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RSCC Policies
RSCC Policy PA-26-01; Faculty Promotion
RSCC Policy PA-26-01; Faculty Promotion
Roane State Community College
Policy Number: PA-26-01
Subject: Faculty Promotion
  1. Introduction

    Promotion in rank is recognition of past achievement of the individual being considered for promotion. In addition, the advancement in rank is recognition of future potential and a sign of confidence that the individual is capable of even greater accomplishments and of assuming greater responsibilities. The policy of the Tennessee Board of Regents (TBR) is to make promotions strictly on consideration of merit tempered by college and fiscal considerations. The purpose of this policy is to help ensure that promotions are made objectively, equitably, impartially, and as recognition of merit consistent with the following policy guidelines.

    The president of the college is responsible for the master-staffing plan of the college. In developing such a plan, the president will consider the fiscal impact of each promotion recommended to the Board.
  2. Promotion Criteria
    1. Minimum Rank Criteria
      The following define minimum criteria that distinguish between academic ranks. Faculty must demonstrate minimum criteria to be eligible for promotion in rank. Promotion must be sequential in rank.

      Note: Degrees should be appropriate for the instructional discipline and be from an accredited institution in the instructional discipline or related area.
      1. Instructor
        1. Potential ability in teaching, service/outreach, and scholarship/creative activities/research
        2. Educational Attainment
          1. For Academic Subject Areas – Master's degree
          2. For Career Education Subject Areas – Baccalaureate degree or certification
          3. For Public Service (including Applied Research) – Master's degree
          4. Evidence of good character, mature attitude, and professional integrity
      2. Assistant Professor
        1. Documented evidence of ability in teaching, service/outreach, and scholarship/creative activities/research
        2. Educational Attainment
          1. For Academic Subject Areas – Earned doctorate; or TBR-recognized terminal degree*; or Master's degree + 30 semester hours (45 quarter hours) and 2 years equivalent work experience credit; or Master's degree and 4 years equivalent work experience credit (i.e., high school teaching, etc.)
          2. For Career Education Subject Areas – Baccalaureate degree and certification where applicable plus 5 years equivalent work experience credit
          3. For Public Service (including Applied Research) – Master's and 5 years equivalent work experience in industry, government, or other work experience area
        3. Completion of at least two years in rank as instructor. Faculty member is eligible to apply after completion of first year in rank as instructor.
        4. Evidence of good character, mature attitude, and professional integrity
      3. Associate Professor
        1. Documented evidence of high quality professional productivity in teaching, service/outreach, and scholarship/creative activities/research
        2. Educational Attainment
          1. For Academic Subject Areas – Earned doctorate and 5 years college level instruction; or TBR-recognized terminal degree* and 5 years college level instruction; or Master's degree + 30 semester hours (45 quarter hours) plus 2 years equivalent work experience credit and 5 years of college level instruction; or Master's degree plus 4 years equivalent work experience and 5 years college level instruction
          2. For Career Education Subject Areas – Baccalaureate degree and certification where applicable plus 5 years equivalent work experience credit and 5 years college level instruction
          3. For Public Service (including Applied Research) – Master's and 5 years college level service
        3. Completion of four years in rank as assistant professor. Faculty member is eligible to apply after completion of third year in rank as assistant professor.
        4. Evidence of good character, mature attitude, and professional integrity
      4. Professor

        Note: Minimum criteria may be waived if approved by the college president when a candidate offers extraordinary qualifications in lieu of the stated minimum rank criteria. Such approval must be supported by evidence of the extraordinary nature of the qualifications. For example, a candidate with recognized, national prominence and expertise might qualify for such a waiver.

