Updated Content Type

May 2016
4.1.6 Non‐Tenure Track Faculty

Scope: The following terms of employment apply to individuals holding primary appointments as full-time, non-tenure track faculty. These policies do not apply to individuals holding part-time, secondary, contingency or adjunct appointments as non-tenure track faculty. These policies do not apply to faculty appointed to tenure track positions.

Those faculty members of the University of Delaware employed on continuing renewable contracts will be known as Continuing Track (CT) faculty members.

It is anticipated that, in the future, the focus of appointments will be to hire "tenure track" faculty. Within the context of this primary commitment, non-tenure track faculty will be hired to supplement capacity in programs with special needs that justify these types of appointments.

Appointments: Continuing Track or Temporary Non-Tenure Track Faculty: Non-tenure track faculty appointments may be continuing or temporary. They are for a defined term and do not involve a tenure commitment.

Individuals holding primary appointments as full-time, Continuing non-tenure Track faculty are hired through regular University procedures governing new position approval, recruitment and affirmative action. Continuing appointments must be supported from recurrent sources of funds. Continuing non-tenure Track faculty are eligible for promotion in academic rank and sabbaticals under the same criteria and procedures that apply to tenure-track faculty.

Temporary, full-time non-tenure track faculty are hired through University procedures for temporary appointments and are appointed to one-year contracts. Unless specifically approved by the Provost, these appointments are renewable for a maximum of two additional years. An exception to this maximum may be made for research faculty, as described below. Temporary, non-tenure track faculty are not eligible for promotion and sabbaticals. Continuation of the temporary position beyond one year is contingent on availability of funding, departmental needs, and performance, and notice of nonrenewal is not required. (10/13/05)

Types of Non-tenure Track Faculty: Continuing Track and temporary non-tenure track faculty may be hired as instructional, clinical, public service or research faculty. The workloads of instructional, clinical, public service, and research non-tenure track faculty are administered by the chairs/directors of the academic programs in which the appointments are made in a manner consistent with University guidelines, approved program procedures and collective bargaining requirements. (Rev. 10/01).

Instructional faculty have responsibilities for scheduled University course instruction and related student advisement as well as for instructional support activities.

Clinical faculty have major responsibilities in clinical supervision and instruction (including, for example, clinical nursing supervision, student teaching, internships, field placements, and practicums) and/or professional practice supervision (including, for example, HRIM and business practices) with the balance of workload involving regularly scheduled instructional and advisement responsibilities as well as related professional and scholarly contributions. CT faculty members who fulfill a special role in a clinical setting where they educate students by means of significant contact with patients may carry the modified title “Clinical [Assistant /Associate] Professor.”

Public service faculty have major responsibilities for college- (or departmental/school based-) public service programs (including applied research, technical assistance, and community and professional development training and education) with on-going responsibilities for regularly scheduled undergraduate and/or graduate instruction and advisement, and with the balance of workload involving clinical and professional practice supervision, and related professional and scholarly contributions. CT faculty members who have prior professional practice in industry, business, or public service essential for the faculty role, may carry the modified title “[Assistant/Associate] Professor of Practice.”

The aforementioned criteria for assigning the two modified titles “Clinical” and “of Practice” must be assiduously maintained.

Research faculty have major responsibilities for externally-funded and sponsored programs of research. Since the salary of research faculty derives largely or exclusively from grants and contracts, research responsibilities generally constitute all or most of the research faculty's workload. While research faculty do not have ongoing responsibilities for regularly scheduled undergraduate and graduate instruction and advisement, they may supervise undergraduate and graduate students who participate in their research programs. Occasionally, research faculty may participate in scheduled instruction, on a voluntary basis, so long as that participation is consistent with their research responsibilities.

External funding to support the appointment of research faculty must be continuous during the term of an appointment contract. Because appointments are made to fulfill external grant and contract responsibilities, the renewal limit on temporary appointments does not apply; renewals may be approved that are congruent with the terms of external contracts.

Academic Rank: Non-tenure track faculty must meet the minimum requirements for the academic rank of "instructor," which generally requires the master's degree or equivalent qualifications in an appropriate field of instruction with evidence of sustained effective teaching ability; for clinical positions, there must also be demonstrated evidence of appropriate practical field experience.

Upon successful peer review and contract renewal at the end of the third two-year contract, an Instructor will be promoted to the rank of “Senior Instructor”.

Upon successful peer review and contract renewal following the thirteenth-year review, a Senior Instructor will be promoted to the rank of “Master Instructor” upon beginning the rolling five-year contract.

Non-tenure track faculty may hold higher academic ranks and to do so must meet the same criteria for academic rank as is required for tenure track faculty.

Continuing Track faculty may hold professorial ranks and are eligible for promotion according to approved departmental/school guidelines.  

  • Two- and four-year peer reviews should be required for contract renewal of newly-hired CT faculty members.
  • Units with CT faculty members must have clearly defined promotion criteria at all ranks for CT faculty as part of their approved Promotion and Tenure document.
  • Clear criteria for CT faculty promotion must be included in all college and University Promotion and Tenure documents.

Term and Contract Renewal: Individuals appointed as Continuing non-tenure Track faculty (see "Appointments" above) will have a six-year probationary period comprised of three successive two-year appointments, subject to annual review and a recommendation for contract renewal by the chair/director/dean.

In the sixth second and fourth year, a full peer review will be conducted.  In the sixth year, and on the basis of recommendations from the full peer review and chair/director/dean, and with the approval of the provost, individuals will receive either a seventh terminal year appointment or a three-year contract subject to annual review. In the second year of the three-year contract, the chair/director/dean will recommend whether the individual will be afforded a contract of four years in length to begin after the three-year contract. Subject to satisfactory annual evaluations, during the last year of a four-year contract, a fourth second full peer review will be conducted. Subject to the recommendation of the peer review and chair/director/dean, and with the approval of the provost, the individual will receive a five-year contract on a "rolling" basis, subject to an annual review. Faculty on five year rolling contracts are subject to the peer evaluation of faculty as defined in the Faculty Handbook. Contract renewal is subject to the notice provisions of the Faculty Handbook, "Terminations and Non-Renewals." (10/13/05), revised 12/09/05. Note that CT faculty members being considered for promotion to Associate Professor or Professor must be externally evaluated (see section 4.4.2).

