Professional Duties and a minimum rating of 鈥渟atisfactory鈥� in both Service and Scholarship.

1. Teaching and/or Other Professional Duties: See IV.A;
2. Scholarship: The applicant must have a record of continuing activities in the Scholarship of Growth and Development. Accomplishments in the Scholarship of Discovery and Creation and the Scholarship of Dissemination may also be included for review, but are not required. It is the candidate鈥檚 responsibility to present evidence that the body of Scholarship is sufficient to merit promotion;
3. Service: See IV.C.

G. Criteria for Promotion to the Level of Distinguished Lecturer: In the evaluation of a candidate’s qualifications for promotion to the rank of Distinguished Lecturer, any accomplishments relevant to the criteria for promotion occurring during the period since promotion to Senior Lecturer may be considered. The applicant must demonstrate evidence of continued effective performance in Teaching, Scholarship, and Service that includes and exceeds criteria outlined for promotion to the rank of Senior Lecturer. These criteria require that the NS P&T Committee assign the applicant鈥檚 portfolio an overall rating of 鈥渆xcellent鈥� in the area of Teaching and/or Other Professional Duties as well as a rating of 鈥渃ommendable鈥� in either Service or Scholarship. An overall rating from the NS P&T Committee of 鈥渦nsatisfactory鈥� in any area disqualifies a candidate from promotion.

1. Teaching and/or Other Professional Duties: See V.A;
2. Scholarship: The applicant must have a record of continuing activities in the Scholarship of Growth and Development. Accomplishments in the Scholarship of Discovery and Creation and the Scholarship of Dissemination may also be included for review, but are not required. It is the candidate鈥檚 responsibility to present evidence that the body of Scholarship is sufficient to merit promotion;
3. Service: See V.C.

H. Employment Contracts: Faculty in Senior Lecturer and Distinguished Lecturer positions shall be issued three (3) year renewable contracts, as allowed under NSHE Code Chapter 5, Section 5.4.2(c).

VII.听听听听听听听听听听 Denial of Tenure or Promotion

An academic faculty member who has been denied appointment with Tenure and/or promotion after being considered for such appointment or promotion shall be entitled to reasons for, and the reconsideration of, such denial as provided in Sections 5.2.3, 5.2.4, and 7.4.5 of the NSHE Code.

A. Request for Reasons: Within fifteen (15) calendar days after notification that appointment with Tenure and/or promotion has been denied, Tenure-track and Tenured faculty member may submit a written request to the President for a statement of the reasons for the denial; non-Tenure-track faculty may submit a written request to the Provost for a statement of reasons for denial. The written response must be received by the faculty member within fifteen (15) calendar days after the President/Provost (or designee) receives the written request for reasons.

B. Request for Reconsideration after Denial of Tenure and/or Promotion: Within fifteen (15) calendar days of receipt of the reasons for denial of Tenure or promotion, a faculty member may request reconsideration. The request must be submitted in writing to the Provost and must include the reasons, arguments, and documentation supporting the request for reconsideration (NSHE Code, Chapter 5 Section 5.2.4). Within fourteen (14) calendar days the Provost will submit a recommendation to the President. Within fourteen (14) calendar days of receiving the recommendation, the President will determine whether to overturn the original decision and will notify the faculty member in writing. If the President鈥檚 decision includes a recommendation to grant Tenure, the final decision on approval must be made by the Board of Regents.

C. Continued Employment after Denial of Tenure (Terminal Year): Following denial of appointment with Tenure, a faculty member may choose to complete a terminal year as an Assistant Professor. This period of employment is limited to one (1) academic year. During this period, the faculty member will remain in the same position, with the same benefits and salary, as when the Tenure decision was made.

VIII.听听听听听听听听 Promotion Raises

A. Promotion from Lecturer to Senior Lecturer (Rank I, Level II): A faculty member promoted to the level of Senior Lecturer shall receive a base pay salary adjustment of $6,000.

B. Promotion from Senior Lecturer to Distinguished Lecturer (Rank I, Level III): A faculty member promoted from the level of Senior Lecturer to the level of Distinguished Lecturer shall receive a base pay salary adjustment of $7,000.

C. Promotion from Assistant Professor (Rank II) to Associate Professor (Rank III): A faculty member who is approved for promotion to the rank of Associate Professor with Tenure shall receive a base salary increase equal to ten percent (10%) of the median base salary for all Associate Professors employed at NS (includes Administrator Return to Teaching Salaries for Administrators with Academic Rank); the Office of Human Resources is responsible for calculating this percentage.

听D. Promotion from Associate Professor (Rank III) to Professor (Rank IV): A faculty member who is approved for a promotion to the rank of Professor shall receive a base salary increase equal to ten percent (10%) of the median base salary of all academic faculty with the rank of Professor employed at NS (using Administrator Return to Teaching Salaries for Administrators with Academic Rank). The Office of Human Resources is responsible for calculating this percentage.

1. Until a minimum of ten (10) academic faculty hold the rank of Professor at NS, the raise for this promotion is set at a minimum of $10,000.

IX.听听听听听听听听听听听 Effective Date & Applicability

Provisions for Tenure will apply to all Tenure-track faculty with a contract start date on or after January 1, 2021. Tenure-track faculty with an earlier start date may choose to apply for Tenure under this policy or under the Tenure system in the previous version of the P&T policy (AA 5); faculty must inform the Office of the Provost of their decision by May 1, 2022.

Sections of this policy regarding promotion to the rank of Professor and all promotions for Lecturers will apply to all eligible faculty as of May 10, 2021, regardless of the faculty member鈥檚 start date.

This policy will be reviewed and updated as needed.

FORMS/INSTRUCTIONS

• Application for Third-Year Review and Recommendation for Promotion and/or Tenure

RELATED INFORMATION

• Board of Regents
• Board of Regents
• Tenure expectations for each academic unit
• Provost鈥檚 Yearly Memorandum on P&T Timeline
• Raoul A. Arreola. (2007). Developing a Comprehensive Faculty Evaluation System: A Guide to Designing, Building, and Operating Large-Scale Faculty Evaluation Systems, 3rd Edition. San Francisco: Anker Publishing (now Jossey-Bass).

HISTORY

• Replaces (last revised June 2018) and AA 5A: Interim Lecturer Promotion Policy (adopted spring 2020).
• Presented as information item at December 2020, February 2021, March 2021, and April 2021 Faculty Senate meetings. Approved at May 2022 meeting.
• Updated February 2023 to remove “Library Director” from language.

APPROVALS

Approved by Dr. Laura Naumann, Faculty Senate Chair, May 4, 2021.
Approved by Dr. Vickie Shields, Provost, May 5, 2021.
Approved by President Bart Patterson, May 10, 2021.

The post Promotion & Tenure Policy (AA 5.1) appeared first on 91桃色.

POLICY NAME: Existing Academic Policy Review
OWNER: Office of the Provost
Email: provost@nevadastate.edu
Phone: 702-992-2600
CATEGORY: Academic Affairs/Faculty
POLICY ID#: AA 11
EFFECTIVE DATE: 4/7/2022
VIEWING/DOWNLOADING OPTIONS:
Web – Formatted (this page)
Download Policy

POLICY STATEMENT

91桃色 (NS) reviews Existing Academic Programs pursuant to policies of the Nevada Board of Regents. Reviews are conducted under the direction of the Office of the Provost and are submitted to 91桃色鈥檚 president, the NSHE Office, and the Board of Regents.

DEFINITIONS

Academic Program: Instructional program leading toward a certificate or degree.

DFWI Rate: Percentage of students in a course receiving a letter grade of D, F, Withdraw (W), or Incomplete (I).

Existing Academic Program: Academic Program that has been offered by 91桃色 for a minimum of ten (10) years.

Faculty: Used to designate full-time and part-time academic Faculty. The text of this policy specifies any areas or stages of the review in which only full-time Faculty may participate.

Form B: NSHE template used for existing program review summaries.

Program Review Committee (PRC): Committee appointed by a dean to review a program and complete the Program Review Report and Form B.

Working Day: Monday through Friday when College classes are scheduled and in session during fall and spring semesters.

PROCEDURES

I.听听听听听听听听听听听听听 Purpose of Academic Program Reviews

Periodic review of existing Academic Programs is required by the Board of Regents (Handbook Title 4, Chapter 14, Section 6); criteria to be used in the review of existing programs shall include the following: quality, need/demand for the program, relation to the institutional mission, cost, relationship to other programs in the System, student outcomes, and quality and adequacy of resources such as library materials, equipment, space, and nonacademic services.

Program review is also undertaken as part of the continual improvement efforts that are tied to the accreditation self-evaluation cycle established by the Northwest Commission on Colleges and Universities (NWCCU). The goal of program reviews is to enhance the quality of Academic Programs by providing a detailed analysis that identifies areas of strength and areas for improvement. The review is holistic in nature, and is viewed as the culmination of different assessment methods that, taken together, provide a comprehensive evaluation of the program that facilitates improvement and strengthens the alignment between and fulfillment of the missions and strategic plans of the Academic Program, school, and the institution as a whole.

An essential element of an Existing Academic Program review is the identification and evaluation of student learning outcomes as an indicator of program effectiveness. Accordingly, key findings from our annual program of outcomes assessment are integrated into the evaluation and recommendations furnished by the report. Existing Academic Program reviews also provide information for curricular and budgetary planning decisions. Existing Academic Reviews must include both quantitative and qualitative measures of effectiveness.

Existing Academic Program reviews include Faculty input and a data-driven analysis of the Academic Program鈥檚 quality and effectiveness. Existing Academic Program Review Reports are produced for the Board of Regents every 10 years, and reflect the culmination of the ongoing evaluation and assessment conducted of every program. Programs accredited by a discipline-specific accrediting body are reviewed in accordance with the review cycle established by the accreditor, not to exceed ten (10) years between Academic Program reviews. Existing Academic Programs cannot be required to undergo review more often than once every ten (10) years unless requested by the provost or required by external accrediting agencies. Academic units may voluntarily conduct Academic Program reviews more frequently than scheduled.

