Chapter Two: The Faculty

2.1 Faculty Recruitment

In order to ensure the greatest possibility of hiring the most qualified faculty, positions may be filled through national searches according to the procedures summarized herein. Dillard employs competent faculty members qualified to accomplish the mission and goals of the institution. When determining acceptable qualifications of the faculty, Dillard gives primary consideration to the highest earned degree in the discipline. Also, Dillard considers competence, effectiveness, and capacity, including, as appropriate, undergraduate and graduate degrees, related work experiences in the field, professional licensure and certifications, honors and awards, continuous documented excellence in teaching, or other demonstrated competencies and achievements that contribute to effective teaching and student learning outcomes. For all cases, the Search Committee, the School/Department Chair, and the College Dean are responsible for justifying and documenting the qualifications of the recommended faculty (see attached Faculty Roster Form). Dillard defines faculty qualifications using Louisiana Southern Association of Colleges and Schools (SACS) credential guidelines:

2.1.1 Procedures

Dillard University is committed to a fair and equitable hiring process for faculty. The University seeks to recruit faculty who:

• Satisfy the specific criteria expressed in the position description;
• Strengthen the discipline and the Academic College seeking new faculty;
• Sustain and, where possible, increase the intellectual, ethnic, gender and/or;
• Cultural diversity of the faculty in order to bring new perspectives and visions to a particular Department, College, or to the University as a whole;
• Enhance the academic success of students;
• Remain active and committed to their personal professional development;
• Embrace the overall educational mission of the University as a liberal arts institution;
• Fulfill the objectives of their particular Academic Department and College; and
• Demonstrate the potential to meet the performance criteria leading to tenure and promotion.

2.1.2 Prioritization of Positions

The Provost/SVPAA allocates faculty positions after consultation with the Academic Deans, the Vice-President for Business and Finance, and the University President. When a position is approved, the Academic Dean informs the department chairperson of the opening. The chairperson confers with departmental faculty and writes a preliminary job description in accordance with academic requirements and University guidelines. The Academic Dean makes any necessary revisions in concert with the Office of Human Resources to ensure appropriate language in compliance with state and federal laws, including but not limited to equal employment opportunity requirements. The Provost/SVPAA then authorizes the advertisement of the position in appropriate journals and publications. The Office of Human Resources receives applications for tracking control.

2.1.3 The Search Committee

A search committee is formed when recruiting tenure-track or tenured faculty at the assistant rank or higher. The chair of the School/Department is responsible for setting up the search committee. The committee consists of two faculty members from the school/Department, one of whom should be tenured; one member from the Faculty Senate not from the College doing the search, one student from the Academic College chosen by the School/department chair; and the appropriate program coordinator or the individual acting in that capacity. Every effort is made to include faculty representatives with the necessary expertise to select the candidate who best satisfies the criteria for the position. The Search Committee may also consist of additional faculty members and external representatives depending on the nature of the position. The school/department chairperson shall always be a member of the Search Committee, but not necessarily the chair of the Committee. The Academic Dean and the school/department chairperson will confer with the Provost/SVPAA or designee to appoint the chairperson and the secretary of the committee, whose responsibility is to ensure that appropriate procedures are followed throughout the search.

2.1.4 Launching the Search

The Academic Dean requests the appropriate school/department to prepare a list of interview questions for the Search Committee. At the first meeting, the Academic Dean and school/department chair reviews the position description with the committee members and discusses the procedures that govern committee proceedings.

A representative from the Office of Academic Affairs and the Office of Human Resources reviews with the Search Committee the applicable legal and ethical procedures, interview questions, equal opportunity guidelines, and other relevant issues, such as maintaining confidentiality throughout the process. A representative from the Office of Human Resources also discusses with the committee various strategies for attracting candidates who will increase the quality and diversity of the pool of candidates, and ultimately of the faculty.

2.1.5 Selection of Finalists

After compiling a pool of candidates, the Search Committee conducts telephone interviews, rates the candidates, and selects a group of finalists. The Academic Dean requests permission from the Provost/SVPAA to invite finalists for onsite interviews.

During the interview process, candidates meet with the Search Committee, other members of the appropriate department, additional selected faculty and students, the Academic Dean, the Provost/SVPAA, and the President, if possible. Candidates may be required to teach a representative class, make a scholarly presentation or creative demonstration so that the Search Committee et al. can evaluate these fundamental aspects of the candidates’ professional competence.

After the formal interview, every member of the Search Committee rates each candidate according to the rubric that aligns with the job description, the interview questions, the requirements listed in the faculty handbook, and the dossier presented by the candidate. After individually rating the candidates, an assessment meeting is held to discuss findings and determine the list of three finalists. The Search Committee forwards the list of finalists and their ratings to the Academic Dean who submits the form “Recommendation for Employment” to the Provost/SVPAA. The Provost/SVPAA will determine whether an offer of employment will be made to the recommended candidate. The offer of salary and position is the responsibility of the Provost/SVPAA.

2.2. Faculty Appointments

The Provost/SVPAA makes appointments to the faculty of Dillard University. Faculty qualified in more than one area may have dual appointments; however, tenure can only be conferred in the discipline of the terminal degree. The earned doctorate or terminal degree in the discipline is required for initial appointment to the rank of Assistant Professor. All appointments at the Assistant Professor rank and above must be tenure-track.

Faculty cannot reach tenure status without the rank of associate professor; and faculty cannot acquire associate rank without filing an application for tenure. An assistant professor who files an application for tenure must at the same time file an application for promotion to associate professor, since tenure is only awarded at the ranks of associate and full professor.

The Provost/SVPAA, the Deans of the respective Academic Colleges, the chairs of the schools/departments and the University Promotion and Tenure Committees participate in the tenure process; however, final approval for tenure is granted only by the Board of Trustees.

2.2.1 Full-Time Tenure-Track and Tenured Faculty Appointments and Rank

Faculty members receiving tenure-track appointments at the University may have up to three years of prior experience credited toward tenure. Such requests must be made in writing to the Provost/SVPAA, by the faculty member before service begins. After appropriate consultation with the chair of the school/department, Academic Deans, the Provost/SVPAA makes recommendations to the President of the University, who in turn, makes recommendations to the Board of Trustees during the meeting session where tenure is considered. While credit is normally granted only for faculty experience at an educational institution of recognized standing, in exceptional circumstances the Provost/SVPAA may recommend credit for other professional experience and achievement.

Initial appointments with tenure recommendation are made at the faculty ranks of Professor or Associate Professor. Tenure-track appointments are made to faculty holding the terminal degree in their fields. The definition of the terminal degree is consistent with the standards of the American Association of University Professors (AAUP).

The President of the University, upon recommendation by the Provost/SVPAA, may waive any of the requirements for appointment under special circumstances.

