Faculty Senate

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5.000

Section 5.   Academic Faculty

5.100

I. Guidelines for Initial Appointment of Faculty Members

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A. Description of Faculty Vacancies

When a position in a department is to be filled, the Department Chair, in open consultation with all faculty members of the department, will submit in writing to the Dean a description of the position and its duties, as well as a suggested salary range and a list of the necessary and desirable qualifications, which the appointee should possess.

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B. Search for Candidates

The objective is to conduct a thorough search for the best-qualified candidate in cooperation with the Provost and the Affirmative Action Officer for Unclassified Personnel.

The Department Chair is responsible for initiating the search.  The first action of the search committee chair shall be to meet with the Affirmative Action Officer who shall advise him/her on how to conduct the search.

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C. Faculty Appointments

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1. Appointment Procedure

a.   After consulting with the Department Chair and all department members, the search committee shall submit a written recommendation for hiring and the chosen candidate's file to the Dean through the Department Chair.
b.   The Dean, after consultation with all department faculty members, will forward the final recommendation for hiring to the Provost.  In the case of appointments to more than one department, all departments involved must make the recommendation.  All appointments are subject to the regulations of the Oregon Administrative Rules.  Formal letters of appointment can only be transmitted to the candidate by the President, who alone has authority to appoint a faculty member.
c.   If the Dean, the Provost, or the President disapproves of the candidate, the candidate’s file will be returned to the department with written explanations for reconsideration.

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2. Initial Rank and Years in Rank (YIR)

Each new appointment of a faculty member will indicate the rank of appointment and the initial YIR for that appointment.

5.132(a)

a. Professional Ranks

Normally, professional faculty members are appointed to the entry-level rank of instructor and must meet the criteria outlined below.  Appointments to the rank of senior instructor should be guided by the departmental expectations document (see section 5.220).

(1) Educational Background and Teaching Experience

Initial appointment at the rank of Instructor requires a Master’s degree in the discipline taught or equivalent thereof and ability to demonstrate teaching potential.  Some departments or programs may require specialized teaching experience.

(2) Teaching Effectiveness, Service, and Professional Development.

A candidate’s application materials should demonstrate the potential for (1) excellence in teaching, (2) active participation in the life of the institution, and (3) sustained professional development to maintain currency in the courses being taught.  The search committee should only recommend candidates they determine have sufficient potential in each of these areas. 

5.132(b)

b. Professorial Ranks

Normally, professorial faculty members are appointed to the entry-level rank of assistant professor and must meet the criteria outlined below.  Appointments to higher ranks should be guided by the departmental expectations document (see section 5.220).

(1) Educational Background and Teaching Experience

Initial appointment at the rank of assistant professor requires a terminal degree in the discipline taught, but is permissible when (1) an individual has completed a Master’s degree in the discipline taught and (2) is in the process of completing the appropriate terminal degree (see section 5.223).  Candidates should also have at least the equivalent of one academic year of full-time college teaching, frequently combining years of part-time teaching while a graduate student.

(2) Teaching Effectiveness, Professional Development, Scholarship, and Service

A candidate’s application materials should demonstrate the potential for (1) excellence in teaching, (2) active participation in the life of the institution and profession, (3) sustained professional development to maintain currency in their field and (4) a record of scholarship suitable for promotion to associate professor.  The search committee should only recommend candidates they determine have sufficient potential in each of these areas.

5.132(c)

c. Years in Rank (YIR)

The Department Chair, in consultation with the Dean and Provost, will determine the appropriate initial YIR based on the candidate’s previous experience at the same rank. 

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3. Appointments of Temporary Faculty

a.   Appointment to the rank of lecturer is for individuals who have limited formal academic preparation but whose professional achievements and experience are particularly valuable to the institution.  Lecturers are only awarded temporary appointments, normally 1-4 courses per year.  FTE is computed based on the fraction of 15 ELU per term, for those hired on term-to-term contracts, and on 44-45 FTE per year, for those hired on annual contracts.  Salary is negotiable based on professional achievement.
b.   The adjective “adjunct” may be added to any professorial or professional rank to indicate a temporary appointment.  Adjunct faculty may include individuals drawn from the community or from other educational, industrial or governmental institutions to help carry out teaching, research, or service commitments.  Individuals must have credentials meriting appointment at the appropriate rank (see section 5.132).
c. The adjective “visiting” may be added to any professorial or professional rank to indicate a faculty member drawn from other educational, industrial or governmental institutions who are here by virtue of an exchange agreement or are externally funded. Individuals must have credentials meriting this temporary appointment to the appropriate rank (see section 5.132).

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4. Faculty Appointments of Administrators

a. Deans, Provost, and President are normally granted faculty rank and tenure at hire.  Other Administrators may also be considered for faculty rank and/or tenure, as appropriate to their administrative position in an academic division. 
b. Administrators may be granted a professorial rank in a discipline offered at SOU if their academic credentials merit such an appointments (see section 5.132(b)). 
c. Administrators may be hired with tenure if all the following are satisfied:

(1) He/she meets the tenure criteria (see section 5.230).
(2) Based on a departmental interview with the candidate and a review of his/her academic credentials, the department vote endorses granting him/her tenure.
(3) The Faculty Personnel Committee, after reviewing the departmental recommendation and the administrator’s academic credentials, agrees this candidate meets the criteria for tenure.