The Program Review Committee for each Academic Program makes recommendations to the dean and provost regarding a ten-year plan for the program, strategies for successful growth, and plans for improvements based on the results of the review, all while maintaining a clear connection with institutional and school-based strategic plans.

II.听听听听听听听听听听听 Existing Academic Program Review Process

A. Office of the Provost notifies the appropriate dean of a scheduled Academic Program review.

B. Dean appoints a Program Review Committee (PRC) and designates one (1) member to serve as chair. The PRC Chair works with the dean, associate dean, and Office of Institutional Effectiveness to gather necessary materials (e.g., syllabi, course descriptions, learning outcome maps) for the Program Review and shares these materials with all PRC members.

1. The dean may appoint a single PRC to complete more than one program review, if appropriate.
2. The PRC shall consist of a minimum of two (2) Faculty members, at least one of whom must be from the program under review.
3. The PRC chair oversees and monitors the Academic Program Review process.

C. The Office of Institutional Research (IR) generates reports on key program metrics, including total enrollment, growth over time, DFWI rates, student demographics, senior exit survey data, graduation rates, course evaluation ratings, and other data gathered as part of ongoing program assessment efforts. The Office of the Provost will ensure the PRC has access to student learning outcomes assessment results, which measure student mastery of program outcomes.

D. The PRC reviews program materials, analyzes relevant data, and prepares an Existing Program Review Report as well as Form B.

1. A self-study prepared for discipline-specific accreditation may satisfy this requirement. If an Academic Program has recently undergone such a review, the PRC chair will confer with the dean, who will verify with the Office of the Provost whether the accreditation report is sufficient to fulfill NSHE鈥檚 Existing Academic Program review requirement.

E. The PRC chair submits the Existing Program Review Report to the dean.

F. The dean reviews the report, completes the final summary, and forwards it, along with the dean鈥檚 comments (if any), to the provost.

G. The provost (or designee) reviews the report and returns a copy, along with any comments, suggestions, or feedback, to the PRC.

H. The dean responds to comments and recommendations from the provost. The revised report is then submitted to the provost.

I. The provost issues a letter of completion of the review process to the dean, including summarizing recommendations for improvement.

J. The provost submits each Existing Program Review Report and Form B to NSHE and the Board of Regents.

K. The PRC submits an Existing Program Review Progress Report updating the Office of the Provost on actions taken to address recommendations.

听III.听听听听听听听听听听 Timeline

If an extension is necessary, the PRC Chair will send a request to the dean, who will forward the request, along with the dean鈥檚 recommendation and comments, to the provost. The decision to approve an extension rests with the provost (or designee).

IV.听听听听听听听听听 Responsibilities

FORMS/INSTRUCTIONS

• Schedule of Existing Program Reviews
• Existing Program Review Report Template
• NSHE Form B: Program Review
• Existing Program Review Progress Report Template

RELATED INFORMATION

• NSHE Handbook Title 4, Chapter 14, Section 6
• NSHE of program approvals

HISTORY

Replaces Academic Program Review document.

APPROVALS

Dr. Samantha Jewell, Faculty Senate Chair, March 3, 2022.
Dr. Vickie Shields, Provost, March 8, 2022.
Dr. DeRionne Pollard, President, April 7, 2022.

The post Existing Academic Program Review (AA 11) appeared first on 91桃色.

1. INTRODUCTION

1.1 Overview

The rank of Professor is the highest rank among academic faculty in the School of Liberal Arts & Sciences (LAS). Like promotion to the rank of Associate Professor and the granting of tenure, promotion to the rank of Professor involves a thorough review process, including evaluation by external reviewers and the campus Promotion and Tenure Committee.

The rank of Professor is distinct from the rank of Associate Professor in that application to it is not mandated by 91桃色 College. While all tenure-track faculty in Assistant Professor positions are required to apply for tenure and promotion to Associate Professor, no such requirement exists related to the rank of Professor. Faculty members are able to apply for promotion to the rank of Professor, but are not required to do so; LAS fully expects that some faculty will remain at the rank of Associate Professor, and doing so will not negatively impact annual reviews or consideration for merit pay. Moreover, unlike applying for tenure and promotion to Associate Professor, there is no timeline determining a year by which a faculty member must apply for promotion to the rank of Professor, aside from the requirement to wait a minimum of five years after receiving tenure, as noted in section 2.4 below. Finally, unlike applying for tenure and promotion to Associate Professor, faculty may apply more than once for promotion to Professor. An unsuccessful application for promotion to the rank of Professor means the faculty member will remain at the rank of Associate Professor, but does not otherwise impact his or her position or tenure status.

1.2 Responsibilities

Promotion to the rank of full professor is both a personal career achievement and an indication of sustained commitment to the mission and growth of 91桃色 College. Attainment of this rank should not be viewed as a capstone accomplishment that is an end in itself, but rather as an emblem of continued dedication and a willingness to:

• act as a campus leader;
• mentor junior faculty;
• take on challenging service roles that benefit the college;
• continue to innovate with teaching techniques that support active learning;
• engage in scholarship, either in the discipline or the scholarship of teaching.

1.3 Process for Adoption and Revision of Standards for Promotion to Rank of Professor

Standards of Academe within LAS are developed and revised by committees composed of faculty from each department, in conjunction with LAS administration. Adoption of new Standards of Academe, or revisions to existing Standards, requires a majority vote in support by faculty as well as final approval by the Provost. All tenure-track and tenured faculty with primary appointments in LAS are eligible to vote; the vote is managed by an individual outside of LAS, who provides the Dean of LAS with a final tally. The LAS Standards for Promotion to the Rank of Professor will go into effect immediately upon approval by LAS faculty and the Provost.

2. PHILOSOPHY

2.1 Overview

LAS encourages faculty to continue to improve, innovate, and serve as dynamic teachers, scholars, and leaders following promotion to the rank of Associate Professor. The rank of Professor recognizes sustained achievement and excellence in the core areas of teaching, service, and scholarship, with teaching prioritized as the primary area of emphasis.

In particular, the rank of Professor is awarded to those who demonstrate the following:

• Cumulative achievements;
• Significant contributions to the advancement of the college;
• Innovation and dedication in teaching and mentorship;
• Leadership in service that benefits the college and community in significant ways;
• Scholarly contributions that enrich instruction and bring recognition to the college.

Cumulative achievements. The candidate should demonstrate cumulative achievements that have defined his or her career as a member of the faculty. These are typically endeavors or works that are undertaken over multiple years and stand out as exemplary accomplishments.

Advancement of the college. During NSC’s founding and early development, a small number of faculty and administrators worked diligently to establish the college with impassioned effort and fervent dedication. In the spirit of these forebears, the candidate should be able to demonstrate contributions to the college of similar magnitude.

Innovation and dedication in teaching. Candidates should demonstrate continued innovation that builds on the best pedagogical practices and the candidate’s own evolving methods. It is also expected that the candidate will share successful practices with other faculty and the teaching community through mentorship, presentations, and/or publications. Leadership in service. Faculty members at NSC perform numerous acts of service in the course of their careers; with the rank of Professor comes the expectation that the candidate will have not only fulfilled service obligations in a sustained manner, but that leadership roles will be a prominent part of that service.

Scholarly contributions. Candidates maintain disciplinary expertise, remain academically incisive, and bring prestige to the college through research and the production of knowledge. The candidate will demonstrate continued scholarly achievement, with emphasis on those accomplishments that translate to teaching efficacy or other benefits for students.

2.2 Annual Reviews

Annual reviews will continue post-tenure. Evaluation for the rank of Professor will utilize annual review
ratings as indicated in the sections below.

2.3 Flexibility in Evaluation

LAS sets the rating guidelines for assessing teaching, service, and scholarship on annual reviews or measurable accomplishments. Discipline-specific standards and constraints should be considered when evaluating the quality and quantity of a candidate’s contributions, and evaluators may adjust the ratings requirements accordingly. It is the responsibility of the candidate to justify flexibility in applying LAS ratings guidelines to their teaching, service, or scholarship contributions.

For the rank of Professor, there may be the additional consideration of time spent in a temporary administrative role, such as Department Chair. Serving in this capacity should ideally be neither help nor hindrance to the promotion process; however, the candidate should consider ways in which the application will be affected by serving in such a role, and offer explanations and justifications as needed in the applicable narrative portions. The candidate will not be exempt from the expectations set forth above and explicated below, but may be able to shift the balance of accomplishments in accordance with prescribed duties while demonstrating exemplary achievements.

2.4 Timeline

The candidate must serve for at least five years beyond tenure, at least four of which must be at NSC. If a faculty member is granted a sabbatical, the sabbatical may count toward the five-year minimum waiting period. The standards for evaluating teaching, service, and scholarship are not reduced or adjusted due to a sabbatical during the waiting period. If the faculty member did not receive an annual review due to the sabbatical, he or she should submit the four most recent reviews and note the reason for the missing review in the application for promotion.

In contrast with the timeline for tenure and promotion to the rank of Associate Professor, there is no set deadline for application for promotion to the rank of Professor. That is, once the minimal interval of five years has been met, the faculty member may apply the following August or any subsequent August of the faculty member’s choosing, but there is no year by which a faculty member must apply.

Regardless of when the faculty member applies, only the annual reviews for the four years preceding the evaluation will be considered. Faculty may reapply if promotion is not granted for the first or subsequent applications; however, candidates may only apply a maximum of three times during any five year period. When reapplying, faculty must submit a new portfolio.

