Doña Ana Community College Faculty Performance Evaluation

Guidelines Promotion, Tenure, & Annual Evaluations

Version 14 Revised 2-17-2020

NMSU-Doña Ana Community College Promotion and Tenure Rules and Procedures

Aligns with NMSU ARP 9.30 Overview of Faculty Evaluation, Promotion and Tenure Rules; Definitions; Periodic Rules Review

Effective Date: Academic Year 2018-2019

This document aligns with NMSU Rules and Procedures 9.30 through 9.36. For all matters of rules and procedures, please refer to the NMSU Administrative Rules and Procedures. If there is a discrepancy between any statements in this document and the NMSU Administrative Rules and Procedures, in ALL CASES, the NMSU Administrative Rules and Procedures prevail (ARP Chapter 9).

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9.30 – [Effective AY 18/19] Overview of Faculty Evaluation, Promotion and Tenure Rules; Definitions; Periodic Rules Review

PART 1: OVERVIEW OF NMSU RULES ON FACULTY EVALUATION, PROMOTION, AND TENURE

This rule, together with ARP 9.31 – 9.36, collectively referred to as the NMSU Rules on Faculty Evaluation, Promotion, and Tenure, establish the rules relating to the faculty annual performance evaluation process, and relating to promotion and/or tenure criteria and procedures for review. These rules clarify the roles and responsibilities of the candidate applying for promotion and/or tenure, as well as the roles and responsibilities of the promotion and tenure committees and academic administrators involved in each review stage. These rules set forth the requirements for the division and college promotion and tenure committees, and the common elements which must be included in their respective promotion and tenure policies. Procedural guidelines, including a suggested timeline for the promotion and tenure review processes are also provided.

For quick reference, a listing of the rules with subparts is provided below:

ARP 9.30 Overview of Faculty Evaluation, Promotion and Tenure Rules; Definitions; Part

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Periodic Rules Review Overview of NMSU Rules on Faculty Evaluation, Promotion, and Tenure

Part 2 Glossary of Terms used in NMSU Rules on Faculty Evaluation, Promotion and Tenure (ARP 9.30 – 9.36)

Part 3 Implementation of 2017 Revised Rules; Coordination amongst Principal Units; Periodic Rules Review

ARP 9.31 Annual Performance Evaluation – Regular Faculty Part 1 Purpose for Annual Performance Evaluation (see also ARP 9.32 Part 2; ARP 9.36 Part

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Part 2) Guiding Principles for Annual Performance Evaluation

Part 3 The Four Areas of Faculty Effort: Teaching and Advising, Scholarship and Creative Part

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Activity, Extension and Outreach, and Service Requirements for Principal Units’ Evaluation Policies

Part 5 Procedural Guidelines for Annual Performance Evaluation

ARP 9.32 Faculty Promotion and Tenure: Purpose and Guiding Principles Part 1 Purpose Part 2 Nature of Promotion and Tenure Reviews, Generally (see also ARP 9.31 Part 2; ARP Part

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6.61) Faculty Participation

Part 4 Transparency of Process Part 5 Avoidance of Conflict of Interest Part 6 Statement on Value of Diversity, paired with Non-Discrimination Part 7 Statement of Ethics Part 8 NMSU Community Colleges Part 9 College Faculty

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ARP 9.33 Faculty Promotion and Tenure: The Professorial Ranks Part 1 Instructor Part 2 Assistant Professor Part 3 Associate Professor Part 4 Professor

ARP 9.34 Faculty Promotion and Tenure Committees: Common Elements Required in

Principal Unit Policies Part 1 Principal Unit Committees Part 2 Principal Unit Policies Part 3 Common Elements for Principal Units’ Promotion and Tenure Policies

ARP 9.35 Faculty Promotion and Tenure Reviews: Procedural Guidelines and Timeline Part 1 Pre-Tenure Probationary Period Part 2 Flexibility in Tenure-Track Part 3 Mid-Probationary Review Part 4 Joint Appointment (With Dual Primary Responsibilities) Part 5 Roles and Responsibilities in Promotion or Tenure Reviews Part 6 Portfolio Preparation by Candidate Part 7 Withdrawal of Portfolio by Candidate from Further Consideration Part 8 Outcomes Part 9 Right to Seek Redress for Violation of Evaluation, Promotion, or Tenure Rules Part 10 Timeline of Procedural Steps for Promotion and Tenure Review Processes

ARP 9.36 Post-Tenure Review Part 1 Introduction Part 2 Annual Reviews Part 3 More Complete Post-Tenure Review Part 4 Enhancement Part 5 Frequency of Review Part 6 Persistent Teaching Deficiencies Part 7 Reporting

Appendices A. Promotion and Tenure Expectations B. Evaluation Timelines

1. Annual Performance Evaluation 2. Promotion or Tenure Application and Mid-probationary Review

C. Initial Allocation of Effort Template D. Final Allocation of Effort Template E. DACC Faculty Promotion/Tenure/Evaluation Portfolio Reporting Tracking Document F. Letter of Intent Template to Apply for Promotion or Tenure G. Supervisor’s Letter of Recommendation Template for Promotion and Tenure H. Executive Summary Instructions and Guidelines for Promotion and Tenure

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PART 2: GLOSSARYOF TERMS USED IN NMSU RULES ON FACULTY EVALUATION, PROMOTION AND TENURE (ARP 9.30 – 9.36)

Key terms used throughout this document are defined here.

Academic Unit – An academic unit is defined as a college, a department, an undergraduate major, a graduate degree program, or a library, whether these units are located on the main campus or a community college (ARP 2.15).

Academic Year – Beginning of Fall semester to the end of the Spring semester.

Allocation of Effort – The percentage of effort, agreed upon by the faculty member and department chair/program director or supervisor, that the faculty member will devote to each of the major categories of teaching and advising, scholarship and creative activity, service, extension, outreach and other assigned duties (ARP 6.60 and ARP 6.61).

Annual Performance Evaluation – (ARP 9.31). An annual report (calendar year) prepared by the faculty member documenting activities in the areas of teaching and advising, scholarship and creative activity, service, extension/outreach, and other assigned areas through two-page narratives. The department chair/program director (or other assigned supervisor) provides the faculty member with a written appraisal of the faculty member’s performance, including progress toward promotion or tenure. (See Performance Evaluation below.)

Appeals – With respect to promotion and tenure, faculty may appeal an alleged violation(s) of policy, rule, or procedure (ARP 3.25; ARP 10.60 ).

Appointment Letter – Letter received at time of hire stating terms of employment.

Calendar Year – January 1 through December 31.

College Faculty – A faculty member on a regular (0.5 FTE or greater) appointment, who is not eligible for tenure but is eligible for advancement in faculty rank (ARP 6.35).

Community Service – One of the service components for promotion and tenure. Organized and planned activities that benefit local, regional and/or national, and international citizens.

Conflict of Interest – The general principles when dealing with Conflict of Interest are; 1) disclose always, 2) manage when possible; and 3) prohibit when necessary and where management is not possible (ARP 3.02). With respect to promotion and tenure committees, “A conflict of interest can exist during the execution of routine committee service activities when they involve family members of close professional associates or friends. Normally, recusal from the committee’s decision is the preferred way to manage these conflicts” (ARP 3.07).

Core Document – A document submitted in the portfolio for promotion or tenure that includes several specific elements: a routing form, cover sheet, table of contents, curriculum vitae, an executive summary which presents the candidate’s best case for promotion or tenure, recommendation letters from appropriate supervisors, prior and current allocation of effort statements, and annual performance evaluations, to include narratives, supervisor evaluations, and promotion and tenure committee annual evaluations. All supporting evidence, including

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teaching evaluations, is available in the candidate’s documentation file (ARP 9.35, Part 5 and ARP 9.35, Part 6).

Curriculum Vitae – A detailed summary that reflects the candidate’s educational and academic experiences that are relevant to the position. The curriculum vitae will be updated annually as part of the candidate’s annual performance evaluation.

Department Chair – Performs all essential functions relative to their areas and has duties comparable to those of department heads at NMSU. Program directors must maintain this title and these responsibilities in compliance with program accreditation.

Division Dean – Performs all essential functions relative to their areas, duties somewhat comparable to the duties of deans at NMSU.

Documentation File – An organized collection of supplemental documents and other materials that supports, explains, or clarifies the quality and significance of the candidate’s work. Administrators and committee members must have access to this file, which will accompany the core document throughout the promotion and tenure evaluation process. Following the College P&T Committee review, the documentation will be centrally located for the administration’s access and review. Documents can include paper, VHS, CD/DVD, graphic design, and other digital media. The items in the documentation file should support the faculty member's "best case" for promotion or tenure as well as annual evaluation. Required elements include student evaluations, classroom observations, letters of support, and representative examples of syllabi (ARP 9.35, Part 6 B).

Executive Summary – A summative report and personal statement by the candidate that addresses activities in and philosophies regarding teaching and advising, scholarship and creative activity, service, extension/outreach, and other activities. The executive summary is included in the core document.

Extension – The process of defining and building relationships between communities and the university to extend college resources and intellectual expertise through coalition building, non- formal educational programs, and programs designed to address identified needs.

Factual Errors – Errors of fact in an evaluator’s report (e.g. department chair/program director, division dean, division promotion and tenure committee or college promotion and tenure committee). The candidate has the right to submit corrections of fact according to 9.35 Part 5A of the NMSU-DACC Community College Promotion and Tenure Rules and Procedures within five days of receipt of the evaluator’s report.

Faculty Eligible to Vote on College Promotions – Division and college promotion and tenure committee members who are tenure-track faculty and college faculty holding a rank equal to or greater than the rank to which the candidate is applying. Promotion and tenure committee members who are college faculty can only vote on other college faculty members.

Faculty Eligible to Vote on Tenure – Division and college promotion and tenure committee members who are tenured faculty.

Faculty Eligible to Vote on Tenure-Track Promotions – Tenure-track faculty holding a rank equal to or greater than the rank to which the candidate is applying.

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Flexibility in Tenure-Track – The extension or reduction of the pre-tenure probationary period under certain circumstances (ARP 9.35, Part 2).

Formative Evaluation – An evaluation that allows for continuous feedback and improvement.

Four Areas of Faculty Effort – As used in this rule and the other rules governing promotion and tenure at DACC, the Four Areas of Faculty Effort refers to: teaching and advising, scholarship and creative activity, extension and outreach, and service (ARP 9.31, Part 3).

Goals and Objectives – Part of the annual review process. Included in the allocation of effort statement. Planned activities for the upcoming evaluative year which justifies or reflects the negotiated percentages for the faculty member’s allocation of effort (ARP 9.31, Part 4 A3).

Grievance – To provide faculty members a fair and expeditious grievance review process by which faculty members may seek redress for grievable issues and to resolve disagreements/disputes arising in the work place (ARP 3.25, ARP 10.60).

Institutional Service – One of the service components for promotion and tenure. Includes service to the faculty member’s department, division, college, and university.

Joint Appointment – A faculty line shared between two departments or colleges; the appointee enjoys all the privileges and incurs all the responsibilities normally given in each area.

Leadership – When applicable, leadership value should be considered in how it affects performance in one or more of the Four Areas of Faculty Effort.

Letters of Support – Letters submitted to support a candidate’s application for promotion or tenure that are distinct from external reviews but serve a similar purpose at the community colleges. These letters might be from colleagues within the applicant's division or department, letters from colleagues in other areas of the college, letters from individuals within the community or from a relevant organization, or letters from students (ARP 9.34, Part 3AA.6; ARP 9.35, Part 1-.C).

Mentor – An experienced faculty member who gives guidance to a colleague.

Mid-Probationary Review – An optional, formal mid-term assessment of progress towards tenure if requested by a tenure-track faculty member of their professional development and progress towards tenure. The mid-probationary review is in addition to the annual performance evaluatio n. (ARP 9.35, Part 1).

Narrative – Documents included in the annual performance evaluation that synthesize and analyze the accomplishments in each evaluative criterion. Narratives do not exceed two pages (i.e., or 1 page, double-sided) per evaluative category.

NMSU Rules on Faculty Evaluation, Promotion, and Tenure – Rules (ARP 9.30 – 9.36) are collectively referred to as the NMSU Rules on Faculty Evaluation, Promotion, and Tenure.

Non-tenure-track faculty – Includes affiliated, visiting, and college faculty, as defined in NMSU Administrative Rules and Procedures (ARP 6.35).

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Outreach – Entails an organized and planned program of activities which are offered to citize ns of New Mexico and the nation; these activities bring the resources of the university to bear in a coherent and strategic fashion for the benefit of the receiving entity. Outreach is initiated by a faculty member identifying a problem within the community and addressing it. In outreach the faculty member transfers knowledge and expertise to the community.

Peer Evaluation – Assessment of teaching style, content, and effectiveness gained through observation by colleagues; the observations may come in such forms as classroom visits, participation in web-based courses, review of videotaped teaching, or reviews of course materials collected/created by the faculty member being reviewed.

Performance Evaluation – An annual report (calendar year) prepared by the faculty member documenting activities in the areas of teaching and advising, scholarship and creative activity, service, extension/outreach, and other assigned areas through two-page narratives. The department chair/program director (or other assigned supervisor) provides the faculty member with a written appraisal of the faculty member’s performance, including progress toward promotion or tenure. (See Annual Performance Evaluation above.)

Portfolio – Consists of the core document and the documentation file that supports the candidate’s case for promotion or tenure.

Post-tenure Review – An annual review designed to identify strengths and weaknesses of the tenured faculty member in the areas of teaching and advising, scholarship and creative activity, service, extension/outreach, and other assigned areas. The performance evaluation generally serves the above aim; however, if deemed necessary due to deficiencies, a more extensive review may be initiated (ARP 9.36 ).

Principal Unit – Tenure home unit responsible for conducting annual faculty performance evaluations and making promotion and tenure recommendations. This definition includes departments, divisions, colleges, community colleges, cooperative extension service, and the library, but not centers, clusters, or institutes.

Probationary Period – The cumulative amount of time spent under term appointments while on the “tenure-track” (ARP 9.35).

Professional Development – Involves dissemination of knowledge attained by attendance at seminars, workshops, conferences, webinars, college/university classes; the pursuit of degrees and certifications; and the engagement in individual research in the areas of specific disciplines, pedagogy, leadership, assessment and retention, diversity, and technology. This also includes conference sessions, local or in-house workshops, or university coursework if specific to teaching discipline or leadership. For evaluation purposes, professional development is a subcategory of Scholarship and Creative Activities.

Program Directors – Performs all essential functions relative to their areas and have duties comparable to those of Department Heads at NMSU. Program directors must maintain this title and these responsibilities in compliance with program accreditation.

Scholarship and Creative Activity – Both activity and product, scholarship includes discovery through original research, integration through synthesizing and reintegration of knowledge;

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application through professional practice; and teaching through transformation of knowledge. At NMSU’s community colleges, scholarship and creative activity include scholarship that is also evidenced by professional development activities that disseminate knowledge to the college’s learning communities (ARP 9.31 Part 3 D).

Service – One of the criteria for promotion and tenure; comprises institutional service and community service. Contribution to the institution and development of the college, as well as provision of service to local, state, national, or international agency or other organization in need of the faculty member’s professional expertise (ARP 9.31 Part 3 F).

Teaching and Advising – One of the criteria for annual review and promotion and tenure; includes the physical act of instruction as well as course preparation, course and program development, student learning assessment, student advising, and more (ARP 9.31 Part 3 C) for details.

Tenure – Continuous contract after a probationary period to a faculty member that gives protection from dismissal without due process; the primary purpose of tenure is to protect academic freedom and offer economic security.

Tenure Clock – See Flexibility in Tenure Track.

Tenure Home – The principal unit where tenure and rank reside or will reside.

Tenure-Track Faculty – A faculty member who is eligible for tenure but who has not yet been granted tenure.

Tenured Faculty – A faculty member who has been granted a continuous contract by the university.

Timeline – Time table of events that outlines the process of how annual evaluation and promotion and tenure applications occur on each community college campus, as determined by the VPAA in conjunction with the college promotion and tenure committee. This timeline will reflect the unique procedures and committees at the various campuses.

VPAA – Vice President for Academic Affairs

Written Statement – A faculty-written response to their annual performance evaluations (e.g., written response to supervisor’s evaluations for post-tenure reviews, responses to supervisors and division P&T committee evaluations for pre-tenure reviews and responses to supervisors, and division and college P&T committee evaluations for promotion and tenure reviews). The candidate has the right to submit a written statement in response to the evaluator’s report according to 9.35 Part 5A of the NMSU-DACC Community College Promotion and Tenure Rules and Procedures within 10 days of receipt of the evaluator’s report.

PART 3: IMPLEMENTATIONOF 2017 REVISED RULES; PRINCIPAL

UNIT COORDINATION;PERIODIC RULES REVIEW These policies and procedures must remain aligned with NMSU’s Administrative Rules and Procedures (ARP 9.30 – 9.36) to insure a transparent application process, a fair and formative faculty evaluation, and an appeal process consistent throughout the NMSU system. The office

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of the executive vice president/provost ratifies all changes to the community college promotion and tenure rules and procedures.

The revised NMSU Rules on Faculty Evaluation, Promotion, and Tenure will become effective August 13, 2018. Prior to this effective date, each principal unit must update its promotion and tenure policies and forms consistent with ARP 9.30 – 9.36. At the discretion of the executive vice president and provost, the deadline for the NMSU Rules on Faculty Evaluation, Promotion and Tenure may be extended pending completion of the Principal Units’ Promotion and Tenure Policies.

DACC will periodically review its promotion and tenure rules and procedures to ensure that they remain consistent with NMSU’s Faculty Evaluation, Promotion and Tenure Rules at New Mexico State University. College rules and procedures will be reviewed by a college committee which will draw from the faculty, department chairs, and division deans for its membership.

In addition, should the NMSU-DACC Promotion and Tenure Rules and Procedures change during a faculty member’s pre-tenure or pre-promotion period, the faculty member may elect whether to be evaluated by the former Rule or the revised rule. This election will be documented clearly specifying which standards, criteria, etc. will be applied in accordance with the faculty member’s election.

9.31 – [Effective AY 18/19] Annual Performance Evaluation – Regular Faculty

PART 1: PURPOSE The annual performance evaluation is a component of the promotion and tenure process. This multi- layered evaluation system relies on consistent application of the rules and procedures. The performance of each faculty member, including college faculty, will be reviewed at least once each calendar year. The performance evaluation provides documentation of expectations and a record of faculty performance relative to stated expectations. The form of the evaluation is determined by the community colleges, but it shall align with NMSU’s promotion and tenure expectations. Faculty are to be evaluated based on their performance in the four areas of faculty effort and in accordance with their allocation of effort (ARP 9.30-9.36).