Individuals hired on full-time temporary appointments who are appointed subsequently as primary, full-time, Continuing non-tenure Track faculty will have their previous time of service counted in the computation of subsequent contract renewal periods. No individual will receive a three- or five-year "rolling" contract without a full peer review.

In the event of an unsatisfactory annual evaluation during the term of a multi-year contract, a full peer review may be conducted. If a peer review confirms the unsatisfactory performance set forth in the annual evaluation, the individual will receive one full year's notice in writing of contract termination (see "Terminations and Non-Renewals" in the Faculty Handbook).

In the event of programmatic and/or budgetary reductions, individuals serving on multiple year contracts will receive one full year's notice in writing of contract termination (see "Terminations and Non-Renewals" in the Faculty Handbook).

Sabbaticals: Faculty appointed as Continuing non-tenure Track faculty (see "Appointments" above) are eligible for sabbaticals at the end of the sixth year of appointment if their appointment is renewed for a three-year appointment (as stipulated in "Term and Contract Renewal" above) and with review and approval through regular University procedures. Continuing Track faculty are eligible for subsequent sabbaticals on the same schedule as tenure-track faculty.

Merit Pay: Merit pay for non-tenure track faculty will be awarded on a basis consistent with the written workload agreement for such faculty. The annual evaluation of performance for purposes of merit pay will be consistent with the applicable department/college promotion and tenure criteria.  

Peer Reviews: Peer reviews shall be consistent with the applicable department/college promotion and tenure criteria and consistent with the written workload agreement for each non-tenure track faculty member.  

Career Development and Salary Adjustments: Salary adjustments for Continuing non-tenure Track faculty parallel to promotional increments for associate professors are made upon contract renewal for three years at the end of the initial six-year probationary period and parallel to the promotional increment for full professors at the start of the first five- year "rolling" contract. However, individuals holding primary appointments as full-time, Continuing non-tenure Track faculty (see "Appointments" above) will not be awarded promotional increments should there be a change in their academic rank. (Policy added in entirety 8/96, Vice President for Administration to reflect Collective Bargaining Agreement; revised 5/00 Vice President for Administration in consultation with AAUP; editorial correction 8/00.)

4.4.3 Candidate’s Rights and Responsibilities

Paragraph 2:

A faculty member has the right to apply for promotion in any academic year (subject to the "Promotion Process Schedule"). However, tenure-track faculty in their terminal year may not apply for promotion. Time-in-rank is not a criterion for promotion. Candidates must compile a record sufficient to warrant promotion prior to starting this process. Each candidate will submit a promotion dossier to the department in accordance with the "Promotion Process Schedule." This dossier is the basis of promotion decisions and it is the responsibility of the candidate to prepare an organized and cogent dossier, representing the case for promotion as well as possible. The organization of the dossier is described in "Promotion Dossiers."

Paragraph 6:

Other than letters from solicited peer reviewers and those individuals in the promotion ladder shown above, only materials approved by the candidate may be added to the dossier after its submission by the candidate. These materials might be recent publications or journal acceptances and may be added to the dossier at any time during the promotion process. Candidates must document by means of a dated cover note as having given specific permission for any additions to the dossier after the September 1 submission deadline.

4.4.1 Faculty Promotion and Tenure

paragraph 3:

Departmental documents should also include the procedure for choosing the departmental promotion and tenure committee and should specify required levels of achievement for each rank, such as excellence in research or teaching or in both. Appropriate modes of scholarly publication may also be specified. Faculty candidates for promotion and/or tenure will be evaluated based on the criteria in their department's approved promotion and tenure guidelines appropriately weighted for their workload for the period under review. (Rev. 3/4/08)

4.4.9 Promotion Dossiers

Attachment 1

4.4.9 Promotion Dossiers

It is the individual's responsibility to present the best case for promotion since he or she is most clearly involved in the outcome. It is extremely important that the dossier be well organized and carefully prepared because superfluous or confusing information may obscure more than it enhances one's qualifications and achievements. Unless otherwise noted in the faculty appointment letter, all work in rank, even if conducted at other institutions of higher education, shall be considered for promotion and tenure. It shall be the faculty's responsibility to include evidence of this work in his/her dossier and to clearly identify when and where this work was performed. (Rev. 5/10/07).

All dossiers should be organized under the following headings in this order:

I.      Introductory Material

  • Contents and Guidelines

1. Recommendation for Promotion Form

2.   A table of contents

3.   A copy of the University, college, and department promotion and tenure criteria

B.      Application for Promotion

1.  Candidate's letter requesting promotion

2.  A curriculum vitae

3.  Candidate's statement (optional)

C.      Two and Four Year Reviews for Faculty Seeking Promotion to Associate Professor

1. Reviews conducted by the corresponding department committee

2. Reviews or evaluations conducted by the department chair

D.      Internal Recommendations

1. The department committee's recommendation

2. The chairperson's recommendation

3. College committee's recommendation (if any)

4. Dean or director's recommendation or endorsement

5. University committee's recommendation

6. Any appeal materials (appeals and rebuttals)

E.       External Recommendations

1. List of the external reviewers who were nominated by the candidate versus those nominated by the department, and the criteria used to request from specific reviewers

2. Procedure for choosing external reviewers

a. Solicited peer external evaluations serve as a major indicator of an individual's impact on the profession,  (These evaluations will appear in the dossier under I.E.1.) and These peer evaluations are always required for promotion. Although the number may vary by rank and department or division, every dossier must include outside peer external reviews solicited by the departmental committee and written by highly qualified individuals with established reputations in the candidate's field. These statements should analyze and evaluate critically the candidate's work and accomplishments during the review period and they should also comment on the candidate's potential for future development.

b. The solicitation of these evaluations must follow these guidelines:

1)  A candidate will submit a list of potential reviewers, some of whom will be approached for recommendations. The department committee will suggest additional reviewers. This total list of names will be greater than the total number of letters solicited. Although the candidate must be informed of all potential reviewers and have an opportunity to comment on them, it is the department committee, and not the candidate, that makes the final selection. The final list of names will not be given to the candidate so as to preserve confidentiality of the reviewers.

2)  Candidates must not contact potential reviewers about the promotion process at any time.