2.5 Requirements

The evaluation process for the rank of Professor is generally similar to that for tenure and promotion to the rank of Associate Professor, with minimum requirements for annual reviews and scholarly achievements, narratives demonstrating accomplishments in teaching, service, and scholarship, and the inclusion of supporting evidence.

The candidate’s request for promotion to Professor will only be considered (unless the candidate is appealing for flexibility in the evaluation) if the candidate’s four most recent annual evaluations meet the criteria for teaching, service, and scholarship as laid out in the following sections. Requirements for each of these ratings are similar, but not identical, to those for promotion to the rank of Associate Professor.

The application shall include the following:

• Summary narrative (up to two pages);
• Annual reviews for the four years preceding;
• Narratives and evidence for teaching, service, and scholarship (up to two pages each), which also demonstrate successful completion of the additional requirements found at the end of each section.

Summary narrative. The candidate should summarily indicate in an introductory narrative how the first two objectives delineated in Section 2.1 (cumulative achievements and contributions to the advancement of the college) have been fulfilled. It is in this narrative that the candidate may highlight achievements made prior to advancement to the rank of Associate Professor. The narrative should not exceed two pages.

Evaluators should take into consideration the accumulated accomplishments as demonstrative of exemplary achievement. However, the bulk of the evaluation (that is, all of the measures in the following sections) will focus solely on contributions made since the faculty member applied for tenure and promotion to the rank of Associate Professor.

Annual reviews. Annual review ratings will be used to demonstrate that the candidate has met minimum standards for consideration, as measured according to the criteria outlined in the following sections. Evaluators should also consider those instances in which candidates exceed minimum standards; such instances may be highlighted by candidates in the respective narratives.

Narratives, evidence, and additional requirements. Through narratives and evidence, the candidate will demonstrate accomplishments in teaching, service, and scholarship since advancement to the rank of Associate Professor. Even though only the annual reviews for the four years prior to application for Full Professor are mandatory for inclusion, the candidate may highlight and include evidence of achievements prior to the four year period (but following advancement to the rank of Associate Professor).

At the end of the Teaching, Service, and Scholarship sections are subsections that include additional requirements. These requirements must be fulfilled in addition to fulfilling the minimum requirements for teaching, service, and scholarship. There is no rating system applied to the additional requirements. Successful completion of the additional requirements shall be demonstrated in the narratives for each section, respectively, with evidence appended as appropriate.

3. TEACHING

3.1 General Expectations

Candidates applying for promotion to the rank of Professor shall provide a brief narrative and accompanying evidence of their teaching accomplishments since advancement to the rank of Assistant Professor.

3.2 Minimum Requirements for Annual Reviews

For the category of Teaching, the candidate must have ratings of Commendable or Excellent in each of the last four years; in at least two of the four years, the rating must be Excellent. The minimum requirements for ratings of Commendable or Excellent are listed in the LAS Standards of Academe.

3.3 Additional Requirements

For promotion to the rank of Professor, the faculty member must show evidence of consistent, sustained activities or contributions that go beyond what is expected for annual reviews. The candidate must demonstrate ways in which he or she has benefitted other faculty and/or the academic community through mentorship and/ or the dissemination of innovative methodologies or effective practices.

Efforts in this regard should be sustained and far-reaching. That is, while individual mentorship, for example, is highly valued, a few brief instances of such have a shorter reach than conducting workshops for many or presenting or publishing on pedagogical research and methods. Evaluators should affirm that the contributions are significant and broadly beneficial.

Potential examples of activities that may contribute toward meeting the Additional Requirements for Teaching include, but are not limited to:

• Development of a body of exceptional course materials that are effectively shared with other faculty and/or used in other NSC courses;
• Presentations on teaching-related activities in LAS or campus faculty development sessions;
• External recognition of a class (e.g., an award for course design, third-party recognition that an online course meets quality standards);
• Substantive and effective participation in high-priority campus teaching initiatives (e.g., Gateways to Completion, First-Year Experience);
• A peer-reviewed pedagogical publication (if not used to satisfy the publication requirement in Scholarship).

4. SERVICE

4.1 General Expectations

Candidates applying for promotion to the rank of Professor shall provide a brief narrative and accompanying evidence of their service accomplishments since advancement to the rank of Assistant Professor.

4.2 Minimum Requirements for Annual Reviews

For the category of Service, the candidate must have annual review ratings of Commendable or higher in the past four years, including at least one annual review rating of Excellent. The minimum requirements for ratings of Commendable or Excellent are listed in the LAS Standards of Academe.

4.3 Additional Requirements

For promotion to the rank of Professor, the faculty member must show evidence of consistent, sustained activities or contributions that go beyond what is expected for annual reviews. The candidate must demonstrate how he or she has served in leadership capacities benefitting the college, profession, and community in significant ways, with particular emphasis given to service benefitting the college. Service to the profession and/or community are not sufficient to satisfy the Additional Requirements in the absence of significant campus service contributions.

Activities that contribute toward meeting the Additional Requirements for Service include, but are not limited to, those that accomplish one or more of the following:

• Have a demonstrable impact on effecting a positive change on campus;
• Aid in the advancement of the college and its mission;
• Increase the visibility or stature of the college.

5. SCHOLARSHIP

5.1 General Expectations

Candidates applying for promotion to the rank of Professor shall provide a brief narrative and accompanying evidence of their achievements in scholarship since advancement to the rank of Assistant Professor.

Accomplishments such as those listed in Sections 3.3 and 3.4 of the Standards of Academe are most valuable for consideration of promotion to the rank of Professor, as are significant or major works developing a faculty member’s original contributions to the discipline.

While work on a publication or other scholarly endeavor may have been started before advancement to the rank of Associate Professor, the work must be accepted or presented following advancement. Also, the minimum standard must be met while serving on the faculty at NSC.

5.2 Minimum Requirements

For the category of Scholarship, the candidate must have annual review ratings of Satisfactory or higher for each of the last four years. Scholarly work exceeding the minimum requirements should be considered by evaluators as strengthening the application.

5.3 Additional Requirements

For promotion to the rank of Professor, the candidate must show significant scholarly production in the post-tenure period. Most often, this will be measured by the faculty member having at least one published peer-reviewed journal article, or a peer-reviewed or editor-reviewed discipline-specific equivalent that reflects original research and thought; this publication must be accepted and appear after the candidate received tenure. All publications since advancement to the rank of Associate Professor will be considered, not only those from the four years preceding the application for promotion to the rank of Professor. Those in the arts may substitute an equivalent course of production that includes substantial creative work recognized through peer-reviewed venues.

The committee may consider a successful application for a significant external research grant. It is the responsibility of the applicant to demonstrate that the grant should be legitimately considered equivalent to a peer-reviewed publication in terms of quality and the time and effort involved.

In addition, the candidate must demonstrate that the scholarly achievements have enriched his or her teaching in a meaningful way or otherwise directly benefitted and/or involved students.

APPROVALS

Standards were approved by a majority of the eligible faculty. Voted concluded March 1, 2015. Eligible voters: all tenure-track or tenured faculty with primary appointments in LAS.

Approved by Dr. Andy Kuniyuki, LAS Dean, March 2, 2015.
Approved by Dr. Erika Beck, Provost, March 4, 2015.

The post Standards of Academe: Promotion to Professor (School of Liberal Arts & Sciences) – LEGACY (AA 13) appeared first on 91桃色.

1. PHILOSOPHY

1.1 Overview

LAS subscribes to the philosophy that teaching should be the primary area of emphasis for faculty members, with scholarship and service as important but lower priorities. Faculty will be recruited, evaluated, awarded tenure, and promoted predicated on this perspective.

The academic evaluation and reward system in Liberal Arts and Sciences (LAS) has two purposes: (a) to provide the means by which faculty, through annual reviews, progress through the academic ranks; and (b) to certify high achievement.

1.2 Definitions of Concepts

The following section defines pertinent concepts.

Teaching: For annual reviews, teaching refers to the act of cultivating a rich learning environment, which includes sharing knowledge, nurturing critical inquiry, inspiring curiosity, and encouraging students to apply what they have learned. Teaching primary reflects instruction-related activities that directly impact student learning. Because 91桃色 College is a teaching institution, offering engaging and meaningful instruction is a highly valued activity in LAS. Section 2.0 provides a detailed description of the lines of evidence used within LAS to evaluate teaching.

Scholarship: For annual reviews, LAS defines scholarship as the process of exploring a relevant question or problem, synthesizing existing knowledge, developing new ideas, and sharing the results through discipline-appropriate outlets. LAS values scholarly efforts that represent the spectrum of orientation from basic to applied, including the scholarship of teaching. Section 3.0 provides a detailed description of the lines of evidence used within LAS to document accomplishment in scholarship.

Service: LAS defines service as a faculty member鈥檚 professional responsibilities to 91桃色 College and its external community. Although we value all forms of service (institutional, professional, and community/governmental), LAS places most emphasis on service at the institutional level. Section 4.0 provides a detailed description of the lines of evidence used within LAS to document accomplishment in service.

1.3 Annual Review Plans

At each annual review, the faculty member and evaluator will develop an annual review plan for the following year. The annual review plan will include goals for the faculty member to achieve in teaching, scholarship, and service. At each annual review, the faculty member must provide a copy of the annual review plan agreed upon at the previous year鈥檚 review and indicate which items they completed.

1.4 Annual Review Portfolios

Faculty will submit a portfolio of annual review materials each year; this portfolio will include an updated CV; syllabi; a narrative or table of no more than 12 pages summarizing accomplishments throughout the year; and no more than 15 pages of evidence chosen by the faculty member to illustrate those accomplishments. The page limit on evidence does not include any of the following:

• CV;
• Syllabi;
• Student evaluations;
• Student papers turned in to show an example of the instructor鈥檚 feedback on an assignment;
• Items or evidence specifically requested by the department chair after receiving the annual review file.