PART 2: GUIDING PRINCIPLES RELATING TO ANNUAL

PERFORMANCE EVALUATION A. Service to Mission

The amount of effort that faculty members regardless of rank or position devote to the various aspects of their duties may vary and any fair promotion and tenure process will recognize these variations. A successful process considers whether the faculty member is effectively serving the mission of the college, as defined by specific criteria and the individual’s agreed upon goals and objectives. This means, for example, that the efforts of a faculty member made in response to administrators or committees are considered during promotion and tenure evaluation and are not discredited.

B. Consideration for Variance in Duties

One faculty member may devote more time to teaching at one point than at another. The efforts of two faculty members may vary at the same points in their careers according to

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their particular strengths and department needs. Faculty assignments in different departments or programs may also vary. Teaching is the fundamental activity of the community college faculty member, given that research and publication as well as extension and outreach activities are not a requirement for employment. Community college faculty are expected to teach full time; nonetheless, there may be times that a faculty member might be re-assigned to complete a project, fulfill a temporary role, or devote large amounts of time in service to the academic unit. The total percentage will be 100%. Any category can be negotiated at zero percent.

C. Equitable Treatment

In order to ensure equitable treatment, every faculty member will complete an allocation of effort statement as part of the annual evaluation process (ARP 9.31, Part 4.B.1). This statement will be negotiated between faculty member and the immediate supervisor(s) and approved by the immediate supervisor and division dean. In the event no agreement can be reached, the faculty member may appeal (ARP 6.61 and 10.60). This statement will address any re-assignment from teaching so that the faculty member is not penalized during the promotion/tenure or annual review process. When determining the allocation of effort, decisions must be made without regard to race, national origin, gender, gender identity, age, disability, political beliefs, religion, marital status, sexual orientation, special friendships, or animus towards candidates. Further, for the allocation of effort statement to be accurate and useful, administrators at all levels must understand and take an active role in avoiding institutional factors that could produce an undue burden on faculty members.

PART 3: THE FOUR AREAS OF FACULTY EFFORT:TEACHING

AND ADVISING, SCHOLARSHIP AND CREATIVE ACTIVITY, EXTENSION AND OUTREACH, AND SERVICE

A. Evaluation Emphasizes Four Areas of Faculty Effort Serious attention will be given to performance in the Four Areas of Faculty Effort: teaching and advising, scholarship and creative activity (i.e. professional development), service, and extension and outreach. The relative importance of each of these areas varies according to the cumulative Allocation of Effort statements. Each area is vital to the university’s ability to achieve its mission, and the performance of a faculty member will be viewed as an indication of future contributions.

Promotion in academic rank is recognition by faculty and administration that a peer merits an academic award. Academic ranks imply different levels of expectation in responsibility and achievement and demonstration of leadership. The granting of tenure is contingent upon demonstrated competence in a collegiate community.

Faculty members are required to provide documented evidence that supports their application. Supporting documentation referred to in the executive summary will be placed in the documentation file.

Faculty who apply for promotion or tenure must meet the expectations of rank as established in this document. All faculty members (tenure-track and college faculty) will be evaluated in the four categories below as to whether they: do not meet expectations, meet expectations, or exceed expectations. Only department chairs/program directors may use the “exceeds” expectations rating. The same evaluation criteria will also be applied when evaluating annual performance reviews.

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Faculty members are required to create goals and objectives in the evaluative areas, as per the allocation of effort form.

B. Leadership May Be Considered in Each Area of Faculty Effort

While a faculty member’s performance must be evaluated through their contributions to the Four Areas of Faculty Effort, leadership is an important component. Leadership must not be considered as a separate area to be evaluated. Rather, when applicable, its value should be considered in how they affect performance in one or more of the Four Areas of Faculty Effort.

C. Teaching and Advising

1. Description of Teaching and Advising Activities: a. Elements of Teaching as Essential Criterion: Teaching is central to the community

college mission. "Therefore, excellence in teaching is the means by which the vitality of the college is extended, and a network of intellectual enrichment and cultural understanding is built" (Boyer, 1990). Faculty must be effective in teaching, which is an essential criterion for tenure and for advancement in rank. The teaching category includes all forms of instructional activity. Such activities are commonly characterized by the dissemination of knowledge within a faculty member’s area of expertise as well as the application of knowledge in both academic and career-technical fields; skill in stimulating students to think critically and to apply knowledge to human problems; assessment of student learning; the integration and application of ethical implications into class content; advising and the preparation of students for careers in specific fields of study; and the creation and supervision of appropriate field or clinical practicum.

b. Responsibilities of Teaching and Advising: Teaching and advising responsibilities may

include, but are not limited to, preparation for and teaching of a variety of courses seminars, and other academic learning experiences, non-credit workshops and informal instructional activities; course and program development; team or collaborative teaching; web-based instruction, both on and off campus, including all delivery systems; supervision of undergraduate research, performances, or productions; field supervision and administration of field or clinical experiences; production of course materials, textbooks, web pages and other electronic aids to learning; and others.

c. Forms of Faculty Advising: Faculty advising may take the form of assisting students

in the selection of courses or careers, assisting learners in educational programs on and off campus, mentoring students, serving as faculty advisor to student groups, as well as other forms.

2. Evaluation of Teaching and Advising Activities:

a. Evidence to Assess Teaching Effectiveness: Because teaching is a complex and multifaceted activity, different types of evidence may be used in a comprehensive assessment of teaching effectiveness. Each form of evidence should carry a measure appropriate to its importance in evaluating teaching. Such documentation must demonstrate command of subject matter, continuous growth, and development in the subject field, the ability to organize material and convey it effectively to students, assessment of student learning, revision and updates of curricula, and the integration

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of scholarship (for faculty who produce scholarship) and service with teaching. Materials appropriate for evaluating teaching and related activities may include: (a) evidence from the instructor, (b) evidence from other professionals, (c) evidence from students, and (d) evidence of student learning. For promotion and tenure considerations, performance in such activities must be documented and evaluated. It

This documentation is contained in the documentation file, not the core document.

b. Faculty will include in the executive summary their accomplishments in teaching and advising. Faculty should select from, but are not limited to, the appropriate items (from Diamond, Promotion, Tenure, and Faculty Review Committees, 2002): 1) Knowledge and use of research on teaching and learning 2) Clearly stated learning outcomes with appropriate assessment procedures 3) Effective and appropriate use of technology 4) Appropriate mix of alternative learning strategies 5) Good organization of subject matter and course 6) Effective communication 7) Knowledge of the subject matter and teaching 8) Positive attitudes toward students 9) Fairness in assessment and grading 10) Flexibility to approaches to teaching

Other items to be addressed could include: innovative teaching strategies, improvements in retention, best practices in teaching, classroom management, advising accessibility, student mentorship, and improvement plans.

During the promotion and tenure process, faculty will include a summary of their accomplishments in teaching in their executive summary as well as provide documented evidence that support the case they are making for promotion or tenure. Documents from annual evaluations will be critical to both the executive summary and the documentation file.

c. Advising responsibilities may include (from Optimizing Academic Advising at

Community Colleges: Guiding Students through College to Completion, Education Advisory Board, 2014): 1) assisting students in developing an academic goal and in the selection of a

program of study that aligns with their academic goal and career interests. 2) participating in early alert initiatives to identify and communicate with at-risk

students. 3) scheduling and conducting advising appointments with current students to discuss

degree plans and course selections for subsequent semesters. 4) assisting the academic advising center or specialized advisors in advising new

students during peak periods. 5) participating in new student orientations. 6) mentoring on career and/or transfer degree progress and options. 7) maintaining awareness of student financial planning considerations (e.g.,

scholarship, Pell Grant, or financial aid). 8) advising a student organization.

is not necessary for all four types of evidence to be used, but in accordance with state law, at a minimum, student evaluations and one other form of evidence must be used.

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9) including academic, financial, and/or career planning as part of a class curriculum.

d. Documentation Requirements for Advising: Documentation may take many forms

including: student advising rosters, schedules, and calendars; completion of training and participation in the Quick Connect Referral Program or other early intervention initiative; syllabi or curricular materials reflecting inclusion of academic, financial, or career planning activities; certificates/letters attesting to participation in outreach activities (e.g., Academic Readiness Center workshops related to academic, financial, and/or career planning); and letters from responsible academic advisors attesting to participation in recruitment or advising activities.

D. Scholarship and Creative Activity

Scholarship and Creative activity involves discovering and creating, teaching and disseminating, and, very importantly, applying knowledge and skills to real world concerns. This understanding is grounded in Boyer’s concept of the four scholarships: (1) the scholarship of discovery involves processes, outcomes, and the passionate commitment of the community campus professoriate and others in the college to disciplined inquiry and exploration in the development of knowledge and skills; (2) the scholarship of teaching involves dynamic, reciprocal, and critically reflective processes among teachers and learners at the college and in the community in which their activity and interaction enriches and transforms knowledge and skills, taught and learned; (3) the scholarship of engagement refers to the many and varied ways to responsibly offer and employ knowledge and skills to matters of consequence to the college and the community; and (4) the scholarship of integration is the process by which knowledge and skills are assessed, interpreted, and applied in new and creative ways to produce new, richer, and more comprehensive, insights, understanding, and outcomes (from Boyer, Scholarship reconsidered: Priorities of the professoriate, 1990).

Boyer states (p.60) that the focus of the community college mission is teaching. While original research might be a path chosen by some individuals, faculty at the community college are expected to focus on advancement of knowledge in areas that support teaching and learning. Scholarship at the community college, then, can take many forms: scholarship as praxis (action research), scholarship gained through professional development, original research, scholarship that is evidenced through grants obtained.

1. Description of Scholarly and Creative Activities.

a. Scholarship as praxis (Action Research) – Classroom teachers analyze the learning in their own classrooms, informing their practice and allowing them to improve and seek out new methodology.

b. Professional Development. Original research is not a part of the contractual job of

the community college faculty. However, Boyer points out (p. 62) that such a stereotypical definition deprives community college faculty from participating in scholarly activities. The advancement of knowledge for community college faculty lies in the depth of their own professional development and the manner in which that knowledge is disseminated and applied. By continually studying the discipline, faculty members grow intellectually. "Those who teach must, above all, be well informed and steeped in the knowledge of their fields" (p. 23). Professional development is foundational for faculty’s continued success in the areas of teaching,

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service, and leadership. As such, faculty should attend seminars, workshops, conferences, webinars, college/university classes; pursue degrees and certifications; and engage in individual research in the areas of specific disciplines, pedagogy, leadership, technology, assessment and retention, diversity, and technology. Professional development as applied scholarship provides opportunity for the faculty member to demonstrate 1) how such activities were applied in a meaningful way, and 2) how dissemination of knowledge has occurred.

Through professional development activities, the teaching scholar can experience the scholarship of discovery as they engage in the advancement of knowledge; the scholarship of integration as they make multi-disciplinary connections that allow for broader interpretation of information gained; and the scholarship of application in which "new intellectual understandings can arise out of the very act of application" (Boyer, 1990). Additionally, professional development can take various forms. Because of the wide-ranging demands on NMSU's community college faculty, professional development for these employees can be institutionally focused, addressing concerns of leadership and administrative skills apart from academic disciplines. This definition reflects the college's mission, serving the needs of New Mexico’s diverse population through comprehensive programs of teaching and related activities, scholarship and creative activity, extension and outreach, leadership, and service.

Dissemination of knowledge is inherent in the concept of scholarship. This dissemination can take place through in-house workshops, seminars and other academic learning experiences, conference presentations, public forums, or formal mentoring of junior faculty or colleagues.

c. Creative Activities. Creative activity involves discovering and creating, teaching

and disseminating, and, very importantly, applying knowledge and skills to real world concerns. This understanding is grounded in Boyer’s concept of the four scholarships: (1) the scholarship of discovery involves processes, outcomes, and the passionate commitment of the community campus professoriate and others in the college to disciplined inquiry and exploration in the development of knowledge and skills; (2) the scholarship of teaching involves dynamic, reciprocal, and critically reflective processes among teachers and learners at the college and in the community in which their activity and interaction enriches and transforms knowledge and skills, taught and learned; (3) the scholarship of engagement refers to the many and varied ways to responsibly offer and employ knowledge and skills to matters of consequence to the college and the community; and (4) the scholarship of integration is the process by which knowledge and skills are assessed, interpreted, and applied in new and creative ways to produce new, richer, and more comprehensive, insights, understanding, and outcomes.

d. Traditional Scholarship. Faculty members at the community college are not required

to engage in traditional scholarship. However, it is important to recognize the achievements of faculty who do original research, publish in their disciplines or in pedagogy, and obtain grants that support their scholarly endeavors. According to Boyer, faculty engaged in traditional scholarship “demonstrate the capacity to do original research, study a serious intellectual problem, and present to colleagues the results” (p. 27). Even though original research is not required, faculty who conduct

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research-related activities can document those activities in this section of the portfolio. Those activities might include both qualitative and quantitative studies, publications, affiliation with grants, and any other activity that might be associated with research.

Boyer, E. L. (1990). Scholarship reconsidered: Priorities of the professoriate. New York: Carnegie Foundation for the Advancement of Teaching.

2. Evaluation.

a. In evaluation documents (the final allocation of effort form submitted as part of the annual evaluation process and the executive summary in promotion and tenure applications), faculty will provide a narrative that addresses their accomplishments in scholarship and creative activities, to include documentation of the application of knowledge gained through professional development activities, creative activities, and/or traditional scholarship, as well as how that knowledge was disseminated.

b. Professional Development: Faculty will address their accomplishments in the

application of their professional development. Faculty should select, but are not limited to, the appropriate professional development activities listed below. Faculty members are required to provide documented evidence that supports the narrative they are writing in their annual evaluation and/or the case they are making for promotion or tenure. As such, faculty members are encouraged to attend activities related to teaching, service, outreach/extension, or leadership.

Items to be addressed could include: an increased breadth and depth of knowledge in the discipline, innovative teaching strategies, improvements in retention, best practices in teaching, technology integration, leadership, advising, research, classroom management, advising accessibility, student mentorship, diversity, online teaching and learning. In addition, faculty should address all relative field experiences as well as certifications, licensures, and course work.

c. Creative Activities: Faculty may provide documentation regarding conference

presentations, creative publications, textbook reviews, media presentations, performances, graphic/artistic/architectural design, and other discipline-related, intellectual, creative activities. This documentation may include promotional flyers, videos, publications, photographs, CDs, DVDs, or any medium that best demonstrates the faculty member’s activity.

d. Traditional Scholarship: Faculty may include proof of written scholarly works

(published or unpublished) if they are related to their discipline or area of expertise. In addition, faculty may include evidence of action research, grant-related research, or other scholarly endeavors.

e. All scholarly activity and outcomes, regardless of funding source, must consider the

following criteria adapted from Diamond: 1) The activity’s purposes, goals, and objectives are clear. The objectives are

realistic and achievable. It addresses important questions in the field. 2) The activity reveals a high level of discipline-related expertise. The scholar brings

to the activity a high level of relevant knowledge, skills, artistry, and reflective understanding.

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3) Appropriate methods are used for the activity, including principles of honesty, integrity, and objectivity. The methods have been chosen wisely and applied effectively. It allows for replication or elaboration.

4) The activity achieves its goals and its outcomes have significant impact. It adds consequentially to the field. It breaks new ground or is innovative. It leads to further exploration or new avenues for exploration for the scholar and for others.

5) The activity and outcomes have been presented appropriately and effectively to its various audiences.

6) The activity and outcomes are judged meritorious and significant by one’s peers. 7) The scholar has critically evaluated the activity and outcomes and has assessed

the impact and implications on the greater community, the community of scholars and on one’s own work. The scholar uses this assessment to improve, extend, revise, and integrate subsequent work.

Diamond, R. M. (2002). Serving on promotion, tenure, and faculty review committees: A faculty guide, 2nd ed. Bolton, MA: Ankar Publishing.

E. Extension and Outreach

1. Description of Extension and Outreach Activities a. Extension and outreach are essential to the college’s mission because they

disseminate information based on the faculty member’s professional expertise to the public outside of normal academic venues; help the state by promoting economic development through the dissemination of new technologies and best practices; and serve as a basis for sustainable, community-oriented, informal education that addresses local needs through faculty affiliated with each county government in New Mexico. There are also faculty members in other units for whom extension and outreach are major components of their duties. (See Glossary for definition.)

Community college faculty will determine if their activities can be defined as service or extension and outreach when preparing their annual performance evaluation and their promotion and tenure portfolios. Extension and outreach will be negotiated as part of a faculty member's allocation of effort.

b. Extension and outreach work is collaborative by nature. Faculty should provide

evidence of collaboration with whomever necessary to identify local needs, garner resources, discover and adapt new knowledge, design and deliver programs, assess clientele skill changes, and communicate program results. Collaborative effort should also include networking with other university faculty in identified areas of program discovery, development, and delivery, including applications to teaching and advising where appropriate.

2. Evaluation of Extension and Outreach Activities

a. Faculty must provide evidence of extension and outreach in order that these efforts are recognized. The documentation should provide evidence that the work: 1) is creative and intellectual; 2) is communicated to stakeholders; and 3) has an impact on stakeholders and the region.

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b. Components of extension include: 1) developing programs/projects based on locally identified needs, concerns, and/or

issues; targeting specific audiences; 2) setting goals and objectives for the program/project; 3) reviewing current literature and/or research for the program/project; 4) planning appropriate program delivery; 5) documenting changes in clientele knowledge, behaviors, attitudes, and/or skills; 6) conducting a reflective critique and/or evaluation of the program; 7) validating the program by peers and/or stakeholders; and 8) communicating results to stakeholders and decision makers.

F. Service

1. Description of Service. Community college faculty members are allowed a multi- faceted view of service, thus allowing the faculty member to make a case regarding their service and its impact on their service area. Faculty members provide institutional service – to the departments and divisions (if applicable), to their colleges, and to NMSU – and service to the community. Examples of institutional service may include serving on committees, task forces, advisory boards, advising student groups, writing and reporting on grants, editing a campus newsletter, participating in school-sponsored activities, and actively participating in many other activities. Examples of community service include, but are not limited to, service to civic and community organizations.