2.2.1.1 Professor

The University treats promotion to the rank of full professor as a singular honor to be granted only in cases of clearly demonstrated superior achievement in the areas of teaching, scholarship, and service. For appointment to the rank of professor, the candidate must have completed five years of service at the associate professor rank and exceeded all requirements for the rank of associate professor, must have made superior scholarly national or global contributions to his/her field, and rendered outstanding service to the profession and to the University. Evidence includes such activities as three or more publications in a peer referred journal in the candidates’ field, these publications are different from the two publications which were used in the tenure and promotion process to associate professor, delivery of papers before national professional audiences, a significant and successful history of funded grants in light of the practice in the field, securing external funds along with other materials documented in section 2.5. The full professor is expected to have rendered and to continue to render significant service to his/her Academic School/Department, College, and the University as a whole, as well as to professional societies and civic associations. A substandard teaching evaluation within the discipline will be a sufficient reason to withhold promotion to full professor regardless of the quality of research and service.

2.2.1.2 Associate Professor

Professional performance, not years of employment, and fulfillment of all the promotion and tenure requirements justifies promotion to the rank of associate professor. In addition to the annual evaluations, the candidate must have a minimum of five years of teaching experience in higher education as an assistant professor. The candidate must apply for promotion at the beginning of the first semester of the sixth year of employment. The candidate must present evidence of excellence as a teacher and demonstrate value to the University and the discipline through contributions to review journals, research, scholarly publications and creative works. One external letter and two internal letters attesting the scholarly productivity and academic performance of faculty members under review are required for promotion to associate professor. Two publications within five years in a peer-reviewed refereed journal in the candidate’s field or related areas is required, along with the other materials documented in section 2.5. Also, refer to an explicit list of criteria for research, scholarly publications and creative works outlined in sections 2.6.4.1, 2.6.4.2, 2.6.4.3, 2.6.4.4 and 2.6.4.5. Substandard teaching evaluation will be a sufficient reason to withhold promotion to associate professor regardless of the quality of research and service.

2.2.1.3 Assistant Professor

Faculty appointed to the rank of assistant professor must hold the terminal degree in his/her discipline. Tenure-track faculty must participate in the tenure and promotion process by developing an academic plan that measures progress toward these goals. Tenure-track faculty must apply for promotion and tenure during the first semester of the sixth year of service or may apply earlier, if exceptional academic performance can be demonstrated. The burden of proof of such performance rests with the candidate and the Academic Dean. Candidates seeking promotion to the rank of associate professor must qualify and apply for tenure simultaneously.

2.2.1.4 Instructor

For appointment at the rank of instructor, candidates must hold a master’s degree. Instructors may apply for assistant professor tenure-track once a tenure-track position is opened and at such time the candidate should obtained a terminal degree in the field of appointment.

2.2.2 Non-Tenure-Track Faculty Appointments

Non-tenure-track faculty is full-time faculty, including select librarians, whose appointments may be renewed annually, after a review of needs and performance; they are eligible for cost-of- living adjustments if the University budget allows. Based upon their qualifications, they may be appointed as Instructor or Assistant Professor, only.

They may receive employee benefits, serve on committees, and may apply for grants and faculty development opportunities. Faculty who meet the criteria of tenure-track faculty may compete for a tenure-track faculty appointment once such a position opens.

Non-tenure-track faculty should be included in the communications of their schools/departments as well as in their places of employment and be provided with:

• clearly stated evaluation procedures;
• consideration for hiring and pay raises according to set policies;
• office space, phones, and access to computers, libraries, electronic library databases, photocopying, parking, clerical and technological support on a similar basis as tenured/tenure-track faculty are allocated;
• eligibility for grants to attend conferences, as funds permit;
• support for professional development in regard to teaching, creative activities and scholarship, as funds permit;

2.2.3 Auxiliary Appointments

2.2.3.1 Lecturer

This faculty appointment is reserved for persons whose research, publications, classifications, or other accomplishments are recognized as authoritative and influential in an academic discipline.

2.2.3.2 Clinical Instructor

This faculty appointment is reserved for nurses with required clinical expertise, graduate credentials, and/or certification, who provide clinical supervision, instruction, and evaluation of students in various health care facilities or clinical simulation settings. Based on credentials and experience, appointment is made at the rank of Clinical Instructor, Clinical Assistant Professor, or Clinical Associate Professor.

2.2.3.3 Laboratory Instructor

This faculty appointment is reserved for those individuals who possess requisite training and skill to teach laboratory courses and who possess graduate credentials.

2.2.3.4 Adjunct Faculty

Adjunct faculty is appointed on a semester-by-semester basis, in accordance with the specified needs of the University and the results of teaching evaluations. This designation may include administrative employees of the University or external individuals who, from time to time, teach specific courses in disciplines where they demonstrate academic preparation. Adjunct faculty must have at least a master’s degree with 18 semester hours of graduate level credit in the discipline or documented successful experience.

Adjunct faculty members are employed when teaching-load considerations for regular faculty preclude offering required courses or when specific expertise will enhance the educational effectiveness of the institution. Adjunct faculty members teach no more than nine credit hours in any given semester.

Adjunct faculty members do not participate in standing committee work, do not represent the University at professional, business, or civic meetings, or advise students. However, they offer 2 hours per 3 credit hour course of office time per week for students enrolled in their course(s) which they are employed to teach. They also do not participate in governance matters and are not eligible for tenure or promotion. They have no contractual security beyond the current semester contract and are not eligible for funding for faculty development or inclusion in the University’s health, life insurance, or retirement plans.

2.2.3.5 Instructional Assistant

These individuals possess the requisite training and skill to provide technical and instructional support. They may receive part-time or full-time appointments for a semester or a number of years as need dictate. Appointments may be renewed depending upon school/departmental need.

2.2.3.6 Endowed, Eminent, or Named Chairpersons

The University reserves the right to make faculty appointments that carry the additional title of an endowed, eminent, or named chairperson. The holder of an endowed or named chair must satisfy the conditions associated with that chair. Typically, though not necessarily, holders of endowed or named chairs will be tenured faculty. Faculty appointed to endowed or named chair positions shall hold that designation at the pleasure of the University according to the terms of endowment or grant. Appointments to eminent or endowed chairs which are rotating or non-rotating may be made on the basis of a national faculty search. Appointments to named or rotating professorships are made from current or recruited University Faculty and carry renewable one-year terms. Appointment and reappointments to these professorships are made by the President upon recommendation of the Provost/SVPAA.

Holders of these chairs may receive an annual discretionary support budget, if the University determines that the annual budget allows.

2.2.3.7 Artists/Scholars-in Residence

Persons who bring special expertise or recognition to the University may be appointed as artists- or scholars-in-residence. This designation is reserved for individuals whose research, publication, or other accomplishments are recognized as authoritative in such areas as the arts, industry, politics, or other domains outside the academic profession. Length of appointment will be determined contractually.