        * The TBR, using national discipline standards, has provided the following list of degrees which are considered to be “terminal”:

        Earned doctorates

        1. Documented evidence of sustained high quality professional productivity in teaching, service/outreach, and scholarship/creative activities/research
        2. Educational Attainment
          1. For Academic Subject Areas – Earned doctorate and 10 years college level instruction; or TBR-recognized terminal degree* and 10 years college level instruction
          2. For Career Education Subject Areas – Earned doctorate and 10 years college level instruction
          3. For Public Service (including Applied Research) – Master's degree and 10 years college level service
        3. Completion of five years in rank as associate professor. Faculty member is eligible to apply after completion of fourth year in rank as associate professor.
        4. Documented evidence of teaching excellence and superior contribution to student development or superior scholarly or creative activity. The absence of such evidence may prevent advancement to the rank of professor. Since there is no higher rank, promotion to professor is taken with great care and requires a substantial level of achievement. This rank is not a reward for long service; rather it is recognition of superior achievement within the discipline with every expectation of continuing contribution to the college and the larger academic community.
        5. Evidence of good character, mature attitude, professional integrity, and a high degree of academic excellence and responsibility.
        • M.F.A. (Studio Art, Creative Writing)
        • M.L.S., M.S.I.S., or Masters in Library Science (Library Science)
        • M.M. (Certain Specialties in Music)
        • Masters in Engineering or Masters with major in Engineering (Engineering Technology, University Level)
        • According to TBR, national practice does not recognize the J.D. as a doctorate.
        • Roane State may request blanket exceptions to these standards by classification based upon its mission and hiring practice.
        • Roane State may also petition the Board for “equivalent work experience credit” when a candidate has not obtained a terminal degree but has a record of extraordinary achievement in a given field. The equivalent work experience credit may include relevant teaching experience or other experiences such as experience gained as an administrator, counselor, librarian, journeyman, or the like.
    2. Performance Criteria

      Performance criteria are divided into three categories: teaching, service/outreach, and scholarship/creative activities/research, with teaching being weighted as more than half of the overall assessment. Evaluation should be based on the three categories. Differences in emphases, especially among disciplines and divisions, may exist. Candidates for promotion should provide documentation addressing the three categories.

      Performance criteria should be distributed by the Vice President of Academic Services (VPSL) to all new faculty members and should be easily available to all faculty members at all times, including via the Web. Whenever the guidelines are revised, the faculty should be notified of the availability of the revised guidelines.
      1. Teaching
        1. Definition - Teaching applies to any manner in which information is imparted so that others may learn and may include, but is not limited to, a variety of techniques including instruction, development of course materials and courseware, and development of innovative approaches to teaching.
        2. Evaluation - Effective teaching is an essential qualification for promotion. Promotion should be granted only with clear and documented evidence of a candidate’s teaching ability and continuing development. Evaluation of teaching shall be conducted by the dean/library director or program director, peers, and students. The evaluation shall be based on the following:
          1. Ability to organize and present subject matter in a logical and meaningful way
          2. Ability to motivate and stimulate creativity in students
          3. Statement of teaching philosophy
          4. Course materials (i.e., course syllabi, handouts, exams/evaluation instruments, instructional materials)
          5. Student evaluations of the teaching performance
          6. Curriculum and/or program development
          7. Development and application of current instructional techniques
          8. Development and application of current teaching methodologies
          9. Ability to stay current in academic discipline
      2. Service/Outreach
        1. Definition - Service/outreach encompasses a faculty member’s activities in college service, outreach or public service, and professional service.
          1. College service refers to activities other than teaching and scholarship performed at the department or college level. It is expected of every faculty member; indeed, colleges could hardly function without conscientious faculty who perform committee work and other administrative responsibilities. College service includes, but is not limited to, serving on departmental committees, advising students, and participating in college activities and on college committees. More extensive citizenship functions such as membership on a specially appointed task force, serving as advisor to a college-wide student organization, and membership on a college search committee should be taken into account in consideration for promotion.
          2. The outreach or public service function is the college’s outreach to the community and society at large, with major emphasis on the application of knowledge for the solution of problems with which society is confronted. Outreach primarily involves sharing professional expertise and should directly support the goals and mission of the college. A vital component of the college’s mission, public service must be performed at the same high levels of quality that characterize the teaching and research programs.
          3. Professional service refers to the work done for organizations related to the faculty member’s discipline or to the teaching profession generally. Service to the profession includes activities such as service on statewide or TBR committees, guest lecturing on other campuses, and other appropriate activities.
        2. Evaluation - Evaluation of the service/outreach component should be based on performance in all three areas although it is realized that differences in emphases may exist. The dean and individual faculty member shall have the responsibility for determining the emphasis as well as the responsibility for determining specific criteria. Specific evaluative criteria may be developed using the following guidelines:
          1. Performance in relation to assigned and budgeted duties (as described in the faculty job description [RSCC policy PA-24-01] which includes a statement of the mission or purpose of the job and of the objective(s) of the candidate’s service unit, as well as the specific assigned tasks and responsibilities of the candidate).
          2. Effectiveness, as judged by the candidate’s impact on the institution, individuals, groups, or organizations served. The success of the candidate’s internal and external service should be documented in terms of improvement of communities, programs, operating agencies, production processes, or management practices. Documentation should also include indications of satisfaction with the service provided by the candidate, and of the magnitude and complexity of his/her work (as opposed to perfunctory activity that does not lead to useful results).
          3. Performance in the advisement and mentoring of students.