3)  Letters of evaluation will be confidential and peer external reviewers will not be mentioned by name or affiliation in any recommendations or evaluations. Reviewers may be referred to by number.

4)  Each peer external review should be accompanied by the letter requesting the evaluation, a curriculum vita or biographical statement describing the reviewer's credentials, and a statement of relationship to the candidate. Insofar as reasonable and possible, only reviewers without personal ties to the candidate should be selected.

5)  If a candidate has collaborative works, it must be clear to the peer external evaluator what the candidate's contributions were to the finished work. Reviewers must be able to determine whether an individual can execute research in his or her own right.

6.  External teaching evaluations that should attest to the candidate's pedagogical competence, knowledge of the subject matter, organization and preparation, ability to stimulate intellectual curiosity and willingness to work, innovative capacity, and such. These evaluations will be solicited by the departmental Promotion and Tenure committee.

7.  External service evaluations will be required for those CT faculty whose primary contracted area of responsibility is service. The external evaluations can be performed locally, but should be external to the academic unit

3.   Letters of evaluation from peer external reviewers together with supporting material. These letters will be numbered sequentially for reference.

II.    Evidential Materials

A. Teaching

Teaching is an extremely important factor in promotion decisions and one must incorporate into the dossier several kinds of evidence. Possibilities include:

Peer evaluations that attest to the candidate's pedagogical competence, knowledge of the subject matter, organization and preparation, ability to stimulate intellectual curiosity and willingness to work, innovative capacity, and such. These evaluations will be solicited by the departmental Promotion and Tenure committee.

1.  Student evaluations, properly tabulated and summarized. The procedures used in administering the evaluations should also be described. Where available comparable departmental evaluations and past measures of the candidate's performance should be provided. (Note: Student evaluations should only be used in conjunction with other indicators to measure teaching competence, not just popularity. The type and size of courses should be taken into account).

2.  Samples of student comments from student evaluations. The means by which these samples were selected should be provided.

3.  Testimonials from a selection of former and current undergraduate and graduate students. The procedures for drawing the sample should be clearly described.

4.  Course portfolio evaluation

5.  Student performance in later sequential courses

6.  Standardized test scores

7.  Self-evaluation

8.  Long-term follow-up of students

9.  In-person classroom observation and evaluation in courses taught by the candidate, done by university faculty and/or staff (such as from the Center for Teaching & Assessment of   Learning), chosen for their pedagogical expertise.

10. Teaching awards (e.g., Faculty Senate Excellence in Teaching)

    B. Scholarship

1. Solicited peer evaluations serve as a major indicator of an individual's impact on the profession. (These evaluations will appear in the dossier under I.E.1.)

These peer evaluations are always required for promotion. Although the number may vary by rank and department or division, every dossier must include outside peer reviews solicited by the departmental committee and written by individuals with established reputations in the candidate's field. These statements should analyze and evaluate critically the candidate's work and accomplishments and they should also comment on the candidate's potential for future development.

The solicitation of these evaluations must follow these guidelines:

a. A candidate will submit a list of potential reviewers, some of whom will be approached for recommendations. The department committee will suggest additional reviewers. This total list of names will be greater than the total number of letters solicited. Although the candidate must be informed of all potential reviewers and have an opportunity to comment on them, it is the department committee, and not the candidate, that makes the final selection. The final list of names will not be given to the candidate so as to preserve confidentiality of the reviewers.

b. Candidates must not contact potential reviewers about the promotion process at any time.

c. Letters of evaluation will be confidential and peer reviewers will not be mentioned by name or affiliation in any recommendations or evaluations. Reviewers may be referred to by number.

d. Each peer review should be accompanied by the letter requesting the evaluation, a curriculum vita or biographical statement describing the reviewer's credentials, and a statement of relationship to the candidate. Insofar as reasonable and possible, only reviewers without personal ties to the candidate should be selected.

e. If a candidate has collaborative works, it must be clear to the peer evaluator what the candidate's contributions were to the finished work. Reviewers must be able to determine whether an individual can execute research in his or her own right.

1. Evidence of scholarly attainment including:

a. Published Materials. Books, refereed and other articles, conference proceedings, works of art, recordings, and other permanent additions to the candidate's field are to be listed in the dossier. For all of these works, the candidate should make clear the extent to which the work has been peer reviewed. For collaborative works, the candidate's contributions(e.g., percent effort, specific activities performed, etc) should be clearly indicated. Different fields have entirely different traditions that determine the order of names associated with these works (e.g., alphabetically or by seniority) and the significance of the order of the names should be clearly stated in the dossier. The rationale for the choice of journals chosen for publishing one’s work should be clearly indicated, as well as the level to which the works have contributed to the field.

b. Awards and prizes.

c. Lectures/presentations/performances at other institutions or conferences, specifying if these were local, national, or international, and whether they were peer-reviewed or not.

d. Unsolicited Peer  External Evaluations. There are other kinds of information that can be interpreted as peer external evaluations, although not of the same kind as derived through solicitation. This material, which should also be included in the dossier since it too describes the candidate's accomplishments, includes among others: articles citing the individual's work and the reasons for its importance; reprinting of articles or parts of books in collections of distinguished contributions to a subject, and so forth.

e. Professional Activity Prior to University Employment. Scholarly productivity for promotion to the rank of associate professor generally cannot be based on work completed in earning the doctorate or other appropriate terminal degree or postdoctorate work prior to arrival at the University of Delaware. The research involved for that degree or postdoctorate work was one of the reasons for initial employment; promotion, on the other hand, must consider evidence of scholarship accomplished subsequent to that performed for the degree or postdoctorate work.

This requirement does not mean that publications based on the dissertation should be totally ignored. Rather, the candidate must offer clear evidence of substantial scholarly achievement made after the awarding of the doctorate or other appropriate terminal degree or postdoctorate work.