2.2.3.8 Visiting Professorships

Individuals who satisfy the requirements for appointment to the faculty but who accept an appointment for a specific period, normally not more than one academic year, are designated as visiting professors. The University may make such appointments to enhance the quality of instruction and the national visibility of the University. Visiting professors hold rank commensurate with their qualifications and enjoy all of the academic privileges of tenured or tenure-track faculty members. However, they do not participate in faculty governance matters or faculty personnel decisions and are not eligible for tenure or promotion.

2.2.3.9 Joint Appointments

Joint appointments are made for faculty holding academic rank in more than one Academic College or those holding an administrative position in addition to an academic appointment. The terms of the joint appointment are delineated in the letter of appointment, including the designation of a primary department for the purposes of annual evaluation, promotion, and tenure decisions. Administrators with rank and tenure shall return to the school/department after serving time in the assigned managerial role.

2.2.3.10 Emeritus Faculty

Faculty members who retire from the University after twenty or more years of distinguished service may be accorded the title of Emeritus at the rank held at retirement. The Provost/SVPAA considers recommendations for Emeritus status during the academic year after retirement. The School/Department Chairperson, Academic Dean, and Provost/SVPAA make successive recommendations within two weeks of receipt of the request for Emeritus status. The request, together with recommendations, will be presented to the President. The President makes a decision on the request within two weeks of receipt. Emeritus faculty members do not receive salary but are accorded the use of University facilities and may participate in a wide range of faculty activities, including matters of faculty governance, but they do not retain the right to vote. They do not participate in any committee work or in any processes concerning faculty personnel decisions. Emeritus faculty members are subject to the same ethical expectations to which other faculty members are held. The President reserves the right to rescind an Emeritus designation should circumstances warrant such an action.

2.2.3.11 Faculty Researcher

Faculty members who primarily secure grants to conduct research can acquire up to 100 percent of release time as long as funding exists. The Provost/SVPAA considers the merit for the release according to the terms of the grant. The School/Department Chairperson, Academic Dean, and Provost/SVPAA make successive approvals of the request to engage in full-time research. The request, the funded research grant, together with recommendations, will be presented to the Provost. The Provost makes the final decision on the request. Once funding ceases, depending on the terms of the grant or hire, the faculty member may return to the department to teach full-time.

Faculty researchers are expected to participate in the life of the University by attending School/Department, College, General Assembly and other meetings according to the terms of the contract. Also, faculty researchers are encouraged to include the opportunity for students to engage in research, internships, and in other scholarly roles in the grant. The faculty member should be at the assistant professor level or higher, and shall be evaluated annually according to the goals of the grant and the faculty evaluation process. However, the research and grantsmanship components will be weighted more heavily.

2.3 Terms of Appointment

2.3.1 Contractual Appointments

Annual contracts define the terms and conditions under which faculty are employed by the University. University policies described elsewhere in this handbook determine eligibility to receive contracts for employment. Faculty members are required to complete all exit procedures at the end of the academic year, as determined by the Chairperson, Dean, and Provost.

2.3.2 Faculty Contracts

All full-time faculty members receive an annual contract. The University issues contracts to faculty by May 1st for the following academic year. The Provost/SVPAA must notify the faculty in writing concerning any delay and must give the projected date of issuance. Letters of non-reappointment will be sent to the appropriate faculty members no later than December 15th. Faculty, in their first year of service, is notified of non-reappointment not later than March 1st if the appointment expires at the end of the year. If the appointment terminates during the academic year, faculty must be notified of non-reappointment at least three months in advance of their termination. Letters of non-reappointment and contracts are typically dispatched by certified U.S. mail. At the request of the faculty or for expediency, the contracts may be dispatched by email.

The appropriate Chair and/or Academic Dean can recommend non-reappointment for first-year faculty to the Provost/SVPAA. The Provost/SVPAA makes non-tenure-track appointments upon the recommendation of the appropriate Academic Dean in collaboration with the Chair. Appointment as non-tenure-track faculty depends on the needs of the school/department and budgetary realities.

2.4 Terms of Service, Duties and Responsibilities

2.4.1 Administrative and Academic Management Appointments:

2.4.1.1 Academic Deans

Academic Deans are at-will employees, serve at the pleasure of the Provost/SVPAA, and may be removed from service at any time for any lawful reason and may resign their position as Academic Dean at any time. Academic Deans are selected by an appointed Search Committee by the Provost/SVPAA. The Committee shall be composed of faculty members and chairs of the prospective Academic College, and selected staff members. After compiling a pool of candidates, the Search Committee conducts telephone interviews, rates the candidates, and selects a group of finalists. The Chair of the Committee requests permission from the Provost/SVPAA to invite finalists for onsite interviews. During the interview process, candidates meet with the Search Committee, other members of the appropriate College, the Academic Deans, the Provost/SVPAA, and the President, if possible.

After the formal interview, every member of the Search Committee rates each candidate according to the rubric that aligns with the job description, the interview questions, the requirements listed in the faculty handbook, and the dossier presented by the candidate. After individually rating the candidates, an assessment meeting is held to discuss findings and determine the list of finalists. The Chair of the Search Committee forwards the list of finalists and their ratings to the Provost who submits the form “Recommendation for Employment” to the Provost/SVPAA. The Provost/SVPAA will determine whether an offer of employment will be made to the recommended candidate. The offer of salary and position is the responsibility of the Provost/SVPAA. In general, at least seventy-five percent of release time of the teaching load of Deans is dedicated to their new responsibilities as Dean. The Dean is a member of the Faculty.

The Provost/SVPAA, Academic Chairs and collegial faculty annually evaluate the Academic Deans (see the Office of Academic Affairs for the Faculty Assessment of Deans form). Academic Deans are responsible for the overall administration and implementation of programs within their respective Academic Colleges.

The Academic Dean’s duties include:

• Serving as a member of the Academic Deans Council;
  • Providing general administration of the Academic College, including developing policies for the Academic College in consultation with Department/School Chairpersons and college faculty and for making recommendations to the Provost/SVPAA, and representing the Academic College in the annual budget process of the University. This includes assisting Departmental/School Chairpersons with the administration of department/School budgets and assuming responsibility for keeping expenditures within the approved college budget;
  • Submitting a recommended schedule of courses for the Academic College for each academic term, furnishing appropriate catalogue material and supervising Academic College office personnel;
  • Supervising and coordinating the academic and administrative functions of the departments as related to the mission of the University;
  • Assisting the Provost/SVPAA in identifying outstanding prospective faculty, gathering credentials and other evidence of excellence, and making recommendations for employment of faculty;
  • Implementing the University’s overall academic plan by designing the Academic College’s curriculum in cooperation with Departmental Chairpersons to insure the appropriateness and effectiveness of its academic program;
  • Assisting each faculty member in the Academic College with the development of an academic plan leading to tenure and promotion;
  • Evaluating faculty performance in accordance with procedures outlined in the Faculty Handbook and making recommendations to the Provost/SVPAA and/or appropriate committees for salary increases, promotion and tenure, or termination of employment;
  • Promoting the professional growth of faculty by 1) recommending leaves of absence for advanced study to the Provost/SVPAA, 2) assisting faculty in securing fellowships leading to an advanced degree, 3) recommending teaching load reductions for research, publishing, and/or grant administration, 4) recommending financial assistance for participation in professional meetings, recital engagements, workshops, etc., 5) providing guidance to non-tenured faculty members through evaluation and/or recommendation to the tenure track, and 6) keeping faculty aware of pre- and post-doctoral scholarship and fellowship opportunities in the disciplines within the Academic College;
• Convening meetings of the faculty;
• Assuring that faculty meets University deadlines,
• Assisting the University in fundraising and development activities;
  • Assisting the Academic College and the University in the recruitment and retention of students;
• Submitting to Provost/SVPAA all required internal reports and minutes;
  • Overseeing faculty advisement of college students and registration procedures for the Academic College;
  • Keeping college students abreast of internships, job placements, and graduate/ professional school opportunities;
  • Approving work-study students in the Academic College and providing supervision of those students;
• Teaching of one course per academic year; and
• Performing other duties as assigned by the Provost/SVPAA.

2.4.1.2 School/Department Chairpersons

School/Department Chairs are appointed/ recruited by the Deans, following consultation with members of the school/department search committee. If recruited, a similar process as described for the recruitment of Deans above shall be followed. The Dean reviews the candidates and informs the Provost/SVPAA of his/her ranked selections. The Provost/SVPAA will determine whether an offer of employment will be made to the recommended candidate. In general, at least twenty-five percent of release time of the teaching load of School/Department Chairs is dedicated to their new responsibilities as Chair. Depending upon other select factors (number of faculty supervised, number of majors and program coordinators, joint appointment of chair and program coordinator, accreditation status, semester hour generation, number of majors, etc.), including the budget and the needs of the University, a stipend may be offered along with the release time. The Chair is a member of the Faculty.

The School /Department Chair provides leadership and direction and coordinates the work of departmental/School faculty in carrying out the mission of the University. They will assist in the development of faculty in teaching, research, and service. Academic Chairs report directly to Academic Deans and are evaluated annually by the Deans and departmental faculty (see the Office of Academic Affairs for the Faculty Assessment of Chairs form.)

The School/Department Chair’s duties include:

• Managing the department’s academic program(s) and collaborating in the development and implementation of cross-disciplinary and cross-college programs;
• Maintaining the quality and effectiveness of the academic program(s) which involve(s) continuing curriculum review, assessment and improvement, as well as the maintenance of records and other activities appropriate to continuing evaluation and redesign;
• Coordinating grant-writing efforts of the faculty in developing programs for the Academic Department/School, College, and the University;
• Assisting Academic Deans in encouraging the professional academic development of faculty members in the department through guiding and overseeing their individual academic plans;
• Assisting Academic Deans in setting the priorities for the departmental budget and administrating its expenditures;
• Preparing all reports requested on departmental activities, both for reviews within the University and for external organizations;
• Convening and conducting meetings of the school/departmental faculty;
• Evaluating all faculty in the department including Program Coordinators, and
• Performing other duties as assigned by the Dean and/or the Provost/SVPAA.

2.4.1.3 Program Coordinators

For each major in a degree program, the institution assigns responsibility for program coordination, as well as for curriculum development and review, to persons academically qualified in the field. In those degree programs for which the institution does not identify a major, this requirement applies to a curricular area or concentration (adapted from SACS Principles for Accreditation). Program Coordinators report directly to Department Chairs and are evaluated annually by the Chair and departmental faculty (see the Office of Academic Affairs for the Faculty Assessment of Program Coordinator’s form).

Program Coordinators are selected according to their credentials by the Chair or recruited according to 2.1 Faculty Recruitment in the Faculty Handbook. The Chairs inform the Dean, who informs the Provost/SVPAA of the selection. The Provost/SVPAA will determine whether an offer of employment will be made to the recommended candidate. Depending upon other select factors (number of majors and program coordinators, joint appointment of chair and program coordinator, accreditation status, number of labs, etc.), including the budget and the needs of the University, a stipend will be offered accordingly, but no release time will be granted. This act of service will count towards annual service for faculty evaluation. The Program Coordinator is a member of the Faculty.

The Program Coordinator’s duties include:

1. Conducting curriculum development and review of the major;
2. Conducting curriculum development and review of discipline courses for the general education program;
3. Chairing the search committee and recommending to the Department Chair credentialed faculty for hire in the major;
4. Recommending courses for fall and spring schedules, and summer sessions;
5. Developing and monitoring course and major retention plans;
6. Assessing and evaluating the program for institutional effectiveness; and
7. Performing other duties associated with the success of the degree program.