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II. Guidelines for Promotion and Tenure

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A. Procedure

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1.   The Provost will distribute a schedule of deadlines for personnel actions at the beginning of each academic year.  The schedule should allow sufficient time for evaluation of the personnel action at each of the following levels, in this order: Departmental Personnel Committee, Department Chair, Dean, Faculty Personnel Committee, and Provost.  If a faculty member holds a split appointment between two or more departments, the department in which he/she holds the major fraction of the appointment will review the individual’s personnel action.  In the case of a 50/50 appointment, both concerned departments will review the application.
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2.   The Provost will maintain and distribute promotion and tenure application forms, which solicit appropriate and sufficient information upon which to base this evaluation, and include endorsement sheets for each evaluator to record their comments and recommendation or action.
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3.    The Departmental Personnel Committee will notify department members of all pending promotion and tenure applications.
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4.         At each level the personnel actions will be evaluated.  The recommendation or action, including, in the case of a committee, the vote tally and a separate list of signatures for all members participating in the decision will be recorded on the appropriate endorsement sheet.
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5.   At each level prior to the Provost’s action, a copy of the endorsement sheet, including comments, recommendation, and signature(s), will be forwarded to the applicant within one week of completion.  The original endorsement sheet, together with the rest of the application and endorsement sheets, will be forwarded to the next evaluator.
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6.   The Faculty Personnel Committee will examine all applications for accuracy and make recommendations to the Provost that assure the consistent and equitable application of promotion and tenure criteria across campus.
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7.   The Provost shall consult the President prior to taking an action contrary to the majority of evaluators (i.e. at least three evaluations endorsed a different outcome).  Such actions must carry the signatures of both the Provost and President.
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8.   The Provost will take final action on all personnel matters, subject to appeal procedures as provided in section 6.100 of these bylaws and OAR chapter 580, division 2l.
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9.   Within one week after the Provost acts, notification of the action, together with the entire application and all endorsement papers, shall be returned directly to the applicant.  A copy of the notification of the action will be sent to the Department Chair or appropriate supervisor.

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B. Promotion Criteria

For promotion:
All applicants must have the educational background required and have completed the required years of experience prior to the effective date for promotion. 
In addition:

1.   Professional faculty must demonstrate adequate contributions in each of the following four areas: teaching effectiveness, professional development, service, and collegiality.
2.   Professorial faculty must demonstrate adequate contributions in each of the following five areas: teaching effectiveness, professional development, scholarship, service, and collegiality.

Applicants shall satisfy the departmental expectations for each area (see 5.221).  However, for professorial faculty, exceptional performance in teaching effectiveness and service may compensate for minor deficiencies in scholarship and collegiality and exceptional performance in teaching effectiveness and scholarship may compensate for minor deficiencies in service and collegiality. 
A colleague evaluation must find the faculty member’s performance satisfactory as set forth above.  It shall be included as part of the promotion application and must be dated no earlier than two calendar years prior to the date of the application.
There may be exceptional individuals whose extraordinary abilities and achievements merit waiving the educational background and/or teaching experience criteria.  The Department Chair, in consultation with the Dean and Provost, shall place a notation to this effect in the individual’s personnel file.  The notation must be signed by the faculty member and approved by the Department Chair, Dean and Provost.  This notation will be made available to the individual for inclusion with any application for promotion.

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1. Establishment of Departmental Expectations

Each department will maintain a Departmental Expectations document for faculty members seeking promotion to Senior Instructor, Associate Professor, and Professor that articulates the responsibilities and expectations in each of the areas that apply to that rank.   The Departmental Expectations document should:
a. Provide specific information on how faculty members in that department satisfy the general criteria for each rank as specified in sections 5.223-5.228.  Examples are encouraged that demonstrate a variety of ways in which a faculty member may meet expectations.
b. Clearly articulate the minimum expectations for adequate contributions in each area identified in 5.220.
c. Include flexibility that acknowledges faculty members will excel in different areas.   Examples of exceptional performance in teaching effectiveness, scholarship and service and examples of minor deficiencies in scholarship, service, and collegiality are encouraged to clarify how paragraph 3 of 5.220 may be applied to faculty in that department.
d. External review of a faculty member’s scholarship may be included with the promotion materials provided the chair and faculty member agree this would be helpful to internal reviewers evaluating the faculty member’s application.  It may be completed in conjunction with the included colleague evaluation or subsequent to that colleague evaluation, but prior to the submission deadline for the promotion application.

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2. Review of Departmental Expectations

a. Initial Approval

The department drafts the Departmental Expectations document and submits it to the Dean for review.  The Dean may approve the draft or return it to the department for revision.  After the Dean approves the document, it is submitted to the Provost for review.  The Dean and Provost must approve the Departmental Expectations document before it becomes effective.  Once effective, it will be the guiding document against which a faculty member’s application for promotion is judged at each step in the review process. 

Should the Departmental Expectations document involve substantial changes from the previous expectations and guidelines provided to faculty, a grandfathering plan must be included with the Departmental Expectations document for review and approval.

b. Periodic Review

Departmental Expectations documents will be reviewed periodically, subsequent to any substantive change in department policy and at least once every five years.  The department may initiate the review process at any time. The Dean and Provost must approve of any revisions to the Departmental Expectations document before the revised document may be used in the review process.

Should the revision involve substantial changes from the previous Departmental Expectations document, a grandfathering plan must be included with the revisions for review and approval.

c. Parity of Expectations

Equity is an unrealistic expectation due to the differences between disciplines and departments.  However every effort should be made to maintain parity across disciplines and departments.  In particular, the Dean should work with departments within the School or College to avoid any department setting significantly higher or lower standards for their faculty than are specified in 5.223-5.228. The Provost should work with the Deans to assure that no School or College is setting significantly higher or lower standards for their faculty. 

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3. Educational Background and Teaching Experience

a. Senior Instructors must have at least an appropriate Master’s degree for the discipline taught or its equivalent and have completed at least the equivalent of five academic years of full-time college teaching in the appropriate discipline at the Instructor level or above (see section 5.250). Faculty with permanent part-time appointments who clearly meet all promotion criteria except the years of experience may be considered for promotion if they have completed at least seven academic years of college teaching in the appropriate discipline at the instructor level or above.
b. Associate Professors must have an appropriate terminal degree for the discipline taught (see section 5.240) and have completed at least the equivalent of five academic years of full-time college teaching in the appropriate discipline at the assistant professor level or above (see section 5.250).  Faculty with permanent part-time appointments who clearly meet all promotion criteria except the years of experience may be considered for promotion if they have completed at least seven academic years of college teaching in the appropriate discipline at the assistant professor level or above.
c. Professors must have an appropriate terminal degree for the discipline taught (see section 5.240) and have at least the equivalent of seven academic years of full-time college teaching in the appropriate discipline at the associate professor level or above (see section 5.250).  Faculty with permanent part-time appointments who clearly meet all promotion criteria except the years of experience may be considered for promotion if they have completed at least ten academic years of college teaching in the appropriate discipline at the associate professor level or above. 