Like research, any prior teaching or service plays its role in the hiring contract, the level of monies involved, and the responsibilities attached to it. Prior activity plays little or no role in the promotion except to form a meaningful context against which later development and accomplishments can be judged. There must be evidence of continuing productivity.

f. Prestigious Grants. The acquisition of research or other grants, such as Guggenheim or NSF awards, is obviously a testimony to a person's competence and reputation and should be described in the dossier. The candidate’s contribution, and the funds coming to the candidate, should be clearly indicated, especially in projects with multiple principal investigators.

g. Reviews of Published Materials, Performance, or Exhibits.

h. Unpublished Material. Unpublished material may in some circumstances be an important indicator of a candidate's competence and achievements. Its evaluation, however, must be especially thoughtful. In particular, if it is to be a formal part of the dossier, it should be sent to outside reviewers for a critical assessment of its merits. The comments are meant to apply to unpublished manuscripts as well as so-called "in house" publications, such as research reports that are not subject to an external review process.

i. Other Evidence of Scholarship Appropriate to the Profession. This type of evidence, if important for a department, should be indicated in the department's promotion and tenure document.

   C. Service

Service includes innumerable types of activities rendered for the benefit of the department, college, university, community, profession, or nation. Willingness to undertake such work and competence in performing it are taken into account in the promotion process. Evaluating service is difficult. Promotion and tenure committees need to know when there has been an outstanding level of service that has taken appreciable effort or service that has been done in some way that can be noted as excellent. Other than that, the main concern is that a person has fulfilled his or her service commitment under the criteria of the academic unit concerned and that the unit is satisfied. Administrative responsibilities can be considered as part of the service component, but they may not be used as a substitute for accomplishment in a scholarly discipline. 

 

 

4.4.8 Promotion Process Schedule

The time schedule for the promotion process is shown below. Whenever possible, these deadlines should be anticipated and dossiers forwarded (with recommendations) at an earlier date. (Note: Candidates can be required by department policy to submit dossiers before September 1.)

15 March        30 April
Candidate notifies chair of intention to apply for promotion in writing. Departmental Promotion and Tenure Committee begins the process of soliciting peer evaluations. 

1 September
Dossier to Department Committee and Chairperson. 

1 October
Department's recommendation to the Chairperson. 

15 October
Chairperson's recommendation to the College Committee and Dean. 

1 December 
College Committee's recommendation to the Dean. 

2 January
Dean's recommendation to the University Promotions and Tenure Committee. 

15 February
University Promotions and Tenure Committee recommendations to Provost. 

28 February     15 March
Provost's recommendations. 


Appeals are possible at every level, but must be made to the committee or administrator whose decision is being appealed. An intention to appeal must be given to the appropriate body within five working days of notification of the decision. An appeal includes: (1) a letter documenting the basis of the appeal, usually written by the candidate; and (2) a scheduled meeting with the appropriate person or committee. It is strongly recommended that the candidate attend the appeal meeting. Representatives of the candidate can also attend and participate in the appeal meeting. Appeals must be handled within two weeks, except under extenuating circumstances. The University Faculty Senate Committee on Promotions and Tenure will hear no appeals beyond March 1, and the Provost's Office will hear no appeals beyond April 15.  Any appeals not heard by these dates must be carried over to the following academic year. (Rev. Fac. Sen 2/98) 

1.3 Standing Committee System of the Faculty and its Senate

Education, Coordinating Committee

This committee shall oversee be a continuing center for overviewing the broad educational affairs of the University; for providing in a larger context and will provide liaison and coordination among the various educational committees of the Senate and the Office of the Provost. for the It will examine ation and preparation of educational proposals; and for providing liaison and coordination among the following enumerated educational committees. presented by other Senate committees and will provide leadership for University level educational initiatives, which may include initiating proposals to be considered by the Senate1.  It shall survey academic impacts, weaknesses and strengths. It will help formulate and assess educational policies and practices and make recommendations. Mindful of Trustee and Administrative responsibility for the University’s fiscal affairs, and at the same time recognizing budgetary matters as a main instrument of academic development, this committee is authorized to confer with the Provost concerning the establishment of academic priorities and their implementation, and such other related budgetary matters as may arise.  It will consult with the Senate Budget Committee to assess the financial impact of academic proposals and initiatives as appropriate. 

1.3 Standing Committee System of the Faculty and its Senate

 

Library Committee

 

This committee shall consist of the Vice Provost for Libraries and Museums; one faculty member from each of the several colleges (with the exception of the College of Arts and Sciences which shall have two three, one of whom shall be from a discipline in the Humanities); one two undergraduate students; and one two graduate students.  All members of the Committee are voting members.  One of the faculty members shall be appointed chairperson. The primary roles of the committee are to advise the Vice Provost for Libraries and Museums on both the needs and foci of the academic community and to provide feedback on the libraries’ current and proposed activities. An important secondary role is to advise the Faculty Senate on policies and practices that relate to the libraries.(Rev 3/2016)

4.4.2 Minimum Standards for Promotion

4.4.2 Minimum Standards for Promotion

Since the mission of the University encompasses teaching, scholarship and service, faculty members should strive for excellence in all three areas. Scholarship, whether in the form of research, publication, professional development, artistic creativity, or scholarship related to teaching or service is a significant part of each person's contribution to the academic community. Everyone must pursue some form of scholarly activity. How this work is made available to other scholars obviously depends upon the particular discipline, but promotion requires evidence that significant achievements have been and will continue to be made. (Rev. 3/4/08)

The University's obligation to scholarship notwithstanding, a major goal of any educational institution is to encourage and to demonstrate excellence in teaching. Hence, faculty members with teaching responsibilities must demonstrate high-quality teaching performance.

Service at all levels--department, college, University, community, profession, or nation--is also an integral part of the University's mission and must not be neglected on the grounds that scholarship and teaching have higher priority.

These considerations suggest University expectations for promotion to various academic ranks. Although departments may write specific criteria to fit their particular circumstances and needs, they must conform to the spirit of these standards. Unsatisfactory performance in any of the three areas, for example, precludes promotion. To provide comparability across the University, then, the following minimum achievements should be met for promotion to these ranks each rank on each track:

4.4.2.1  Promotion on the Tenure Track

Assistant Professor, tenure track: Apart from earning the doctorate or other appropriate terminal degree, the primary requirement is the demonstrated ability and desire to achieve excellence in scholarship and teaching and to make positive contributions in all three areas. For this rank, past achievements are not so important as evidence of future growth and accomplishment.