2.4.2 Teaching Faculty

• Teaching Load: The faculty teaching load is twelve credit hours per semester for full-time faculty. For teaching laboratory courses, please see the policies and procedures in the Office of Academic Affairs. The Chairperson, in consultation with the Dean, determines faculty teaching loads and student advisement assignments. Whenever possible in assigning teaching loads, the Chairperson balances class size and number of preparations. Instructional loads may be adjusted (increased or decreased) on a semester basis based on equitable distribution of students and courses. This adjustment to ensure that each full-time faculty is teaching a full load (considering semester hours, preparations, and class size), may not yield additional pay.
• Teaching Overload: A teaching overload is defined as any teaching assignment above 12 credit hours per semester. When it becomes necessary to offer additional courses or course sections, supplementary pay may be offered to full-time faculty according to the policies and procedures of the Academic colleges. In times of budgetary constraints, the administration reserves the right to require faculty to teach between 12-15 hours and/or to teach more students with an increase to class size.
• Release Time: At the discretion of the Provost/SVPAA and if funds are available, additional release time may also be given to faculty chairing large schools/departments, preparing publications, writing proposals for institutional grants, etc. Release time and/or stipends may be granted by the University, specifically to support (1) presentations at or participation in professional meetings; (2) campus workshops, seminars, and forums; (3) off-campus summer development courses; (4) research projects; (5) short-term travel grants to other campuses to observe model programs and/or confer with colleagues; and (6) the implementation of successful grants. These stipends are offered to all faculty on a competitive basis.
• Office Hours: To assure student access to faculty, full-time faculty must hold no fewer than six office hours a week. Office hours must be posted on faculty office doors at the beginning of each term, including summer sessions, with copies to the school/Department Chairperson and Academic Dean.
• Class Attendance: Faculty (full-time, adjunct, part-time, clinicians, etc.) members must keep official roll books listing class enrollees, attendance, and records of student performance. Faculty members are expected to meet classes as scheduled, to be punctual, and to maintain an atmosphere of responsible intellectual inquiry. If a faculty member is absent, tardy, or cancels classes, the faculty member must immediately notify the Department Chairperson and the Academic Dean.
• Student Advisement: Advising is an essential responsibility of the faculty member’s effectiveness as a teacher. Dillard University recognizes the importance of sound, systematic academic advising for the achievement of educational goals. Advisors establish a shared responsibility with each advisee for that student’s course of study. Good relations between advisor and advisee are essential for this process to have optimal effectiveness. Faculty must participate in continuous training and demonstrate a thorough knowledge of the requirements for graduation within their discipline and Academic College, as well as the core requirements of the University (see the Office of Academic Affairs for the Student Evaluation of Advisement.)
• Course Syllabi: The syllabus is defined as an outline of the content of study. Syllabi list clear goals, objectives, student learning outcomes, and required texts, course prerequisites, instructor’s office hours, class attendance policies, and departmental and University assessment methods and instruments. In addition to the contents listed above, each course syllabus should include a bibliography of suggested or required readings, examination dates, and summary of course topics to be covered, and criteria for grading student’s performance. Other essential syllabus items are challenging outside readings, assignments and laboratory-integrated work (if applicable). Faculty should respond to scholarly developments and advances in their disciplines with syllabi reflecting innovations in engaging teaching pedagogies and course content. Syllabi must be filed by each faculty member in the Academic College and distributed to students on the first day of class. Annually, the Academic Deans shall remind the faculty of the syllabus format (see the Office of Academic Affairs for the Syllabus Format). Departmental Chairpersons assist Faculty in meeting these expectations.
• Grade Reporting: Final grades must be electronically submitted for all students in all classes on or before the date designated by the registrar. Grade changes or removal of incompletes must be made by faculty on official forms and must be approved by the appropriate Academic Chair and Dean. Except for miscalculation of grades, Academic Chairs and Deans will not accept grade changes after records for graduation are closed. Incomplete grades should not be given to students who need to complete a substantial amount of the course requirements as assisted by an instructor. Incomplete grades must be removed prior to mid-semester of the next academic semester and only upon the student’s completing the remaining course requirements at Dillard University. Final course grades are the property of the institution.
• Participation: Faculty are required to participate in School/Department, College, and General Assembly Meetings, and the following University-sponsored events: the Faculty Institute, Founder’s Day, Honors Day, Baccalaureate, and Commencement. Faculty are expected to continue to participate in carrying out the mission of the University by involving themselves in the range of activities within the global academy, as this relates to teaching, scholarship, and service (on and off campus). Participating in the governance structure of the faculty through the Faculty Senate and the Standing Committees of the Faculty Senate count toward campus service.

2.5 Evaluation of Faculty Performance

A regular review of the performance of all faculty members at the University will be conducted to review and give credit to contributions to the University and to their disciplines. The three criteria used to evaluate faculty performance include teaching, research and service.

2.5.1 Teaching

Teaching is the primary area where faculty must demonstrate expertise in their current field of study. Faculty is evaluated on competence, teaching effectiveness, student learning outcomes, and utilization of technology in the classroom. Assessments are completed by students, faculty peers, department faculty and Chairpersons, and Academic Deans. Teaching effectiveness is a priority at Dillard University. (Also, refer to 2.2.1 Full-Time Tenure-Track and Tenured Faculty Appointments and Rank)

2.5.2 Research, Publications, Creative Works, and Professional Activities

The faculty’s research, refereed publications, creative works and/or performances are essential criteria for receiving tenure and/or promotion. Knowledge acquired through sound research and creative activities fosters professional growth. Research supports progress in the faculty’s discipline, enhances teaching through the introduction of new and innovative teaching methodologies, and promotes success in grant writing. Creative activities should reflect intellectual and scholarly content. (Also, refer to 2.2.1 Full-Time Tenure-Track and Tenured Faculty Appointments and Rank)

2.5.3 University and Public Service

Faculty performance in the area of service is judged at the internal (University) and external (public) levels as follows:

1. Internal: Faculty members shall demonstrate University service through active participation in faculty committees and other activities that support the Academic School/Department, the College, and the University.
2. External: Public service extends the professional and/or related services of faculty members to the community, state, nation, and beyond.

(Also, refer to 2.2.1 Full-Time Tenure-Track and Tenured Faculty Appointments and Rank)

2.5.4 Evaluation

Faculty evaluations are used to improve instruction, determine merit salary increase where applicable, contract renewal for faculty, and tenure and promotion review. The evaluation instruments consist of 1) student evaluations in all courses taught, 2) students’ evaluation of their academic advisor once a year, 3) annual evaluations by Department Chairpersons in consultation with the deans, 4) peer reviews and 5) self-evaluations.

2.5.4.1 Student Assessment of Instruction

Student evaluations are administered approximately two weeks after mid-term examinations each semester or two weeks before the last day of classes. (See the Office of Academic Affairs for the Instrument for Student Evaluation of Instruction form.)

2.5.4.2 Faculty Peer Review

All faculty is reviewed during the second semester of their first, third, and fifth years of service. (See the Office of Academic Affairs for the form for Peer Review of Faculty.)

2.5.4.3 The Third-Year Review of Tenure-Track Faculty

A third-year review is required of all tenure-track faculty (see the Office for Academic Affairs for the Third-Year Review of Faculty form.) This review is necessary to give junior faculty and/or tenure-track faculty the opportunity to be appraised by themselves and by colleagues. Criteria under the Promotion and Tenure process shall be used for this appraisal. By March 1st the faculty member, in consultation with the school/Department Chairperson, will prepare a dossier documenting achievements in teaching, research/scholarship, and service.

At a minimum, the dossier will contain: 1) a current curriculum vitae and biographical statement; 2) sample of publications, creative works, proceedings, presentations or manuscripts; 3) course evaluations, syllabi, tests and other documentations regarding teaching performance; 4) personal statement by the faculty member regarding teaching, research, service (Academic plans); and 5) assessments by students, faculty, Department Chairpersons and Academic Deans.

The dossier shall be passed on to the Dean in concert with the Department Chairperson. Each shall write a letter evaluating the faculty member’s performance that may relate to promotion and tenure, as well as offer faculty development strategies to enhance faculty development. Lack of improvement may be grounds for termination.