            Note: Published outcomes of service/outreach may serve as a form of documentation. However, performance of service/outreach work may not be publishable. Non-publishable results may be in the form of direct consultations, planning reports, or instructional time directed largely to the recipients of college service programs.
      3. Scholarship/Creative Activities/Research
        1. Definition - Research applies to the studious inquiry, examination, or discovery that contributes to disciplinary and interdisciplinary bodies of knowledge. Scholarship/creative activities/research may include, but is not limited to, typical professional growth and development activities, disciplinary and interdisciplinary activities that focus on the boundaries of knowledge, community-based scholarship, creative activities (e.g., performances or other artistic creations), and the development of cutting-edge teaching approaches.
        2. Evaluation
          The dean and individual faculty member shall have the responsibility for determining the emphasis as well as the responsibility for determining specific criteria. The following are examples of, but not limited to, appropriate activities for this criterion:
          1. Scholarly pursuits in support of the discipline or the teaching profession, which may include typical professional development activities such as taking classes, attending conferences, attending college-sponsored workshops, and undertaking self-directed study.
          2. Scholarship of teaching is a valid measure of research capability. It goes beyond doing a good job in the classroom; creative teachers should organize, record, and document their efforts in such a way that their colleagues may share their contributions to the art of teaching.
          3. Development of cutting-edge teaching approaches, such as instructional technologies and learning theories, etc.
          4. Performances, compositions, and other artistic creations that are evaluated by written reviews or by qualified peers (either in person or aided by other forms of reports, or both).
          5. Professional or scholarly papers presented at international, national, or regional/state meetings.
          6. Publication of research or scholarly works such as books, journal articles, and other scholarly papers. Publications that are reviewed by peers are more significant than those that are not subjected to such rigorous examination. It should be emphasized that quality is more important than quantity.

            Note: While all three areas are important, certain exceptions may exist where evaluation may occur in one or the other area exclusively. In these cases, as well as in the general case, appropriate supervisory personnel shall clearly and adequately document the facts that justify the individual’s promotion. Additional procedures may be used with the approval of TBR Academic Affairs.
  3. Promotion Process
    1. Overview
      Faculty members meeting the minimum number of years in rank will be notified by the VPSL of their potential eligibility for promotion. The VPSL’s notification occurs in the spring semester prior to the fall portfolio deadline.

      Any faculty member who meets the minimum criteria outlined in Section II. A: Minimum Rank Criteria may apply for promotion. At the beginning of the fall semester, the VPSL publishes college-wide the date to declare candidacy for promotion. Individuals seeking promotion must notify in writing the appropriate dean and the VPSL by the announced deadline. The VPSL distributes to declared candidates printed copies of the current promotion/tenure process timeline and the portfolio guidelines.

      The candidate should develop the portfolio according to the guidelines delineated in Section III. B; the portfolio is considered by the Peer Review Group (PRG) in the appropriate division. In addition to the printed portfolio, the candidate may submit an identical electronic portfolio. The promotion and tenure committee chair informs the dean of the PRG’s vote tally and also provides a list of all comments recorded on the ballots for each candidate. The dean makes a recommendation regarding promotion to the VPSL. The VPSL will recommend to the president who finally recommends to the TBR. The TBR makes the final decision during the summer meeting.