While service is an essential component of the mission on all campuses of New Mexico State University, the nature of the relationship between the community and the community colleges may require a definition of services more tailored to the 2-year college mission than the one currently being used on the Las Cruces campus. NMSU- Las Cruces’ definition of service is based on the writings of Boyer. Boyer distinguishes between “citizenship” and “service.” He believes all individuals are called upon to be socially and civic minded – that he considers citizenship. His definition of “service to the community” is tied to a task that would, because of the faculty member’s expertise, provide benefit to the community and perhaps even give the faculty member “real world” experience that could enhance the quality of the work within the university. For the community colleges a definition that recognizes the symbiotic relationship between the community college and the community is needed. Community colleges grow out of and into the needs of the community.

Because the mission of the community college is better served by having its faculty involved in all areas of the community, a broad inclusive definition of “community service” will be used. While the community colleges acknowledge the importance of state, national, and even global contributions of service, the community colleges typically define community service in relation to their predominate service area. The focus of the community college is much more directed toward recognizing and responding to the needs of that particular community in a timely manner. Therefore, a community college faculty member’s service to the community can be extremely beneficial to both the college and the community. Community service must be within the faculty member’s area of expertise, although all on-campus activities can be deemed appropriate, even if outside one’s area of expertise.

Regional, national, or international service is also valued and can be negotiated as part of a faculty member's allocation of effort.

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2. Evaluation of Service. a. The type and amount of service that a faculty member performs should be

determined in consultation with the appropriate administrator(s) in the faculty member's allocation of effort. All relevant activities in which a faculty member participates should receive appropriate consideration for promotion and tenure decisions. Service activities will be evaluated on the significance, quality, and duration of the activity. In addition, faculty will be evaluated on how service contributions are applied, on how they draw upon the professional expertise of the faculty member, and the faculty member’s level of responsibility in accomplishing the task.

b. Service involves active participation as documented in the portfolio. Faculty will

address their accomplishments in institutional and/or community service. Faculty members are required to provide documented evidence that support the case they are making for their annual evaluations or their promotion or tenure portfolios.

PART 4: REQUIREMENTS FOR PRINCIPAL UNITS’ EVALUATION

POLICIES A. Policies

1. Annual performance evaluations are conducted based on the calendar year. Nine-month faculty hired at the beginning of an academic year will submit an initial allocation of effort within the first 30 days of the beginning of the fall semester to include their first three semesters (fall, spring, fall). The faculty member will submit their final allocation of effort at the end of the second fall semester after their hire date. Nine-month faculty hired between the fall and spring semesters (i.e., mid-year hire) will submit an initial allocation of effort within the first 30 days of the beginning of the spring semester to include the subsequent fall semester. While the mid-year-hire faculty member’s probationary period does not begin until the next contract period, the faculty member is required to submit an annual performance evaluation at the end of the calendar year.

2. Faculty will follow the submission procedures as outlined in the applicable timeline

(Appendix B).

3. A supervisor shall meet with all faculty members on an on-going basis on their goals and objectives, progress toward promotion and tenure, and the annual performance evaluation and promotion and tenure portfolio formats.

4. Each faculty member may submit a written statement in response to their annual

performance evaluations. This is a written statement in response to performance evaluations by supervisors and/or P&T committees. This written response is not a correction of factual errors (ARP 9.31 Part 4 A). This written response is not a substitute for pursuing an appeal (ARP 3.25, ARP 10.60). Faculty must submit their written responses to the VPAA office within 10 days following receipt of their final pre- administrative evaluation (following the meeting with the division promotion and tenure committee chair for pre-tenure evaluations, following the meeting with the college promotion and tenure committee chair for promotion and tenure evaluations, and following the meeting with the division dean for post-tenure evaluations). This written

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response will be inserted by the VPAA office into the core document before review by the administration.

5. Faculty members will sign the tracking form (Appendix E) to verify transmission of the

performance evaluation, along with any supporting material, from the faculty member to the department chair or program director. The tracking form will be used to verify transmission of the department chair or program director evaluation to the candidate and the dean. The tracking form will be used to certify to the dean that a meeting with each faculty member has occurred.

B. Annual Performance Evaluation Form

1. Allocation of Effort Statement: a. Each college shall use the allocation of effort statement. These statements shall be

included in the faculty member’s annual performance evaluation portfolio, the tenure and/or promotion portfolio, and are reflected in the faculty member’s annual goals and objectives, and all aspects of the agreed upon efforts shall be factored into the recommendation made at each step of the process. The flexibility of the allocation of effort statement allows faculty to attribute a low percentage (even a zero) to a criterion, with the supervisor’s approval. This does not indicate a deficit of the faculty member that must be ‘made up’ the following year. A low allocation of effort is merely an accurate representation of the faculty member’s goals and objectives for that year.

b. The allocation of effort template and the instructions will be posted on the college

SharePoint site along with the promotion and tenure rules and procedures. The allocation percentages will be agreed upon by the faculty member and their immediate supervisor and will be approved annually by the faculty member’s supervisor and division dean. The faculty member will include their annual goals and objectives on the allocation of effort form. If agreement cannot be reached, the department chair/program director or dean can assign the allocation of effort, and the faculty member may appeal through the existing NMSU procedures (ARP 10.60).

c. Faculty will complete an initial allocation of effort form to document the percentage

of effort and annual goals in the four evaluative categories (Appendix C). The allocation of effort statement may be altered during the year with the mutual agreement of the faculty member and supervisor to reflect changing circumstances, such as service on a particularly time-consuming committee or grant, time for scholarship and creative activity, emergency teaching and advising assignments, etc.

Faculty may revise their goals and allocation of effort at any time during the academic year. The revised form must be coordinated and approved prior to submission as part of their annual performance evaluation. Faculty making changes to their initial allocation of effort during the academic year should submit the changed form and check the “Revision” box. Faculty submitting the revision as part of the final allocation of effort should check both the “Revised” and “Final” boxes.

d. At the minimum, the approved statement shall contain the following elements:

1) Percentage of effort devoted to teaching and advising, scholarship and creative activity, extension and outreach, and service. The total percentage shall be 100%, but any category may be zero percent.

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2) The number of semester credit hours including lab or contact hours, student enrollment, and level of courses (i.e., 100-level, 200-level).

3) A statement of what the community college considers a full teaching load (and advising, if appropriate).

4) Written sections detailing and citing accomplishments in relation to the criteria for promotion and tenure. This section consists of the maximum two-page summaries of each of the criteria areas. Each evaluative criterion can be tabbed.

2. Faculty will use the Final Allocation of Effort form as part of their annual performance

evaluation to reflect their annual accomplishments. Written sections in the final allocation of effort will detail and cite accomplishments in relation to the criteria for promotion and tenure. This section consists of the maximum two-page summaries of each of the criteria areas. Each evaluative criterion can be tabbed.

3. The allocation of effort form will be used to document the written evaluation from the

department chair or program director, dean, division promotion and tenure committee, and college promotion and tenure committee, including specific commendations, concerns, and recommendations in each of the areas of performance, as well as separate comments about progress toward promotion and tenure.

PART 5: PROCEDURALREQUIREMENTS FOR ANNUAL

PERFORMANCE EVALUATION A. The performance of each regular faculty member must be reviewed annually. The annual

evaluation provides documentation of expectations and a record of faculty performance relative to stated expectation in the allocation of effort.

B. DACC uses the final allocation of effort for its annual performance evaluation form. (See

Part 4.B. “Annual Performance Evaluation Forms” and Appendix E.) Report narratives are not to exceed two pages for each evaluative category. When a faculty member applies for promotion or tenure, the performance evaluation reports for the past year and all relevant previous years are included in the core document.

Early in each fall semester, the VPAA office posts the updated form for faculty access. At this time the department chair/program director confers with new faculty members concerning goals, objectives, and the general use of the form. Continuing faculty may request a conference for the purpose of revising or updating goals and objectives previous agreed on.

C. Department chairs/program directors, deans, and division promotion and tenure committees

are expected to meet with faculty members regarding progress toward promotion and tenure and to certify in writing using the tracking form (see Appendix E) that these meetings have occurred. Specific evaluative comments in each of the areas of performance are required, as well as separate comments about progress toward tenure and toward promotion. Department chairs/program directors, deans, and division promotion and tenure committees will denote progress toward promotion and tenure using the appropriate blocks provided on the allocation of effort form.

D. Each faculty member completes the final allocation of effort Form detailing and citing

accomplishments in Four Areas of Faculty Effort, of teaching and advising, scholarship and creative activities, service, and extension and outreach during the performance evaluation period. Faculty will include:

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1. Campus (i.e., DACC), name, rank, date of last promotion and annual teaching load (i.e., 27-30 credits for 9-month faculty or 36 credit hours for 12-month faculty) details in the spaces provided.

2. Details on planned versus actual courses taught, detailing specific courses, course titles, credits and enrollment in the table provided.

3. Comment(s) on reassigned time. 4. A restatement of goals and objectives (Note: this restatement does not count towards the 2-

page narrative restriction). 5. A maximum 2-page narrative detailing how annual goals and objectives were met, as

well as other accomplishments in the reporting period that support the faculty member’s effort in the Four Areas of Faculty Effort.

6. Faculty member’s assessment of satisfactory progress on goals.

E. The type, method of collection, and disposition of evidence regarding effectiveness of teaching is of particular importance, and faculty should consult with their department chair/program director concerning collection of this evidence. The final allocation of effort form, along with all other required material, is submitted by each faculty member to the faculty member’s department chair/program director.

F. Department chair, division promotion and tenure committees, division deans, the college

promotion and tenure committees, and the college president formulate independent recommendations where appropriate regarding evaluation on the basis of policies stated in this manual. These are communicated to the executive vice president/provost.

G. DACC uses a system in which department chairs/program directors, division deans, and

division promotion and tenure committees simultaneously and independently review a faculty member’s annual performance evaluation. 1. The department chair/program director, division dean, and division promotion and tenure

committee independently review the faculty performance evaluation (i.e., core and documentation files) and prepare a written evaluation based upon accomplishments reported as compared with previously set goals and objectives.

2. Following completion of the independent evaluations, the department chair/program

director and division dean will meet with the faculty member to share a copy of these reports and discuss all aspects of the performance evaluation, addressing separately the person’s progress toward promotion, progress toward tenure, and strengths and weaknesses. This conference also serves to set goals and objectives for the ensuing year. These goals and objectives will be placed in writing, with a copy to the faculty member.

H. Each college generates its own time schedule for accomplishing the above items within the

parameters of the university calendar (Appendix B).

9.32 – [Effective AY 18/19] Faculty Promotion and Tenure: Purpose and Guiding Principles

PART 1: PURPOSE Promotion and tenure decisions are the means by which the community college rewards and retains its most valued teachers, sustains excellence in its instructional disciplines, and fulfills its mission to advance knowledge. The quality of faculty accomplishments in teaching and

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advising, scholarship and creative activity, extension and outreach, and service largely determines the quality of the college as a whole. The granting of tenure or promotion to associate or full professor represents a prediction by the university that the individual concerned will continue to make substantial contributions to the profession and NMSU’s community college system. All of the parties must base decisions on the documentation called for by these rules and procedures.

PART 2: NATURE OF PROMOTIONAND TENURE REVIEWS A. Criteria and procedures must be clear and readily available to all participants and must be

followed by all participants at each level of the promotion and tenure process. Therefore, it is imperative that clear standards for annual performance evaluation, promotion, and tenure be articulated and broadly publicized. Faculty members are not entitled to promotion in rank or tenure based merely on years of service. The process needs to involve broad consultation by groups and individuals with successively broader views of the mission of the college and provide the opportunity for appeal. In order to achieve fairness, transparency, and consistency, faculty will be informed of their progress in writing at each step in the promotion and tenure process.

B. These policies and procedures rely on the four types of scholarship defined by Ernest L.

Boyer (1990) in his book Scholarship Reconsidered1, namely, the scholarships of discovery, of teaching, of integration, and of engagement. Broadening the definition of scholarship (ARP 9.31 Part 3) reflects the changing roles of faculty members in teaching and advising, scholarship and creative activity, extension/outreach, and service.

C. Applicants for tenure or promotion must be judged on their performance of the duties

assigned to them, following agreed-upon allocations of effort.

PART 3: FACULTY PARTICIPATION The selection and retention of faculty members are of utmost importance to the quality of the instructional programs at the community college, the achievement of the college's mission, and the future direction of the college. In order to ensure a fair process for recognition of excellent faculty, it shall be the policy rules and procedures of the community college to allow eligible faculty members on the P&T committees to vote on the promotion or tenure of candidates within their principal units, exercising collegial judgment based on an established set of criteria.

PART 4: TRANSPARENCYOF PROCESS Faculty members are entitled to know what is expected of them, how they will be evaluated, and the rules of each applicable process. A. Promotion and Tenure Information to be Provided to Eligible Faculty:

Upon hiring of a regular faculty member, the department chair/program director will advise the faculty member on the electronic location (i.e., web page) of the college’s promotion and tenure policy. The department chair/program director will also advise the faculty member on the location of required forms (e.g., allocation of effort).

B. Notice of College’s Functions and Criteria Statement or Equivalent:

The college shall post on its website its current statement of goals, objectives, and expectations as these relate to promotion and tenure (sometimes called a functions and criteria statement). These shall be agreed upon by the faculty and the appropriate administrator.

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C. Notice of College’s Promotion and Tenure Policies and Procedures: The college shall post on its website its written promotion and tenure policy document, which must align with the NMSU Rules on Faculty Evaluation, Promotion and Tenure. In addition, they must post the link to the Office of the Provost’s website.

D. Notice of NMSU Rules on Faculty Evaluation, Promotion and Tenure:

The Office of the executive vice president and provost will post the current and previous editions of the NMSU Rules on Faculty Evaluation, Promotion and Tenure on its website. It will also post other relevant information pertaining to the annual promotion and tenure review processes, including but not limited to forms, to explain and facilitate the process for candidates and academic administrators alike.

PART 5: AVOIDANCE OF CONFLICT OF INTEREST DACC faculty and academic administrators involved in the review and recommendation or decision-making processes relating to an application for promotion or tenure shall not have any conflict of interest that would render them unable to perform their duties in a fair, impartial and equitable manner. See Also Rules 3.00 – Ethical Conduct Required in All NMSU Operations; 3.07 – Participation in Committees; and ARP 3.13 Conflicts of Interest Arising from Consensual Relationships; and ARP 3.25 Discrimination, Harassment and Sexual Misconduct on Campus.

PART 6: STATEMENTON VALUE OF DIVERSITY; COMMITMENT

AGAINST DISCRIMINATION The processes involved in promotion and tenure rely upon basic principles in order to be effective. Above all, the promotion and tenure processes must be fair, transparent, and participatory. These values mean that decisions must be made without regard to race, national origin, gender, gender identity, age, disability, political beliefs, religion, marital status, sexual orientation, special friendships, or animus towards candidates, taking care to avoid conflict of interest, structural, institutional, or habitual thoughts and patterns that could lead to discrimination. NMSU’s community colleges value the richness that inquiry based upon intellectual and cultural differences brings to the college community.

PART 7: STATEMENTOF ETHICS The conduct of supervisors, administrators, promotion and tenure committees, and faculty should be characterized by integrity. Each individual’s personal and professional conduct reflects on one’s self, institution, profession, and the higher education enterprise at large. To guide administrators, committees, and faculty in setting and practicing high standards of ethical conduct in regard to the promotion and tenure process:

A. Faculty should

1. devote time, thought, and study to the duties and responsibilities of one’s job; 2. act with competence and strive to advance competence in one’s self; 3. comply with applicable policies and procedures set forth by NMSU and each respective

community college; 4. document effective and creditable service through honest and responsible reporting

within one’s portfolio; and

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5. engage in actions that support the ethical principles contained in this Statement.

B. Promotion and tenure committees should 1. act with competence and strive to advance competence in others through fair, unbiased,

and formative feedback during the portfolio review process; 2. maintain the confidentiality of privileged information the violation of which would

infringe upon another’s right to privacy; 3. comply with applicable policies and procedures set forth by NMSU and each respective

community college; and 4. engage in actions that support the ethical principles contained in this Statement.

C. Supervisors and administrators should

1. act with competence and strive to advance competence in others through fair, unbiased, and formative feedback during the portfolio review process;

2. maintain the confidentiality of privileged information the violation of which would infringe upon another’s right to privacy;

3. comply with applicable policies and procedures set forth by NMSU and each respective community college;

4. engage in actions that support the ethical principles contained in this statement.

PART 8: COMMUNITYCOLLEGES The mission of NMSU’s community colleges is to provide open access to quality education, to support economic and cultural life in prescribed service areas, and to provide workforce development and contract training within respective communities in support of economic and community development. Community colleges provide traditional liberal arts education, career and technical training, contract training, community interest classes, and developmental education. Every effort is made to keep programs and curricula flexible in order to accommodate varied and expanding community educational needs. Since the community college’s primary role is teaching that leads to student learning, more emphasis is placed on teaching and related activities than the other criteria in the evaluation process.

PART 9: COLLEGE FACULTY College faculty may hold ranks as described in Section ARP 6.35 and 9.33 and are eligible for promotion. A college faculty member can apply for a tenure-track position if recurring funds are available and a search is conducted. Qualifications shall include educational requirements and relevant experience. In relation to the promotion of college faculty, an understanding of the following guiding principles is necessary:

A. College faculty should be evaluated for promotion based on the allocation of their effort to

the areas of teaching and advising, scholarship and creative activity, extension and outreach, and service. Leadership may be considered within the context of the Four Areas of Effort. The allocation of effort forms shall be included in the application packet so that P&T committees will be informed of the college faculty member’s negotiated duties. College faculty must meet the criteria for advancement in terms of level of education, training, and experience, as determined by each academic unit.

B. Committees for promotion of college faculty must include college faculty representation. If

no eligible college faculty members are available for participation on the committee, then the community college will seek other college faculty from other NMSU community college

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campuses. The committee structure on the different campuses may vary given the numbers of tenured faculty and college faculty employed. A college faculty member may be added to an existing committee and participate in the review of a college faculty application, or a subcommittee comprised of college faculty and at least one tenured faculty member can be created. For those college faculty not in an academic division, the chair of the college promotion and tenure committee will serve as a reviewer on the division-equivalent committee (ARP 9.34, Part 1.C ).

C. The role played by college faculty should be recognized in the promotion process, and the standard for promotion should be appropriate given the role of college faculty. The college faculty member will explain their duties and responsibilities in their executive summary so that the promotion and tenure committee members will have a clear understanding of this faculty member's unique function at the college.