2.5.4.4 Evaluation of Faculty by School/Department Chairpersons and Academic Deans

Evaluations of faculty by Academic Deans and School/Department Chairpersons are used for faculty development and reward, as well as for performance review (see the Office of Academic Affairs for the Evaluation of Faculty by Deans/Provost form and the Evaluation of Faculty by the Chairperson form.) The major categories assessed are: 1) classroom teaching and utilization of technology, 2) student advisement, 3) research, publications, creative activities and/or performance, 4) internal and external service, and 5) grantsmanship. This evaluation takes place annually during the second semester. Faculty members assess themselves on official forms (see the Office of Academic Affairs for Faculty Self-Evaluation Form) and discuss the results in conference with their Academic Dean and Department Chairperson. The School/Department Chairperson completes the evaluation of faculty after these conferences in consultation with the Dean. The evaluation results are discussed with the faculty member and signed. The completed and signed evaluation forms are then submitted to the Provost/SVPAA for review and further comment. The Provost/SVPAA reserves the right to suggest modifications to the evaluation.

2.6 Tenure and Promotion Policies, Procedures and Criteria

Tenure at Dillard

Granting or denying tenure is the most serious career decision made for faculty at the University. Tenure recognizes the contributions of faculty members who over the years have dedicated themselves to the mission, vision and values of the University through exemplary evidence in teaching, research and service.

The granting of tenure is made in writing and suggests a mutual commitment by the University and the faculty member to continuing long-term employment. However, tenured faculty may be dismissed if: 1) a financial exigency exists for the University as a whole; 2) changes in or the elimination of an educational program prevent faculty from making a productive contribution; 3) insubordination, 4) for cause, or 5) unethical or unprofessional conduct is demonstrated.

2.6.1 Eligibility for Tenure

Faculty members on tenure-track must apply for tenure during the first semester of the sixth year of continuous employment at the University, unless granted a dispensation. Exceptional performance in teaching, research and grantsmanship, publication, and services with exceptional demonstrated track of academic records, which is recognized by the candidate’s peers, may be considered for early Tenure and Promotion. The Provost/SVPAA notifies faculty members in writing of eligibility and time frame of individual probationary periods. The Provost/SVPAA conducts an annual meeting outlining the University tenure and promotion procedures to prospective candidates. Note that tenure is not automatic after a certain length of time at the University. Faculty or potential Faculty considered for tenure are as follows:

1. An associate or full professor;
2. Assistant professors shall simultaneously apply for promotion to Associate professor and tenure;
3. A faculty member holding tenure at another accredited university or college, who left the institution in good standing and has been employed at the University for one year, may apply for tenure-track position at Dillard University.
4. An academic administrator with faculty rank

2.6.2 Probationary Period

All faculty members on tenure-track must apply for tenure during the first semester of the sixth year of continuous employment at the University, unless justifiable incidents disrupts the service years. The probationary period begins with the initial full-time tenure-track appointment with a terminal degree at the rank of assistant, associate or full professor and shall not exceed seven years in the case of stopping the tenure clock due to justifiable reason which approved in writing by the Provost/SVPAA.

2.6.2.1 Reducing the Probationary Period

If an early application for tenure is submitted, it must follow the established guidelines for promotion and tenure and the submission has to be approved in writing by the Provost/SVPAA.

• A new faculty member holding tenure at another accredited university or college who left the institution in good standing shall submit a written request with evidence of tenure to the Dean for transfer of this tenure status to the University. Upon approval of the Chair of the school/Department, College Dean, Provost/SVPAA, and President, recommendation in this regard will be forwarded to the President by the Provost/SVPAA and shall be presented to the Board for approval after/during the faculty member’s first year of service to the University.
• A faculty member initially appointed at the level of associate professor without tenure may apply for tenure or tenure and promotion at the end of the fourth year and certainly at the beginning of the sixth year in academia at the University. If tenure is awarded, a tenure contract will be offered to the faculty member at the beginning of the fifth year or seventh of service. A faculty member appointed to the rank of full professor without tenure may apply for tenure at the end of the first year and certainly by the end of the third year in academia at the University. If tenure is awarded, a tenure contract will be offered at the beginning of the second or fourth year of service.

2.6.2.2 Extending the Probationary Period

Faculty members in administrative/grant/release time positions with teaching assignment less than 50%, or who do not have teaching assignments or are on approved leave of absence, will not have this time counted as part of the probationary period. Faculty who hold a tenure-track position could, under certain circumstances, formally request a delay of application for tenure up to a maximum of two years. The faculty member shall:

• Submit a letter to the Provost/SVPAA requesting the amount of time to be excluded from the probationary period;
• Provide evidence that readiness for tenure has been negatively impacted by special circumstances;
• Document the delay of the tenure clock as defined by the American Disabilities Act (contact the Office of Human Resources);
• Submit the letter prior to sixth year of the probationary period;

The decision to extend the tenure probationary period rests with the approval of the Provost/SVPAA.

2.6.3 Promotion and Tenure Procedures/Guidelines

The process for Tenure and Promotion review occurring in the sixth year is governed by a calendar of deadline submissions set by the Provost/SVPAA annually. Grants of tenure are restricted to 80% the tenure track faculty. Exceptions may be made at the discretion of the Provost//SVPAA. A candidate for tenure must develop a formal dossier/portfolio for the review process. The format for the construction of the dossier/portfolio is described under 2.6.4. All external reviews of scholarship, letters assessing the candidate’s contribution to the discipline, and other solicited letters of support from professional colleagues must be registered in the dossier/portfolio before submission to the School/ Department Promotion and Tenure Committee.

1. The candidate must petition for consideration in fall semester of his/her sixth year and forward a dossier/portfolio to the School/Department Tenure and Review Committee (composed of only tenured faculty) through the School/Department Chair.
2. The School/ Department Tenure and Promotion Committee reviews the dossier/portfolio and makes a formal recommendation to the School/Department Chair by the 15th business day in October.
3. The School/Department Chair receives the recommendation of the School/Department Tenure and Promotion Committee and conducts an independent assessment of the dossier/portfolio which may or may not concur with the decision of the committee by the first business day in November.
4. The candidates’ dossier/portfolio, including the recommendation of the School/Department committee, as well as the letter of assessment of the Chair is forwarded to College Dean who makes an independent assessment of the dossier/portfolio which may or may not concur with the decision of either the chair of the School/Department or the School/Department promotion and tenure committee, then forward that to the Provost/SVPAA who presents the materials to the University Promotion and Tenure Committee by the first business day in December. It is imperative that all the recommendation letters of the School/Department, Chair of the School/Department, Dean of the college outlines all the reasons for support /rejection of tenure and promotion including the supporting materials if available.
5. The University Promotion and Tenure Committee reviews the dossier/portfolio and supporting materials and renders a recommendation to the Provost/SVPAA by the first business day in February.
6. The Provost/SVPAA reviews the process for compliance with published protocol, makes an independent assessment of the dossier/portfolio and supporting materials, then forwards the dossier/portfolio and recommendation to the President by the first business day in March. In the case if the applicant is serving as Dean of a college, then the Provost/SVPAA will submit the dossiers of Academic Deans under promotion and/or tenure review to external and internal tenured scholars for evaluation and recommendation by the first business day in March. These scholars will be selected by the Provost/SVPAA. These dossiers are not reviewed by the University Standing Promotion and Tenure Committee.
7. The President reviews the dossier/portfolio by the first business day in April and forwards recommendations for promotion and tenure to the Board of Trustees.
8. The Board of trustees reviews the dossier/portfolio during the Spring Board Meeting in April and makes recommendations for approval/denial to the President
9. The President and/or the Provost/SVPAA will directly notify (within one week) all candidates of the tenure or promotion decision of the Board of Trustees
10. The candidates who do not receive recommendation for tenure will receive a termination letter of his/her service at the University and may receive a terminal contract for the following academic year only if the Provost/SVPAA determines that the University’s budget is adequate and their service is needed.