      Candidates for promotion who are also eligible for tenure should prepare one portfolio. The portfolio should be based on the Tenure / Promotion Portfolio Guidelines.
    2. Tenure / Promotion Portfolio Guidelines
      The portfolio should be limited to approximately 25 pages for the primary document. Appendices may be attached as needed. However, judicious restraint should be practiced by the faculty member. The appendices should include only documentation deemed necessary to support statements made in the primary document. The quality of the content and the presentation of the portfolio will be thoroughly considered.
      1. A brief introductory statement (1-2 pages) describing personal teaching philosophy, strategies, and objectives should be included.
      2. Annual evaluations, which include student evaluation scores, the dean’s / library director’s comments, peer evaluations (optional) and any other optional evaluation instruments, should be included.

        For promotion to Assistant Professor: All annual evaluations since the time of employment should be included.

        For promotion to Associate Professor: The last four years of annual evaluations should be included.

        For promotion to Professor: The last five years of annual evaluations should be included.

        For Tenure: The annual evaluations which span the probationary period should be included.
      3. Academic transcripts should be included if a degree, coursework, or a certification was completed after initial employment at RSCC. The transcript should be attached as an appendix.
      4. The annual RSCC faculty evaluation process revolves around objectives relating to teaching, service/outreach, and scholarship/creative activities/research. Summaries of accomplishments organized into these categories should be included (4-6 pages total). For examples of documentation in these three areas, see Section IV. B. in the Roane State Academic Tenure Policy (PA-2-01) at www.roanestate.edu/policies/ . Supporting documentation (e.g., a sample syllabus, handout, etc.), should be included in the appendices.
      5. A resume or an employment/academic history should be included (2-3 pages). This history should document the necessary academic credentials, work experience, years in rank, and years of college level instruction for promotion candidates. An effort should be made to distinguish part-time employment, adjunct experience, non-tenure track experience, etc.
      6. Letters of support should be included only if necessary to document statements made in the portfolio. These should be placed in the appendices. Letters of recommendation from the dean should not be included; the dean’s/library director’s annual evaluation narrative is sufficient.
    3. Promotion Timeline

      The Promotion and Tenure Committee will determine specific dates to fit this timeline each year.
      Deadline Person Step Action
      Last two weeks of April VPSL 1. Notifies potential candidates for tenure and/or promotion of their eligibility to apply. Includes links to RSCC promotion and tenure policies.
      Late August VPSL 2.

      Notifies potential candidates for tenure and or promotion that the deadline to declare candidacy is the last Friday in October.

      Notifies faculty senate president of the senate’s responsibility to submit one tenured faculty member’s name from each division and a tenured faculty member’s name from the library, as potential members for either the Promotion and Tenure Committee (PT Committee) or the Hearing Committee (H Committee). Some consideration should also be given to racial, gender, and ethnic balance.

      September Faculty Senate Meeting Senate President 3. Appoints the required number of tenured faculty members and submits their names to the VPSL.
      Late September / early October VPSL 4. Selects a tenured faculty member from each division and a tenured faculty member from the library and from the compiled list of names selects the faculty to recommend to the president to serve on the PT Committee. The remaining faculty comprise the H Committee. The ex-officio PT chair serves in an advisory capacity to the PT Committee.
      Late September/early October President / VPSL 5. The PT and H Committees are appointed by the president upon recommendations made by the VPSL and the faculty senate president. Upon receiving confirmation from the president, the VPSL notifies RSCC faculty of the composition of both committees.
      Mid-October VPSL / PT Committee 6.