 

Associate Professor, tenure track: Inasmuch as promotion within the University to this rank generally carries tenure--a binding commitment on the part of the University--the qualifications must be rigorous. At a minimum, the individual should show excellent achievement in scholarship or teaching and high quality performance in all areas. Furthermore, there should be unmistakable evidence that the individual has progressed and will continue to do so. A mere satisfactory or adequate record as an assistant professor is not sufficient; there must be very clear indication, based on hard evidence and outside peer evaluations, that the candidate has in fact attained high levels of accomplishment.

 

Professor, with tenure: This rank is reserved for individuals who have established reputations in their fields and whose contributions to their profession and the University's mission are excellent. There should be unmistakable evidence of significant development and achievement in teaching, scholarship and service since the last promotion. Once again, the candidate's claim to have met these requirements must be thoroughly and completely documented by outside peer evaluations and other materials.

University employees with professional contracts who also hold faculty appointments in academic units are eligible for promotion without tenure and will meet the same criteria for promotion as do members of the unit who hold academic appointments.

 

4.4.2.2  Promotion on the Continuing Track: Faculty on the continuing track have a specific contracted primary area of responsibility (teaching, research or service). Promotion of CT faculty members is to be based on excellence in one role, aligned with the preponderance of workload during the period at current rack. For promotion, CT faculty members will need to demonstrate at least high quality performance in other areas presented in their workload.

 

Assistant Professor (CT): Apart from earning the doctorate or other appropriate terminal degree, the requirement for appointment as assistant professor is the demonstrated ability to achieve excellence in the primary contracted area of responsibility, with the determination to make positive contributions to the other areas. For appointment to this rank, past achievements must provide evidence of potential for future growth and accomplishment in the contracted areas of responsibility.

 

Associate Professor (CT): For CT faculty seeking promotion to associate professor, the individual must show excellence in the primary contracted area of responsibility. There should be unmistakable evidence that the individual has progressed in the primary contracted area of responsibility during the time as an assistant professor, and that the applicant will, continue to make significant contributions. A merely satisfactory or adequate record in the primary contracted area of responsibility as an assistant professor is not sufficient to warrant promotion. There must be clear indications, based on convincing evidence and external evaluations, that the candidate has attained high levels of accomplishment in the primary contracted area of responsibility, and has also significantly contributed to the other area(s). When the predominant role is teaching or service, appropriate external evaluations can be performed locally, but should be external to the academic unit. 

 

Professor (CT): The rank of professor is reserved for truly outstanding individuals who demonstrate a reputation in the primary contracted area of responsibility, and significant, high-level contributions in the other area(s) since the last promotion. Demonstration of reputation generally requires strong evidence of significant levels of scholarship in the primary contracted area of responsibility. The candidate’s claim to have met these requirements must be thoroughly and completely demonstrated by external evaluations and convincing evidence. When the predominant role is teaching or service, appropriate external evaluations can be performed locally, but should be external to the academic unit.

 

 

1.2 Bylaws and Regulations of the University Faculty Senate

Changed Section V, Regular Meetings. Changes underlined

V. Regular Meetings

The Senate ordinarily shall hold its regular meetings in September, October, November, December, February, March, April, and May on the first Monday during which classes for the regular fall or spring semesters are in session. The Faculty Senate Committee on Rules shall prepare in the spring semester a list of the dates for the following academic year and introduce them on the May Senate agenda for formal approval.  There may be times when changing these meeting dates is required or preferable after they are set the preceding May, due to inclement weather or other unforeseen circumstances.  In these cases, the Faculty Senate Executive Committee shall, by majority vote, determine the alternative date and promptly inform the Senators and the Committee on Rules.  Regular meetings of the Senate shall convene at 4 pm unless otherwise designated. Votes in the Senate for regular business are decided by a simple majority of those voting yes or no. For a motion to change the Bylaws, changes requiring two-thirds are decided by a two-thirds majority of those voting yes or no. (Rev. 2/2015)

March 2016
Section 2: Academic Program Organization

New section added to Faculty Handbook: 2.6 Conduct of Administrative Searches (3/2016).

1.3 Standing Committee System of the Faculty and its Senate

Library Committee:

This committee shall consist of the Director of Vice Provost for Libraries and Museums; one faculty member from each of the several colleges (with the exception of the College of Arts and Sciences which shall have two, one of whom shall be from a discipline in the Humanities); one undergraduate student; and one graduate student.  All members of the Committee are voting members.     One of the faculty members shall be appointed chairperson. It shall serve as a focus for advising the Director and the faculty or its Senate as to policies and practices regarding the University libraries. The primary roles of the committee are to advise the Vice Provost for Libraries and Museums on both the needs and foci of the academic community and to provide feedback on the libraries’ current and proposed activities. An important secondary role is to advise the Faculty Senate on policies and practices that relate to the libraries.

February 2016
1.2 Bylaws and Regulations of the University Faculty Senate

The Senate shall hold its regular meetings in September, October, November, December, February, March, April and May on the first Monday during which classes for the regular fall or spring semester are in session. on the first Monday of each month during the academic year. Regular meetings of the Senate shall convene at 4 pm unless otherwise designated. Votes in the Senate for regular business are decided by a simple majority of those voting yes or no. For a motion to change the Bylaws, changes requiring two-thirds are decided by a two-thirds majority of those voting yes or no. (Rev. 2/2015; 4/2014)

December 2015
1.3 Standing Committee System of the Faculty and its Senate

This Committee shall review all University policies and practices pertaining to diversity and affirmative action inclusion in the recruiting and retaining of students, staff and faculty. The committee shall submit an annual report in May evaluating the status of policies and practices, including current data on the recruitment and retention of underrepresented faculty and students. It shall recommend for consideration by the Senate statements of goals, policies and practices pertaining to (1) the recruitment, retention, promotion, and general well-being of underrepresented faculty; (2) teaching by faculty that contributes to an inclusive, dynamic campus community in which underrepresented populations are welcomed, represented, and engaged; and (3) encouraging faculty research that furthers knowledge of diversity in its many forms. for consideration by the University community and the Senate whenever changes in these functions are needed.

The committee shall consist of five faculty members who shall serve three-year terms, one of whom shall be appointed chair by the Committee on Committees and Nominations, one graduate student who shall serve a one-year term, and two undergraduates who shall serve one-year terms, and the Vice President for Administration or his/her designee. The Committee will also consult regularly with the Vice Provost for Diversity in order to ensure open lines of communication between faculty and administration about diversity initiatives on campus. Initial appointments shall be staggered to ensure continuity on the committee.