1.5 Flexibility in Annual Review Ratings

LAS sets the rating guidelines for assessing teaching, scholarship, and service on annual reviews. Discipline-specific standards and constraints should be considered when evaluating the quality and quantity of faculty contributions, and evaluators may adjust the ratings requirements accordingly. It is the responsibility of faculty members to justify flexibility in applying LAS ratings guidelines to their teaching, scholarship, or service contributions.

1.6 Standards of Academe and Tenure Guidelines

Both the Standards of Academe and the Tenure Guidelines utilize many of the same evaluative criteria. Initially, they were part of the same document. However, there was a strong rationale for separating the Standards of Academe from the Tenure Guidelines. The Standards of Academe require more frequent updates to reflect institutional changes, faculty concerns, modifications of service priorities, and research on best practices in pedagogy. The Tenure Guidelines, however, need to remain consistent throughout a faculty member鈥檚 progress toward tenure. Therefore, in 2014, the School of Liberal Arts and Sciences separated the two documents. The Standards of Academe now apply specifically to annual reviews and the Tenure Guidelines apply specifically to tenure. Appointed faculty committees will evaluate and update the Standards of Academe as needed, and faculty will be required to follow these standards for annual reviews upon approval by the Provost. Faculty committees will also evaluate and update the Tenure Guidelines as appropriate, but faculty will be evaluated for tenure under the guidelines in place when their contract as a tenure-track faculty member at NSC began. This protects faculty from having the Tenure Guidelines change as they are progressing toward tenure.

2. TEACHING

2.1 Overview

According to the 91桃色 College mission statement, 鈥渆xcellence in teaching leads to innovative, technology-rich learning opportunities that promote the acquisition of interdisciplinary knowledge and skills.鈥� To support this mission, the lines of evidence for excellence in teaching provide some comparability in evaluation while recognizing the diverse ways in which faculty may demonstrate teaching excellence.

As part of their annual review materials, faculty members shall submit a teaching narrative that provides context for the review of the individual’s teaching effectiveness. The narrative will be a reflection on important teaching activities, accomplishments, and challenges experienced in the year under review.

Material evaluated for annual reviews will include a syllabus (including the standard elements discussed below), official student course evaluations (available to department chairs on the shared X drive), and evidence of student learning or accomplishment for each course taught. Faculty members should expect to provide additional evidence of teaching effectiveness as requested by their department chair during the review process.

Items submitted as evidence of teaching effectiveness should relate to the quality of the learning environment provided to students in courses at NSC. Other items that may be related to teaching, such as research or publications in the scholarship of teaching, mentoring students toward making a conference presentation, or taking a leadership role in teaching workshops, should be submitted in the scholarship or service categories, as defined in the service and scholarship sections of this document.

2.2 Required Evidence of Teaching Effectiveness

The following are the minimum required lines of evidence:

• Syllabus for each course taught that incorporates the elements in the standard NSC template;
• Official student evaluations for each course taught;
• Final grade distributions for each course taught;
• Teaching observation(s) from the department chair;
• Teaching narrative of one to two pages.

Evaluators have copies of final grade distributions and student evaluations on file. Faculty need not provide these items.

The faculty member may request that the department chair exclude course evaluations with extremely low response rates from consideration, or the department chair may use independent discretion to exclude them.

2.3 Additional Evidence of Teaching Effectiveness

Additional evidence of teaching effectiveness may be provided by the faculty member. This evidence may include, but is not limited to:

• Exams, assignments, projects, or other assessments developed by the instructor to measure student performance;
• Lectures, handouts, and other materials used to aid instruction;
• Peer observations of teaching conducted by the faculty member;
• Video or audio recordings of teaching;
• Descriptions of innovative teaching methods used;
• Grade distributions for assignments or exams;
• Mid-semester evaluations and descriptions of how they were used to adjust or improve a course;
• Descriptions of how diversity issues were incorporated into course content;
• Examples of feedback provided on papers, projects, exams, or other assignments;
• Evidence-based assessment of the effectiveness of an assignment, activity, or instructional technique used in a course;
• Video or audio recordings of student performance;
• Teaching awards;
• Other discipline-specific evidence of teaching effectiveness;
• Acceptance of an external teaching-related grant;
• Additional evidence as requested by the faculty member鈥檚 department chair.

2.4 Activities Related to Teaching

As a part of their teaching responsibilities, faculty members often participate in related activities that enrich the quality of education at 91桃色 College. A description of these activities should be provided in the annual review materials. These activities may include, but are not limited to:

• New preparations or substantial revisions or improvements to a course;
• Fieldwork supervision as part of a course;
• Significant student mentoring that includes a teaching component and an assessment of student learning.

2.5 Rating Teaching in the Annual Review Process

When rating teaching, evaluators will consider the faculty member鈥檚 progress toward meeting the goals in the annual review plan. The quality of contributions will be rated more highly than the quantity.

Due to the variability of the numerical ratings on student evaluations across courses and disciplines, the numerical thresholds in this section should be interpreted as guidelines and not absolute standards. Receiving numerical ratings above or below the thresholds do not guarantee that an instructor will attain the corresponding rating as they are merely one measure among many used for evaluation.

Unsatisfactory: Fails to meet expectations
An Unsatisfactory rating indicates one or more of the following conditions:

• Fails to produce evidence of a Satisfactory performance;
• Failure to sufficiently improve in aspects of teaching identified in previous annual reviews as essential areas for improvement;
• Existence of major student complaints about one or more of the instructor鈥檚 courses. If such complaints occur, the faculty member may provide a justification or explanation of the student complaints. This explanation will be considered by the department chair when determining whether an Unsatisfactory rating is appropriate.

Satisfactory: Meets expectations
At the Satisfactory level, faculty members are expected to be competent teachers, as evidenced by the creation of a classroom climate that respects students and welcomes diversity, the absence of major problems or student complaints related to an instructor鈥檚 courses, and by quality contributions in all of the following areas:

• A well-developed syllabus with adequate expectations and rigor that includes a course description, course objectives, evaluation criteria/methods, a course schedule, and office hours;
• Availability to students outside of classroom hours;
• Content that is relevant to the course as evidenced by adequately rigorous readings, texts, and updated course materials that demonstrate a systematic effort by the instructor to convey course material;
• Student evaluations include written comments that are generally satisfactory and numerical ratings typically above 4.0 on a 5-point scale, with 5 being the highest (where faculty members do not meet these criteria, they may explain mitigating circumstances they believe led to unreasonably low scores);
• Major assignments, projects, exams, or other assessments developed by the instructor;
• Evidence of substantive feedback given to students regarding performance on major assignments or exams;
• Final grade distributions not significantly skewed in a persistent manner (faculty members may submit a rationale explaining cases in which grade distributions are skewed, which will be considered by the department chair).

Commendable: Exceeds expectations
Faculty members are expected to meet the following criteria:

• Meets Satisfactory performance standards;
• Evaluations with positive written comments and numerical ratings typically above 4.25 on a 5-point scale, with 5 being highest (where faculty members do not meet these criteria, they may explain mitigating circumstances they believe led to unreasonably low scores);
• Quality contributions in some of the following major areas of teaching effort or equivalent:
  • Development and use of innovative course materials, teaching and active-learning techniques, or technologies;
  • Adapting and improving teaching based on feedback from students, peers, and the department chair;
  • Grading assignments and providing effective feedback in a reasonable timeframe such that students are aware of their progress throughout the course;
  • Assessment of the effectiveness of teaching endeavors;
  • Meeting goals set in the annual review plan for the year or new goals that developed during the year;
  • Application of appropriate rigor for the level of the course;
  • Assessment of student learning;
  • Supervision of an independent study or experiential learning activities that include assessment of student learning;
  • Incorporating or significantly addressing diversity issues in courses or course materials.

Evaluators may also consider the following as evidence of teaching effectiveness:

• Receipt of a teaching award;
• Acceptance of external teaching-related grant.

Excellent: Exceeds expectations in a sustained manner
Faculty members are expected to meet the following criteria:

• Consistently meets and exceeds Commendable performance standards;
• Evaluations should have positive written comments and numerical ratings typically above 4.5 on a 5-point scale, with 5 being highest (where faculty members do not meet these criteria, they may explain mitigating circumstances they believe led to unreasonably low scores);
• High-quality contributions in some of the following major areas of teaching effort or equivalent:
  • Consistent integration of active learning strategies in the classroom;
  • Consistent use of highly-engaging and appropriate learning materials that are targeted toward the respective course and student learning outcomes;
  • Efforts to design and revise courses based on evidence from published literature on teaching effectiveness;
  • Earning external certification in teaching practices;
  • Effective integration of written work and use of evidence-based strategies that improve student writing skills;
  • Being highly attentive to classroom dynamics and working to ensure the participation of all students;
  • Consistent and well-researched innovation in pedagogy (e.g., technologies, teaching techniques) that is practically applied and successful most of the time.

3. SCHOLARSHIP

3.1 Overview

Evidence of productive scholarship can be supported by published records and other original discipline-specific peer-reviewed and editor-reviewed work of a professional nature, including research on the scholarship of teaching, creative works (for those in the arts), and the mentoring of substantial student research projects. Categories of evidence of scholarship are presented in Section 3.2 below.

In annual reviews, departmental and school-level evaluators judge the quality of scholarship done. Quality refers to the extent to which scholarship contributes to advances in knowledge and/or the enrichment of teaching. This concept of quality places more importance on the process and effect than on the quantity of products.
Faculty should provide a short narrative statement in their annual review to provide a context for their scholarly efforts. Collaboration on products is encouraged and supported by the faculty of LAS, although it is expected that a share of the products will reflect sole or principal authorship.

3.2 Evidence of Scholarship

Lines of evidence related to scholarship might include, but are not limited to:

Research and Professional Publications. The quality of the candidate鈥檚 research and professional publications or reports will be evaluated within the context of norms for the candidate’s discipline. Juried outlets are accorded more significance than publications that do not undergo peer review.