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4. Teaching Effectiveness

a. Senior Instructors and Associate Professors must have evidence of at least "very good" teaching effectiveness as indicated by student evaluations (see section 5.270), colleague evaluation that indicates satisfactory teaching effectiveness (see section 5.374), and a self-evaluation that demonstrates characteristics of an effective teacher and demonstrates he/she seeks ways to further improve.
b. Professors must have evidence of at least “very good” effectiveness as indicated by student evaluations (see section 5.270, colleague evaluation that indicates satisfactory teaching effectiveness (see section 5.374), and a self-evaluation that demonstrates the following: he/she is a highly effective teacher, he/she seeks ways to further improve, and he/she willingly shares his/her expertise with others. 

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5. Professional Development

Senior Instructors, Associate Professors, and Professors must have demonstrated continuing effort to maintain a current base of knowledge in the primary discipline taught, as determined by that department or interdisciplinary program and colleague evaluation that indicates satisfactory professional development (see section 5.374). 

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6. Scholarship

a. Associate Professors and Professors must have demonstrated continuing scholarship that maintains recognition by peers beyond the limits of the campus and local region and colleague evaluation that indicates satisfactory scholarship (see section 5.374).
These goals may be attained by scholarly and creative activity including, but not limited to: curriculum development, the utilization of new technologies or instructional design methods, research, performance or exhibits for academic faculty in the arts, attendance at or participation in faculty seminars and meetings of professional and scholarly organizations directly related to the discipline taught, participation in the activities of regional or national scholarly and professional organizations.
b. In addition, Professors must have a sustained record of scholarly or creative achievements and contributions in the discipline taught since promotion to Associate Professor, which may be evidenced in a wide variety of ways. The following are examples of appropriate scholarly or creative achievements: 

(a) Books related to one's discipline published by a reputable publisher. In the language arts, books may be translations, or creative efforts such as novels, volumes of short stories, volumes of poetry, etc.
(b) Articles or essays related to one's discipline, published in reputable periodicals (digital or paper). In the language arts, equivalent creative efforts would be publication of stories, poems, plays, etc. The presentation of formal papers at professional conferences and digital publication on reputable web sites might have the same status as articles.
(c) In the various arts, the creation of artistic productions (paintings, sculpture, music, concerts, dramatic presentation, etc.) in sufficient amount and of sufficient quality as to gain recognition in the appropriate discipline (for example, showings in reputable museums, galleries, exhibitions, concert halls, theatres, etc.) in a multi-state region, such as the Pacific Northwest, the Pacific Coast, etc.
(d) The design, reception, and administration or execution of grant projects of sufficient magnitude and quality as to gain recognition in the appropriate discipline in a multi-state region such as the Pacific Northwest, Pacific Coast, etc.
(e) The development and administration/execution of academic/educational projects which make a contribution to the progress and growth of learning (a program, a curriculum, an institute, etc.) of sufficient magnitude and quality to have gained recognition in the appropriate discipline in a multi-state region, such as the Pacific Northwest, the Pacific Coast, etc.
(f) The achievement of expertise related to one's discipline such as being regularly invited to present at professional conferences, being regularly called upon for consultation by schools, agencies, institutions, etc. In short, recognition as an expert by reputable and responsible bodies in a multi-state region such as the Pacific Northwest, the Pacific Coast, etc.
(g) The development of new courses (departmental curriculum, general education core, etc.) or significantly redesigned courses that incorporate new technology, new instructional methods, the achievement of multiple departmental or general education goals, the involvement of faculty from other departments or other programs, or other changes that foster student learning. They should be of sufficient quality to have gained recognition in a multi-state region such as the Pacific Northwest, Pacific Coast, etc.

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7. Service

a. Senior Instructors must have a current record of adequate and satisfactory participation in the life of the institution and colleague evaluation that indicates satisfactory service (see section 5.374).  This should include service within the department and/or interdisciplinary program (such as academic advising, committee and/or individual assignments, etc). In addition, effectively performs any significant assignments (such as Department Chair, Program Director, Program Coordinator, University Seminar instructor and other special assignments).
b. Associate Professors must have a current record of adequate and satisfactory participation in the life of the institution and colleague evaluation that indicates satisfactory service (see section 5.374).  This should include active service within the department and/or interdisciplinary program (such as academic advising, committee and/or individual assignments, capstone mentoring, etc) and ongoing service at the campus level (beyond the department). In addition, effectively performs any significant assignments (such as Department Chair, Program Director, Program Coordinator, University Seminar instructor and other special assignments). 
c. Professors must have a current record of adequate and satisfactory participation in the life of the institution and colleague evaluation that indicates satisfactory service (see section 5.374)).  This should include active service within the department and/or interdisciplinary program, regular service at the campus level, and some leadership as a senior faculty member in the department or service to the profession beyond the limits of the campus. In addition, effectively performs any significant assignments (such as Department Chair, Program Director, Program Coordinator, University Seminar instructor and other special assignments). 

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8. Collegiality

Senior Instructors, Associate Professors, and Professors must have a colleague evaluation that indicates satisfactory collegiality and a self-evaluation that addresses this area. 

Collegiality is an essential element of the spirit of community in any academic institution, providing an atmosphere where healthy and productive debate is embraced, ideas are challenged, and decisions are made.  Collegiality entails mutual understanding, respect, and trust.  It is based upon a shared sense that all must participate in promoting the general welfare and the mission of the academic community (i.e. thinking of the good of the whole along with the good of the self). 

Collegiality should entail: 

a. Carry one’s own weight in the department and University.
For example: Assume and carry out a reasonable share of department and University work.  Reliably follow through on assignments.  Take part in governance and decision-making.  Advise and provide support and assistance for students.
b. Support healthy and productive debate in an environment of academic freedom.
For example: Tolerate contradicting viewpoints while engaging constructively with others in the solution of problems in the common interest of the department and University. Show flexibility and adaptability as needed to move forward.
c. Behave professionally and ethically.
For example:  Recognize that as faculty, we are a reflection of the institution and should conduct ourselves in a professional, respectful, and ethical way when relating to administrators, colleagues, staff, students, and the community. Assume responsibility for one’s own actions and hold reasonable expectations for others.