 

October 2015
1.3 Standing Committee System of the Faculty and its Senate

The Committee shall consist of a chairperson, three faculty members from the College of Arts and Science (if feasible, one from natural sciences and mathematics, one from arts and humanities, and one from social and behavioral sciences) and one representative from each other college offering a graduate program, serving for three-year terms to be arranged in sequence such that the terms of no more than four members shall expire in any academic year. In addition, there shall be two ex officio members, the Associate Provost for Graduate and Professional Education Studies and the Director of the University Library. There shall be two graduate student members appointed. In the absence of a duly constituted graduate student government, the Committee on Graduate Studies shall have the responsibility of arranging the election of graduate student senators. Members as they retire from the Committee shall be replaced by members with the new period of tenure.

1.3 Standing Committee System of the Faculty and its Senate

1.3 Standing Committee System of the Faculty and its Senate

Promotions and Tenure, Committee on (3rd paragraph)

This committee shall consist of four tenured professors, and two tenured associate professors, and one Continuing Track faculty member at the rank of associate professor or higher.  The Continuing Track faculty member will be fully involved in deliberations and voting on all matters pertaining to Continuing Track faculty. Two of these six tenured faculty members shall be from the College of Arts and Sciences. At least one member of the committee shall be a woman and at least one member shall be a man. No administrative officers (including department chairs) should be appointed to serve on this committee.

1.3 Standing Committee System of the Faculty and its Senate

Section deleted:

RETIRING, RETIRED AND EMERITI FACULTY SUBCOMMITTEE 
(subcommittee of the Committee on Faculty Welfare and Privileges)

This subcommittee is charged with examining University policy and making recommendations with regard to the welfare and privileges of retiring, retired, and emeriti faculty, and it shall report to and through the Committee on Faculty Welfare and Privileges to the Faculty Senate.

Members of the subcommittee shall be selected by the Committee on Committees and Nominations and shall be confirmed by the Faculty Senate. The subcommittee shall consist of two tenured faculty members, one of whom is a member of the Committee on Faculty Welfare and Privileges and two members who have retired from the faculty of the University. The subcommittee shall select its own chair, but for convenience, the chair of the Committee on Faculty Welfare and Privileges may designate one member as acting chair to call the first meeting of the subcommittee each academic year. Members of the subcommittee shall serve for two year terms; the Committee on Committees is empowered to adjust the initial terms of appointment so that one half of the subcommittee members are replaced each year. 
(Rev. 9/82;
5/2015)

1.3 Standing Committee System of the Faculty and its Senate

This committee shall annually canvass the faculty for individual faculty member's interest in serving on committees, and may employ the members of the Senate to conduct the canvass on a personal basis. The willingness of nominees to serve on committees shall be ascertained before their names are submitted for action. The committee in preparing nominations shall have regard for equitable distribution with respect to academic ranks and with respect to disciplines and academic units of the University. The committee will strive for diversity in committee staffing, with special emphasis on assuring diversity in those committees that may handle student or faculty personnel matters. The committeeand  may consult with Deans and Department Chairpersons concerning workloads of faculty members, and. The committee may otherwise consult with the President and other appropriate members of the University Community regarding its nominations. To ensure adequate information-flow between the Faculty Senate and the faculty committees the Committee on Committees and Nominations shall take care that Senators are adequately distributed over the family of committees with appropriate memberships therein. It shall designate one of the faculty appointed to the Committee on Student Life to serve also as a member of the Council on Judicial Affairs. The committee’s nominations shall specify committee chairpersons.

4.4.12 Tenure

An untenured faculty member who becomes the parent of a newborn or newly adopted child may choose to take a one-year extension of the pre-tenure probationary period for each child, up to a maximum of two years. The notification for such an extension should be made in the year in which the faculty member becomes a parent or adopts a child. The pre-tenure probationary period shall be extended for one year upon a tenure-track faculty member submitting a “Stop the Tenure Clock electronic Web form.  extension shall be granted upon written notification to the department chair or program director, with notification toThat form automatically notifies the Dean of the College and the Office of the University Provost. The extension takes effect upon submission of the Web form.  Faculty who choose this option must indicate in writing that they have done so in their dossier.

(Rev. 10/7/91, 11/20/08, 1/28/15)

4.1.14.3  Parental Leave

The University of Delaware recognizes the importance of having a maternity parental leave policy, which that helps all faculty balance the responsibilities of work and parenthood. The University of Delaware encourages faculty to develop a dialogue with their chairs/directors so that their career paths can be maintained while assuming the added responsibilities of parenthood. 

It is the policy of the University to comply with the Family and Medical Leave Act (FMLA) of 1993, which grants an eligible employee up to a total of 12 workweeks of unpaid leave in any 12-month period for certain circumstances. The following Maternity Parental Leave policy sets forth the options that are available to faculty. An eligible employee is entitled to up to a total of 12 workweeks of maternity parental leave during a 12-month period for the birth or placement of a child for adoption or foster care. Due to the academic calendar, faculty may receive unpaid FMLA leave for an entire semester. This maternity parental leave will count against the employee's total family and medical leave entitlement of 12 weeks in any 12month period. 

Faculty may have time off with pay if they are physically unable to work due to pregnancy, childbirth, miscarriage, abortion, or other related medical conditions. The University reserves the right to require a doctor's certification at any time for periods longer than six weeks. 

If possible, faculty requesting time off for reasons associated with childbirth must notify their supervisor three months prior to the anticipated date of the leave. Faculty members are encouraged to follow professional advice concerning the length of time worked during pregnancy and the appropriate time to resume work after childbirth or related medical conditions. (Rev. 3/15/01, Office of Labor Relations through AAUP contract negotiations).

The University and the AAUP also recognize that childbirth and adoption can affect the teaching and service availability of a faculty member. Department chairpersons and faculty members must develop workload options that meet department and individual needs immediately following the birth or adoption of a child under the age of five by the faculty member. If the faculty member is the primary caregiver, he or she will be granted a one semester administered load that allows a choice of either partial or full relief from teaching and service during the semester of the birth or the adoption of a child under the age of five by the faculty member or immediately following the birth or adoption. (Rev. 9/2012) The Vice President for Administration andProvost or designee and the AAUP Contract Maintenance Officer are available to discuss such options with faculty and department chairs. (20052013-2008 2016 Collective Bargaining Agreement between the University and the AAUP, Article 9.1416).