D. College faculty, supervisors, and promotion and tenure committees will follow the

procedures and polices outline herein.

9.33 – [Effective AY 18/19] Faculty Promotion and Tenure: The Professorial Ranks

Promotion is not based solely on time in rank but is based on the criteria as stipulated below. This timetable is based on the normal institutional experiences of faculty personnel and on the expectations of a traditional academic career in regard to the effectiveness in teaching and service. Also addressed below is the promotion of college faculty. All faculty members are expected to address the criteria in ARP 9.31, Part 3 and 9.33 in their allocation of effort statements. Tenure-track faculty members are hired on yearly, renewable contracts for a maximum of seven years, except in situations as defined in ARP 9.35, Part 2.

College faculty are eligible for promotion in rank, but they are not eligible for tenure. The criterion for promotion for college faculty is the same as the criterion for promotion of tenure- track faculty, dependent upon the negotiated allocation of effort and the job description (ARP 6.35 A).

The following defines the four levels of academic rank found at the community colleges. Although applications for promotions can theoretically occur at any time, the following contains a suggested timetable for applying for promotion at an NMSU community college (Appendix A).

PART 1: INSTRUCTOR A. Demonstrates expertise in the instructional area(s) through practical, applied, and/or related

experience.

B. Individuals new to this rank must demonstrate substantive evidence of likely success at the community college, including documented evidence that demonstrates improvement in instructional effectiveness.

C. A tenure-track instructor normally holds the minimum of a master’s degree in the field of

expertise. However, at the community college level, experience and recognition in a career

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or technical field, such as appropriate national or state certification, may be considered the equivalent of a master's degree for promotion and tenure purposes.

D. An instructor's job primarily relates to teaching competency (or its equivalent), scholarship and

creative activities (i.e., professional development), and service, although the instructor may also negotiate outreach/extension in the allocation of effort statement.

E. Under extraordinary circumstances, an instructor can apply for promotion prior to the third

year. However, under most circumstances, an instructor can apply for promotion to the rank of assistant professor at the beginning of the third full year in rank (with promotion to the rank of assistant professor at the start of the fourth full year of employment).

PART 2: ASSISTANT PROFESSOR A. A tenure-track assistant professor normally holds the minimum of a master’s degree in the

field. However, at the community college level outstanding experience and recognition in a career or technical field may be considered the equivalent of a master's degree for promotion and tenure purposes.

B. An assistant professor is expected to have a thorough command of some segment of the

discipline within the instructional area(s) as well as some comprehension of the whole through practical, applied, and/or related experience.

C. To be considered for this rank, a person must have demonstrated the ability to teach

effectively in the applicant’s field.

D. An assistant professor's job primarily requires continual progress in teaching effectiveness (or its equivalent) by deepening knowledge in the teaching discipline and developing effective instructional strategies and techniques.

E. The faculty member must continue to advance in creative activities (i.e., professional

development), and service to the college and community through committees, councils, and special projects that support the community college mission, all of which are negotiated by the allocation of effort.

F. Under extraordinary circumstances, an assistant professor can apply for promotion prior to the

third year. However, under most circumstances, it is recommended that a faculty member apply for promotion to the rank of associate professor at the beginning of the third year in the rank of assistant professor with promotion to associate professor the following year.

G. During the sixth year, assistant professors may be evaluated for promotion and tenure

simultaneously, having submitted their portfolio at the beginning of that year.

H. However, an assistant professor may elect to apply for tenure or promotion at any time with the written approval of department chair/program director and dean or their equivalents.

I. A faculty member may only apply for tenure once.

PART 3: ASSOCIATE PROFESSOR A. An associate professor is often a mid-career faculty member who has been awarded tenure.

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B. If a faculty member is initially employed at the rank of associate professor without tenure, the probationary period may vary depending upon agreements stipulated in writing at the time of initial hire.

C. Once tenured, associate professors may hold this rank indefinitely or apply for promotion.

D. An associate professor must demonstrate competence, continuous progress, and a command

over a large part of the instructional area(s).

E. In accordance with the DACC’s promotion and tenure timelines, a faculty member may present a promotion portfolio in any given year. Under extraordinary circumstances, an associate professor can apply for promotion prior to the third year. However, under most circumstances, it is recommended that a faculty member apply for promotion to the rank of professor at the beginning of the third year in the rank of associate professor with promotion to the rank of professor the following year.

F. Promotion to professor should not be considered to be forthcoming merely because of years

of service to the university, or because tenure has previously been awarded.

G. It is expected that evidence showing high quality of teaching and advising, scholarship and creative activity and/or extension and outreach or service has been provided and is current.

PART 4: PROFESSOR A. A professor, sometimes referred to as a “full professor,” has established disciplinary,

intellectual, and institutional leadership in the community college.

B. The professor demonstrates greater command of both the breadth and depth of instructional areas, such as a knowledge and application of how the field of expertise integrates with other fields of study. Boyer defines integration as "making connections across the disciplines, placing the specialties in larger context, illuminating data in a revealing way" (1990) by teaching and advising (or its equivalent), improvement in pedagogical skills, professional development as scholarship and creative activity (synthesis of knowledge of current advancements in the field), service, and extension/outreach.

C. The professor has also demonstrated institutional leadership through contributions of

service and increased responsibility.

D. As with promotion to other ranks, promotion to professor should not be considered to be forthcoming merely because of years of service to the college, or because tenure has been awarded previously.

9.34 – [Effective AY 18/19] Faculty Promotion and Tenure Committees; Common Elements Required in the Principal Unit Policies

PART 1: PRINCIPALUNIT COMMITTEES

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Promotion and Tenure Committees DACC uses elected division and college promotion and tenure committees. The Division promotion and tenure committee functions in the same manner as a departmental committee, with a college committee functioning in the same way as NMSU's college promotion and tenure committee.

Committee membership is determined by election. Committees will be comprised of no fewer than three members. The importance of an odd number committee is to avoid "ties" so the committee can make a majority recommendation. An alternate may be elected to read portfolios should a conflict of interest be made known. Recusal should occur when a committee member has a conflict of interest as indicated by the NMSU Administrative Rules and Procedures (ARP 3.07 ).

Faculty serving on these committees must be voter-eligible, as defined in the glossary. Subcommittees, such as for application to full professor, can be created by an appointment by the chair of the college promotion and tenure committee.

Non-tenure track faculty will elect one or more college faculty members from the appropriate rank(s) to serve on the promotion and tenure committee should college faculty members apply for promotion (ARP 9.34, Part 1.C ). Promotion for non-tenure track faculty will parallel the process for promotion of tenure-track faculty, to include adding college faculty representatives to established committees.

A. Division Promotion and Tenure Committee

1. Membership a. The committee shall be made up of at least five elected, tenured faculty members

representing more than one department or program in the division. No fewer than three members will review each portfolio. However, all members are expected to participate (i.e., vote) unless a valid reason for recusal (e.g., substantiated conflict of interest). Division deans will not serve on this committee. Department chairs and program directors may serve on their respective division committee; however, they will not evaluate faculty assigned to their department or program. In cases of promotion, members must hold equal or higher rank than the rank to which the candidate is to be promoted.

b. Should a committee member be unable to participate, he/she will vacate the

position. The chair may call for a vote to remove a member. In the event of a tie vote, the chair of the college promotion and tenure committee will break the tie. Faculty from outside the division can be elected if there are not enough tenured faculty. If there are not a minimum of three eligible committee members, the college promotion and tenure chair will appoint other eligible members to serve. The candidate will be notified in writing if an appointed member will be reviewing their portfolio. Applicable conflict of interest rules (ARP 3.07) apply to appointed members.

2. Term

Members will be elected for two-year staggered terms that will begin in the fall semester.

3. Election

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a. The tenured/tenure-track faculty of the division will elect the members of the division promotion and tenure committee.

b. The college promotion and tenure chair will hold an election for each division promotion and tenure committee by the end of the spring semester and will report the results to the faculty and administration. In case of a tie, an immediate run-off election will be held.

c. The chair will be elected by the division promotion and tenure committee prior to the end of the academic year. The chair may request release time for up to one fall semester course from the division dean and VPAA. The chair will be a voting member of the committee.

B. College Faculty Promotion Committee

2. College Faculty Representation Committees for promotion of college faculty must include college faculty representation (ARP 9.34 Part 3.H).

3. Constitution of the Committee A college faculty member may be added to an existing committee and participate in the review of a college faculty application, or a subcommittee comprised of college faculty and at least one tenured faculty member can be created (ARP 9.34 Part 3.H).

C. College Promotion and Tenure (P&T) Committee 1. Membership

a. The committee will be made up of seven tenured members. One faculty member is elected from each division and two faculty members are elected at-large, from different divisions. At least two of the members must be senior-ranked faculty. Division deans will not serve on this committee. Department chairs and program directors are eligible to serve on this committee; however, they will not evaluate faculty they currently supervise. At least three members of the college committee will review each portfolio. If there are not a minimum of three eligible committee members who can vote on applications for promotion and/or tenure, then the chair will appoint other eligible faculty to serve. The candidate will be notified in writing if an appointed member will be reviewing their portfolio.

b. In cases of promotion, members must hold equal or higher rank than the rank to which

the candidate is to be promoted. If there are not a minimum of three eligible committee members, the college promotion and tenure chair will appoint other eligible faculty to serve. The candidate will be notified in writing if an appointed member will be reviewing their portfolio.

c. Members of a division promotion and tenure committee cannot serve concurrently on

the college promotion and tenure committee.

2. Term Members will be elected for a three-year which will begin in a fall semester. Members can be elected for a second consecutive term. Terms of the members shall be staggered.

3. Election

a. The tenured/tenure-track faculty of the college will elect the members of the college promotion and tenure committee. The current chair of college promotion

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and tenure committee will hold an election by the end of the fall semester and will report the results to the faculty and administration. In case of a tie, an immediate run-off election will be held.

b. The chair will be elected by the college promotion and tenure committee prior to

the end of the fall semester. The chair may request release time from one fall and spring semester course from their division dean and VPAA. The chair will be a voting member of the committee.

c. A committee member unable to participate will vacate the position. The chair may

call for a vote to remove a member. Should the membership of the committee fall below seven members, the college promotion and tenure chair will appoint a member from the division of the vacating member.

PART 2: PRINCIPALUNIT POLICIES A. Department Promotion and Tenure Policy (ARP 9.34 Part 2 A). Each NMSU-Las Cruces

department or DACC division shall have a written policy for promotion and for tenure referred to as a department promotion and tenure policy. The department promotion and tenure policies shall include criteria and procedures for promotion and tenure, developed collaboratively by the faculty and department/division head, and approved by the college dean or community college associate vice president for academic affairs, as appropriate. The department promotion and tenure policy shall be consistent with their respective college or community college criteria and procedures for promotion and tenure. It shall also be consistent with the NMSU Rules on Faculty Evaluation, Promotion, and Tenure, ARP 9.30 – 9.36.

B. College Promotion and Tenure Policy. DACC is required to have written promotion and

tenure rules and procedures. The rules and procedures shall be in accordance with ARP 9.34 Part 2 B and shall include criteria and procedures for promotion and tenure. The college’s criteria and procedures shall be determined collaboratively by the tenure and tenure-track faculty and college academic administration and must be approved by the executive vice president and provost. The college promotion and tenure policies must be consistent with the NMSU Rules on Faculty Evaluation, Promotion, and Tenure (ARP 9.30 – 9.36).

C. Development of Promotion Procedures. College track faculty follow the same rules and procedures as tenure track faculty in the preparation and evaluation of the annual performance and promotion and tenure evaluations.

PART 3: COMMON ELEMENTS FOR PRINCIPALUNITS’

PROMOTIONAND TENURE POLICIES DACC’s promotion and tenure policy is consistent with the NMSU Rules on Faculty Evaluation, Promotion, and Tenure (ARP 9.30 – 9.36) and contains those common elements prescribed in ARP 9.34, Part 3.

9.35 – [Effective AY 18/19] Faculty Promotion and Tenure Reviews: Procedural Guidelines and Timeline

PART 1: PRE-TENURE PROBATIONARY PERIOD

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Normally, before being considered for tenure, eligible faculty members serve six consecutive probationary years. The probationary period begins with the first year of the contract. “New tenure-track faculty reporting for duty after the last Friday in September (12-month employees) or the second Friday in October (9-month employees) will not receive a temporary contract.” The first contract will be issued at the beginning of the next contract period, which will constitute the first year of the probationary period toward tenure (ARP 6.30 C). During the sixth year, a case for tenure is made by the faculty member and considered by the university. Those achieving tenure are awarded a continuous contract at the end of their sixth year, while those not awarded tenure are given a one-year terminal contract for their seventh and final year of employment. There may be exceptions, however, to shorten or lengthen the normal six-year probationary period. During the sixth year of NMSU community college employment, application for promotion may be evaluated for promotion and tenure simultaneously, having submitted one portfolio for both actions. Section 6.30 and 9.43 explains policy concerning tenure track and tenure-nonrenewal of contracts.

PART 2: FLEXIBILITY IN TENURE-TRACK A. Credit for Prior Service

Faculty members with previous teaching and advising, service, extension/ outreach, scholarly, and/or administrative experience at another institution may have some or all of that experience taken into consideration on appointment at NMSU. Credit for prior service must be negotiated with the campus president and VPAA. Supervisors and promotion and tenure committee chairs will be notified if a candidate has been granted credit for prior service.

Prior probationary service at another institution may count towards the six-year probationary period, but usually only up to a maximum of three years. Any expedited schedule must be recommended by the appropriate supervisors and agreed to by both the executive vice president/provost and the faculty member at the time of appointment. The details of such credit for prior service, the resulting length of the probationary period, the timing of any third-year review, and the period for the tenure application process, shall all be stated unambiguously in the appointment letter which is included in the promotion and tenure portfolio. In such cases, no extension of the probationary period will be granted unless the request falls into one of the categories mentioned in Section 9.35 Part 2 B.

B. Extension of the Probationary Period When requested in writing within one year of the qualifying event by the faculty member, leaves of absence can lead to postponement of the tenure decision date; however, modifications in that date require the recommendation of the appropriate supervisors and the approval of the campus administration and executive vice president/provost. Faculty responsibilities may be negotiated when the extension is requested. An extension may be granted up to two times, so long as the total pre-tenure probationary period does not exceed eight years. Exceptions to this limit can be made under extraordinary circumstances if approved by the community college president and executive vice president/provost. Candidates must be held to the same standards of performance when the probationary period has been extended as candidates whose probationary period was not extended. The probationary period may be extended, upon written request and approval, under the following circumstances: 1. Leave of Absence without Pay: Probationary faculty members may request in writing a

leave of absence without pay, usually not to exceed one academic or fiscal year. Prior to

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initiating the leave, affected faculty may request in writing a probation extension of one year.

2. Military Leave of Absence: Involuntary induction into the armed forces entitles the

faculty member to a leave of absence to cover the term of military service. Such leave constitutes valid grounds for requesting an extension of the tenure decision date. Similarly, a faculty member’s voluntary participation in a military reserve program may lead to periodic or prolonged absence sufficient to affect the faculty member’s performance (e.g., annual active duty training, or active duty training or participation when a reserve unit is called to active duty) that constitutes valid grounds for extension of the tenure decision date.

3. Medical Leave of Absence: Probationary faculty members with a serious personal illness or

providing prolonged, substantive care for a chronically ill family member may request in writing an extension of the tenure decision date, usually for one year.

4. Family Leave of Absence or Exceptional Family Responsibilities: Upon written request,

probationary faculty members who become parents will receive a one-year automatic extension of the tenure decision date. Such an extension does not require that the faculty member take a leave of absence.

5. Catastrophic Events: Probationary faculty who have experienced a catastrophic event

such as a fire or flood or who must aid family members in such situations may request in writing an extension of the tenure decision date.

6. Jury Duty: Prolonged jury service, when significantly affecting a faculty member’s

performance, constitutes a valid reason to petition for extension of the tenure decision date.

7. Other, as Negotiated: Extensions for other reasons may be negotiated with campus

administration.

C. Faculty Request for Early Tenure Review Current faculty may request the length of the probationary period be shortened. The request must be in writing to the appropriate supervisor and will require positive past recommendations of the promotion and tenure committee as determined in the annual performance evaluation, and positive past recommendations from appropriate supervisors. A tenure application can be made one time only. If this tenure application is not successful, the candidate’s contract is not renewed according to NMSU Administrative Rules and Procedures 9.40.

D. Changes Between Full and Part Time Employment 1. Tenure track faculty members whose regular appointments are less than 0.50 FTE do not

accumulate probationary time toward tenure.

2. When recurring state funding is available, a tenure-track, part-time faculty member may apply for a full-time tenure track position and, if hired, apply earned tenure-track FTE from prior years toward tenure and promotion in the full-time position.

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3. Tenured, full-time faculty members who move to part-time status may retain tenure. Retention of tenure in such a case requires the written request of the faculty member, positive recommendations of the appropriate supervisors, and approval of the community college president and provost. While this policy encourages academic units to accommodate reasonable requests for part-time appointment, part-time appointments are not an entitlement, and requests may be turned down. Pending availability of funding and the approval of the supervisors and the administration, the faculty member may return later to full-time tenured status.

PART 3: MID-PROBATIONARY REVIEW Tenure-track faculty members may request, or individual units may require, a formal mid- probationary review. The mid-probationary review is an opportunity to obtain feedback on the tenure-track faculty member’s performance and is used to identify specific activities to enhance the candidate’s progress toward promotion and tenure. The review is formative, intended to assist tenure-track faculty in achieving promotion and tenure and should consider the allocation of work effort during the three years reviewed and be based upon the principal unit’s criteria. The outcome must not be used as a determinant for setting merit pay or for contract continuation decisions.

PART 4: JOINT APPOINTMENT (WITHDUAL PRIMARY

RESPONSIBILITIES) In appropriate circumstances, a faculty member may be appointed in two academic units. The faculty member with a joint appointment has a memorandum of understanding from all involved units. The memorandum of understanding must include the following. A. Principal unit where tenure resides or will reside if applicable will be identified. In joint

appointments with centers or institutes, the tenure home must reside in a principal unit. In joint appointments with two or more academic units, one unit must be designated, by mutual agreement, as the tenure home.

B. Expectations for workload and allocation of effort, including specific responsibilities

distributed between the involved units.

C. Term of appointment and any other conditions of employment must be indicated.

D. Provisions explaining the process for the annual performance evaluation and promotion and tenure reviews, renewal of the joint appointment, and salary. Each unit must provide recommendations in annual, probationary, tenure, and promotion reviews.