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9. Three-year, Extendable Contract

Successful candidates for promotion to Senior Instructor will be awarded three-year, extendable contracts.  Faculty who are initially appointed as Senior Instructors may apply for three-year extendable contracts in their third year of service.  They must meet the promotion criteria for Senior Instructor listed under teaching effectiveness, professional development, service, and collegiality.

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C. Tenure Criteria

For tenure:

Professorial Faculty must meet the criteria for Associate Professor listed under teaching effectiveness, professional development, scholarship, service, and collegiality (see 5.224-5.228).  Exceptional performance in teaching effectiveness and service may compensate for minor deficiencies in scholarship and exceptional performance in teaching effectiveness and scholarship may compensate for minor deficiencies in service.

In addition, applicants for tenure must have an appropriate terminal degree for the discipline taught (see section 5.240) and have five years of full-time teaching experience at Southern Oregon University at a professorial rank.  Faculty may apply during the fifth year for tenure beginning with the sixth year.

A colleague evaluation must find the faculty member’s performance satisfactory as set forth above.  It shall be included as part of the application and must be dated no earlier than two calendar years prior to the date of the application.  Should the colleague evaluation be dated more than 1 calendar year prior to the date of the application, a current annual evaluation must accompany the colleague evaluation.  On or before October 1 (of the fall term preceding application for tenure) the Department Chair or faculty member may request a new colleague evaluation to replace the older colleague evaluation and current annual evaluation.

There may be exceptional individuals whose extraordinary abilities and achievements merit waiving the educational background and/or teaching experience criteria.  The Department Chair, in consultation with the Dean and Provost, shall place a notation to this effect in the individual’s personnel file.  The notation must be signed by the faculty member and approved by the Department Chair, Dean and Provost.  This notation will be made available to the individual for inclusion with any application for tenure.

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D. Definition of Appropriate Terminal Degree

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1.   At Southern Oregon University the "appropriate terminal degree" in the following fields (programs and curricula) is a doctorate: Anthropology, Archaeology, Art History and Art Education, Biology, Chemistry, Communication, Criminology and Criminal Justice, Economics, Education, English, Foreign Languages, Geography, Geology, Health and Physical Education, History, Mathematics, Music, Philosophy, Physics, Political Science, Psychology, Sociology and Theatre.
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2.   In the following areas the doctorate is not normally required: Art (design and studio art), Creative Writing, Journalism, Library and Information Science, Radio/Television, Theatre Arts, Theatre Technology.

a.   In Art (design and studio art), Creative Writing, Dance, and Theatre Arts, the "appropriate terminal degree" is the M.F.A. of the two-year variety (i.e., 90 quarter hours or 60 semester hours)

b.   In Business, any of the following satisfies the “appropriate terminal degree” requirement:

1)   Doctorate in Business
2)   Doctorate in a closely related field with a strong background in business
3)   Masters in Business with at least 5 years of relevant business or industry experience

c.   In Computer Science, any of the following satisfies the “appropriate terminal degree” requirement:

1)   Doctorate in Computer Science or Information Science
2)   Doctorate in a closely related field with a strong background in Computer Science or Information Science
3)   Masters in Computer Science or Information Science with at least 2 years of relevant business or industry experience

d.   In Journalism, Radio/Television, and Theatre Technology, the "appropriate terminal degree" requirement may be satisfied by 135 quarter-hours (90 semester-hours) of graduate work in the discipline and including the Master's degree.

e.   In Library and Information Science the "appropriate terminal degree" requirement is satisfied by an M.L.S. plus a Master's degree in an academic discipline.

f.    In Education and programs with significant teacher preparation missions, the "appropriate terminal degree" requirement is normally satisfied by a doctorate.  In these programs, the terminal degree may be waived for applicants with:  1) a Master’s degree in an appropriate discipline, 2) at least 7 years of K-12 teaching or administration experience, and 3) a record of experience indicating excellence in conducting workshops or other training activities for pre-service and/or in-service teachers.  This waiver is made at the time of appointment, and is done by the recommendation of the chair, with the consultation of the dean, and with the approval of the Provost.  Once made, the waiver satisfies the terminal degree requirement in these Bylaws and the APSOU collective bargaining agreement

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3.   There may be unusual situations where a faculty member does not hold the appropriate terminal degree as defined above, but holds “the equivalent.”  The Department Chair, in consultation with the Dean and Provost, shall place a notation to this effect in the individual’s personnel file.  The notation must be signed by the faculty member and approved by the Department Chair, Dean, and Provost.  This notation will be made available to the individual for inclusion with any application for promotion and tenure.

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E. Definition of Prior Experience and Years in Rank (YIR)

The years of experience required for promotion to a given rank are based upon the number of years experience in the current rank (YIR) rather than total years of experience. Thus, for example, promotion to associate professor is based upon five years of experience at the assistant professor level.  Furthermore, the years of experience must be in the appropriate discipline as determined by the department in consultation with the Dean.

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1.   Normally, faculty promoted at Southern Oregon University start with zero YIR at the new rank.  However, there may be extremely unusual circumstances where a faculty member’s prior experience merits being granted 1 or 2 YIR at the new rank. The Department Chair, in consultation with the Dean and Provost, shall place a notation to this effect in the individual’s personnel file.  The notation must be signed by the faculty member and approved by the Department Chair, Dean and Provost.  This notation will be made available to the individual for inclusion with any application for promotion and tenure.
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2.   Faculty members who are dissatisfied with the YIR assigned at promotion may appeal their case to a hearing committee appointed by the Faculty Senate as provided in section 6.100 of these bylaws.