 

4.1.14.3 Parental Leave

4.1.14.3  Parental Leave

The University of Delaware recognizes the importance of having a maternity parental leave policy, which that helps all faculty balance the responsibilities of work and parenthood. The University of Delaware encourages faculty to develop a dialogue with their chairs/directors so that their career paths can be maintained while assuming the added responsibilities of parenthood. 

It is the policy of the University to comply with the Family and Medical Leave Act (FMLA) of 1993, which grants an eligible employee up to a total of 12 workweeks of unpaid leave in any 12-month period for certain circumstances. The following Maternity Parental Leave policy sets forth the options that are available to faculty. An eligible employee is entitled to up to a total of 12 workweeks of maternity parental leave during a 12-month period for the birth or placement of a child for adoption or foster care. Due to the academic calendar, faculty may receive unpaid FMLA leave for an entire semester. This maternity parental leave will count against the employee's total family and medical leave entitlement of 12 weeks in any 12month period. 

Faculty may have time off with pay if they are physically unable to work due to pregnancy, childbirth, miscarriage, abortion, or other related medical conditions. The University reserves the right to require a doctor's certification at any time for periods longer than six weeks. 

If possible, faculty requesting time off for reasons associated with childbirth must notify their supervisor three months prior to the anticipated date of the leave. Faculty members are encouraged to follow professional advice concerning the length of time worked during pregnancy and the appropriate time to resume work after childbirth or related medical conditions. (Rev. 3/15/01, Office of Labor Relations through AAUP contract negotiations).

The University and the AAUP also recognize that childbirth and adoption can affect the teaching and service availability of a faculty member. Department chairpersons and faculty members must develop workload options that meet department and individual needs immediately following the birth or adoption of a child under the age of five by the faculty member. If the faculty member is the primary caregiver, he or she will be granted a one semester administered load that allows a choice of either partial or full relief from teaching and service during the semester of the birth or the adoption of a child under the age of five by the faculty member or immediately following the birth or adoption. (Rev. 9/2012) The Vice President for Administration andProvost or designee and the AAUP Contract Maintenance Officer are available to discuss such options with faculty and department chairs. (20052013-2008 2016 Collective Bargaining Agreement between the University and the AAUP, Article 9.1416).

 

4.4.11 Changes in Unit Priorities

When departments and colleges change priorities (e.g., development of a graduate program, reorientation of the direction of departmental teaching at all levels) there are faculty members hired when their departments had one set of priorities that are now at some disadvantage because of the change. Departments have clear obligations to recognize such situations and to provide such faculty members with both the time and the resources to accommodate themselves to the new priorities. Those faculty who are candidates for promotion and/or tenure during the probationary period prior to the granting of tenure have the right to be reviewed under the policy and procedure in force at the time of hiring, rather than under any revised policy or procedure subsequently adopted. Any candidate for tenure who wishes to be considered under the policy and procedure in force at the time of hiring must do so by informing the Department Chair of his or her desire at the time of the initial written application for promotion. Faculty who are candidates for a promotion subsequent to the granting of tenure and/or promotion during the probationary period shall be reviewed under the policy and procedure in force at the time they declare such candidacy for promotion

June 2015
1.2 Bylaws and Regulations of the University Faculty Senate

4. Changes in Bylaws, Rules and Regulations

The Bylaws of the Senate may be adopted, amended, or repealed at any duly called meeting of the Senate by an affirmative vote of two-thirds of those present voting yes or no, provided that due notice has been given of such proposed changes in the Bylaws. The rules and regulations of the Senate may be adopted, amended, or repealed at any duly called meeting of the Senate by an affirmative vote of a majority of those present voting yes or no, provided that due notice has been given of such proposed changes in the rules and regulations. (Rev. fall 2012)

5. Regular Meetings

The Senate shall hold its regular meetings on the first Monday of each month during the academic year. Regular meetings of the Senate shall convene at 4 pm unless otherwise designated. Votes in the Senate for regular business are decided by a simple majority of those voting yes or no. For a motion to change the Bylaws, changes requiring two-thirds are decided by a two-thirds majority of those voting yes or no.

January 2015
1.3 Standing Committee System of the Faculty and its Senate

Revision to FWP Termination and Complaint document.

September 2014
1.3 Standing Committee System of the Faculty and its Senate

Addition of Budget Committee

April 2014
4.2.7 Consulting and Other Outside Employment

Teaching and teaching-related other course-type activities for remuneration that are undertaken for an institution, organization or entity other than the University, such as serving as the instructor or developer of a traditional or online course offered by an institution, organization or entity other than the University, outside the University require the approval of the faculty member's department chair and dean, and the Provost and the President. Because of the possibility of conflict with University Professional and Continuing Studies programs, the department chairperson or the dean should consult with the Director of Professional and Continuing Studies before any arrangements are contemplated. (Rev. 3/2014)

March 2014
3.1.7 Class Meetings/Size

Class meeting hours at the University of Delaware follow the normal standards adopted by most colleges and universities. For a three credit course meeting three times a week (e.g., on Monday-Wednesday-Friday), there typically will be three, 50 minute weekly meetings for a minimum of 39 scheduled class meetings during the fall and spring terms (40 or 41 class meetings are normally scheduled). For a three credit course meeting twice a week (e.g., on Tuesday-Thursday), there typically will be two, 75 minute weekly meetings for a minimum of 26 scheduled class meetings (27 or 28 class meetings are normally scheduled. class, this is typicaly three, 50 minute weekly meetings on a Monday-Wednesday-Friday sequence for a minimum of 41 class meetings during the fall and spring terms. Three credit classes meeting on the Tuesday-Thursday sequence will meet for 75 minutes for a minimum of 27 class meetings. Courses for other than 3 credit hours should likewise meet for the equivalent of 50 minutes per credit hour per semester week. Classes Courses with laboratory components grant one credit for every two or three hours of laboratory work per week. Class meeting time during the winter and summer sessions should be equivalent to that scheduled in the fall and spring other academic terms.(Rev. 3/2014)

4.1.2 Secondary, Joint, Affiliated, and Visiting Faculty Appointments

added
...Adjunct faculty (Professor, Associate Professor, Assistant Professor, or Instructor) are those persons who teach a course (or courses) at the University on a supplemental ("S") contract and who are not otherwise fulltime faculty of the University. Rev. 9/2013
...