Chapters in Books. Book chapters will be evaluated in terms of the inherent quality of the piece and scope of impact or dissemination within the context of norms for the candidate’s discipline. Refereed chapters are accorded more significance than non-refereed chapters.

Books. Scholarly books that broaden a disciplinary knowledge base with original research or produce novel applications of existing knowledge to professional problems are accorded the most significance with in this subcategory. Textbooks that compile and organize existing knowledge are weighted less than an author鈥檚 unique work. Readings, edited books, and conference proceedings shall, in turn, be given less significance than standard textbooks.

Artistic Production. 91桃色 College respects the work of artistic scholars and supports their efforts. For those in fields where artistic production is standard, works that are creative in nature (fine art, production of films, creative writing, poetry, and others) will be evaluated within the context of norms for the candidate’s discipline.

Undergraduate Research. Faculty members are encouraged to mentor student research and research projects. Mentorship and supervision of student research will be evaluated in terms of the length of project, dissemination of research, and peer-reviewed professional publications. Projects that are more time-intensive (over several semesters) will be accorded more significance than those where faculty take a more peripheral role in mentoring students or research projects. Student work accepted for publication in a professional, peer-reviewed journal will be accorded the most significance within this subcategory.

Professional Reports, Technical Reports, Informational Reports, Monographs, and Lab Manuals. Professional publications will be evaluated in terms of their quality, with reference to the intended audience. As with books and book chapters, the scope of dissemination will be considered.

Conference Papers and Poster Presentations. The value attributed to paper and poster presentations is variable, and will be evaluated by the following six factors (listed here in no particular order of importance): (a) the quality of the paper or poster, (b) the quality of the conference, (c) the scope of the conference – international, national, regional, or local, (d) the scope of the dissemination of the paper, (e) whether the item was refereed, and (f) whether the paper or poster was invited. Generally speaking, formal presentations will be granted more weight than poster presentations. Evaluators may also grant more weight to papers or presentations that include significant student involvement.

Scholarship-Based Grants and Contracts. Funded grants and contracts provide evidence of the capacity to organize scholarly activity judged meritorious by external funding agencies. Therefore, external funding will be accorded more significance than internal (college) funding. Grant and contract proposals should be evaluated in terms of the funding agency and the scope of the funded research.

Scholarship Production in Progress. Evidence of scholarship in progress, particularly the continuation of funded endeavors, manuscripts under review, exhibitions under development, and formal working papers serves as an indicator of the candidate’s intent to complete projects. Completing a prospectus, literature review, or data collection, and writing individual parts or chapters of a project, are examples of production in progress. Statements of scholarship in progress should be supported by artifacts such as working drafts or notes.

Other Peer-Reviewed Creative Endeavors. Evidence provided for scholarship production in other forms (lectures, creative work, unique equipment, computer software/program design, video productions) will be evaluated in terms of (a) scope of dissemination, (b) character of receiving audience, and (c) prestige of validating authority, institution, or agency. External validation of quality is essential.

Refereeing Peer-Reviewed Books and Journal Articles. Reviewing the contributions of other scholars is an important service. This achievement will be evaluated based on the time and effort it takes to referee the publication, as well as the overall impact of the publication.

Shorter Works that Advance Public Knowledge. This may include short articles published in the bulletins of academic organizations and various forms of public media (newspapers, legitimate web magazines, etc.) that advance the general public knowledge. Such activities have less significance than original peer-reviewed contributions such as journal articles. Therefore, two works that fall into this subcategory count as one item for annual review. This category cannot be counted more than once in any review year, regardless of the total number of items published.

3.3 Academic Leadership in Scholarship

Lines of evidence related to the demonstration of academic leadership in scholarship might include, but are not limited to:

• Identifying, developing, funding, designing, implementing, and completing research, development, dissemination, or evaluation projects of significant scope. Evaluations will consider the extent to which such projects enhance one’s recognition and involve other faculty, students, and staff.
• Developing regional, national, or international conferences, symposia, or the like for the dissemination of research findings;
• Active membership on editorial boards of scholarly journals.

3.4 National Recognition in Scholarship

Lines of evidence related to the demonstration of national recognition in scholarship may include, but are not limited to:

• Development of a model or practice that is widely adopted;
• Extensive publications in primary scholarly outlets;
• Record of high accomplishment in creative endeavors of relevance to the field;
• Frequent citations in literature;
• Obtaining funding through competitive proposal writing;
• Number and quality of invited addresses, symposia, colloquia, and presentations.

3.5 Rating Scholarship in the Annual Review Process

Each year, all faculty members shall present evidence of scholarly progress that outlines their scholarly contributions over the year in review. Evaluators will then assess each faculty member’s scholarly output by applying the categories in 3.6 to the ratings requirements in 3.7.

3.6 Categories for Rating Evidence of Scholarship in the Annual Review

The following categories provide general guidelines for assessing an individual’s work. Contributions not listed here, as well as those contributions listed in 3.3 and 3.4, should be considered. As LAS values quality over quantity, evaluators should adapt these categories where necessary, especially when dictated by the standards or requirements of a particular field or discipline.

Level A – Includes the following items or equivalent:

• Develops, conducts, and/or supervises research with students;
• Evidence of preparation of scholarly work with a clear timeline for completion (e.g., pilot testing; data collection, literature review);
• Submission of scholarly work for presentation at a conference;
• Completion of other scholarly products (e.g., software or conference proceedings);
• Refereeing an article for a peer-reviewed journal;
• Presentation of a new poster at professional conference;
• Publication of a research note or book review;
• Publication of a peer-recognized field-specific encyclopedia article;
• Submission of an external grant (level of contribution may be indicated by whether faculty member is among principal researchers). Note: Submission of external grant applications that require significant research and preparation may be considered as a level B item at evaluators鈥� discretion;
• Management of an external grant (level of contribution may be indicated by whether faculty member is among principal researchers). Note: The acceptance of a management role of a large external grant may be considered a level B item at evaluators鈥� discretion;
• Two (2) short discipline-specific published works that advance public knowledge (non-refereed). Note: Two works that fall into this category together count as one item for the purposes of annual review. This item cannot be counted more than once in any review year.

Level B – Includes the following items or equivalent:

• Submission of a manuscript to a refereed publication for initial peer-review;
• Resubmission of an article to a peer-reviewed journal that required revisions. (A resubmission could be considered a Level A achievement based on the amount of work it requires. The faculty member must provide evidence to show that the resubmission is equivalent to other Level B achievements.)
• Presentation of a new scholarly paper or a research presentation at a professional conference;
• Substantial role in mentoring a student or students toward the successful presentation of a scholarly paper or poster at a professional conference;
• Mentoring a student to publish work in an undergraduate research journal or creative outlet;
• Presentation as keynote or invited speaker at a conference, symposia, colloquium, or other significant academic event;
• Publishing a book chapter (editor- or peer-reviewed);
• Refereeing a book for an academic press;
• Receipt of a local or regional external grant (level of contribution may be indicated by whether faculty member is among principal researchers);
• Completion of two or more chapters of an accepted book that is a synthesis of previously compiled knowledge;
• Completion of final draft of an accepted book that is a synthesis of previously compiled knowledge;
• Peer-reviewed exhibition or release of a single, discipline-specific, stand-alone piece of creative work (for those in the arts);
• Completion of a scholarly technical/professional report or monograph;
• Publication of a laboratory work book;
• Publication of an accepted book chapter that required substantial revisions or further research as documented by evidence;
• Acceptance of book prospectus;
• Serving as Editor of a peer-reviewed journal.

Level C – Includes the following items or equivalent:

• Acceptance of a peer-reviewed journal article for publication;
• Substantial role in guiding an undergraduate research project that is accepted for peer-reviewed publication;
• Acceptance of a national-level external research grant (level of contribution may be indicated by whether faculty member is among principal researchers);
• Acceptance of a scholarly peer-reviewed or editor-reviewed book chapter;
• Completion of two or more chapters of an accepted editor- or peer-reviewed book that is scholarly and based on original research and thought;
• Completion of final draft of an accepted book that is scholarly and based on original research and thought;
• Exhibition, publication, or release of a substantial creative work in a peer-reviewed venue (for those in the arts);
• Exhibition or publication of a major discipline-specific nationally- or regionally-recognized peer-reviewed creative work(s) (i.e. a major exhibition or film or novel release for those in the arts).

3.7 Scholarship Ratings for Annual Review

LAS set the following rating guidelines for assessing Scholarship on the annual review. These benchmarks serve solely as a guide. Evaluators can be flexible in the ratings where faculty members have undertaken forms of scholarship or scholarly leadership not listed here.

Note: A consistent rating of Satisfactory on annual reviews is not equivalent to a rating of Satisfactory on the tenure review. Tenure-seeking faculty should plan out their scholarship agendas so they have time to complete the required expectations listed in the Tenure Guidelines.

• Unsatisfactory = Fails to meet expectations
  • Criteria: Fails to produce evidence of a Satisfactory performance
• Satisfactory = Meets expectations
  • Criteria: Active program of quality research or creative activity which contributes to the discipline’s body of knowledge and includes either:
    • Two (2) items at Level A or equivalent OR
    • One (1) Level B item or equivalent.
• Commendable = Exceeds expectations
  • Criteria: Evidence of quality peer-reviewed research accomplishment as evidenced by either:
    • Two (2) Level B items, or equivalent OR
    • One (1) Level B item and two (2) Level A items, or equivalent.
• Excellent = Exceeds expectations in a sustained manner
  • Criteria: Distinguished by the quality and quantity of contributions which advance knowledge, as indicated by:
    • One (1) Level C item, or equivalent OR
    • Two (2) Level B and two (2) Level A items, or equivalent.