PART 5: ROLES AND RESPONSIBILITIES IN PROMOTION OR

TENURE REVIEWS All discussions and submitted letters and portfolios are to be held to the highest standard of confidentiality. All supervisors and committees will make note of the faculty member's progress toward promotion and tenure in their reviews. All those involved in the promotion and tenure process are expected to follow all promotion and tenure policies and procedures to assure consistent, transparent, and equitable application of these adopted policies and procedures and procedures. Evaluators may request additional information only if the requests are in writing and transmitted to the candidate. The faculty member may request to review all items included in the portfolio assembled prior to review by supervisors, committees and administrators.

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Supervisors and division promotion and tenure committee members will simultaneously and independently evaluate the faculty member’s allocation of effort statements from annual reports when making recommendations for promotion and/or tenure. All parties involved in the process will ensure confidentiality of the process and of all promotion and tenure documents. NMSU records management and retention rules will be adhered to with respect to the destruction and disposition of promotion and tenure documents following the completion of an annual evaluation cycle (ARP 14.10 ).

A. Candidate 1. Maintains a curriculum vitae and a cumulative record of the activities and

accomplishments affecting the application for promotion and/or tenure. 2. Seeks guidance from senior faculty and appropriate supervisors and mentors

in order to review and revise the candidate's own portfolio in relation to the criteria for promotion and/or tenure.

3. Requests and provides materials required in the optional mid-probationary period review in accordance with college procedures.

4. Notifies the dean of intent to apply for promotion or tenure by February 15th

using the memo in Appendix F. If a faculty member/candidate does not apply for tenure in the fifth year, or extended year as appropriate, and does not submit a resignation letter as contemplated by this rule, the faculty member’s employment will terminate with the expiration of the current annual “Temporary Contract”.

5. Requests letters of support (see glossary) and includes them in the core document for the promotion or tenure application. These letters should be from colleagues, former students and graduates, community members, or professional organization members.

6. Requests extension of the probationary period in accordance with Section 9.35 Part 2.B

7. Submits a completed portfolio (core document and documentation file) in accordance with college timeline and procedures; however, once formally submitted nothing can be changed, added, or removed by the candidate. Supervisors and/or promotion and tenure committees may request additional documents for review, but nothing will be added or removed. Requests for additional documents will be noted by the requesting supervisor and/or committee in their portion of the evaluation form.

8. Has, upon receipt of the recommendation of the division promotion and tenure committee, of the department chair/program director, and of the dean, five working days to add to the portfolio any correction of factual errors in any of the recommendations.

9. Has, upon receipt of the recommendations of the college promotion and tenure committee and of the president, five working days to add to the portfolio any correction of factual errors in either recommendation.

10. Has, upon receipt of the recommendation of the division promotion and tenure committee, of the department chair/program director, and of the dean, ten working days to add to the Portfolio a written statement responding to any of the evaluations.

11. Has, upon receipt of the recommendation of the college committee, ten working days to add to the portfolio a written statement responding to any of the evaluations.

12. Submits appeals in accordance with ARP 10.60 if candidate so chooses. 13. Meets with department chair/program director, division dean, Division P & T

Committee Chair for the annual performance evaluation conference. Faculty must sign the evaluation but retains the right to submit a document correcting factual errors

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(within 5 days), a written statement responding to evaluations (within 10 days), or an appeal based on violations of policy, rule or procedure (ARP 3.25, ARP 10.60).

14. Requests in writing that the review process be terminated at any time prior to review by the executive vice president/provost in accordance with ARP 9.35, Part 7. A faculty member who does not wish to be considered for a continuous contract (tenure) will submit a letter of resignation. A letter of resignation is required if the faculty member is in the fifth year of service and withdraws from tenure review.

B. Department Chair or Program Director

1. Assigns mentors and monitors the process for tenure-track faculty to mentor the candidate in developing the best case for promotion and tenure.

2. Provides leadership in the collaborative writing and maintenance of division promotion and tenure policy.

3. Provides initial information, timelines, and copies of all written guidelines regarding promotion and tenure expectations to all new and continuing faculty on a regular basis. Also informs tenure-track faculty of their rights to due process, appeals, and informal processes for conflict resolution in promotion and tenure.

4. In the annual performance evaluation of tenure-track faculty, includes a written evaluation relating to assigned duties (i.e. the teaching and advising, scholarship and creative activity, service, extension and outreach and apportionment). The reviews also include separate statements addressing progress toward tenure and toward promotion, including steps that should be taken to strengthen the faculty member’s case. The evaluation will document problem areas which may impede progress toward promotion and tenure. The final allocation of effort form (Appendix D) is used to document the annual performance review.

5. For faculty applying for promotion or tenure, prepares a letter of recommendation (recommending or not recommending) addressed to the campus president and adds it to the portfolio (Appendix G). The faculty member is given a copy of this recommendation at the time of their conference with the dean and signs the tracking form to indicate receipt of all relevant documents.

6. Assists tenure-track faculty who have completed five academic semesters or its part- time equivalent in preparing for an optional mid-probationary review, at the faculty member's request.

7. In mitigating circumstances, explores with the candidate the need for a time extension (ARP 9.35 Part 2.B) to the probationary period. With the approval of the candidate, seeks permission from the dean to extend the probationary period.

8. Provides assistance and guidance to faculty who are applying for promotion/tenure. Reviews the portfolio of applicants to ensure its completeness and compliance with Part 6 of this rule, and, where needed, makes recommendations for improvement.

9. Writes an independent evaluation/recommendation concerning each candidate’s case for promotion/tenure in relation to the criteria for promotion and tenure. This recommendation may be in support of or against supporting promotion or tenure or both. It should address the strengths and weaknesses, and level and nature of accomplishments of the candidate.

10. Places the department chair’s/program director’s recommendation in the candidate’s portfolio.

11. Meets with division dean, division promotion and tenure committee chair, and faculty for the annual evaluation conference. Faculty must sign the evaluation but retains the right to submit a document correcting factual errors (within 5 days), a written statement

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responding to evaluations (within 10 days), or an appeal based on violations of policy, rule or procedure (ARP 3.25, ARP 10.60).

12. Negotiate and approve with faculty the percentages in their allocation of effort statement as well as their goals and objectives.

C. Division Dean

1. Writes an annual performance evaluation of all tenure-track and college faculty. This review is separate from, and independent of, the department chair’s/program director’s annual review of each faculty member.

2. Ensures that the division promotion and tenure committee comply with the stated timeline and submits recommendation for promotion and for tenure for all candidates.

3. Writes an independent evaluation/recommendation concerning each candidate’s case for promotion and/or tenure in relation to the criteria for promotion and tenure. This recommendation may be in support of or against supporting either promotion or tenure, or both. It should address the strengths and weaknesses, and level and nature of accomplishments of the candidate. This recommendation must take into consideration the quality of the candidate's portfolio as well as any supervisory or committee recommendations that have been submitted.

4. Meets with department chair or program director, division promotion and tenure committee chair, and faculty for the annual evaluation conference. Faculty must sign the evaluation but retains the right to submit a document correcting factual errors (within 5 days), a written statement responding to evaluations (within 10 days), or an appeal based on violations of policy, rule or procedure (ARP 3.25, ARP 10.60).

5. With the VPAA, establishes the process for mentoring the candidate in developing the best case for promotion and/or tenure.

6. Provides candidates with written copies of the recommendation of the division promotion and tenure committee and of the recommendation of all supervisors. This notification must occur prior to passing the promotion and/or tenure application to the next level to allow the candidate to withdraw the portfolio from consideration, should he or she choose to do so. This process also allows the faculty member the right to submit a written statement to any supervisory or committee evaluation as provided by ARP 9.31 Part 4. A.

7. Places all supervisory or committee recommendations in the candidate’s portfolio after the candidate has met to receive their copies and sign the tracking form.

8. Recommends extension of the probationary period. 9. Provides oversight for the optional mid-probationary review program. 10. Approves allocation of effort statement of faculty within their supervision. 11. Forwards completed promotion or tenure application portfolio containing the dean,

supervisor, and division promotion and tenure committee recommendations to the college promotion and tenure committee.

12. May meet with the principal units’ promotion and tenure committees to discuss procedural matters.

D. Division Promotion and Tenure Committee

1. Responsibilities of the Committee a. Examines, reads, and makes recommendations on all promotion and tenure

applications in the division. b. Evaluates the candidate according to division promotion and/or tenure standards. c. Considers the candidate’s department assignment and role apportionment as

specified in the candidate’s position description and allocation of effort forms.

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d. Performs the mid-probationary pre-tenure and/or annual pre-tenure review by making recommendations on temporary contracts in the division and forwards results to the appropriate supervisor. This review is separate from, and independent of, the supervisors’ annual performance review of each faculty member.

e. Makes recommendations to the department chair/program director pertaining to faculty members who are seeking promotion and/or tenure based on the candidate’s portfolio and college/division criteria.

f. Is available for consulting with faculty members on promotion and tenure issues g. Maintains confidentiality of all materials, discussions, and decisions.

2. Responsibilities of the Chair

a. Coordinates scheduling of promotion and tenure evaluations so that promotion or tenure application portfolios are reviewed prior to mid-probationary pre-tenure portfolios and/or annual pre-tenure portfolios.

b. Receives, secures, and returns all annual performance evaluations and promotion or tenure application portfolios.

c. Emphasizes the confidentiality of proceedings and recommendations. d. Works with faculty council executive committee on promotion and tenure issues as

needed. e. Ensures that deliberations and voting of promotion and tenure committees will be

conducted via secret ballot in closed session only among committee members. f. Coordinates the writing of evaluations for promotion, tenure and mid-probationary

pre- tenure review based on the promotion and tenure criteria, as well as annual pre- tenure performance reviews. The report will: 1) reflect the majority view. 2) contain specific commendations, concerns, and recommendations addressing the

division’s criteria in each of the areas required for promotion and tenure. 3) allow for dissenting opinions containing specific commendations, concerns, and

recommendations addressing the criteria in each of the areas required for promotion and tenure.

4) include a summary of the numerical vote (found on the final allocation of effort form). Voting may be in person, or by an appropriate confidential electronic method with the permission of the committee chair. In absentia proxy ballots are not permitted ARP 9.34 Part 3.P.

5) be placed in the portfolio and shared with the faculty member during their conference.

g. Returns to the division dean the candidate's portfolio and the committee's report so that the supervisor can conference with the faculty member to provide them with copies of the report and obtain their signature on the tracking form.

E. College Promotion and Tenure Committee

1. Responsibilities of the Committee 2. Responsibilities of the Committee

a. Examines, reads, and makes recommendations on all promotion and tenure applications in the division.

b. Evaluates the candidate according to division promotion and/or tenure standards, in conjunction with those of the college (ARP 9.30 – 9.36).

c. Considers the candidate’s department assignment and role apportionment as specified in the candidate’s position description and allocation of effort forms

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d. Makes recommendations to the dean pertaining to faculty members who are seeking promotion and/or tenure based on the candidate’s portfolio and college/division criteria.

e. Performs the mid-probationary pre-tenure and/or annual pre-tenure review by making recommendations on temporary contracts in the division and forward results to the appropriate supervisor. This review is separate from, and independent of, the supervisors’ annual review of each faculty member.

f. Is available for consulting with faculty members on promotion and tenure issues. g. Maintains confidentiality of all materials, discussions, and decisions. h. Follows all promotion and tenure procedures to assure consistent, equitable

application of adopted policies and procedures. i. Serves as a consultant to division promotion and tenure committee during the

promotion and tenure process and the pre-tenure review. j. Provides a workshop in which sample portfolios are presented. If the portfolio of an

actual person is used, the committee chair will obtain written permission from the owner of the portfolio.

3. Responsibilities of the Chair of College Promotion and Tenure Committee a. Coordinates the schedule of review of promotion and tenure evaluations, as well as

mid-probationary pre-tenure reviews. b. Ensures non-tenure track promotion and tenure committees are augmented as

necessary (see ARP 9.34 Part 3.H). c. Appoints members to the division and or college promotion and tenure committees if

sufficient members are not qualified or available. d. Receives, secures, and makes recommendations on all promotion or tenure

application portfolios, as well as mid-probationary reviews. e. Emphasizes confidentiality of proceedings and recommendations. f. Ensures that deliberations and voting of promotion and tenure committees will be

conducted via secret ballot in closed session only among committee members. g. Coordinates the writing of evaluations for promotion, tenure and mid-probationary pre-

tenure review, as well as annual pre-tenure reviews. The report includes recommendations pertaining to faculty members who are seeking promotion and/or tenure based on the candidate’s portfolio and the promotion and tenure criteria. The report will: 1) reflect the majority view 2) contain specific commendations, concerns, and recommendations addressing

criteria in each of the areas required for promotion and tenure. 3) allow for dissenting opinions containing specific commendations, concerns, and

recommendations addressing the criteria in each of the areas required for promotion and tenure.

4) include a summary of the numerical vote (found on the final allocation of effort form). Voting may be in person, or by an appropriate confidential electronic method with the permission of the committee chair. In absentia proxy ballots are not permitted (ARP 9.34 Part 3.P).

5) be placed in the portfolio to be shared with the faculty member during their conference.

h. Returns to the division dean the candidate's portfolio and the committee's report so that the supervisor, dean and college promotion and tenure committee chair can conference with the faculty member to provide them with copies of the report and obtain their signature on the tracking form.

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i. Ballots and tallies results for electing members of the division promotion and tenure committees at the end of the fall semester and communicates the results to the divisions

j. Ballots and tallies results for electing members to replace those rotating off the college promotion and tenure committee and communicates the results to the divisions

k. If a college (non-tenure-track) faculty member applies for a promotion, holds an election among eligible college faculty members to select at least one college faculty member to serve on the college promotion and tenure committee for that specific review.

l. Keeps voting records for an entire year for all division/college elections in case a position is vacated.

m. Works with faculty council executive committee on promotion and tenure issues as needed.

n. Prepares a document with recommendations for revisions to the evaluation process.

F. The Vice President for Academic Affairs

1. Establishes the process for mentoring the candidate in developing the best case for promotion and/or tenure.

2. Provides initial information, timelines, and copies of all written guidelines regarding promotion and tenure expectations and policies and procedures to all new and continuing faculty members on a regular basis. Also informs tenure-track faculty of the rights to due process, appeal and informal processes for conflict resolution in promotion and tenure.

3. Provides a process for training: a. all faculty in both the annual performance evaluation process and promotion

and tenure process, qualifications of rank, allocation of effort statement; and b. all P&T committee members, including college faculty, in their duties and

responsibilities. 4. Ensures that the campus rules and procedures comply with the university rules and

procedures. 5. Meets with promotion and tenure committees to discuss procedural matters including the

University’s Conflict of Interest policies. 6. Provides a system of annual faculty performance evaluation that is both fair and

transparent. 7. Meets with division deans regarding promotion and tenure applications. 8. Meets with campus president to give input on the promotion or tenure

applications. 9. Communicates to the promotion and tenure committee the rank and status of new

hires.

G. Community College President 1. Ensures that a college-specific promotion and tenure policy is written and periodically

revised, and that the policy complies with university policy, rules, and procedures; and has been approved by the executive vice president/provost.

2. Assures that each division has: a. Current promotion and tenure guidelines that comply with college and university

policies and include date of version. b. A mentoring process for tenure-track faculty.

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c. A system of annual faculty performance evaluations. 3. In consultation with college faculty establishes policy for the constitution of a College

Faculty Promotion Committee. 4. Recommends extensions of the probationary period. 5. Provides oversight for the mid-probationary review program. 6. Informs the faculty member as to eligibility for tenure. Also informs the appropriate

supervisors and chair of the college promotion and tenure committee. 7. Makes independent recommendations pertaining to promotion and tenure. To do this,

considers: a. Candidate’s Core Document and the Documentation File b. Recommendations of the department promotion and tenure committees c. Recommendations of the department chairs/program directors d. Recommendations of the college promotion and tenure committees.

8. Notifies candidates, in writing and electronically, of the recommendations of the college promotion and tenure committee and of his or her recommendation. This notification must occur prior to passing the promotion and tenure applications and associated recommendations on to the executive vice-president/provost.

9. Places his or her the recommendation in the candidate’s portfolio. 10. Consults with division dean or VPAA regarding the faculty member's application for

promotion or tenure. Meets with the executive vice president/provost (or designee) regarding promotion and tenure cases.

11. Notifies candidates in writing of their decision regarding promotion or tenure. a. Notifies the faculty member if the faculty member's temporary contract is not to

be renewed, according to the following: 1) three months or more before the end date of their contract for faculty

members in their first year of service; 2) six months or more before the end date of their contract for faculty

members in their second year of service; or 3) one year or more before the end date of their contract for faculty members in

their third or more years of service. (ARP 9.43 )

H. Executive Vice-President and Provost 1. Ensures that each college and each college division has, and periodically updates,

promotion and tenure policies that comply with university policy, rules and procedures. 2. Approves requests to extend the probationary period. 3. Meets with community college presidents regarding promotion and tenure cases. 4. Makes an independent decision pertaining to promotion and tenure. To do this,

considers: a. Candidate’s core document and, if requested, the documentation file b. Recommendations of the department promotion and tenure committees c. Recommendations of the department heads d. Recommendations of the college promotion and tenure committees e. Recommendations of the dean

5. Passes promotion and tenure decisions on to the chancellor. 6. Notifies candidates in writing of the decision. 7. Provides for annual training sessions for promotion and tenure committee members,

department heads, and deans.

PART 6: PORTFOLIO PREPARATION BYCANDIDATE

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In accordance with department and college guidelines, the candidate is responsible for submitting a promotion and/or tenure portfolio comprised of a core document and a separate documentation file. When appropriate and agreed to by the candidate and all reviewing committees and officials, the portfolio may be submitted as an electronic pdf formatted file(s), provided a method for secure transmission of confidential documentation has been established. The college guidelines shall specify the inclusion of the following core document elements in this order.

A. Core Document

1. A routing form developed by the college with spaces for the required signatures 2. A cover sheet indicating the candidate’s name, current rank, department, and college 3. Any written documentation generated throughout the promotion and tenure process,

including the numerical vote counts of the promotion and tenure committee(s) (provided by the P&T Chair and placed into portfolio by either the committee chair or division dean).