4.4.11 Changes in Unit Priorities

When departments and colleges change priorities (e.g., development of a graduate program, reorientation of the direction of departmental teaching at all levels) there are faculty members hired when their departments had one set of priorities that are now at some disadvantage because of the change. Departments have clear obligations to recognize such situations and to provide such faculty members with both the time and the resources to accommodate themselves to the new priorities. Those faculty who are candidates for promotion and/or tenure during the probationary period prior to the granting of tenure have the right to be reviewed under the policy and procedure in force at the time of hiring, rather than under any revised policy or procedure subsequently adopted. Any candidate for tenure who wishes to be considered under the policy and procedure in force at the time of hiring must do so by informing the Department Chair of his or her desire at the time of the initial written application for promotion. Faculty who are candidates for a promotion subsequent to the granting of tenure and/or promotion during the probationary period shall be reviewed under the policy and procedure in force at the time they declare such candidacy for promotion. (Revised by the Faculty Senate 4/7/80; Approved by the Board of Trustees 12/10/80; Revised by the Faculty Senate 4/97, 2/98 9/14/98.) Rev. 4/20/13

January 2014
4.1.2 Secondary, Joint, Affiliated, and Visiting Faculty Appointments

The term "adjunct" has been changed to "affiliated."  (Rev. Jan. 2014)

September 2013
3.4 Academic Program Review

Title change: Vice Provost for Academic Affairs & International Programs changed to Deputy Provost

May 2013
1.2 Bylaws and Regulations of the University Faculty Senate

Section IV - Changes in Bylaws, Rules and Regulations - revised. Old version:
 

The rules and regulations of the Senate may be changed at any regular meeting of the

Senate by a two thirds vote of those present and voting, provided that due notice has been

given in the call that the proposed changes in the rules and regulations are to be considered.

(Rev. fall 1988)

 

3.1.14 Use of Innovative Technology and Online Course Formats

Section 3.1.14 name change; was: Use of Distance Learning Course Formats

Section 3.1.14 content change; was:

The University of Delaware is committed to the use of distance learning to enhance and extend undergraduate and graduate instruction. To insure that these formats, including videotape, online, CD-ROM, and interactive video are used to support rather than replace live instruction in Newark, the following policies will direct their use. Live course instruction must remain the standard with distance learning formats intended as supplemental or optional delivery systems for instruction. The development of courses in distance learning course formats shall be based on sound pedagogical value, not solely on financial expediency. They may not be used to replace faculty, or to change faculty teaching loads, and faculty may not be required to participate in videotaped courses.

4.4.4 Departmental Responsibilities

Sentence in bullet 4 changed from:

The department committee should insert a separate document in the external letters section of the dossier, identifying the specific external reviewers who were nominated by the candidate versus those nominated by the department, and the criteria used to request letters from specific reviewers.

April 2013
3.1.4 Examinations and Tests

Wednesday changed to Monday:
Common examinations will be scheduled only from 5:00 p.m. to 7:00 p.m., Wednesday thru Friday and Saturday from 9:00 a.m. to 5:00 p.m.

March 2013
2.6 Conduct of Administrative Searches

Provost paragraph changed to reflect title changes. Old entry:
The Provost is the chief executive officer next in authority to the President. The Provost's responsibilities include the supervision of the academic programs of the entire University and the development and administration of the University academic budget. In addition to the Deans of the various colleges, he or she is assisted by the Vice Provost for Academic and International Programs, Vice Provost for Research, Assistant Provost for Student Services and University Registrar, Assistant Provost for Academic Budget Planning, and Assistant Provost for Student Diversity and Success.

February 2013
2.2 Academic Organization & the Roles of Academic Officers

Changed to Deputy Provost from: The Vice Provost for Academic and International Programs coordinates University-wide academic functions at both the undergraduate and graduate levels. He or she is assisted by Faculty Director of the Office of Undergraduate Studies, Faculty Director of the Center for International Studies, Assistant Provost for Graduate Studies and Assistant Provost for Professional and Continuing Studies.
Changed description of: The Vice Provost for Research coordinates the identification, application and support for research activities by faculty from government and non-government sponsors and the stewardship of research funds and equipment. He or she is assisted by the Associate Provost for Research.
Combined and changed descriptions to Associate Provost for Administration and Enrollment Services from: The Assistant Provost for Student Services and University Registrar is responsible for the overall administrative management and program development in undergraduate admissions, financial aid, student records, course scheduling and registration, and enrollment and student information.
The Assistant Provost for Academic Budget Planning provides support to the Provost in the development and management of the University’s academic budget.
Changed to Executive Director of the President’s Diversity Initiative from: The Assistant Provost for Student Diversity and Success is responsible for the development and implementation of University-wide policies and inititiatives to enhance the enrollment and success of diverse undergraduate and graduate students.

September 2012
3.1 Instructional Program Policies

Modification made concerning number of semester instructional days.

4.4.12 Tenure

Revised policy to include a description of tenure.

4.1.14.3 Parental Leave

Wording change: "...one such option is to...." changed to: "...he or she will be...."

3.1.6 Course Scheduling, Cancellation and Assignments

New option for weekly class meeting schedule.

August 2011
3.1.8 Exams and Grading

Revised.

December 2010
Foreword: A Mission Statement for the University

Revised Mission Statement for the University.

Preface:  About the Handbook

Revised link to current Collective Bargaining Agreement.

June 2010
Section 3: Conduct of Academic Programs

Revised Research Program Policies.

April 2010
3.1.13 Student Class Attendance and Excused Absences

Revised.

1.3 Standing Committee System of the Faculty and its Senate

Revised Instructional Computing and Research Support Services.

March 2010
4.4.9 Promotion Dossiers

Revised.

March 2009
5.11 Benefits for Retired Faculty

Revised.

4.1 Faculty Appointments and Conditions of Employment

Revised Academic Leave of Absence for One or More Semesters and Research/Scholarship Semester for Tenure-track Assistant Professors.

March 2008
4.4.1 Faculty Promotion and Tenure

Revised.

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