4. SERVICE

4.1 Overview

As a developing institution, NSC values the service contributions of its faculty. It is one of the many ways that faculty work together to fulfill our mission. Service encompasses three areas: (a) institutional, (b) service to the profession, (c) service to the community. First and foremost, faculty are expected to demonstrate how they contribute significantly to meeting the needs of the institution, followed to a lesser degree by contributions to the profession and community or government agencies.

When evaluating faculty contributions in service, both the quantity and quality of service are important considerations. Quantity in the absence of quality is insufficient to earn high ratings in service. As part of their annual review materials, faculty members shall submit a brief narrative description of their service activities. Faculty members are encouraged to submit relevant evidence (e.g., documents created, revisions or edits made) that reflects particular service contributions and may be asked to provide additional evidence of service contributions as requested by their department chair during the review process.

4.2 Evidence of Service

Lines of evidence related to the demonstration of accomplishment in service are listed below, but these are examples only and do not exhaust the range of possibilities. Additionally, the case may be made for any service contribution in one level that, due to a particular time commitment or other requirements, might be considered as qualifying for another level.

4.2.1 Institutional Service

Level A – Substantive involvement in a single meaningful event (e.g., college fair) or participation in an endeavor that requires a relatively low time commitment.

Examples of Level A Service Items:

• Leading a campus presentation;
• Serving on the Travel and Incentive Grant Committee or another committee with infrequent meetings;
• Actively recruiting at college fair events;
• Acting as a faculty advisor to a student organization;
• Presenting at a faculty development workshop;
• Serving as a Faculty Senate representative.

Level B 鈥� Substantive involvement in a meaningful endeavor that requires a moderate time commitment and/or reflects the faculty member鈥檚 contribution to the accomplishment of an important institutional goal.

Examples of Level B Service Items:

• Holding office in Faculty Senate (vice chair, secretary, or parliamentarian);
• Chairing a Faculty Senate committee, or actively serving on a Faculty Senate committee that holds regular meetings;
• Serving as a search committee member;
• Serving as a Curriculum Committee member;
• Serving as NFA president;
• Substantially developing or revising curricula or programs (e.g., redesigning a program or making substantial degree revisions);
• Providing individual mentorship to students that goes well beyond the advisory role expected of faculty.

Level C 鈥� Substantive involvement in or guidance of a meaningful endeavor that requires a significant time commitment, involves an important leadership role, and reflects the faculty member鈥檚 contribution to the accomplishment of an essential institutional goal.

Examples of Level C Service Items:

• Serving as Faculty Senate chair;
• Serving as a search committee chair;
• Serving as Curriculum Committee chair;
• Serving as the Promotion and Tenure Committee chair.

4.2.2 Community and Professional Service

Contributions to the profession or community that serve the mission of 91桃色 College may be counted as service items if they contribute to the mission or promote the objectives of NSC. The examples below are not exhaustive.

Level A – Substantive involvement in a single meaningful event (e.g., participating as a speaker at a community event) or participation in an endeavor that requires a relatively low time commitment.

Examples of Level A Community and Professional Service Items:

• Serving as an officer in a local, state, regional, or national professional or learned society;
• Providing pro bono consultation to individuals or local, state, regional, national, or federal organizations;
• Contributing in a significant way to a committee for a governmental, academic, or community organization;
• Writing a grant for a community organization;
• Establishing partnerships with external organizations (e.g., creating student internship opportunities);
• Volunteering with a private or public organization that directly relates to the faculty member鈥檚 discipline, position, or skills.

Level B 鈥� Substantive involvement in a meaningful service endeavor in the community that requires a moderate time commitment.

Examples of Level B Community and Professional Service Items:

• Participating in a significant humanitarian endeavor that directly relates to the faculty member鈥檚 discipline, position, or skills;
• Playing a significant role in planning a conference.

Level C activities are typically reserved for internal service. However, a faculty member may argue that a particular external service activity goes beyond Level B and deserves a higher rating. For example, a faculty member who plans an entire national conference in Las Vegas that directly benefits the College may contend that the effort justifies Level C status.

4.3 Rating Service in the Annual Review Process

The following are selected, non-comprehensive examples of how service to the institution and community/profession might be evaluated for annual reviews. Evaluators should converse with evaluees to determine the quality of service, considering the time and effort required and the substance of the contribution. The quantities indicated below are general guidelines, not fixed designations. The quantity required may vary based on the quality of the contribution. Failure to meet designated service obligations may diminish a faculty member鈥檚 annual review ratings, regardless of other service contributions.

While the emphasis is on institutional service, faculty members may propose including significant forms of academic leadership in service or service to the profession or community as part of the performance rating. Such service should be demonstrably related, directly or indirectly, to the mission of NSC or LAS or to the faculty member鈥檚 discipline or department.

To acknowledge various service contributions, the three service levels equate to this point scale:

1 Level A activity = 1 point
1 Level B activity = 2 points
1 Level C activity = 4 points

To achieve a Satisfactory rating in service, the faculty member must receive 4-5 points.

To achieve a Commendable rating, the faculty member must receive 6-7 points, and must include at least one B or C level activity.

To achieve an Excellent rating, the faculty member must receive 8 points or more, and must include at least one B or C level activity.

• Unsatisfactory = Fails to meet expectations
  • Criteria: 3 points or less
  • Examples: Two Level A activities = 2 points
• Satisfactory = Meets expectations
  • Criteria: 4-5 points
  • Examples:
    • One Level C activity = 4 points
    • Four Level A activities = 4 points
    • Two Level B activities and 1 Level A activity = 5 points
• Commendable = Exceeds expectations
  • Criteria: 6-7 points, including one Level B or Level C
  • Examples:
    • One Level C activity and two Level A activities = 6 points
    • Five Level A activities and one Level B activity = 7 points
• Excellent = Exceeds expectations in a sustained manner
  • Criteria: 8 points or more, including one Level B or Level C
  • Examples:
    • Two Level C activities = 8 points
    • Three Level B activities and two Level A activities = 8 points

Importantly, a faculty member who completes six or more Level A activities would not meet the standards for Commendable, because it requires at least one Level B or C activity.

LAS TENURE GUIDELINES

1. TENURE GUIDELINES

1.1 Overview

The annual review process applies very stringent standards to achieve high levels of performance in teaching, scholarship, and service. It is not the intent of LAS to expect or require consistent Excellent ratings on annual reviews in order to receive an overall Excellent rating in any of the three areas when applying for tenure. Therefore, annual review ratings must be contextualized to represent expectations for Unsatisfactory, Satisfactory, Commendable, and Excellent ratings in the tenure application process. These ratings will be based on the cumulative performance of faculty members during the time leading up to the tenure review.

Teaching and service operate on yearly cycles, so annual review ratings are utilized extensively in determining tenure ratings in these areas. However, scholarship does not operate on a yearly cycle, since projects can take multiple years. Consequently, the tenure expectations for scholarship must be more independent of the annual review ratings and focus on the cumulative accomplishments of the faculty member during the probationary period.

Faculty will be evaluated for tenure under the guidelines in place when their contract as a tenure-track faculty member at NSC began. This protects faculty from having the Tenure Guidelines change as they are progressing toward tenure.

1.2 Requirements

The Promotion and Tenure Policy details the guidelines for the application process, including the materials a candidate should submit and procedures for how those materials are reviewed. The process is a complex one, where several evaluators will consider numerous factors. However, as a general guideline, LAS faculty must meet these standards to be considered for tenure and promotion to Associate Professor:

• Teaching: A faculty member must receive an overall rating of Excellent.
• Scholarship: A faculty member must receive an overall rating of Satisfactory.
• Service: A faculty member must receive an overall rating of Satisfactory.

1.3 General Expectations for Tenure: Teaching

Faculty members applying for tenure and promotion to the rank of Associate Professor shall provide a brief narrative of their teaching accomplishments in their tenure application. This narrative is critical to provide justification for or evidence of appeals to annual reviews that do not meet the requirements set forth in these standards.听 The evaluators have some latitude to make exceptions to the requirements in the case of extreme circumstances as presented in the narrative.

• Unsatisfactory = Fails to meet expectations
  • Criteria: Fails to produce evidence of a Satisfactory performance

• Satisfactory = Meets expectations
  • Criteria: Annual review ratings of Satisfactory or above in the last three years

• Commendable = Exceeds expectations
  • Criteria: No annual review ratings of Unsatisfactory in the last three years and at least two annual review ratings of Commendable or higher in the last three years

• Excellent = Exceeds expectations in a sustained manner
  • Criteria: No annual review ratings of Unsatisfactory or Satisfactory in last three years and at least one annual review rating of Excellent in last three years

1.4 General Expectations for Tenure: Scholarship

Faculty members applying for tenure and promotion to the rank of Associate Professor shall provide a brief narrative of their scholarship in the tenure application. This narrative contextualizes the list of accomplishments. The evaluators have some latitude to make exceptions to the requirements in the case of extreme circumstances as presented in the narrative.

LAS has set the following benchmarks for rating scholarship in the tenure review process.听 These benchmarks serve solely as a guide.听 Evaluators can be flexible in those cases where faculty members have undertaken exemplary forms of scholarship or scholarly leadership not listed here.

Note: A consistent rating of Satisfactory on Annual Reviews is not equivalent to a rating of Satisfactory on the Tenure Review. External validation (peer-reviewed, juried, or editor-reviewed) of one鈥檚 work in a published product during the probationary period is requisite for promotion and tenure at NSC. While LAS recognizes and values publications that synthesize existing knowledge (e.g., textbooks), at least one publication must reflect the faculty member鈥檚 original contributions to the discipline or to the scholarship of teaching.