4. A Table of Contents 5. Candidate’s executive summary 6. A curriculum vitae 7. Annual performance evaluations for the period under review, including the allocation of effort

statements, the goals and objectives, written narratives submitted by the faculty member as a part of the annual performance evaluations, the supervisors’ written comments and letters of recommendation from supervisors, and any written statement made by the candidate to the supervisors’ or promotion and tenure committee’s evaluations written comments. Numerical rankings, ratings, or vote counts should be removed.

8. Principal units’ mission statements. 9. Letters of support 10. Copies of request for extension for submission or any document that explains a reduction

of the probationary period.

The promotion and tenure core document shall be placed in a provided, tabbed binder with cover and spine clear slipcovers. The cover and spine shall be identified with inserts by the candidate's name and the position applying to (i.e. Application for promotion to the position of or Application for Tenure). These inserts must be prepared using the NMSU brand initiative as well as the community college logo. Should NMSU or the community college purchase software that allows for electronic submission, this format can be altered to accommodate that type of submission. Until then, all core documents will be paper copies. The documentation file, however, can include DVDs, CDs, and other media.

B. Documentation File

The documentation file is used in both the annual performance evaluation and promotion and tenure processes and should be a cumulative archive of evidence attesting to the faculty member’s performance. The documentation file should include evidence of high quality teaching and advising, scholarship and creative activities, outreach/extension, service, and other activities. Required elements are student evaluations; classroom observations; letters of support from colleagues, peers, former students, or external constituents; other letters as appropriate; and representative examples of syllabi. Faculty can also include any other evidence that they believe to support their application.

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This material is not routed beyond the college promotion and tenure committee but is available for review. Individual community colleges may specify a particular format or arrangement of this file. The institution will determine where the file will be securely located while the portfolio is under review. The documentation file will not be kept in the candidate’s office (see glossary).

If this is an application for tenure, the candidate is to include evidence of contributions since being hired into tenure track, plus evidence from other institutions if credit for prior service is applicable. If this is an application for promotion, then the candidate is to include evidence of contributions since the last promotion or tenure, whichever is more recent.

PART 7: WITHDRAWAL OF PORTFOLIO BY CANDIDATE FROM

FURTHER CONSIDERATION A. A candidate may withdraw from consideration at any time prior to the final signature of the

executive vice president/provost. A candidate shall prepare a letter requesting withdrawal from further consideration. The letter shall be transmitted to the dean or comparable administrator. All documents shall be returned to the candidate and nothing relating to the application for promotion and/or tenure shall be placed in the candidate’s personnel file.

B. If the candidate is in the fifth year of service, withdrawal from consideration for tenure must

be accompanied by a letter of resignation submitted to the dean or comparable administrator no later than the end of the fifth-year contract period. The resignation shall be effective no later than the end of the sixth-year contract period. If a faculty member does not apply for tenure in the fifth year, or extended year as appropriate, and does not submit a resignation letter as contemplated by this rule, the faculty member’s employment will terminate with the expiration of the current annual (“Temporary”) contract. The failure to submit a portfolio or letter of resignation will be treated as a request to be removed from consideration for tenure (See Section 9.35 Part 2 for exceptions).

PART 8: OUTCOMES A. For full-time tenure-track candidates:

1. If tenure is recommended, the executive vice president and provost will send a contract of employment (continuous appointment) form through the college president to the candidate.

2. If tenure is not recommended, the college president will give a signed contract status form to the candidate for signature acknowledging notification of non- renewal.

B. For part-time tenure-track candidates, in addition to the provisions for

full-time tenure-track candidates: 1. If tenure is recommended, it is for the FTE as stated in the initial contract or as

negotiated. 2. If tenure is not recommended, a faculty member has one year of continued part-

time employment beyond the denial.

C. For all candidates: 1. If promotion is recommended, the effective date is at the beginning of the ensuing

contract year.

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2. If promotion is recommended, it shall be the policy of the university that all promotions shall include a salary increase, irrespective of other salary increases.

3. In the case of a negative promotion decision, the executive vice president and provost will inform the candidate in writing.

4. The executive vice president and provost is responsible for informing the chancellor of the recommendations of the department head, college dean, or comparable administrator and the decision of the executive vice president/provost.

5. The executive vice president and provost will prepare an official list of promotion and tenure decisions for distribution to relevant community college presidents, deans, comparable administrators, the vice president for business and finance, and the director of human resources.

6. Tenure-track faculty members whose probationary contract is not renewed and who have another year before the termination of that contract do not submit a promotion and tenure portfolio during their final year. If the non-renewal is being appealed on the basis of failure to follow procedure or discrimination, then the appellant may complete a packet, and have it held in suspension until the grievance is resolved. If the individual is successful in the appeal, the portfolio will be considered by the parties involved in the promotion and tenure process.

PART 9: RIGHT TO SEEKREDRESS FOR VIOLATION OF

EVALUATION, PROMOTION, OR TENURE RULES A. A faculty member who believes that the university, college or department’s promotion and

tenure policy or procedures have been violated, adversely affecting the faculty member’s evaluation, promotion, or tenure may file a grievance pursuant to ARP 10.60.

B. ARP 10.60 provides an opportunity for mediation, and in the event mediation is not successful, review by a panel of faculty peers which hears evidence presented and issues factual findings and recommendations on the issue of whether or not the rules governing evaluation, promotion or tenure were violated.

C. A finding that there was not substantial compliance with the applicable Rules on Faculty

Evaluation, Promotion, and Tenure (ARP 9.30 – 9.36), or a finding that any violation materially and adversely affected the outcome for a faculty member will be grounds for relief.

D. If the grievance involves actions taken by the executive vice president and provost due to the

provost’s role in the promotion and tenure process, the grievance decision will be issued by the NMSU system chancellor; otherwise, the executive vice president/provost issues the final decision in faculty grievance matters.

PART 10: TIMELINE OF PROCEDURALSTEPS FOR ANNUAL

PERFORMANCEEVALUATION AND PROMOTION AND TENURE REVIEW PROCESSES

Each college shall determine a timeline for conducting annual performance evaluation and promotion and tenure reviews compatible with due dates issued by the executive vice president/provost. The dates indicated here are suggested guidelines; the provost may alter these by further directives; and/or 12-month appointments may require a different time schedule.

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In the event of a catastrophic event or other circumstances explained in ARP 9.35 Part 2, faculty can have their tenure application postponed. However, it is important that all faculty members (tenure-track and college faculty) adhere to the deadlines stipulated in the timeline. Faculty who turn in an application for promotion after the deadline will have their packets returned to them by an appropriate administrator, so they can re-package the portfolio as an annual performance evaluation. For faculty who submit an annual portfolio after the deadline, the supervisor will begin the evaluation process and indicate in their evaluation that the faculty member failed to submit an annual performance evaluation as required by policy.

A. Spring 1. Faculty submit initial allocation of effort forms (Appendix D) no later than the first day

on contract for the spring semester. 2. Department chairs/program directors and deans approve faculty initial allocation of effort

forms. 1. Pre-tenure and post-tenure faculty submit annual performance evaluations (final

allocation of effort forms) no later than the last day of January. The annual performance evaluation can only be amended hereafter in accordance with department and college guidelines.

2. Promotion and/or tenure candidates notify their division dean no later than February 15th

of their intention to apply for promotion. 3. Department chairs/program directors, deans, and division promotion and tenure

committees complete annual performance review evaluations (final allocation of effort submissions) of all faculty (pre- and post-tenure) no later than March 31.

4. Department chairs/program directors, deans, and division promotion and tenure committee chair meet with each pre-tenure faculty to conduct annual performance review conferences no later than April 15. Department chairs/program directors, and deans meet with each post-tenure faculty to conduct annual performance review conferences no later than April 15.

5. The college president’s office notifies candidates of their eligibility and requirement for applying for tenure.

6. Department chairs/program directors conference with potential promotion and/or tenure candidates on their eligibility and provide information on the location of electronic forms and policies, rules and procedures related to promotion and tenure.

7. Division administrative staff develop necessary binders or templates, customized for the given promotion and tenure cycle. New core document binders or templates will be provided each year; documentation files are designed to transition each cycle.

B. Summer Semester

1. Candidate for promotion, tenure or mid-probationary review will, with support from the department and college, prepares the candidate’s portfolio (Part 6 of this rule).

2. Promotion and tenure portfolios must be submitted no later than June 15 of each year. The portfolio can only be amended hereafter in accordance with department and college guidelines.

3. Mid-probationary portfolios are due no later than July 15 of each year. 4. Department chairs/program directors and deans conduct independent evaluations of

promotion and tenure portfolios.

C. Fall Semester 1. Division promotion and tenure committees conduct independent evaluations of

promotion and tenure portfolios no later than September 27.

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2. Conferences are held with promotion, tenure and mid-probationary review candidates, department chair/program director, dean, and division promotion and tenure committee chair no later than October 4.

3. The college dean or comparable administrator transmits the department promotion and tenure committee and department head reports and numerical ballot results to the college promotion and tenure committee no later than October 7.

4. The college promotion and tenure committee reviews the department chair/program director, dean, and the division promotion and tenure committee recommendations.

5. The college promotion and tenure committee informs the dean or comparable administrator if a department fails to follow department and/or college procedures.

6. The college promotion and tenure committee reviews the portfolios of all tenure-track faculty members no later than their sixth year of service unless Part 2 (Flexibility in Tenure Track) of this rule applies.

7. The college promotion and tenure committee submits a written recommendation on the candidate to the department chair/program director, candidate, and dean or comparable administrator in accordance with the college’s promotion and tenure policy no later than December 2.

8. Conferences are held with promotion and tenure candidates, department chair, dean, and college promotion and tenure committee chair no later than December 13.

9. Promotion and tenure applications are forwarded to the VPAA office no later than December 20.

E. January-March

1. The college president reviews the candidate’s portfolio, makes a recommendation, and informs the candidate in writing of his or her recommendations.

2. The college president transmits to the executive vice-president/provost all recommendations including numerical votes no later than February 1.

3. In March the college president meets with the executive vice-president/provost to review each candidate. The executive vice-president/provost’s decision is indicated in writing.

4. The executive vice-president/provost informs the chancellor of the recommendations of the college president and the decision of the executive vice-president/provost.

F. April – May

1. Final notifications of decisions are sent through the executive vice-president/provost and college president to the candidate.

2. The executive vice-president/provost prepares an official list of promotion and tenure decisions for distribution to relevant college presidents, the vice-president for administration and finance, and the assistant vice president for human resource services.

3. The college president in turn notifies the faculty member.

G. July Promotion and tenure decisions become effective.

9.36 – Faculty Post Tenure Review

PART 1: INTRODUCTION The Post-tenure review policy ensures that all tenured faculty members will receive an annual review and that those with either exceptionally fine performance or serious deficiencies in one or more areas will be identified. Special achievement shall be rewarded in a manner determined by

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each college or community college campus. For a tenured faculty member who receives two successive unsatisfactory annual reviews with identified and uncorrected serious deficiencies, this policy provides a mechanism to establish a remedial program for correcting the deficiencies. The legislation to which this policy responds is particularly concerned with the quality of teaching, and that fact shall be considered when taking any action under this policy. In particular, faculty whose teaching needs improvement will be urged to take advantage of “programs designed to assist faculty members in enhancing their teaching skills.” (NMSA 1978, Section 21-1-7.1)

PART 2: ANNUAL PERFORMANCE EVALUATIONS A. Annual Performance Evaluations for Tenured Faculty

Tenured faculty members annually participate in and receive an extensive examination of their teaching, their research and scholarly output, and their service as part of the annual performance evaluation process conducted in accordance with ARP 9.31 – [Effective AY 18/19] Annual Performance Evaluation – Regular Faculty. This annual performance evaluation document shall be labeled the Post Tenure Review of each tenured faculty member. This post tenure review shall weight the four areas of teaching and advising, scholarly and creative activities, extension and outreach, and service in proportion to the percentage each category is given in the faculty member’s allocation of effort for a given year.

B. Post Tenure Review Not Applicable for Full Time Administrators

Administrators who hold tenured faculty rank are evaluated on the performance of their faculty duties (teaching and advising, scholarly and creative activities, extension and outreach, and service). Administrators who have no assigned faculty duties will not be evaluated under this rule.

PART 3: MORE COMPLETE POST-TENURE ANNUAL

PERFORMANCE EVALUATIONS A. Notification to Faculty Member about Deficiency

If, in the judgment of a superior, the annual performance evaluation for a tenured faculty member shows a serious deficiency in the performance of that faculty member, the superior shall inform the faculty member in writing of the deficiency as well as recommend actions the faculty member might take to address the issue.

B. Deficiency Not Rectified

If the deficiency or deficiencies continues for two or more years and if the faculty member has not taken the corrective actions, one of two possible courses of action may ensue: 1. The faculty member may request that the superior submit the record of poor performance

and suggested actions to the other tenured faculty members of the unit for consideration in a more complete review, or

2. If the faculty member does not request the review, the superior may initiate such a review with the concurrence of a majority of the tenured faculty in the academic unit.

C. Goal of and Procedures for More Complete Review

The more complete review shall have the aim of identifying strengths and weaknesses of the faculty member in teaching, research, and service. 1. This review shall be undertaken by the departmental promotion and tenure committee.

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2. If there is no departmental promotion and tenure committee for that unit, the review will be undertaken by the equivalent college-level promotion and tenure committee as specified ARP 9.35 – [Effective AY 18/19] Faculty Promotion and Tenure Reviews: Proce dural Guidelines and Timeline ofthis manual.

3. Student evaluations must be considered when evaluating the faculty member’s teaching, along with other factors.

4. If the reviewers conclude that the faculty member’s performance is not seriously deficient, the faculty member shall be so informed and a statement of the finding placed in the faculty member’s personnel file.

5. If serious deficiency is found, a specific remedial program shall be developed in consultation with the faculty member that includes procedures, criteria for evaluating progress, and a reasonable timetable. If the faculty member’s teaching needs improvement, such a program might include participation in programs offered by the Teaching Academy, mentoring by a recipient of teaching awards, intensive study of videotaped classroom sessions, etc. When research and publication needs improvement, collaboration with another faculty member and participation in workshops on publishing might be indicated. However, in accordance with NMSA 1978, Section 21-1-7.1, part E (1), any remedial effort can be no shorter than two years in length.

PART 4: ENHANCEMENTPROGRAM Whether or not a tenured faculty member accepts the recommendation to participate in a teaching or scholarly work enhancement program, and whether or not the member performs well in the program, the faculty member’s performance will be judged on subsequent teaching and scholarly work.

PART 5: FREQUENCYOF REVIEW The more complete review shall not be initiated for any tenured faculty member more frequently than once every five years.

PART 6: PERSISTENTTEACHING DEFICIENCIES If a tenured faculty member’s teaching deficiencies are considered by the executive vice president/provost to be very serious and to have been uncorrected at the conclusion of the agreed time period, and further, if there is evidence that the faculty member’s teaching performance has deteriorated since the award of tenure such that the faculty member’s teaching performance is now typically unsatisfactory, the executive vice president and provost shall recommend loss of tenure for the faculty member in question.

If tenure is to be revoked, the university shall follow the processes specified in ARP 9.43 – Tenure Track Faculty – Process for Non-Renewal of Annual Contract subject to the safeguards of ARP 10.01 - Due Process.

PART 7: REPORTING Every year, each academic dean and the chief community college executive officer of each campus shall report to the executive vice president and provost.

1. The number of tenured faculty receiving annual evaluations, 2. The number receiving unsatisfactory evaluations, 3. The number of tenured faculty who have been the subject of a more detailed peer review,

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4. The number of faculty who have participated in a remedial program as a result, 5. The results of those programs, 6. And the number of faculty whose tenure have been revoked.

Appendices A. Promotion and Tenure Expectations B. Evaluation Timelines

3. Annual Performance Evaluation 4. Promotion or Tenure Application and Mid-probationary Review

C. Initial Allocation of Effort Statement Template D. Final Allocation of Effort Statement Template E. Executive Summary Template F. Portfolio Reporting Tracking Document G. Letter of Intent Template to Apply for Promotion or Tenure H. Supervisor’s Letter of Recommendation for Promotion and Tenure

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Appendix A Promotion and Tenure Expectations

What follows is a summary of the expectations faculty members will need to meet in order to progress in rank and to tenure. (For a full description of the expectations refer to promotion and tenure guidelines and other information relative to faculty appointments: NMSU ARP 9.33, NMSU-Doña Ana Community College Promotion and Tenure Rules and Procedures 9.31 Part 3, NMSU-Doña Ana Community College Promotion and Tenure Rules and Procedures 9.33, and ARP 6.51 – Qualifications for Faculty Appointments - Generally, C and D, General and Specific Qualifications for Appointment Community College System.)