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F. Directions for the Administration of the Forms for Student Evaluation of Faculty Teaching Effectiveness

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1.   The official form is uniform and mandatory for all faculty members throughout the institution.
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2.   This form is to be sharply distinguished from and does not replace forms or processes used for purposes of instructional improvement.
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3.   Every faculty member with a regular teaching assignment will be evaluated in no less than two-thirds of classes taught each year. The classes in which an evaluation is to take place are to be selected by the faculty member's immediate administrative superior (normally the Department Chair) or that administrator's delegate for this purpose. The classes are to be selected in such a way that they represent a cross-section of the faculty member's normal teaching load and should, whenever possible, be spread throughout the year.
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4.   Each department shall have a regular procedure in place that guarantees the following:
a.   Under no circumstances will faculty members administer their own evaluations.
b.   Evaluations will be conducted so as to preserve the anonymity of students responding.
c.   Normally these evaluations are to be administered during the last two weeks of the regular class session prior to finals each term.
d.   All numerical responses to the "all-campus question" are to be summarized on one master sheet for each faculty member. The master sheets will be filed in a secure departmental personnel file. A copy of each master sheet on file must be submitted by the Department Chair to accompany any individual faculty member's colleague evaluation, or requests for promotion and tenure.
e.   The evaluation summaries will be maintained for the seven most recent calendar years; thereafter each new year's evaluation summaries will replace the oldest year's evaluation summaries, so that there will be a continuing seven-year data base on each faculty member's "teaching effectiveness" as evaluated by students.
f.    The individual student responses will be returned to the faculty member after the summary is completed, but not before final grades for the evaluated term have been filed with the registrar.
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5.   The evaluation summaries of individual faculty members are to be regarded as privileged information. They are not to be available to students or other faculty members; they are to be available to administrative officers of the institution on a "need-to-know" basis, and to others only as they are officially involved in the institution's accreditation and personnel processes, for colleague evaluation, merit pay, promotion, and tenure in relation to a given faculty member.

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G. Definition of Teaching Effectiveness based on Student Assessment

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1.   In computing the percentages for the purpose of distinguishing teaching effectiveness ratings based on student evaluations, summary percentage should be based on the most recent 7 years or all years at SOU when fewer than 7 and rounded to the nearest tenth.  The terms "competent," "very good," and "outstanding," as applied to student assessment of teaching effectiveness, are normally defined as follows:
a.   "Competent": 50 percent of all the students responding to the evaluation give the individual a rating of competent or better.
b.   "Very Good": 50 percent of all the students responding to the evaluation give the individual a rating in the top three boxes of the seven box scale, with no less than 30 percent of all responses in the top two boxes.
c.   "Outstanding": 50 percent of all students responding to the evaluation give the individual a rating in the top two boxes, with no more than ten percent of all responses in the bottom three boxes on the scale.
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2.   There may be rare occasions where the terms, as defined above, do not accurately represent a faculty member’s teaching effectiveness. The Department Chair, in consultation with the Dean and Provost, shall place a notation to this effect in the individual’s personnel file.  The notation must be signed by the faculty member and approved by the Department Chair, Dean Director and Provost.  This notation will be made available to the individual for inclusion with the teaching evaluation summaries described in sections 5.264 (d) and 5.264 (e).
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3.   During a term that a faculty member has instituted a major change in the organization, standards or methods of a course (this could also be a department's curriculum, developing modules or other curricular activities), the faculty member may write a statement that accompanies the student evaluations, that describes the changes that were instituted and perception of the effectiveness of these changes. If there is a reduction in the scoring on the all-campus question, the faculty member should describe what actions if any will be taken.

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III. Guidelines for Evaluation and Reappointment of Faculty

5.310

A. Faculty members shall be evaluated periodically and systematically so that they:

1.   Can set goals and objectives in order to improve their teaching effectiveness and to provide for professional growth.
2.   Can be rewarded and recognized appropriately for excellence and/or exceptional performance (e.g., public recognition, merit pay).
3.   Can receive feedback and direction from a variety of sources regarding strengths and deficiencies, and Departmental and University expectations
4.   Can work cooperatively to address deficiencies.

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B. Split appointments

If a faculty member holds a split appointment between two or more departments the individual's evaluation will be conducted by the department chair from the department in which he/she holds the major fraction of appointment in consultation with the chair of the other department(s) in which the faculty member holds an appointment.  In the case of a 50/50 appointment, the department chairs of both concerned departments will jointly conduct the faculty member’s evaluation.

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C. Recommendation and Evaluation Schedule

1.   Recommendations on reappointment or renewal for those with one-year fixed term, renewable appointments or three-year extendable appointments, respectively, are due to the Dean as follows:
a.   For those in the first year of their renewable appointment:  by February 15 (3-month notice required)
b.   For those in the second year of their renewable appointment:  by November 15 (6-month notice required)
c.   For all others: by May 15 (12-month notice required)

2.   The Department chair shall submit an annual faculty evaluation schedule to the Dean that plans for the following:
a.   All term-to-term faculty members are evaluated at least once every three years or at least once every 45 ELU, whichever is sooner.
b.   All faculty members on one-year fixed term appointments are evaluated annually.
c.   All faculty members planning to apply for promotion have a colleague evaluation within two years of applying for promotion (one year is recommended).
d.   All tenured faculty members and those on three-year extendable contracts have a colleague evaluation at least once every five years.

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D. Evaluation and Reappointment of All Faculty with Term-to-Term Appointments

The Department Chair, in consultation with the Department Personnel Committee, shall conduct the evaluation as scheduled. The most recent report of the evaluation, carrying the signature of the Department Chair and the faculty member should accompany any recommendation for reappointment. (The report template is available in the Chairs Manual.)

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E. Evaluation and Reappointment of All Faculty on One-Year, Fixed-Term Appointments

5.351
1.   The Department Chair, in consultation with the Department Personnel Committee, shall conduct the evaluation unless a colleague evaluation is scheduled. For faculty members with appointments that allow them to seek promotion or tenure, annual evaluations should address the individual’s progress toward meeting promotion and/or tenure criteria in each applicable category (teaching effectiveness, professional development, scholarship, service, and collegiality).  A report of the evaluation, carrying the signature of the Department Chair and the faculty member, is to be forwarded through the Dean and the Provost to the office of the President.  (The report template is available in the Chairs Manual.)

5.352
2.  During the fifth year of consecutive full-time service, the professorial faculty member may apply for tenure (see section 5.230).  No later than the sixth year of consecutive full-time service, the professorial faculty member must be reviewed for tenure.
Should a professorial faculty member not be awarded tenure prior to their seventh year of consecutive full-time service in a single department, that faculty member must be placed on a one-year terminal contract for the seventh year. 