Responsibility of the Chair of the School//Department in the Promotion and Tenure Process:

The promotion and tenure process begins in the first year of service when a candidate is appointed as tenure-track faculty. An academic plan is developed by new faculty and approved by the Chairperson of the School/Department. The outline for building a dossier/portfolio results from this first step.

Chairs provide guidance to tenure-track faculty members through their annual evaluations. The purpose of the evaluations is faculty development and reward. Its objective is to sustain a feedback system that keeps faculty abreast of the status of their careers at Dillard University. A satisfactory evaluation may be the basis for an increase in salary, as well as a recommendation for promotion and/or tenure when the time comes for application. An unsatisfactory rating may warrant no salary increase and non-recommendation for promotion and/or tenure or separation from the service by not renewing the annual academic contract.

Chairs also provide guidance, through instruction on proper preparation of required materials for promotion and/or for tenure dossier/portfolios. They assist School/Department faculty by making available sample dossier/portfolios of required documentation, and they render assistance in the Third Year Review process which is a very critical step toward the promotion and tenure status. In concert with the Provost/SVPAA, Deans, Chairs will host and support annually New Faculty Orientation sessions or workshops on promotion and tenure for new and interested faculty. Chair of the School/Department is responsible for setting up the formal review process according to the FHB. After consulting with the appropriate program coordinator, the Chair arranges a conference with each applicant. The Chair submits the names of all faculty members applying for promotion and/or tenure review to the college Dean, who submits the names to the Provost/SVPAA. According to the procedures and/or guidelines listed herein for promotion and tenure, the Dean communicates his recommendation of support/rejection with the Chair of the School/Department as well as the candidate after he submits his/her portfolio to the University promotion and Tenure standing committee for their review.

2.6.3.2 Responsibility of Faculty

Faculty members are responsible for their career paths and must apply for tenure and/or promotion by written request to the appropriate Chair and College Dean.

All candidates must submit a dossier/portfolio that includes updated short and long curriculum vitae with information documenting all claims made regarding teaching, research/scholarship, creative achievement, and internal and external service. While the University standing committees may request additional written information for clarification if they decide to do that, the burden of responsibility for providing appropriate and complete documentation lies with the candidate. At the conclusion of the process, all dossier/portfolio materials are returned to the candidate by the end of the 7th year.

2.6.3.3 Responsibility of School/Department Committee on Promotion and Tenure

Each Chair of Academic Department/School selects a Committee for Promotion and Tenure composed of tenured faculty members and the chair of the school/Department will appoint the chair of the committee from the three or the five appointed members. This committee provides recommendations to the Chair for /School/Department faculty applying for promotion and/or tenure. Academic Departments/Schools elect three or five tenured members to serve on the committee. All members must be associate or full professors with tenure. If the tenure members in the School/Department are insufficient in numbers, or if they lack qualifications in the candidate’s field, the committee members may be chosen from other academic School/Department, college or from higher education institutions external to the University with approval by the Provost/SVPAA. In consultation with the School/department chair, the candidate for promotion and/or tenure may recommend one external reviewer to write a recommendation. In the event of faculty with joint appointments, committee members must be evenly distributed from each academic School/Department and on this case the members of the committee will be either four or six members. Faculty selected to serve on the School/Department Promotion and Tenure Committee cannot simultaneously hold a similar position on the University Promotion and Tenure Committees. The primary responsibility of the Promotion and Tenure Committee is to evaluate the candidate’s request for promotion and/or tenure based on the criteria described in the Faculty Handbook in areas of 1) teaching, 2) research, scholarly and creative work, and 3) service to the University community and profession/discipline.

The three areas described are given the following weights:

• Teaching: 50%;
• Research, Publication and Creative Work, Professional Activities, presentations 30% and
• Service 20%.

The Chairperson of the committee writes letter of support or rejection for each candidate, indicating the committee’s actual vote, the rationale for its recommendation, and a summary of the principal strengths and weaknesses of the candidate on three areas of Teaching, Research and service. Sound documentation is required to support committee recommendations. If the vote of the committee is divided, an explanation of the differing viewpoints on the case must also be given. However, it is not the task of the reviewers to defend a negative decision. Recommendations are made to assist the School/Department Chair in forming decisions regarding tenure and/or promotion of faculty.

2.6.4 Promotion and Tenure Criteria

Faculty members must progress toward or effectively meet the goals set forth in their academic plans. (See 2.7-The Academic Plan.) The following criteria are used in the evaluation of each candidate applying for tenure at Dillard University. The candidate must address in writing, with supporting evidence, each of the criteria presented below. The University Promotion and Tenure Committee must vote on each criterion. The vote is recorded in writing with recommendations and placed in the candidate’s dossier/portfolio before submitting the dossier/portfolio to the Provost/SVPAA.

2.6.4.1. Teaching

Effective teaching is a critical criterion for granting tenure and promotion. The faculty member must demonstrate a teaching philosophy compatible with the mission, vision, goals, and objectives of the University. The primary responsibility of evaluating effective teaching is the responsibility of faculty colleagues in the Academic schools/Departments who set the standards in writing.

Evaluation includes five components:

• A coherent statement of teaching philosophy and anticipated student learning outcomes.
• Periodic Peer review of instruction; third year evaluation by the chair of the School/Department
• End of semester Student assessment of instruction;
• Periodic evaluation of teaching by School/Department Chair and program coordinator; Formal letter from the School/Department Chair outlining observed teaching strengths and /or challenges with recommendation for strengthening areas of observed deficiencies outlined in the third year review.

2.6.4.2 Research, Scholarly Publications, and Creative Work

Research, scholarly publications and creative work is essential for promotion and tenure. Each type of work and each individual work exhibits specific intent, content, methodology, and product. Four elements shape the ways that creativity, inquiry and investigation are used to produce work in various artistic, scholarly, pedagogical or other specializations. The faculty member’s demonstration of excellence in this arena should include, but is not limited to:

• Involvement in research,
  • Tow Publications in refereed peer review journals in case of Assistant professor applying for promotion and tenure and three Publications in refereed peer review Journal for the case of associate professor applying for full professor other than the two publications used in his/her promotion and tenured process for assistant professor process and his/her name should be listed as the first author, books, chapters in books, monographs, articles in refereed journals and publications, conference proceedings and presentations at professional meetings, book reviews.
• Creative work, e.g., performances, exhibits, recordings, design publications evidenced by published reviews or awards in juried exhibitions, creation of significant software or educational materials for external use by other programs, etc. Peer review by faculty, students’ assessments, etc.