• Unsatisfactory = Fails to meet expectations
  • Criteria: Fails to produce evidence of a Satisfactory performance
• Satisfactory = Meets expectations
  • Criteria: Active program of quality research or creative activity as exemplified by sustained involvement in the scholarly activities listed in the Standards of Academe, including at least one published peer-reviewed article, or a peer-reviewed or editor-reviewed discipline-specific equivalent, that reflects original research and thought
• Commendable = Exceeds expectations
  • Criteria: Meets the standards for Satisfactory, and includes at least two published peer-reviewed articles, or peer-reviewed or editor-reviewed discipline-specific equivalents and two conference presentations
  • Note: A single article听in a journal consensually defined in the field of study as a preeminent publication also may be considered; it is the responsibility of the faculty member to provide evidence that the journal meets this standard
• Excellent = Exceeds expectations in a sustained manner
  • Criteria: Meets the standards for Commendable, but is distinguished by the quality and quantity of contributions which advance knowledge. This may include:
    • Three published peer-reviewed articles in exceptionally high-impact journals and two conference presentations OR
    • Two published peer-reviewed articles in exceptionally high-impact journals and five conference presentations OR
    • One peer- or editor-reviewed, discipline-specific book or peer-reviewed, discipline-specific equivalent.

1.5 General Expectations for Tenure: Service

Faculty members applying for tenure and promotion to the rank of Associate Professor shall provide a brief narrative of their service in the tenure application. This narrative contextualizes the list of accomplishments. The evaluators have some latitude to make exceptions to the requirements in the case of extreme circumstances as presented in the narrative.

• Unsatisfactory = Fails to meet expectations
  • Criteria: Fails to produce evidence of a Satisfactory performance
• Satisfactory = Meets expectations
  • Criteria: No annual review ratings of Unsatisfactory in the last three years
• Commendable = Exceeds expectations
  • Criteria: Three annual review ratings of Commendable or higher in the last three years
• Excellent = Exceeds expectations in a sustained manner
  • Criteria: At least one annual review rating of Excellent and three annual review ratings of Commendable or better in any years preceding tenure review

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1. PHILOSOPHY

1.1 Overview

LAS subscribes to the philosophy that teaching should be the primary area of emphasis for lecturers, with service as an important but lower priority. Faculty will be recruited and evaluated based on this perspective.

Scholarship is valued and encouraged, but is not required as part of a lecturer contract.

The academic evaluation and reward system in Liberal Arts and Sciences (LAS) has three purposes in relation to lecturers: (a) to provide clear guidance that aids faculty members in improving and adapting their teaching; (b) to determine eligibility for merit pay (when available); and (c) to certify high achievement.

1.2 Definitions of Concepts

The following section defines pertinent concepts.

Teaching: For annual reviews, teaching refers to the act of cultivating a rich learning environment, which includes sharing knowledge, nurturing critical inquiry, inspiring curiosity, and encouraging students to apply what they have learned. Teaching primarily reflects instruction-related activities that directly impact student learning. Because 91桃色 College is a teaching institution, offering engaging and meaningful instruction is a highly valued activity. Section 2.0 provides a detailed description of the lines of evidence used within LAS to evaluate teaching.

Service: LAS defines service as a faculty member’s professional responsibilities to 91桃色 College and its external community. Although we value all forms of service (institutional, professional, and community /governmental), LAS places most emphasis on service at the institutional level. Section 3.0 provides a detailed description of the lines of evidence used within LAS to document accomplishment in service.

Scholarship: LAS defines scholarship as the process of exploring a relevant question or problem, synthesizing existing knowledge, developing new ideas, and sharing the results through discipline appropriate outlets. LAS values scholarly efforts that represent the spectrum of orientation from basic to applied, including the scholarship of teaching. However, unlike tenure-track faculty, lecturer positions do not include a scholarship requirement. Accordingly, scholarship is not formally evaluated in annual evaluations, though any scholarly accomplishments will be noted by the department chair in the annual evaluation form; nor is scholarship used in merit pay calculations for lecturers.

1.3 Annual Review Plans

At each annual review, the faculty member and evaluator will develop an annual review plan for the following year. The annual review plan will include goals for the faculty member to achieve in teaching and service. At each annual review, the faculty member must provide a copy of the annual review plan agreed upon at the previous year’s review and indicate their progress toward completion of each item.

1.4 Annual Review Portfolios

Faculty will submit a portfolio of annual review materials each year; this portfolio will include an updated CV; syllabi; a narrative or table of no more than 10 pages summarizing accomplishments throughout the year; and no more than 15 pages of evidence chosen by the faculty member to illustrate those accomplishments. The page limit on evidence does not include any of the following:

• CV;
• Syllabi;
• Student evaluations;
• Student papers turned in to show an example of the instructor’s feedback on an assignment;
• Items or evidence specifically requested by the department chair after receiving the annual review file.

1.5 Flexibility in Annual Review Ratings

LAS sets the rating guidelines for assessing teaching and service on annual reviews. Discipline-specific standards and constraints should be considered when evaluating the quality and quantity of faculty contributions, and evaluators may adjust the ratings requirements accordingly. It is the responsibility of faculty members to justify flexibility in applying LAS ratings guidelines to their teaching or service contributions.

1.6 Merit Pay Calculations for Lecturers

Full-time lecturers are eligible to be considered for merit awards in years when the state legislature appropriates funds for a merit pool. The NSC Merit Pay Policy delineates evaluation criteria for merit pay. Lecturers will be judged by the same criteria as tenure-track faculty in the areas of teaching and service. However, since lecturers occupy teaching positions that do not have a scholarship requirement, their teaching rating will be counted twice in calculating their total points for merit pay, once for their teaching rating and once as a substitute for a scholarship rating. The evaluation calculation will thus be: Final Evaluation Points = Rating in Teaching+ Rating in Teaching+ Rating in Service.

2. TEACHING

2.1 Overview

According to the 91桃色 College mission statement, “excellence in teaching leads to innovative, technology-rich learning opportunities that promote the acquisition of interdisciplinary knowledge and skills.” To support this mission, the lines of evidence for excellence in teaching provide some comparability in evaluation while recognizing the diverse ways in which faculty may demonstrate teaching excellence.

As part of their annual review materials, faculty members shall submit a teaching narrative that provides context for the review of the individual’s teaching effectiveness. The narrative will be a reflection on important teaching activities, accomplishments, and challenges experienced in the year under review.

Material evaluated for annual reviews will include syllabi (including the standard elements discussed below), official student course evaluations (available to department chairs on the shared X drive), and evidence of student learning or accomplishment for each course taught. Faculty members should expect to provide additional evidence of teaching effectiveness as requested by their department chair during the review process.

Items submitted as evidence of teaching effectiveness should relate to the quality of the learning environment provided to students in courses at NSC. Other items that may be related to teaching, mentoring students toward making a conference presentation, or taking a leadership role in teaching workshops, should be submitted in the service category.

2.2 Required Evidence of Teaching Effectiveness

The following are the minimum required lines of evidence:

• Syllabus for each course taught that incorporates the elements in the standard NSC template;
• Official student evaluations for each course taught;
• Final grade distributions for each course taught;
• Teaching observation(s) from the department chair;
• Teaching narrative of one to two pages.

Evaluators have copies of final grade distributions, student evaluations, and teaching observations on file. Faculty do not need to provide these items.

The faculty member may request that the department chair exclude course evaluations with extremely low response rates from consideration, though this accommodation is not guaranteed. The department chair may also use independent discretion to exclude them. If any evaluations are excluded, this should be noted in the annual review narrative.

2.3 Additional Evidence of Teaching Effectiveness

Additional evidence of teaching effectiveness may be provided by the faculty member. This evidence may include, but is not limited to:

• Exams, assignments, projects, or other assessments developed by the instructor to measure student performance;
• Lectures, handouts, and other materials used to aid instruction;
• Peer observations of teaching conducted by the faculty member;
• Video or audio recordings of teaching;
• Descriptions of innovative teaching methods used;
• Grade distributions for assignments or exams;
• Mid-semester evaluations and descriptions of how they were used to adjust or improve a course;
• Descriptions of how diversity issues were incorporated into course content;
• Examples of feedback provided on papers, projects, exams, or other assignments;
• Evidence-based assessment of the effectiveness of an assignment, activity, or instructional technique used in a course;
• Video or audio recordings of student performance;
• Teaching awards;
• Other discipline-specific evidence of teaching effectiveness;
• Acceptance of an external teaching-related grant;
• Additional evidence as requested by the faculty member’s department chair.

2.4 Activities Related to Teaching

As part of their teaching responsibilities, faculty members often participate in related activities that enrich
the quality of education at 91桃色 College. A description of these activities should be provided in the
annual review materials. These activities may include, but are not limited to:

• New preparations or substantial revisions or improvements to a course;
• Fieldwork supervision as part of a course;
• Significant student mentoring that includes a teaching component and an assessment of student learning.

2.5 Rating Teaching in the Annual Review Process

When rating teaching, evaluators will consider the faculty member’s progress toward meeting the goals in the annual review plan. The quality of contributions will be rated more highly than the quantity.

Due to the variability of the numerical ratings on student evaluations across courses and disciplines, the numerical thresholds in this section should be interpreted as guidelines and not absolute standards. Receiving numerical ratings above or below the thresholds does not guarantee that an instructor will receive the corresponding rating, as student evaluations are merely one measure among many used to determine the appropriate rating.

Unsatisfactory: Fails to meet expectations
An Unsatisfactory rating indicates one or more of the following conditions:

• Failure to produce evidence of a Satisfactory performance;
• Failure to sufficiently improve in aspects of teaching identified in previous annual reviews as
  essential areas for improvement;
• Existence of major student complaints about one or more of the instructor’s courses. If such complaints occur, the faculty member may provide a justification or explanation of the student complaints. This explanation will be considered by the department chair when determining whether an Unsatisfactory rating is appropriate.