There may be exceptional individuals whose abilities warrant waving the seven-year limitation. In such exceptional cases, the Department Chair, in consultation with the department personnel committee, may recommend the faculty member be continued on one-year, renewable contracts that specify both the length and purpose for the exception.  In no case may the faculty member be continued beyond ten years of full-time service on fixed term contracts.

5.360

F. Non-renewal of Faculty on Three-Year, Extendable Contracts

5.361

The Department Chair, in consultation with the Personnel Committee, shall make a recommendation on renewal of the three-year extendable contract annually for all faculty members on three-year, extendable contracts. In the case of unsatisfactory performance and a negative recommendation on renewal, there will be two years remaining on the original contract and the faculty member will be given specific recommendations for correcting deficiencies. Should the faculty member make acceptable progress in the second year, the Department Chair, in consultation with the Personnel Committee, may recommend the three-year extendable contract be renewed.  However, should the faculty member not receive a favorable recommendation in the second year, the remaining year of the original contract becomes the terminal year of the appointment.

5.370

G. Colleague Evaluation of Professional and Professorial Faculty

All faculty members must have a colleague evaluation completed prior to applying for promotion or tenure. Furthermore, all faculty members with indefinite tenure or on three-year extendable appointments must undergo evaluations on the following schedule (distributed by the Department Chair at the beginning of the academic year):

5.371
1.   Each year all faculty members will prepare two reports, one on anticipated activity, the Faculty Professional Activity Plan (FPAP); and one on completed activity, the Faculty Professional Activity Report (FPAR), following guidelines made available through the Provost’s office. The Department Chair will review each, FPAP and FPAR with the faculty member. (No report of this review is submitted to the permanent record.)   The FPAP and FPAR address activities in the following areas: teaching, course and curriculum development, academic advising, professional development and/or scholarship, service to the university, and service to the community.
FPAPs shall be submitted to the Dean on an annual basis.  The FPAR shall be forwarded annually through the Dean to the Provost.

5.372
2.   When a faculty member plans to apply for promotion or tenure, it is strongly recommended that the colleague evaluation be completed in the year prior to that application.

5.373
3.   In the fifth year after the last colleague evaluation, tenured faculty members and those on three-year extendable contracts must complete a new colleague evaluation (post tenure review, as specified in section 5.370).

5.374
4.   If, during any academic year, fifty percent of the student evaluations for a faculty member rate the faculty member at less than “competent” or if the average rating in more than one-half of the sections evaluated is less than competent (as defined in section 5.271), the Department Chair shall schedule a colleague evaluation as specified in section 5.370, for the faculty member during the next academic year.

5.375
5.   When the Department Chair is being evaluated, the role of the Department Chair described above should be performed by the Chair of the Department Personnel Committee, the Dean, or a senior faculty member in the department as determined by the Department Personnel Committee in consultation with the Dean.

5.380

H. Colleague Evaluation Procedure

5.381

1. Composition of the Evaluation Panel

The Department Chair will select one faculty representative and the person being evaluated will select a second representative who, together with the Department Chair, will constitute a three-member evaluation panel. Normally, the membership of the panel will be from the department or program to assure familiarity with the individual’s discipline, contributions, and accuracy of content; however, the faculty member being evaluated may request that one faculty member be selected from outside the department. The member selected by the Department Chair will act as chair of the evaluation panel. The faculty member will be notified of the panel’s composition once the panel is selected. The faculty member may veto one choice made by the Department Chair. Within ten days of notification the faculty member may appeal the final composition of the evaluation panel to the Dean, who may replace any or all members of the panel.

If a faculty member holds a split appointment between two or more departments the department chair of the department in which he or she holds the major fraction of appointment will carry out the duties outlined above.  In forming the colleague evaluation committee, that department chair shall consult with faculty member and the chair of the other department where the faculty member holds an appointment to determine if the panel should include a faculty member from the other department.  In that case, both department chairs may select members following the directions above, resulting in a 4-member evaluation panel.  In the rare instances where a faculty member holds appointments in more than two departments and it is determined that the colleague evaluation panel should include faculty members from all departments, each department chair may select members following the directions above and the size of the evaluation panel will adjust to accommodate these selections.  One of the members selected by a department chair will act as chair of the evaluation panel.

In the case of a 50/50 appointment, the faculty member's colleague evaluation panel will consist of 5 members, including department chairs, their selections, and the faculty member's selection.  One of the members selected by a department chair will act as chair of the evaluation panel.

5.382

2. Evaluation Objectives

      The evaluation will carefully measure professional performance within the following areas and render a professional evaluation of each area. This evaluation will be in writing, for the record, and for the person being reviewed. It is assumed that all faculty will be evaluated on the items listed below. (See criteria for the appropriate rank specified in section 5.200.) If a department feels that its faculty has other responsibilities, it shall stipulate those in another category or categories.

a. Teaching Effectiveness

b. Professional Development 

c. Scholarship (required of Professorial faculty only)

d. Service

e. Collegiality

5.383

3. Evaluation Materials

At the onset of the evaluation process, the faculty member being evaluated will convey to the colleague evaluation committee chair supportive materials that the faculty member wishes to submit or that the panel requests. These may include, but are not limited to, the following examples of materials:
a.   Up-to-date syllabi of classes.
b.   Information such as texts, readings, projects, assignments, type and number of examinations, papers, reports, publications, etc., prepared or used by the person being evaluated.
c.   Results of student evaluations in addition to the summaries provided by the Department Chair for the period under review (normally the most recent three years), such as summaries of student comments, results from small group instructional diagnosis (SGID) (at the option of the instructor) or other alternative student evaluations, etc.
d.   Supportive evidence such as published articles or books, programs of performances, notices of shows, reviews that indicate involvement in the areas mentioned in section 5.372.
e.   Any other evidence the subject of the evaluation or the panel feels should be examined.