      Calls a meeting of the PT Committee to discuss procedures, guidelines, and duty lists and assists the committee in accomplishing the following tasks:

      1. Elect a PT Committee chair
      2. Insert specific dates within the framework of the policy timelines
      3. Assign monitors to division PRGs, with no monitors serving their own divisions
      October VPSL 7. Distributes the promotion and tenure timeline via email to all faculty members and provides links to RSCC’s promotion and tenure policies.
      Last Friday in October Candidates 8. Faculty eligible for tenure and/or promotion declare their candidacy in writing to the appropriate academic dean/library director and VPSL.
      First week of November Deans / Library Director 9. Send list of promotion/tenure candidates, list of PRG faculty, and list of remaining tenure-track faculty to VPSL.
      Second week of November VPAS 10. Distributes via email the promotion/tenure timeline and portfolio guidelines to declared candidates along with links to the promotion/tenure policies. Sends names of declared candidates, PRG members, and remaining tenure-track faculty to the PT Committee.
      Last week in November PT Committee Chair 11. Emails PT Committee members instructions for conducting initial PRG meeting or calls a meeting to explain the instructions.
      Last week in November Monitors 12. Contact the deans to request that PRG meeting be included on the agenda for spring in-service division meeting.
      December Deans / Library Director 13. Notify monitors of date, location, and time of PRG meeting during in-service division meeting.
      Dec / Jan Candidates 14. Submit portfolios to academic deans or library director. Candidates who are eligible for both tenure and promotion prepare one portfolio to suffice for both categories. In addition to the printed portfolio, candidates may submit an electronic portfolio. The two versions must be identical.
      January in-service meeting Monitors 15.

      Meet with assigned PRG to accomplish the following tasks:

      1. Verify tenured faculty ONLY are present.
      2. Introduce list of divisional promotion/tenure candidates.
      3. Discuss provisions for absentee voting
      4. Provide information and guidelines.
      5. Elect peer review group chair (PRGC)
      6. Give PRG the opportunity to initiate discussion about the candidates.
      7. Discuss with the PRGC his or her responsibilities. Provide duty sheet, list of PRG names, and list of remaining tenure-track faculty.

      Within ten days, using input from the PRG Chairs, set the date for the PRG voting meeting. The voting meeting must be completed during the last two weeks of February.

      Early January Deans / Library Director 16.

      Review portfolios for completeness and ensure that candidates have addressed all criteria. All credential changes must be complete; degrees must have been awarded although official transcripts may be submitted at a later date.

      Insert the appropriate number of faculty evaluation summary forms.

      Attach a verification of review roster to portfolios to facilitate circulation.

      Notify monitors and PRG Chair that portfolios are ready for review by PRG members. Send list of names of the PRG members, PT Committee, and Hearing Committee to the tenure/promotion candidates.

      Mid-January Monitors 17.

      Email the PRGC to confirm the date, time, and location of the voting meeting. Include the guidelines for absentee voting. Absentee votes by PRG members are discouraged but acceptable under the following conditions:

      Requests for absentee ballots must be approved at least two weeks in advance by the promotion and tenure monitor. Absentee ballots will be approved for
      Faculty who are unable to vote in person due to teaching schedule, professional travel, or approved leave.
      In order to accommodate extenuating circumstances, an absentee ballot may be approved if the monitor and the promotion tenure chair agree that one is warranted.
      The authorization, distribution, and collection of absentee votes will be handled uniformly across the college. Monitors will provide a ballot along with a self-addressed return envelope to each approved absentee voter. Absentee votes must be turned in to the promotion/tenure monitor no later than noon on the day before the voting meeting. Only ballots returned in pre-addressed envelopes will be accepted.

      Mid-January PRG Chairs 18.

      Email the date, time, and location of the voting meeting along with absentee balloting information to the PRG. Copy the email to the monitor.

      Email each candidate to provide the date, time, and location of the voting meeting. Include the information that the candidate may request an interview with the PRG by notifying the PRGC at least two days prior to the meeting. Copy the email to monitor.

      Contact each candidate to decide upon a mutually agreeable place for the candidate to be available during the voting meeting in the event that the PRG or the candidate requests an interview. The location should not be in the immediate vicinity of the voting meeting.

      Email the monitor the location agreed upon and if an interview has been requested. Copy the email to the candidate.

      Mid to late January PRG Chairs 19.

      Make portfolios (with verification of review rosters attached) available within the division to the peer review group members at least two weeks before the voting meeting(s). Make appropriate arrangements to allow PRG members at various campuses to access the portfolios.