A. Promotion

1. Instructor a) Teaching and Advising. Demonstrates expertise within the instructional area(s)

through practical, applied and/or related experience. NMSU ARP 9.33 Part 1, NMSU- DACC P&T Rules and Procedures 9.33 Part 1

b) Teaching and Advising. Demonstrates substantial evidence of likely success at the community college including documented evidence that demonstrates improvement in instructional effectiveness. NMSU-DACC P&T Rules and Procedures 9.33 Part 1

c) Teaching and Advising. Normally holds the minimum of a master’s degree in the field. At the community college level outstanding experience and recognition in a career or technical field may be considered the equivalent of a master’s degree. NMSU-DACC P&T Rules and Procedures 9.33 Part 1

d) Teaching and Advising. Primary responsibility relates to teaching competency, scholarship or creative activities (i.e. professional development), and service. NMSU- DACC P&T Rules and Procedures 9.33 Part 1

e) Teaching and Advising. The teaching category includes all forms of instructional activity. Such activities are commonly characterized by the dissemination of knowledge within a faculty member’s area of expertise as well as the application of knowledge in both academic and career-technical fields; skill in stimulating students to think critically and to apply knowledge to human problems; assessment of student learning; the integration and application of ethical implications into class content; advising and the preparation of students for careers in specific fields of study; and the creation and supervision of appropriate field or clinical practicum. NMSU-DACC P&T 9.31 Rules and Procedures Part 3 C

f) Teaching and Advising. This element is difficult to define precisely, but is commonly considered to include the teacher’s knowledge of the field; awareness of development in the field; skill in arousing interest and evoking responses in students; skill in stimulating students to think critically, to understand the interrelationship of fields of knowledge and the application of knowledge to human problems; skills in integrating domestic and international knowledge and insights into class content; and skill in raising students’ awareness about the domestic and international social, political, economic, and ethical implications of their courses of study. NMSU ARP 6.51

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g) Scholarship and Creative Activity (i.e. Professional Development). The advancement of knowledge for community college faculty lies in the depth of their own professional development and the manner in which that knowledge is applied and disseminated. NMSU ARP 9.31 Part 3 D, NMSU-DACC P&T Rules and Procedures 9.31 Part 3 D

h) Scholarship and Creative Activity (i.e. Professional Development). Activities include seminars, workshops, conferences, webinars, college/university classes; pursue degrees and certifications; and engage in individual research in the areas of specific disciplines, pedagogy, leadership, technology, assessment and retention, diversity, and technology. NMSU-DACC P&T Rules and Procedures 9.31 Part 3 D

i) Scholarship and Creative Activity (i.e. Professional Development). Dissemination of knowledge gained in inherent in the concept of scholarship and creative activity. This dissemination can take place through in-house workshops, seminars and other academic learning experiences, conference presentations, public forums, or formal mentoring of junior faculty or colleagues.

j) Service. While the community college acknowledges the importance of state, national, and even global contributions of service, community college typically define community service in relation to their predominate service area. The focus of the community college is much more directed toward recognizing and responding to the needs of that particular community in a timely manner. NMSU-DACC P&T Rules and Procedures 9.31 Part 3 F

k) Service. Faculty members provide institutional service—their departments and divisions, the college, the university—as well as service to the community. Community service must be within the faculty member’s area of expertise, although all on-campus activities can be deemed appropriate even if outside one’s area of expertise. NMSU-DACC P&T Rules and Procedures 9.31 Part 3 F

l) Service. Examples of institutional service include serving on committees, task forces, advisory boards, advising student groups, writing and reporting on grants, editing a campus newsletter, participating in school-sponsored activities, and actively participating in many other activities. Examples of community service include, but are not limited to, service to civic and community organizations. NMSU-DACC P&T Rules and Procedures 9.31 Part 3 F

When applicable, the value of a candidate’s leadership should be considered in how they affect performance in one or more of the Four Areas of Faculty Effort. NMSU ARP 9.31 Part 3 B

Performance in the applicable areas of teaching and advising, scholarship and creative activity, service, and extension & outreach will be viewed as an indication of future contributions. NMSU ARP 9.31 Part 3 A, NMSU-DACC P&T Rules and Procedures 9.31 Part 3 A To be considered for the rank of Assistant Professor, the faculty member should expect to serve at least 3 years as an instructor under normal circumstances. NMSU- DACC P&T Rules and Procedures 9.33 Part 1

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2. Assistant Professor Normally holds the minimum of a master’s degree in the field. At the community college level outstanding experience and recognition in a career or technical field may be considered the equivalent of a master’s degree. NMSU ARP 9.33 Part 2; NMSU-DACC P&T Rules and Procedures 9.33 Part 2 Academic ranks imply different levels of expectation in responsibility and achievement and demonstration of leadership. In addition to meeting expectations of Instructor, Assistant Professor would also meet the expectations described below. a) Teaching and Advising. Demonstrate a thorough command of the subject matter of

some segment of the discipline as well as some comprehension of the whole through practical, applied, and/or related experience. NMSU ARP 9.33 Part 1, NMSU-DACC P&T Rules and Procedures 9.33 Part 2

b) Demonstrate the ability to teach effectively in the applicant’s field. 9.33 Part 1, NMSU- DACC P&T Rules and Procedures 9.33 Part 2

c) It is strongly believed that a good teacher must constantly remold the course or project materials in light of new knowledge derived from the teacher’s own creative scholarship, as well as that of others. NMSU ARP 6.51

d) Scholarship and Creative Activity. Continual progress in teaching effectiveness (or its equivalent) by deepening knowledge in the teaching discipline and developing effective instructional strategies and techniques. NMSU-DACC P&T Rules and Procedures 9.33 Part 2

e) Scholarship and Creative Activity. The faculty member must continue to advance in creative activities (i.e., professional development). NMSU-DACC P&T Rules and Procedures 9.33 Part 2

f) Service. The faculty member must continue to advance in service to the college and the community (committees, councils, special projects that support college mission) NMSU-DACC P&T Rules and Procedures 9.33 Part 2

g) Leadership. When applicable, the value of a candidate’s leadership should be considered in how they affect performance in one or more of the Four Areas of Faculty Effort. NMSU ARP Part 3 B

Performance in the applicable areas of teaching and advising (or its equivalent) scholarship and creative activity, service, and extension & outreach will be viewed as an indication of future contributions. NMSU ARP 9.31 Part 3 A, NMSU-DACC P&T Rules and Procedures 9.31 Part 3 A During the sixth year, assistant professors typically are evaluated for promotion and tenure simultaneously, having submitted their Portfolio at the beginning of that year. However, an assistant professor may elect to apply for tenure or promotion at any time with the written approval of department head and dean or their equivalents. NMSU ARP 9.33 Part 2, NMSU-DACC P&T Rules and Procedures 9.33 Part 2

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3. Associate Professor Appointment or promotion to either senior rank should represent an implicit prediction on the part of the community college that the individual so appointed will make sound contributions to teaching and learning during the remainder of the individual’s life. It should be made only after careful investigation of the candidate’s promise in teaching, professional service, other service, and, if applicable, research and/or creative service. By this statement, it is meant that serious attention must be given to the caliber of the candidate’s professional stature, for this will probably be the key factor in determining the extent to which past performance in teaching and service may be expected to carry on through continuing and enlarged contributions. NMSU ARP 6.51 Academic ranks imply different levels of expectation in responsibility and achievement and demonstration of leadership. In addition to meeting expectations of the Assistant Professor, the Associate Professor would also meet the expectations described below. a) Normally holds the minimum of a master’s degree in the field. At the community

college level outstanding experience and recognition in a career or technical field may be considered the equivalent of a master’s degree. NMSU ARP 9.33 Part 2, NMSU- DACC P&T Rules and Procedures 9.33 Part 2

b) An associate professor occupies a position adjunct to that of the professor. This person’s views contribute to community college policy. NMSU ARP 6.51

c) An associate professor should have competence and mature outlook over a fairly large part of the professor’s whole field. NMSU ARP 6.51

d) A candidate for an associate professorship is expected to have demonstrated capacities in the lower ranks and should offer evidence that the candidate’s teaching has kept abreast of times in method and subject matter, that a greater degree of maturity has been attained, and that there has been a retention of interest in competent teaching and service. NMSU ARP 6.51

e) Teaching and Advising. Demonstrate competence, continuous progress, and a command over a large part of the academic field. It is expected that evidence showing high quality of teaching and advising has been provided and is current. NMSU ARP 9.33 Part 3, NMSU-DACC P&T Rules and Procedures 9.33 Part 3

f) Scholarship and Creative Activity. The faculty member must continue to advance in scholarship and creative activities (i.e., professional development). It is expected that evidence showing high quality of scholarship and creative activity has been provided and is current. NMSU ARP 9.33 Part 3, NMSU-DACC P&T Rules and Procedures 9.33 Part 3

g) Service. The faculty member must continue to advance in service to the college and the community (committees, councils, special projects that support college mission) It is expected that evidence showing high quality of service has been provided and is current. NMSU ARP 9.33 Part 3, NMSU-DACC P&T Rules and Procedures 9.33 Part 3

h) Leadership. When applicable, the value of a candidate’s leadership should be considered in how they affect performance in one or more of the Four Areas of Faculty Effort. NMSU ARP Part 3 B

Performance in the applicable areas of teaching and advising (or its equivalent) scholarship and creative activity, service, and extension & outreach will be viewed as an indication of future contributions. NMSU ARP 9.31 Part 3 A, NMSU-DACC P&T Rules and Procedures 9.31 Part 3 A

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To be considered for the rank of Associate Professor, a person should expect to serve for at least 3 years as an assistant professor under normal circumstances. In accordance with the DACC’s timelines, a faculty member may present a promotion Portfolio in any given year. NMSU-DACC P&T Rules and Procedures 9.33 Part 3

4. Professor Appointment or promotion to either senior rank should represent an implicit prediction on the part of the community college that the individual so appointed will make sound contributions to teaching and learning during the remainder of the individual’s life. It should be made only after careful investigation of the candidate’s promise in teaching, professional service, other service, and, if applicable, research and/or creative service. By this statement, it is meant that serious attention must be given to the caliber of the candidate’s professional stature, for this will probably be the key factor in determining the extent to which past performance in teaching and service may be expected to carry on through continuing and enlarged contributions. NMSU ARP 6.51 Academic ranks imply different levels of expectation in responsibility and achievement and demonstration of leadership. Appointment or promotion of individuals to professorships is obviously the most critical step in determining the future of the community college system and the university. Rather, a person being considered for a professorship is expected to have maintained all the qualities and conditions required for tenure and for the rank of associate professor. In addition to meeting expectations of the Associate Professor, the Professor would also meet the expectations described below. NMSU ARP 6.51 a) Normally holds the minimum of a master’s degree in the field. At the community

college level outstanding experience and recognition in a career or technical field may be considered the equivalent of a master’s degree. NMSU ARP 9.33 Part 2, NMSU- DACC P&T Rules and Procedures 9.33 Part 2

b) A professor should have demonstrated substantial command of the professor’s whole field, sound scholarship, and a mature view of the discipline. Demonstrates command of the disciplinary field as evidenced by teaching and advising, scholarship and creative activity, extension and outreach, and service. Additionally, a professor should exhibit special stature in the professor’s discipline, in leadership, and in both teaching and service. NMSU ARP 6.51

c) Teaching and Advising. Demonstrates greater command of both the breadth and depth of instructional areas (knowledge and application of how the field of expertise integrates with other fields of study) including ongoing development of pedagogical skills. NMSU ARP 9.33 Part 4, NMSU-DACC P&T Rules and Procedures 9.33 Part 4

d) Scholarship and Creative Activity. The faculty member must continue to improve in and through professional development as scholarship and creative activity. NMSU ARP 9.33 Part 4, NMSU-DACC P&T Rules and Procedures 9.33 Part 4

e) Service. The faculty member must continue to advance in service to the college and the community (committees, councils, special projects that support college mission). NMSU ARP 9.33 Part 3, NMSU-DACC P&T Rules and Procedures 9.33 Part 3

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f) Leadership. A professor has established disciplinary, intellectual, and institutional leadership and has demonstrated this through contributions of service and increased responsibility. NMSU ARP 9.33 Part 4, NMSU-DACC P&T Rules and Procedures 9.33 Part 4

When applicable, the value of a candidate’s leadership should be considered in how they affect performance in one or more of the Four Areas of Faculty Effort. NMSU ARP Part 3 B

Performance in the applicable areas of teaching and advising (or its equivalent) scholarship and creative activity, service, and extension & outreach will be viewed as an indication of future contributions. . NMSU ARP 9.31 Part 3 A, NMSU-DACC P&T Rules and Procedures 9.31 Part 3 A Promotion to professor should not be considered to be forthcoming merely because of years of service to the community college and the university (it should not be expected based on any number of years as an associate professor) or because a continuous contract is achieved. Under most circumstances, it is recommended that a faculty member apply for promotion to the rank of professor at the beginning of the third year in the rank of associate professor with promotion to the rank of professor the following year. Under extraordinary circumstances, an associate professor may apply for promotion prior to the third year. NMSU ARP 6.51 NMSU- DACC 9.33 Parts 3 and 4

B. Tenure For a full description of the expectations refer to NMSU-DACC Promotion and Tenure Rules and Procedures 9.30-9.36

Tenure

When considering applicants for promotion and tenure, serious attention will be given to performance in the Four Areas of Faculty Effort: teaching and advising, scholarship and creative activity (i.e. professional development), service, extension and outreach, and where applicable, leadership. The relative importance of each of these areas varies according to the cumulative Allocation of Effort statements. Each area is vital to the university’s ability to achieve its mission, and the performance of a faculty member will be viewed as an indication of future contributions. NMSU-DACC P&T Rules and Procedures 9.31 Part 3 Normally holds the minimum of a master’s degree in the field. At the community college level outstanding experience and recognition in a career or technical field may be considered the equivalent of a master’s degree. NMSU ARP 9.33 Part 2, NMSU-DACC P&T Rules and Procedures 9.33 Part 2 Faculty who apply for promotion or tenure must meet the expectations of rank as established in NMSU-DACC P&T Rules and Procedures. See NMSU-DACC P&T Rules and Procedures 9.30-9.36 and, in particular, 9.33 and 9.31NMSU-DACC P&T Rules and Procedures 9.33 Part 3 The granting of tenure is contingent upon demonstrated competence in a collegiate community. NMSU-DACC P&T Rules and Procedures 9.33 Part 3

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Appendix B Evaluation Timelines

1. Annual Performance Evaluation

The annual performance evaluation is a component of the promotion and tenure process. This multi-layered evaluation system relies on consistent application of the policy. The performance of each faculty member, including college faculty, will be reviewed at least once each calendar year. The performance evaluation provides documentation of expectations and a record of faculty performance relative to stated expectations (ARP 9.31- 9.33).

Please note that dates that fall on a weekend or holiday become effective the next business day.

Due by Action From To

First contract day

Initial Allocation of Effort (AoE) due.

Faculty

DC/PD

2 days later Approved Faculty (AoE) due. DC/PD DD

January 31 Portfolios due. Faculty DD

February 15

Initial AoE due for faculty hired at beginning of spring semester.

Faculty

DD

March 31

DC/PD, DD, and Division P&T Committee evaluations due.

DC/PD/DD/Div P&T Comm

DD

April 15

DC/PD/Dir and DD meet with faculty to review Division P&T evaluation. Faculty member may submit a written response to the VPAA within 10 days from this meeting and receipt of evaluation.

DC/PD DD Faculty

April 20

VPAA receives portfolios.

DD

VPAA

April-May President and VPAA review annual

notebooks.

DC = Department Chair PD = Program Director DD = Division Dean VPAA = Vice President, Academic Affairs

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2. Promotion or Tenure Application and Mid-probationary Review Faculty who apply for promotion or tenure must meet the expectations of rank as established in this document the NMSU Community College Promotion and Tenure Policy 9.30 – 9.36. Faculty are evaluated in four areas: teaching and advising, scholarship and creative activity, extension and outreach, and service (9.31). College faculty are eligible for promotion in rank, but they are not eligible for tenure. The criterion for promotion for College Faculty is the same as the criterion for promotion of tenure-track faculty, dependent upon the negotiated allocation of effort and the job description (9.31).

There are four professorial ranks: Instructor, Assistant Professor, Associate Professor, and Professor: Faculty typically spend a minimum of three years in each rank. Faculty may apply for promotion at the beginning of the third full year in rank (9.33). Recommendations for promotion normally are considered during the spring semester, and the promotion, if approved, is effective at the beginning of the ensuing contract year.

Tenure-track faculty submit applications for tenure at the end of the fifth full year of service (9.35).

Please note that dates that fall on a weekend or holiday become effective the next business day.

Due by Action From To

Prior to February 15

Memo to faculty notifying them of the requirement to apply for tenure.

President

Candidate

February 15 Memo indicating plan to apply for

promotion or tenure due.

Candidate

DD

September 30 Portfolios due. Candidate DD

October 30 DC/PD, DD, and Division P&T Committee evaluations due.

DC/PP, DD and Division P&T

DD

November 6

DC/PD and DD meet with candidate to review DC/PD, DD, and Division P&T Committee evaluations and AoE. Faculty member may submit corrections of fact to the VPAA within 5 days from this meeting and receipt of evaluation. Faculty member may submit a written response to the VPAA within 10 days from this meeting and receipt of evaluation.

DC/PD/DD

Candidate

November 9

Portfolios go to College P&T Chair.

DD College

P&T Chair

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January 15 College P&T evaluation due. College P&T DD

January 22

DC/PD and DD meet with candidate to review College P&T evaluation and AoE. Faculty member may submit corrections of fact to the VPAA within 5 days from this meeting and receipt of evaluation. Faculty member may submit a written response to the VPAA within 10 days from this meeting and receipt of evaluation.

DC/PD/DD

Candidate

January 25

VPAA receives portfolios.

DD

VPAA

January-April

President prepares and communicates recommendation to candidate. Faculty member may submit corrections of fact to the VPAA within 5 days from this meeting and receipt of evaluation. Faculty member may submit a written response to the VPAA within 10 days from this meeting and receipt of evaluation.

Provost reviews recommendations.

Provost approves or disapproves.

DC = Department Chair PD = Program Director DD = Division Dean VPAA = Vice President, Academic Affairs

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Appendix C NMSU Community College System

Allocation of Effort Statement

For the period of January –December 20XX

Community College Campus: DACC Faculty Member Name: Current Rank:

Date of Last Promotion:

Purpose (select one): ☐ Initial ☐ Revision

Indicate the agreed upon percentage value to be allocated based upon anticipated teaching load, committee assignments, and planned activities for the upcoming academic year. Selected work percentages must total 100%. A category may be negotiated at 0%. Usually, the teaching load for community college faculty members will be the equivalent of 15 credits a semester, or from 27 to 30 credits an academic year (not including optional summer teaching for nine-month faculty), and will equal 75 – 80% of allocated effort. Usually, 36 credits for twelve-month faculty will equal 75 – 80% of allocated effort.

Community College full annual teaching load ☐ (27-30) or ☐ (36) credit hours.

List the courses you anticipateteaching during the fall and spring semesters. At the conclusion of the evaluation period, update anticipated courses with those actually taught and add student enrollment figures (as of the census date).

Year 20XX

SPRING SEMESTER – PLANNED DEPT CRSE # COURSE TITLE CR. ENRL

CAP

Year 20XX SUMMER SEMESTER – PLANNED (REQUIRED FOR 12-Month Faculty/OPTIONAL for 9-Month Faculty)

DEPT CRSE # COURSE TITLE CR. ENRL

Year 20XX FALL SEMESTER – PLANNED

DEPT CRSE # COURSE TITLE CR. ENRL

Comment on any reassigned time. (Attach Reassigned Time Report, if applicable.)