5.384

4. Evaluation Report

5.3784 (a)
a.   After a careful examination of the evidence, the evaluation panel will prepare a written report of its professional opinion of the performance of the person under evaluation in the areas detailed above (see section 5.372). The panel's opinion should be based on:
a)   An examination of the materials and evidence submitted by the faculty member or obtained by the evaluation panel,
b)   An examination of all the student evaluations administered by the department over the period under review, and
c)   Classroom visitations, as agreed upon by the panel and the faculty member.

5.3784 (b)
b.   A final written report should describe the committee’s assessment of the faculty member's performance. This description should reflect the panel's judgment as to whether the faculty member's performance is satisfactory for his or her rank and position. The criteria for promotion to the appropriate rank shall serve as a guide as to the level and magnitude of the evaluation panel's expectations of performance.

5.3784 (c)
c.   The final report should address the following areas: teaching effectiveness, professional development, scholarship (required of Professorial faculty only), service, and collegiality.  The chair of the evaluation committee normally drafts the report.

5.3784 (d)
d.   Following the evaluation, the panel will meet with the faculty member and jointly prepare a set of goals and objectives designed to help the faculty member maintain or improve teaching effectiveness, professional development, scholarship (required of Professorial faculty only), service, and collegiality. The goals identified for the faculty member through this evaluation process should, as much as possible, meet the staffing needs of the department.

5.3784 (e)
e.   The evaluation panel will forward the final report, and a document addressing the agreed upon goals and objectives, to the Department Personnel Committee. Reports will be kept on file in the Department office.

5.3784 (f)
f.    A faculty member may appeal the action of the Colleague Evaluation panel. The faculty member should identify how he/she was wronged in connection with the colleague evaluation. The exercise of unbiased professional judgment that conscientiously followed established guidelines and policies in reaching a decision does not constitute a “wrong.”

The Department Personnel Committee first hears the appeal. Any member of the Colleague Evaluation Panel who is also a member of the Department Personnel Committee must recuse him/herself.  Should that process result in fewer than three remaining members, the Dean shall appoint alternates to assure a minimum of three members of the Departmental Personnel Committee hear the appeal.  This subcommittee may uphold the original colleague evaluation or recommend corrective action to the Department Chair.

Should the faculty member believe the wrong persists; an appeal may be made to his/her Dean.  The Dean may uphold the finding of the subcommittee or institute corrective action.

A grievance may be filed under sections 6.100, should conditions for appeals of that type of grievance be met.  The grievance must be filed within ten (10) university days of receipt of the Dean’s final decision and initiates the formal stage of the grievance.

5.390

I. Procedures for Determining “Less Than Satisfactory Service.”

If a colleague evaluation finds that a faculty member’s performance exhibits significant deficiencies or fails to work toward collaboratively identified goals and objectives, then the report should clearly indicate that the faculty member’s performance has been less than satisfactory for the current rank or position.

5.391
1.   When the Department Personnel Committee receives such a report, they will note the finding as well as the required corrective action as specified in the goals and objectives developed under 5.374 (d), and notify the Department Chair in writing and schedule a subsequent colleague evaluation for the following year.

5.392
2.   The Department Chair will forward the finding to the Dean. The Dean will review the finding with the faculty member in the presence of the Department Chair, permitting the faculty member to present any information or comment.  If the Dean finds that the deficiency is serious enough to warrant sanction, a written reprimand may be issued.

5.393
3.   The Dean will review the next colleague evaluation with the faculty member in the presence of the Department Chair, permitting the faculty member to present any information or comment. 

1)   Should that colleague evaluation find that the deficiencies have been remedied and that the current performance is satisfactory, the faculty member will return to the normal pattern of colleague evaluations except that the Dean shall review the results of the next regular colleague evaluation. 

2)   Should that colleague evaluation find that significant progress has been made toward remedying the deficiencies, the Dean, in consultation with the Chair, may schedule a colleague evaluation take place in two years rather than proceeding with the steps outlined in 3) below.

3)   Should that colleague evaluation find that the deficiencies have not been remedied, the Dean, in consultation with the Provost, shall file charges with the President for termination or other sanctions of the faculty member for cause as described in the OARs, sections 580-021-0325 and 580-022-0045.

 

5.400

IV. Sabbatical Leave Policy and Procedures

Sabbatical leaves are a privilege extended to eligible professorial faculty by Southern Oregon University for the purpose of strengthening the academic programs of Southern Oregon University while also strengthening the professional preparation of the individual faculty member.  The institution will make every reasonable effort to provide these privileges in a timely manner to eligible faculty.

5.410

A. General Policies for Sabbatical Leaves

After six years of service, an eligible faculty member may be granted a sabbatical leave.  The conditions of sabbatical leave are as follows:

5.411

1. Eligibility

5.411(a)
a.   Faculty members with 0.5 FTE or higher are eligible for their first sabbatical after six years of service at Southern Oregon University (FTE equivalent is not required).  Upon returning from a sabbatical and completing another six years of service, faculty members are again eligible for a sabbatical. 
5.411(b)
b.   When Southern Oregon University requires an eligible faculty member to postpone a sabbatical for one or more years, the faculty member may request to have those intervening years of service credited toward the six years of service required for the following sabbatical (up to a maximum of two years of service).  Requests should be addressed to the Provost and carry the endorsement of the department chair/supervisor and dean, as applicable.  If approved, a notation should be placed in the faculty member’s personnel file and copied to all involved parties.
5.411(c)
c.   Years of service must be accumulated during academic and/or administrative appointments at 0.5 FTE or higher with the rank of Instructor or higher.  Each year a faculty member holds an appointment (whether a 9, 10, 11, or 12-month appointment) is considered one year of service.  Years of service will be accumulated during paid leaves of absence (excluding sabbatical leaves), but not during unpaid leaves of absence.
5.411(d)
d.   Recommendations for sabbatical leave for professional faculty and persons not otherwise qualified may be made in exceptional cases at the discretion of the institution.
5.411(e)
e.   Faculty members with part-time appointments or those whose appointments have included a mixture of both full and part-time service are subject to the state board's rules on eligibility for sabbatical leave set forth in OAR 580-21-200 through OAR 580-21-240.
5.411(f)
f.   Full-time faculty previously on part-time appointments will be given equivalent credit for part-time service (e.g., six years at 1/2 time and three years at full time equate to six years) and will be eligible for sabbatical leave based on current full-time salary.      
5.411(g)
g.  If a faculty member holds a split appointment between two or more departments, the department in which he/she has the major fraction of appointment will review the individual’s application.  In the case of a 50/50 appointment, both concerned departments will review the application.