Satisfactory: Meets expectations
At the Satisfactory level, faculty members are expected to be competent teachers, as evidenced by the creation of a classroom climate that respects students and welcomes diversity, the absence of major problems or student complaints related to an instructor’s courses, and by quality contributions in all of the following areas:

• A well-developed syllabus with adequate expectations and rigor that includes a course description, course objectives, evaluation criteria/methods, a course schedule, and office hours;
• Availability to students outside of classroom hours;
• Content that is relevant to the course as evidenced by adequately rigorous readings, texts, and updated course materials that demonstrate a systematic effort by the instructor to convey course material;
• Student evaluations include written comments that are generally satisfactory and numerical ratings typically above 4.0 on a 5-point scale, with 5 being the highest (where faculty members do not meet these criteria, they may explain, in no more than 1 page, mitigating circumstances they believe led to unreasonably low scores);
• Major assignments, projects, exams, or other assessments developed by the instructor;
• Evidence of substantive feedback given to students regarding performance on major assignments or exams;
• Final grade distributions not significantly skewed in a persistent manner (faculty members may submit a rationale of no more than 1 page explaining cases in which grade distributions are skewed, which will be considered by the department chair);
• Compliance with institutional teaching-related policies and deadlines (e.g., FERPA, grade submission deadlines, provision of accommodations for students as requested by the DRC).

Commendable: Exceeds expectations
Faculty members are expected to meet the following criteria:

• Meets Satisfactory performance standards;
• Evaluations with positive written comments and numerical ratings typically above 4.25 on a 5-point scale, with 5 being highest (where faculty members do not meet these criteria, they may explain, in no more than 1 page, mitigating circumstances they believe led to unreasonably low scores);
• Quality contributions in some of the following major areas of teaching effort or equivalent:
  • Development and use of innovative course materials, teaching and active-learning techniques, or technologies;
  • Adapting and improving teaching based on feedback from students, peers, and the department chair;
  • Grading assignments and providing effective feedback in a reasonable timeframe such that students are aware of their progress throughout the course
  • Assessment of the effectiveness of teaching endeavors;
  • Meeting goals set in the annual review plan for the year or new goals that developed during the year;
  • Application of appropriate rigor for the level of the course;
  • Assessment of student learning;
  • Supervision of an independent study or experiential learning activities that include assessment of student learning;
  • Incorporating or significantly addressing diversity issues in courses or course materials.

Evaluators may also consider the following as evidence of teaching effectiveness:

• Receipt of a teaching award;
• Acceptance of external teaching-related grant.

Excellent: Exceeds expectations in a sustained manner
Faculty members are expected to meet the following criteria:

• Consistently meets and exceeds Commendable performance standards;
• Evaluations should have positive written comments and numerical ratings typically above 4.5 on a 5-point scale, with 5 being highest (where faculty members do not meet these criteria, they may explain, in no more than 1 page, mitigating circumstances they believe led to unreasonably low scores);
• High-quality contributions in some of the following major areas of teaching effort or equivalent:
  • Consistent integration of active learning strategies in the classroom;
  • Consistent use of highly-engaging and appropriate learning materials that are targeted toward the respective course and student learning outcomes;
  • Efforts to design and revise courses based on evidence from published literature on teaching effectiveness;
  • Earning external certification in teaching practices;
  • Effective integration of written work and use of evidence-based strategies that improve student writing skills;
  • Being highly attentive to classroom dynamics and working to ensure the participation of all students;
  • Consistent and well-researched innovation in pedagogy (e.g., technologies, teaching techniques) that is practically applied and successful most of the time.

3. SERVICE

3.1 Overview

As a developing institution, NSC values the service contributions of its faculty. It is one of the many ways that faculty work together to fulfill our mission. Service encompasses three areas: (a) institutional, (b) service to the profession, and (c) service to the community. First and foremost, faculty are expected to demonstrate how they contribute significantly to meeting the needs of the institution, followed to a lesser degree by contributions to the profession and community or government agencies. Lecturers are expected to engage in service, though the amount required is lower than that expected of tenure-track faculty members.

When evaluating faculty contributions in service, both the quantity and quality of service are important considerations. Quantity in the absence of quality is insufficient to earn high ratings in service. As part of their annual review materials, faculty members shall submit a brief narrative description of their service activities. Faculty members are encouraged to submit relevant evidence (e.g., documents created, revisions or edits made) that reflects particular service contributions and may be asked to provide additional evidence of service contributions as requested by their department chair during the review process.

3.2 Evidence of Service

Lines of evidence for demonstrating accomplishments in service are listed below, but these are examples only and do not exhaust the range of possibilities. Additionally, the case may be made for any service contribution in one level that, due to a particular time commitment or other requirements, might be considered as qualifying for another level.

3.3 Institutional Service

Level A– Substantive involvement in a single meaningful event (e.g., college fair) or participation in an endeavor that requires a relatively low time commitment.

Examples of Level A Service Items:

• Leading a campus presentation;
• Serving on the Travel and Incentive Grant Committee or another committee with infrequent meetings;
• Actively recruiting at college fair events;
• Acting as a faculty advisor to a student organization;
• Presenting at a faculty development workshop;
• Serving as a Faculty Senate representative.

Level B– Substantive involvement in a meaningful endeavor that requires a moderate time commitment and/or reflects the faculty member’s contribution to the accomplishment of an important institutional goal.

Examples of Level B Service Items:

• Holding office in Faculty Senate (vice chair, secretary, or parliamentarian);
• Chairing a Faculty Senate committee, or actively serving on a Faculty Senate committee that holds regular meetings;
• Serving as a search committee member;
• Serving as a Curriculum Committee member;
• Serving as NFA president;
• Substantially developing or revising curricula or programs (e.g., redesigning a program or making substantial degree revisions);
• Providing individual mentorship to students that goes well beyond the advisory role expected of faculty.

Level C- Substantive involvement in or guidance of a meaningful endeavor that requires a significant time commitment, involves an important leadership role, and reflects the faculty member’s contribution to the accomplishment of an essential institutional goal.

Examples of Level C Service Items:

• Serving as Faculty Senate chair;
• Serving as a search committee chair;
• Serving as Curriculum Committee chair.

3.4 Community and Professional Service

Contributions to the profession or community that serve the mission of 91桃色 College may be counted as service items if the evaluator determines that they contribute to the mission or promote the objectives of NSC. The examples below are not exhaustive.

Level A– Substantive involvement in a single meaningful event (e.g., participating as a speaker at a community event) or participation in an endeavor that requires a relatively low time commitment.

Examples of Level A Community and Professional Service Items:

• Serving as an officer in a local, state, regional, or national professional or learned society;
• Providing pro bono consultation to individuals or local, state, regional, national, or federal organizations;
• Contributing in a significant way to a committee for a governmental, academic, or community organization;
• Writing a grant for a community organization;
• Establishing partnerships with external organizations (e.g., creating student internship opportunities);
• Volunteering with a private or public organization that directly relates to the faculty member’s discipline, position, or skills.

Level B – Substantive involvement in a meaningful service endeavor in the community that requires a moderate time commitment.

Examples of Level B Community and Professional Service Items:

• Participating in a significant humanitarian endeavor that directly relates to the faculty member’s discipline, position, or skills;
• Playing a significant role in planning a conference.

Level C activities are typically reserved for internal service. However, a faculty member may argue that a particular external service activity goes beyond Level B and deserves a higher rating. For example, a faculty member who plans an entire national conference in Las Vegas that directly benefits the College may contend that the effort justifies Level C status.

3.5 Rating Service in the Annual Review Process

The following are selected, non-comprehensive examples of how service to the institution and community /profession might be evaluated for annual reviews. Evaluators should converse with evaluees to determine the quality of service, considering the time and effort required and the substance of the contribution. The quantities indicated below are general guidelines, not fixed designations. The quantity required may vary based on the quality of the contribution. Failure to meet assigned service obligations may diminish a faculty member’s annual review ratings, regardless of other service contributions.

While the emphasis is on institutional service, faculty members may propose including significant forms of academic leadership in service or service to the profession or community as part of the performance rating. Such service should be demonstrably related, directly or indirectly, to the mission of NSC or LAS or to the faculty member’s discipline or department.

To acknowledge various service contributions, the three service levels equate to this point scale:

1 Level A activity= 1 point
1 Level B activity= 2 points
1 Level C activity= 4 points

To achieve a Satisfactory rating in service, a lecturer must earn 2-3 points.

To achieve a Commendable rating, a lecturer must earn 4-5 points.

To achieve an Excellent rating, the faculty member must earn 6 points or more, and at least one Level B or C item is generally required.

• Unsatisfactory = Fails to meet expectations
  • Criteria: 0-1 points
  • Example:
    • One Level A activities = 1 point
• Satisfactory听 = Meets expectations
  • Criteria: 2-3 points
  • Examples:
    • Three Level A activities = 3 points
    • One Level B activity and 1 Level A activity= 3 points
• Commendable = Exceeds expectations
  • Criteria: 4-5 points
  • Examples:
    • One Level C activity= 4 points
    • Three Level A activities and one Level B activity= 5 points.
• Excellent = Exceeds expectations in a sustained manner
  • Criteria: 6 points or more, generally including one Level B or C item
  • Examples:
    • One Level B activity and four Level A activities = 6 points
    • One Level B activity and one Level C activity= 6 points

To receive a rating of Excellent, a Level B or C item is generally required. However, the evaluator may be flexible when considering this requirement in cases where a lecturer made high-quality contributions to six or more Level A items and did not have legitimate opportunities to complete Level B or C items.

APPROVALS

Standards were approved by 100% of eligible faculty. Faculty vote concluded June 18, 2015. Eligible voters: all full-time lecturers on non-temporary contracts with appointments in LAS.

Approved by Dr. Andy Kuniyuki, LAS Dean, June 19, 2015.
Approved by Dr. Erika Beck, Provost, June 22, 2015.

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