2.6.4.3 Professional Activities

• Successful funded/ grant proposals
• Papers read/presented at professional meetings
• Citations in published materials
• Service on Editorial boards of professional journals
• Reviewer for professional journals, professional honors and awards for research, and publications
• Letters of support from external scholars and professionals

2.6.4.4 Service Internal (University)

• Contributing member of college and/or school/departmental committees
• Student advisement and counseling
• Student research mentoring
• Participation in University activities, e.g., University recruitment, faculty ambassador or liaison, and faculty mentor to student clubs, fraternities, and/or sororities.
  • Attendance and participation in General Assembly, College and School/Department meetings
  • Service on standing Committees and appointed committees by Administration, Senate or General Assembly
  • Attendance and participation in Founders Day, Commencement, Honors Program, and other designated University events.

External (Professional)

• Lecturing and consulting, rendering professional services for community and public institutions or organizations which advance the mission of Dillard University.

2.6.5 Appeal of Unfavorable Tenure Decision

All candidates will be informed of unfavorable decisions regarding promotion and tenure and of their right to appeal. When a candidate receives notification from the Provost/SVPAA of an unfavorable decision the following review process is available:

1. A candidate must file an appeal to the Provost/SVPAA within 30 days following the decision. The appeal petition must allege facts sufficient to establish that:
   1. Policies and procedures governing the review process were not adhered to as specified in the Faculty Handbook and/or
   2. Relevant criteria were not adequately considered in arriving at the recommendation. Review will be limited to matters of process and not substantive issues involving the merit of the case. Introduction of new materials not present in the original dossier/portfolio will not be permitted.
   3. Within 15 calendar days following receipt of the written appeal, the President along with the Provost/SVPAA will form an Appeal Panel, which consists of seven tenured faculty from the Four Academic Colleges. The members of this panel should not include one who served on any of the Tenure and Promotion committees of the Academic schools/Departments or the University standing Promotion and Tenure committee. The focus of this review panel shall be limited to matters of process and not substantive issues involving the merit of the case.
   4. Within 30 calendar days of receiving the grievance, the panel will issue a report addressed to the candidate, dean, and the Provost/SVPAA. If no infractions of process are discerned, the original recommendation stands. If infractions are discovered, recommendation for resolution will be made to the Provost/SVPAA and reported to the President.

2.6.6 Post-Tenure Review of Faculty

The post-tenure review process will serve as the vehicle to evaluate tenured faculty every five years of service at Dillard, and every five years thereafter. Post-tenure review begins with an assessment by the Chair of the Academic School/Department in consultation with the program coordinator, and then the College Dean. The purpose of the review is to assist in continued development in the areas of teaching, research and/or creative work, and service. The letter communicating the performance review will be generated by the Department Chair, in consultation with the program coordinator, and presented to the Dean who presents to the Provost/SVPAA, as well as the tenured faculty member. The timelines for all report submissions shall follow the same as outlined for tenure and promotion.

2.6.6.1 Commendable Performance

This designation indicates superior contributions and professional effectiveness with measurable outcomes at a level expected of tenured faculty members. The feedback letter will detail the faculty member’s performance since the last evaluation and indicate no concerns of a magnitude which could lead to a declining performance over the next five years.

2.6.6.2 Acceptable Performance

Evaluation in this category indicates acceptable performance in at least two of the three areas of review, but reveals concerns which could lead to unacceptable performance if not addressed in a strategic plan of action in the faculty member’s academic plan over the next five years. The feedback letter will explain in detail the concerns to be addressed. By the following January 1, the faculty member will design a plan of action to improve performance in areas of concern and will submit this plan to the School/Department Chair who will schedule a meeting with the faculty member and the program coordinator. This plan is also filed in the Office of the Provost/SVPAA, college Dean, and the School/Department Chair, in consultation with the program coordinator, will monitor implementation of the plan.

2.6.6.3 Unacceptable Performance

In this category, the evaluation reveals serious deficiencies that call into question the faculty member’s continued professional effectiveness. Should the committee reach a conclusion of unacceptable performance; the evaluative feedback letter will identify the areas of the unacceptable rating and outline the University’s expectations for remedial actions. If a tenured faculty member receives an unacceptable performance rating, he/she will not be considered for an increase in rank, merit, or cost-of-living salary until deficiencies are corrected. In addition, the following procedures will be used to address cases of negative performance:

1. Within 30 days of notification of this performance ranking, the faculty member may request a hearing with the Chair, coordinator of the affected program, college Dean and Provost/SVPAA. The faculty member may request an outside evaluator to sit on the panel with the college Dean, School/Department Chair, program coordinator and Provost/SVPAA.
2. The Provost/SVPAA, college Dean, School/Department Chair, and program coordinator meet with the faculty member to discuss the concerns and offer constructive solutions for improvement.
3. By January 1st after receiving his/her unacceptable performance rating, the faculty member will design a “Plan to Improve Performance” in areas of concern and will submit this plan to the program coordinator with a copy to the Chair, Dean and Provost/SVPAA. The department Chair and the Dean will monitor implementation of this plan.
4. The faculty member will be advised that another review will be made to assess improvement in his/her performance. This review will be conducted one year after the submission of the “Plan to Improve Performance.”
5. If, after the second review, the faculty member’s performance has improved to an acceptable level, no further action will be taken on the prior performance issues until the date of the next five-year review, as originally scheduled.
6. If, after the third review (normally, two years having passed) the faculty member’s performance has improved to the acceptable level, no further action will be taken on the prior performance issues until the date of the next five - year review, as originally scheduled.
7. If after the third review, the faculty member’s performance is still sub-par, the faculty could be subject to range of sanctions including but not limited to reduction in salary, loss of support for professional travel, and curtailment of other amenities enjoyed by productive members of the faculty, job re- assignment, and/or termination of employment.

2.7 Academic Plan

All faculty members must submit annually an academic plan by September 15th (See the Office of Academic Affairs for the Academic Plan Form.) These plans delineate the major academic duties of the faculty (e.g., courses to be taught, committee assignments, advising duties, etc.) and indicate the means that faculty will use to satisfy the evaluation criteria listed in this handbook. The annual plan describes the faculty member’s intended activities for developing an intellectual partnership with the University. This partnership may constitute the basis for employment decisions at Dillard. By necessity (e.g., a change in teaching assignments) or by common agreement, the plan may be modified as the academic year proceeds. The faculty member’s performance as measured against his/her plan constitutes the starting point for the annual evaluation of that faculty member’s work.