      Mid- January to mid-February PRG / PRG Chairs 20. Review portfolios and sign the verification of review roster. Peer review group chairs secure possession of the portfolios at the end of the review period.
      Last two weeks of February PRG / PRG Chairs / Monitors 21.

      Meet to vote. The PRG Chair takes the portfolios to the peer review group meeting for referencing candidate credentials. The PRG Chair verifies attendance. Tenured candidates for promotion are entitled to vote on all other candidates for tenure and promotion but must not be present during consideration of their own candidacy. The PRG Chair conducts the meeting.

      Monitors must be present for the entire meeting. No discussion should take place during the meeting without the monitor being present.

      Interviewing: Interviews with the candidates are optional but may be requested by either the PRG or the candidate. Candidates may be questioned only in the following areas: job description, policy criteria, and faculty evaluation criteria. After the interview the candidates must leave the room.

      Voting on candidates for promotion/tenure: The PRG Chair states: “In all cases, peer groups have qualified privilege of academic confidentiality against disclosure of individual tenure and promotion votes unless there is evidence that casts doubt upon the integrity of the peer group.” The PRG’s action is recommended based upon a majority vote of the tenured faculty voting. After secret balloting, the monitor seals the ballots and holds for tally with the PT Chair.

      Providing feedback for Probationary Faculty: The monitor distributes tenure-track feedback forms (Form E) for other tenure-track faculty and offers opportunity for discussion. Monitor seals the completed forms in an envelope and gives them to the dean/library director.

      The PRG Chair returns the portfolios to the dean after the meeting has ended.

      Within one working day after PRG voting meeting

      P/T Chair & Monitor 22. Ballot Tallying: The ballots are tallied, verified and recorded by the assigned monitor and the Chair of the PT Committee. Forms A and B and/or Forms C and D are completed and signed.
      Within two working days after PRG voting meeting P/T Chair 23.

      Sends candidates’ individual recommendation forms to the appropriate dean/library director. If a dean/library director is a candidate for tenure/promotion, sends the recommendation form to the VPSL.

      Sends PRG’s summary sheets (forms B and D) of all recommended actions for tenure/promotion to appropriate dean/library director with a copy to the VPSL.

      Types all comments recorded on ballots and gives to appropriate dean/library director. Does not email. Retains a copy of the compiled comments.

      Keeps ballots and compiled comments until final decision from TBR and then shreds them.

      Prior to the end of the spring semester

      P/T Chair & P/T VPSL

      24.

      Meet to make recommendations for process improvement and submit recommendations to VPSL.

      VPSL receives recommendations from PT Committee regarding process improvements and decides if implementation is appropriate.

      Within three working days after PRG voting meeting Deans / Library Director 25.

      Complete individual recommendation Forms A and/or C and add them to candidate’s portfolio.

      Give verbal notification to the candidate as to whether he/she has been recommended for tenure/promotion by peer review group and dean/library director. If the candidate is not recommended, provide the candidate a written explanation for the decision and inform the candidate of the appeals process.

      Share the outcome of the PRG vote and the dean/library director’s recommendation with the PRG.

      Send portfolios and compiled comments, including any written explanations for denial, to VPSL for review and recommendation.

      Within seven working days of notification Candidates 26. May institute Appeals Process.
      Within three working days of candidate’s notification of appeal VPSL 27. Notifies PT or H committee members of an appeal. If the candidate chooses the H Committee, designates one member to facilitate first meeting of H Committee, at which time the H Committee will select a chair. If the candidate chooses the PT Committee, directs the PT committee chair to facilitate the first meeting and continue to serve as chair. Gives the appropriate chair the written explanation for denial, the portfolio, the PRG tally, and compiled comments.
      Within twenty working days of notification by VPSL PT Committee or Hearing Committee Chair 28. Gives the committee’s recommendation to the VPSL
      Within five working days of receipt of the recommendation from the PT or H Committee VPSL 29.

      Reviews PRG’s, dean’s/library director’s recommendations and any PT’s or H Committee’s findings.

      Decides whether to endorse or reconsider dean’s / library director’s recommendations and notifies the candidates and appropriate deans / library director of his decisions. If a decision is to endorse a denial of tenure or promotion, notifies the candidate of his right to appeal to the President..