5.412

2. Duration of Leave and Relative Compensation Rate

5.412(a)
a.   Faculty members are eligible for any one of the following types of sabbatical leave.  For the purposes of this section, fractions of one year represent the equivalent fraction of the individual’s faculty appointment.  For example, one-third of a year would be a single academic term for a faculty member on a 9 or 10-month appointment, but 4 months for a faculty member on an 11 or 12-month appointment. Additional details regarding sabbatical compensation are set forth in OAR 580-21-200 through OAR 580-21-240.

(1) If the sabbatical leave is for one year, the faculty member earns 60 percent of his/her regular annual salary.
(2) If the sabbatical leave is for two-thirds of a year, the faculty member earns 75 percent of his/her regular monthly salary during the months on leave and full salary for the remainder of the year.
(3) If the sabbatical is for one-third of a year, the faculty member earns 85 percent of his/her regular monthly salary during the months on leave and full salary for the remainder of the year.

5.412(b)
b.   Alternative sabbatical leave structures may be proposed if not prohibited by the Oregon Administrative Rules on sabbatical leaves.
5.412(c)
c.     Faculty members on sabbatical leave may supplement their sabbatical salaries to a reasonable degree, provided that such supplementation strictly conforms to the stated and approved purposes of the sabbatical leave.

5.413
3.   Each faculty member is obligated to return to the institution for at least one year of service following any sabbatical leave.
5.414
4.   During the period of sabbatical leave, the faculty member shall inform the Provost in writing if any change is made in the sabbatical leave project as outlined in the application.  At the end of the sabbatical leave, the faculty member shall submit a report of the accomplishments and benefits resulting from the leave.  Faculty members may also make a presentation to colleagues at the institution reporting the results of the leave.

5.420

B. Sabbatical Leaves For Academic Faculty

5.421

1. Purpose of Sabbatical Leaves for Academic Faculty

5.421(a)
a.   Sabbatical leave is granted to professorial faculty for scholarly and/or professional activities.
5.421(b)
b.   Sabbatical leave applications are evaluated in view of the contribution the project will make to the academic programs of Southern Oregon University and to the professional preparation of the individual faculty member.  A sabbatical leave application should not be rejected on fiscal grounds alone nor should the approval of a sabbatical leave application significantly impair the operation of a university program. 
5.421(c)
c.   The Department Chair and Dean, working with the Provost, will make every reasonable effort to provide sabbaticals in a timely manner to eligible academic faculty.  However sabbatical leave is still a privilege and not a right. The Department Chair and Dean must also make every effort to balance the potential benefit to the institution and the individual faculty member against the associated cost of the sabbatical leave. 

5.422

2. Procedure for Sabbatical Leave Requests from Academic Faculty

5.422(a)
a.   The Department Chair will keep department faculty members informed of policies concerning eligibility for sabbatical leave and to advise eligible faculty as to proper and timely application procedures.
5.422(b)
b.   The Department Chair will plan several years ahead and accurately maintain a sabbatical leave schedule within the department. The Department Chair will communicate with and request from the Dean appropriate relief for staffing problems and replacement needs.
5.422(c)
c.   By October l5 of the year preceding the sabbatical leave, the applicant shall submit the official request ("Application and Contract for Sabbatical Leave," OSBHE) including two copies of a supplemental statement.  This supplemental statement should specify at least the following: a brief list of goals, outline of project or alternatives projects, anticipated benefits, and budgetary data.  Such specification is not necessarily binding, provided that the applicant files a revised description at the time the proposed changes are developed. Prior to beginning the sabbatical leave, all faculty members must have an accurate supplemental statement on file in the Provost’s office.
5.422(d)
d.     Under extraordinary conditions, sabbatical leave applications may be considered outside the normal time line specified.
5.422(e)
e.   The sabbatical leave request from an academic faculty member shall be reviewed by the Department Personnel Committee, the Department Chair, Dean, the Faculty Personnel Committee, and the Provost in order to assure that the project presented is of substantial benefit to the institution and the individual.  However, wide latitude shall be given faculty members in determining what has value to them as long as it also indicates value to the institution and/or profession, directly or indirectly.
5.422(f)
f.   Upon completion of a sabbatical leave, a faculty member shall file an appropriate sabbatical leave report, filing copies with the Department Chair, the Dean, the Provost, and the President.  In this report, the faculty member should assess the success of the leave in terms of the objectives and plans stated in the application.  The respective department chairs and deans, along with the Provost, will evaluate the sabbatical leave on the basis of this report and return their findings to the faculty member.

5.500

V. Guidelines on Emeritus Selection and Status

Faculty members of Southern Oregon University may be honored with emeritus status at retirement in recognition of long and fruitful service.

5.510

A. Guidelines

The faculty considered for emeritus status should:
1.   ordinarily have at least ten years of active, full-time service to Southern Oregon University,
2.   have reached minimum OUS retirement age,
3.   have served in higher education or in a related professional field not less than 20 years, and
4.   have earned at least the assistant professor rank.

5.520

B. Selection Procedure

Recommendations for faculty must be forwarded from the candidate's department, through the Dean to the Provost. A name is retained on the emeritus list until one year after the death of the faculty member and is appropriately designated in the university catalog.  If a faculty member holds a split appointment, either department may forward the recommendation.

5.530

C. Honors and Privileges Include the Following:

1.   A listing in the university catalog and campus phone directory.
2.   A mailing address at the university.
3.   Receipt of university publications.
4.   An office (if available and requested).
5.   Account with the SOU LAN computer network.
6.   Faculty library privileges.
7.   Participation in commencement exercises and other university functions.
8.   Courtesy faculty parking privileges.
9.   Faculty admissions privilege to scheduled events.
10.   Consultative participation on faculty committees at request of the university.
11.   Participation in social faculty functions.
12.   Emeritus certificate.

 

End of Section 5