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I. TEACHIN G AND ADV ISING Percent of effort allocated to this activity = %

20XX Goals and Objectives :

Department Chair/Program Director: ☐ Approved

☐ Not Approved

II. SCHOLARSHIP AND CREATIVE ACTIVITIES Percent of effort allocated to this activity = % (includes professional development)

20XX Goals and Objectives:

Department Chair/Program Director: ☐ Approved

☐ Not Approved

III. EXTENSION AND OUTREACH Percent of effort allocated to this activity = %

20XX Goals and Objectives:

Department Chair/Program Director: ☐ Approved

☐ Not Approved

IV. SERVICE Percent of effort allocated to this activity = %

20XX Goals and Objectives:

Department Chair/Program Director: ☐ Approved

☐ Not Approved

PERCENT TOTAL (must equal 100%) %

Initial Review/Revision:

Faculty Member Date

Department Chair/ Program Director Date

Division Dean Date

Rev. 6.4.18

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Appendix D NMSU Community College System Final Allocation of Effort Statement

For the period of January –December 20XX

Community College Campus: DACC Faculty Member Name: Current Rank:

Date of Last Promotion:

Purpose (select one): ☐ Final ☐ Revision & Final Indicate the agreed upon percentage value to be allocated based upon anticipated teaching load, committee assignments, and planned activities for the upcoming academic year. Selected work percentages must total 100%. A category may be negotiated at 0%. Usually, the teaching load for community college faculty members will be the equivalent of 15 credits a semester, or from 27 to 30 credits an academic year (not including optional summer teaching for nine-month faculty), and will equal 75 – 80% of allocated effort. Usually, 36 credits for twelve-month faculty will equal 75 – 80% of allocated effort.

Community College full annual teaching load ☐ (27-30) or ☐ (36) credit hours.

List the courses you anticipateteaching during the fall and spring semesters. At the conclusion of the evaluation period, update anticipated courses with those actually taught and add student enrollment figures (as of the census date).

Year SPRING SEMESTER – PLANNED Year SPRING SEMESTER - ACTUAL

DEPT CRSE # COURSE TITLE CR. ENRL DEPT CRSE # COURSE TITLE CR. ENRL

Year SUMMER SEMESTER – PLANNED Year SUMMER SEMESTER - ACTUAL

(REQUIRED FOR 12-Month Faculty/OPTIONAL for 9-Month Faculty) DEPT CRSE # COURSE TITLE CR. ENRL DEPT CRSE # COURSE TITLE CR. ENRL

Year FALL SEMESTER – PLANNED Year FALL SEMESTER - ACTUAL

DEPT CRSE # COURSE TITLE CR. ENRL DEPT CRSE # COURSE TITLE CR. ENRL

Comment on any reassigned time. (Attach Reassigned Time Report, if applicable.)

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I. TEACHIN G AND ADV ISING Percent of effort allocated to this activity = %

20XX Teaching and Advising:

Department Chair/Program Director ☐ Goals Approved

☐ Goals Not Approved

Faculty narrative on 20XX Teaching and Advising (to include goals and additional teaching-related accomplishments).

Satisfactory Progress on Goals ☐ Yes ☐ No (checked by faculty member)

Satisfactory Progress on Goals ☐ Yes ☐ No (checked by Department Chair/Program Director)

In the area of Teaching and Advising:

II. SCHOLARSHIP AND CREATIVE ACTIVITIES Percent of effort allocated to this activity = % (includes professional development)

20XX Scholarship and Creative Activities Goals:

Department Chair/Program Director

☐ Goals Approved

☐ Goals Not Approved

Faculty narrative on 20XX Scholarship and Creative Activities (to include goals and additional scholarship/creative accomplishments).

Satisfactory Progress on Goals ☐ Yes ☐ No (checked by faculty member)

Satisfactory Progress on Goals ☐ Yes ☐ No (checked by Department Chair/Program Director)

Department Chair/Program Director

☐ does not meetexpectations

☐ meets expectations

☐ exceeds expectations

Initial Date

Division Dean

☐ does not meetexpectations

☐ meets expectations

Initial Date

Division Promotion & Tenure Committee

☐ does not meetexpectations

☐ meets expectations

Initial Date

College Promotion& Tenure Committee

☐ does not meetexpectations

☐ meets expectations

Initial Date

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In the area of Scholarship and Creative Activities: Department Chair/Program Director

☐ does not meetexpectations

☐ meets expectations

☐ exceeds expectations

Initial Date

Division Dean

☐ does not meetexpectations

☐ meets expectations

Initial Date

Division Promotion & Tenure Committee

☐ does not meetexpectations

☐ meets expectations

Initial Date

College Promotion& Tenure Committee

☐ does not meetexpectations

☐ meets expectations

Initial Date

III. EXTENSION AND OUTREACH Percent of effort allocated to this activity = %

20XX Extension and Outreach Goals:

Department Chair/Program Director ☐ Goals Approved

☐ Goals Not Approved

Faculty narrative on 20XX Extension and Outreach (to include goals and additional extension/outreach accomplishments).

Satisfactory Progress on Goals ☐ Yes ☐ No (checked by faculty member)

Satisfactory Progress on Goals ☐ Yes ☐ No (checked by Department Chair/Program Director)

In the area of Extension and Outreach:

IV. SERV ICE Percent of effort allocated to this activity = %

20XX Service Goals:

Department Chair/Program Director ☐ Goals Approved

☐ Goals Not Approved

Faculty narrative on 20XX Service (to include goals and additional service accomplishments).

Satisfactory Progress on Goals ☐ Yes ☐ No (checked by faculty member)

Department Chair/Program Director

☐ does not meetexpectations

☐ meets expectations

☐ exceeds expectations

Initial Date

Division Dean

☐ does not meetexpectations

☐ meets expectations

Initial Date

Division Promotion & Tenure Committee

☐ does not meetexpectations

☐ meets expectations

Initial Date

College Promotion& Tenure Committee

☐ does not meetexpectations

☐ meets expectations

Initial Date

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Satisfactory Progress on Goals ☐ Yes ☐ No (checked by Department Chair/Program Director)

In the area of Service:

PERCENT TOTAL (must equal 100%) %

Department Chair/Program Director Annual Evaluation. Please comment on the faculty member’s performance in each of the five areas for the evaluation period. Please note accomplishments, concerns, and recommendations. Make certain to comment on faculty member’s attainment of goals as well.

Teaching and Advising

Scholarship and Creative Activities (includes professional development)

Extension and Outreach

Service

Recommendation (check all that apply)

Progress toward Tenure

☐ The faculty member appears to be making satisfactory progress toward tenure and recommend a new temporary contract be issued. Strengths and weaknesses are noted above.

☐ The faculty member does not appear to be making satisfactory progress toward tenure however recommend a new temporary contract be issued. Specific concerns arenoted above.

☐ The faculty member does not appear to be making satisfactory progress toward tenure and do not recommend issuance of a new temporary contract. Specific concerns arenoted above.

Progress toward Promotion

☐ The faculty member appears to be making satisfactory progress toward promotion. Strengths and weaknesses arenoted above.

Department Chair/Program Director

☐ does not meetexpectations

☐ meets expectations

☐ exceeds expectations

Initial Date

Division Dean

☐ does not meetexpectations

☐ meets expectations

Initial Date

Division Promotion & Tenure Committee

☐ does not meetexpectations

☐ meets expectations

Initial Date

College Promotion& Tenure Committee

☐ does not meetexpectations

☐ meets expectations

Initial Date

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Faculty Signature

I acknowledge by my signaturebelow that I have received a copy of this evaluation and havebeen informed of my right to submit corrections of fact according to 9.35 Part 5A of the NMSU-DACC Community College Promotion and Tenure Rules and Procedures within fivedays of the date below; submit a written statement according to 9.35 Part 5A of the NMSU-DACC Community College Promotion and Tenure Rules and Procedures within 10 days of the date below; and with respect to promotion and tenure, my right to appeal an alleged violation(s) of policy, rule, or procedure.

_________________________________________________ Faculty Member Date

Department Chair/Program Director Date

Division Dean Date

Vice President for Academic Affairs Date

President Date

☐ The faculty member does not appear to be making satisfactory progress toward promotion. Specific concerns arenoted above.

Post-tenure Annual Review

☐ The faculty member appears to be upholding the expectations of this rank. Strengths and weaknesses arenoted above.

☐ The faculty member does not appear to be upholding the expectations of this rank. Specific concerns arenoted above.

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Division Dean

Annual Evaluation. Please comment on the faculty member’s performance in each of the five areas for the evaluation period. Please note accomplishments, concerns, and recommendations. Make certain to comment on faculty member’s attainment of goals as well.

Teaching and Advising

Scholarship and Creative Activities (includes professional development)

Extension and Outreach

Service

Recommendation (check all that apply)

Progress toward Tenure

☐ The faculty member appears to be making satisfactory progress toward tenure and recommend a new temporary contract be issued. Strengths and weaknesses are noted above.

☐ The faculty member does not appear to be making satisfactory progress toward tenure however recommend a new temporary contract be issued. Specific concerns arenoted above.

☐ The faculty member does not appear to be making satisfactory progress toward tenure and do not recommend issuance of a new temporary contract. Specific concerns arenoted above.

Progress toward Promotion

☐ The faculty member appears to be making satisfactory progress toward promotion. Strengths and weaknesses arenoted above.

☐ The faculty member does not appear to be making satisfactory progress toward promotion. Specific concerns arenoted above.

Post-tenure Annual Review

☐ The faculty member appears to be upholding the expectations of this rank. Strengths and weaknesses are noted above.

☐ The faculty member does not appear to be upholding the expectations of this rank. Specific concerns arenoted above.

Faculty Signature

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I acknowledge by my signaturebelow that I have received a copy of this evaluation and havebeen informed of my right to submit corrections of fact according to 9.35 Part 5A of the NMSU-DACC Community College Promotion and Tenure Rules and Procedures within five days of the date below; submit a written statement according to 9.35 Part 5A of the NMSU-DACC Community College Promotion and Tenure Rules and Procedures within 10 days of the date below; and with respect to promotion and tenure, my right to appeal an alleged violation(s) of policy, rule, or procedure.

_________________________________________________ Faculty Member Date

Division Dean Date

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Division Promotion and Tenure Committee Comments

Annual Evaluation. Please comment on the faculty member’s performance in each of the five areas for the evaluation period. Please note accomplishments, concerns, and recommendations. Make certain to comment on faculty member’s attainment of goals as well.

Teaching and Advising

Scholarship and Creative Activities (includes professional development)

Extension and Outreach

Service

Recommendation (check all that apply)

Progress toward Tenure

☐ The faculty member appears to be making satisfactory progress toward tenure and recommend a new temporary contract be issued. Strengths and weaknesses are noted above.

☐ The faculty member does not appear to be making satisfactory progress toward tenure however recommend a new temporary contract be issued. Specific concerns arenoted above.

☐ The faculty member does not appear to be making satisfactory progress toward tenure and do not recommend issuance of a new temporary contract. Specific concerns arenoted above.

Progress toward Promotion

☐ The faculty member appears to be making satisfactory progress toward promotion. Strengths and weaknesses are noted above.

☐ The faculty member does not appear to be making satisfactory progress toward promotion. Specific concerns arenoted above.

Faculty Signature

I acknowledge by my signaturebelow that I have received a copy of this evaluation and havebeen informed of my right to submit corrections of fact according to 9.35 Part 5A of the NMSU-DACC Community College Promotion and Tenure Rules and Procedures within five days of the date below; submit a written statement according to 9.35 Part 5A of the NMSU-DACC Community College Promotion and Tenure Rules and Procedures within 10 days of the date below; and with respect to promotion and tenure, my right to appeal an alleged violation(s) of policy, rule, or procedure.

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Faculty Member Date

Division Promotion and Tenure Committee Signatures and Dates:

68

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Appendix E DACC Faculty Promotion/Tenure/Evaluation Portfolio Reporting Tracking Document

(Maintain in the candidateportfolio.)

☐ Annual Evaluation (Pre-Tenure & Tenure) ☐ Promotion Application ☐ Mid-Probationary Review ☐ Tenure Application

Candidate

Received by Division Administrative Asst. Date / / Initials of Admin. Asst.

Date Evaluated by Dept. Chair/Prog. Dir.

Date / /

Initials of DC/PD:

Date Evaluated by Div. Dean

Date / /

Initials of DD:

Date Evaluated by Div. P&T Committee

Date / /

Initials of Div. Chair:

(Applicableonly to Applications for Promotion and/or Tenure, Mid-Probationary Review, and

Annual Pre-Tenure Reviews.)

Date of Faculty Evaluation Conference with Initials of DC/PD: Dept. Chair/Prog. Dir., Div. Dean, and

Div. P&T Committee Chair Date / / Initials of DD:

Faculty Signature Date

Date Delivered to College P&T Committee Initials of DD: (Applicableonly to Applications for Promotion Date / / and/or Tenure and Mid-Probationary Review.) Initials of Coll. Chair:

Date Delivered to Division Dean Date / /

Initials of Coll. Chair:

Initials of DD:

Date of Faculty Evaluation Conferencewith Div. Dean and College P&T Committee Chair Date / / Initials of DD:

Faculty Signature Date

Initials of DD: Date Delivered to VPAA Date / /

Initials of VPAA:

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Appendix F Letter of Intent to Apply for Promotion or Tenure

Memorandum

To: (Division Dean)

From: (Faculty Member)

Date: (no later than February 15th)

Re: Notification of Intent to Apply for Tenure/Promotion

☐ This memo serves as official notification of my intention to apply for tenure on the indicated DACC Promotion & Tenure deadline of June 15th.

☐ This memo serves as official notification of my intention to apply for promotion to on the indicated DACC Promotion & Tenure deadline of June 15th.

Please create a notebook for me with the appropriate tab structure.

CC: Department Chair/Program Director

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Appendix G Supervisor’s Letter of Recommendation for Promotion and Tenure

Date:

To: , Campus President

From: , Department Chair/Program Director

Re: Letter of Recommendation for Tenure/Promotion

In accordance with the NMSU-DACC Promotion and Tenure Policy, Section 9.35 Part 5.B, and with respect to the application for promotion/tenure for candidate's name I recommend the following:

Tenure ☐ Recommend for Tenure

☐ Do not recommend for Tenure

Promotion ☐ Recommend for Promotion

☐ Do not recommend for Promotion

Supporting comments can be found in Tab G, Final Allocation of Effort.

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Appendix H

Executive Summary Instructions and Guidelines for Promotion and Tenure

Your executivesummary (NMSUARP 9.30) is “[a] summative report and personal statement by the faculty memberthat addresses the faculty member’s activities in and philosophies regarding teaching and advising, scholarship and creative activity, service, extension and outreach, and otherassigned areas.”

Introduction

• Purpose. Is it an application fortenure orpromotion? If it is an application forpromotion, specify the rank forwhich you are applying.

• Years. If this is an application forpromotion, specify the date since yourlast promotion orstart date if this is yourfirst promotion. If this is an application fortenure, specify yourstart date.

• Extenuating Circumstances. Explain any extenuating circumstances that yourreaders need to be aware of.

• Overarching Argument. Summarize yourmain argument(s) forwhy you should be considered for promotion and/ortenure. You are encouraged to include apersonal statement and/oryour teaching philosophy.

Teaching and Advising

• State the percentage of effort allocated foreach yearrepresented in yourportfolio application. • Summarize what you accomplished in the designated time period, including the goals you

achieved as documented in yourfinal allocation of effort documents. Include othermajor accomplishments in this areaand any leadership roles you held. Explain how youractivities contributed to the health/growth of yourprogram, division, college, and/orcommunity.

• Include evidence underthe respective tab to support yourclaims.

Scholarship and Creative Activities

• State the percentage of effort allocated foreach yearrepresented in yourportfolio application. • Summarize what you accomplished in the designated time period, including the goals you

achieved as documented in yourfinal allocation of effort documents. Include othermajor accomplishments and any leadership roles you held in this area. Explain how youractivities contributed to the health/growth of yourprogram, division, college, and/orcommunity.

• Include evidence underthe respective tab to support yourclaims.

Extension and Outreach

• State the percentage of effort allocated foreach yearrepresented in yourportfolio application. You may not have allocated any effort to this area. In which case, a brief statement to this effect will suffice.

• If you have allocated effort to this area, summarize what you accomplished in the designated time period, including the goals you achieved as documented in yourfinal allocation of effort documents. Include othermajoraccomplishments and any leadership roles you held in this area. Explain how youractivities contributed to the health/growth of yourprogram, division, college, and/orcommunity.

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Service

• State the percentage of effort allocated foreach yearrepresented in yourportfolio application. • Summarize what you accomplished in the designated time period, including the goals you

achieved as documented in yourfinal allocation of effort documents. Include othermajor accomplishments and any leadership roles you held in this area. Explain how youractivities contributed to the health/growth of your program, division, college, and/orcommunity.

• Include evidence underthe respective tab to support yourclaims.

Conclusion

• Restate youroverarching argument as to why you should be considered forpromotion and/or tenure.

Considerations

As you write yourexecutivesummary, considerthe following elements: (1) Audience; (2) Development; (3) Clarity

Audience: Write yourexecutive summary with these persons in mind. Yourgoal is to clearly explain your rationale for allocating effort among the four areas, as well as your majoraccomplishments.

• Department chair/program director– This person likely knows all the ways in which you have contributed to the college and should be in agreement with yourrationale forallocating effort among the four areas.

• Division dean – This person will have some familiarity with yourcontributions to the college, but not as much knowledge as yourdirect supervisor. This person may ormay not have a clear understanding of yourrationale forallocating effort among the fourareas.

• Division Promotion and Tenure Committee – Colleagues in yourown division may know you well as a colleague but may not have a clearunderstanding of yourrationale forallocating effort among the fourareas. Members of this committee may not have knowledge regarding your disciplineoryourcontributions to the college.

• College Promotion and Tenure Committee – With the exception of yourdivision representative, members of this committee may not have a clearunderstanding of yourrationale forallocating effort among the fourareas. Members of this committee may not have knowledgeregarding your discipline oryourcontributions to the college.

• VPAA and DACC President – These individuals may not have aclear understanding of your rationale forallocating effort among the fourareas or have knowledge regarding yourdiscipline or your contributions to the college.

• NMSU Provost – This person will likely not know you, have aclearunderstanding of your rationale for allocating effort among the four areas, or have knowledge regarding yourdiscipline or your contributions to the college.

Development: Write with enough detailand specificity that each reader, regardless of theirfamiliarity with you or your discipline, will understand how youraccomplishments justify yourapplication foreither promotion ortenure. Referto Appendix A in the DACC Promotion and Tenure Rules and Procedures document (Version 14), which lists the expectations forpromotion to each rank, as well as expectations for being granted tenure. Anticipateand address possible objections to yourapplication, if thereare any.

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Clarity: Be sure to edit yourexecutive summary carefully. Have atrusted colleague proofread it before submission. Spellout acronyms. In short, assume a critical readerwho is unfamiliarwith yourdiscipline, program, or contributions to the college.