      Provides PT or H Committee’s report to the affected candidate and to the appropriate dean / library director and decides if further dissemination of the report is desirable.

      Completes Forms A and/or C and gives to the president for consideration.

      Holds all candidates’ portfolios until the Board of Regents reaches its decision.

      Upon receiving VPSL recommendation Deans / Library Director 30. Notify PRG of VPSL’s recommendation.
      Last week of spring semester President 31. Recommends a list of promotion and tenure candidates to the TBR Chancellor. Emails or calls individual candidates who are not being recommended. Then emails list of recommended candidates to all faculty. Completes Forms A and/or C and returns to VPSL.
      June TBR 32. Makes the final decision during its regularly scheduled meeting during the third week of June.
      July President 33. Within 10 days of Board action, provides notification to the candidates of TBR action. Emails faculty and staff of TBR decision.
      July VPSL 34. Duplicates Forms A and/or C to be included in candidate’s portfolio and sends original forms to Human Resources to be filed. Retains the Promotion and Tenure Summary Sheet Recommendation Forms B and D.
      August VPSL 35. Returns tenure/promotion portfolios to deans/library director for distribution to candidates.
      August PT Chair 36. Shreds ballots and compiled comments after announcement of TBR’s decision.
  4. Appeals Process

    In instances where tenure/promotion is not recommended, the dean/library director provides the candidate a written explanation for the decision. If the candidate is not satisfied with the decision, he/she has the right to initiate the following appeals procedures.

    Step 1 (Two Options)
    Within seven (7) working days of notification of denial of promotion/tenure by the dean/library director, the candidate may submit a written request for an appeal hearing to the VPSL based upon one of the following two options:

    Option 1 - The candidate may request an appeal hearing by the Promotion and Tenure Committee. Upon the VPSL’s notification, the PT Committee will consider: 1) the candidate's portfolio to determine if the candidate has satisfied all the required criteria for consideration for promotion/tenure, 2) the written explanation for the denial, and 3) any additional sources of relevant information. The PT Chair will then submit the committee's findings in writing to the VPSL. After review of the committee's findings, the VPSL will determine if the dean/library director’s original decision should be endorsed or reconsidered. The VPSL releases the report of the PT Committee to the candidate and dean/library director. Further dissemination of the report will be at the discretion of the VPSL. See Section III. C for the timeline of all required actions.

    Option 2 - The candidate may request an appeal hearing by the Hearing Committee. Upon the VPSL’s notification the H Committee will consider: 1) the candidate's portfolio to determine if the candidate has satisfied all the required criteria for consideration for promotion/tenure, 2) the written explanation for the denial, and 3) any additional sources of relevant information. The H Committee Chair will then submit the committee's findings in writing to the VPSL. After a review of the committee's findings, the VPSL determines if the dean/library director’s original decision should be endorsed or reconsidered. The VPSL will release the report of the H Committee to the candidate and dean/library director. Further dissemination of the report will be at the discretion of the VPSL. See Section III. C for the timeline of all required actions.

    Step 2
    If the prior appeal (Step 1, either option) does not satisfactorily resolve the candidate's complaint, he/she has seven (7) working days from the date of notification to submit an appeal in writing to the president of Roane State. After reviewing the previously submitted written documents, the president notifies the candidate of the decision to endorse or reconsider the original decision.

    Note: If the recommendation not to grant tenure/promotion is made by the VPSL, the candidate may initiate STEP 3 to appeal to the President.

    Step 3
    The candidate has the right to appeal the president's decision following procedures outlined in the TBR Appeals Policy 1:02:11:00.

Revision History: 07/01/1990, 12/09/1991, 12/04/1992, 02/11/1993, 11/08/1995, 07/01/1997, 02/15/1999
TBR Policy Reference: 5:02:02:30
Revision Date Effective: 04/03/2006
Revision Approval By: Gary Goff, President
Original Date Effective: 01/11/1988
Original Approval By: Cuyler A. Dunbar, President
Office Responsible: Vice President Student Learning
Reviewed: 04/29/2014
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