Roane State Community College

1. Introduction
   
   Tenure is awarded only by positive action by the Tennessee Board of Regents (TBR), pursuant to the requirements and procedures of this policy. RSCC subscribes to the Tennessee Board of Regents institutional policies on academic tenure and specifically acknowledges compliance with TBR Policy on Academic Tenure (5.02.03.70). The RSCC institutional policy embodies and communicates clearly all provisions, definitions, and stipulations of board policy and provisions, definitions, and stipulations unique to RSCC.
   
   The award of tenure is recognition of the merit of a faculty member and of the assumption that he/she would meet the long-term staffing needs of the department or academic program unit and the college. The continued professional growth and development of faculty is necessary for institutions of higher education to continue to provide educational programs in accordance with the college’s mission, goals, and changing needs. Tenure is awarded only to those members of the faculty who have exhibited professional excellence and outstanding abilities sufficient to demonstrate that their future services and performances justify the degree of permanence afforded by academic tenure.
   
   The quality of the faculty is maintained primarily through the appraisal, by faculty and administrative officers, of each candidate for tenure. Tenured faculty have the assurance of continued employment during the academic year until retirement or dismissal for adequate cause, financial exigency, or curricular reasons, as further discussed herein. TBR does not award tenure in non-faculty positions. Notwithstanding the above, this section shall not be interpreted as diminishing the rights of non-faculty employees previously awarded tenure.
2. Definitions
   
   The following are general definitions of terms used in this policy. They are further defined in the subsequent sections of this policy.
   1. Academic Tenure - a personnel status in an academic organizational unit (e.g., a department or division) or program of a college, pursuant to which the academic year appointments of full-time faculty who have been awarded tenure are continued at the college until the expiration or relinquishment of that status, subject to termination for adequate cause, for financial exigency, or for curricular reasons.
   2. Adequate Cause - a basis upon which a faculty member (either with academic tenure or a tenure-track, term, or temporary appointment) may be dismissed or terminated prior to the end of the specified term of the appointment. The specific grounds which constitute adequate cause are set forth in Section VII G.
   3. Financial Exigency - the formal declaration by TBR that one or more of its community colleges faces an imminent financial crisis, that there is a current or projected lack of sufficient funds (appropriated or non-appropriated) for the campus as a whole to maintain current programs and activities at a level sufficient to fulfill educational goals and priorities, and that the budget can only be balanced by extraordinary means that include termination of existing and continuing academic and non-academic appointments.
   4. Faculty Member - a full-time employee who holds academic rank as instructor, assistant professor, associate professor, or professor. Further definition can be found in TBR policy 05.02.01.00.
   5. Probationary Employment - period of full time professional service by a faculty member for whom an appointment letter denotes a tenure-track appointment in which he/she does not have tenure and during which he/she is evaluated by the college for the purpose of determining his/her satisfaction of the criteria for a recommendation for tenure. Probationary employment provides an opportunity for the individual to assess his/her commitment to the college and for the college to determine whether the individual meets its perception of quality and projected need.
   6. Types of Appointments
      1. Temporary Appointments are non-tenurable appointments for a specific purpose for a time appropriate to that purpose or for an unspecified period. Temporary appointments may be terminated according to the terms of the contract of employment or appointment. Temporary appointments should ordinarily only be used to replace regular faculty on leave of absence, to employ faculty pursuant to grants, or for projects funded in whole or in part by non-appropriated funds. In addition, temporary appointments may be used for faculty employed on the basis of state appropriated funds in departments, divisions, or other academic units where a permanent and continued need for the position has not been established, provided that such appointments normally should not exceed three academic years. Faculty in temporary appointments are appointed in rank but are not eligible for promotion in rank. Temporary appointments may not be converted to term, tenure-track, or tenure appointments.
         
         Appointments of faculty members supported more than fifty percent (50%) by grant funds or other soft money sources may be approved by the president for periods in excess of three academic years. Other extensions of temporary appointments for periods in excess of three academic years require the approval of the Chancellor.
      2. Term Appointments are non-tenurable appointments in a traditional rank (e.g., instructor, assistant professor) for a fixed period of no more than one year that may be renewed with no presumed maximum number of reappointments.
         
         Faculty should be placed on term appointments only when one or more of the following employment conditions are present: (a) as a means for addressing staffing needs when a projected need is more than temporary but less than long term, (b) to staff programs projected to phase out in a fixed period, or (c) when the size of a staffing cohort is projected to extend beyond the normal period for a temporary appointment but is not of sufficient length to warrant a tenure-track or tenured appointment.
         
         Since it is not intended that term appointments be used to meet long-term staffing needs, a faculty member should not remain in a term appointment for more than six years. If it is determined that a position is warranted beyond the maximum six-year period, a new tenure-track position should be sought to replace it. The holder of the term appointment may apply and be considered for the tenure-track appointment, and the institution may award up to three years’ credit for prior service. Other term appointment holders may also apply for the new position and receive service credit. The amount of credit awarded is left to the discretion of the president and is determined based upon the recommendation of the Vice President for Student Learning (VPSL).

         Exceptions to the six-year maximum may be granted annually if it is:

         1. Requested by the affected faculty member and his/her supervisor.
         2. Recommended by the appropriate dean and the Vice President for Student Learning.
         3. Approved by the president.

            Faculty in term appointments are eligible for promotion.

            Term appointments shall not be used as a means for continuing employment of tenure-track faculty appointments when a negative tenure decision has been made or is projected.

      3. Tenure-track Appointments are appointments for full-time faculty with academic rank and may be for the academic or fiscal year. Tenure-track appointments are for faculty who are employed in a probationary period of employment preliminary to consideration for tenure. Tenure-track appointments shall not include any right to permanent or continuous employment; shall not create any manner of legal right, interest, or expectancy of renewal or any other type of appointment; and shall be subject to annual renewal by the institution.
         
         A tenure-track appointment may not be converted to a term appointment as a means for continuing employment of tenure-track faculty when a negative tenure decision has been made.
      4. Tenure Appointments are appointments of full-time faculty who have been awarded tenure by the board pursuant to the provisions of this policy. Tenure appointments include the assurance of continued employment for the academic year for an indefinite period, subject to expiration, relinquishment, or termination of tenure as hereinafter provided. Such appointments do not include assurance of continued employment at any specified salary or position or assurance of continued employment during summer sessions or inter-sessions.
      5. The president may petition TBR for tenure upon appointment for candidates with extraordinary credentials. This exception shall be requested when the faculty member is employed.
3. Consideration for Tenure
   1. Minimum Eligibility Requirements
      
      Employment Status
      1. Tenure may be awarded to full-time faculty members who:
         1. Hold academic rank as instructor, assistant professor, associate professor, or professor and meet the minimum criteria as specified in TBR policy 5.02.02.30.
         2. Have been employed in a tenure-track appointment and have completed the minimum probationary period of service as stated in this policy and/or as agreed upon in writing and signed by the president or his/her designee.
         3. Have been determined by the college to meet the criteria for tenure and have been so recommended.
      2. Tenure may be awarded to special contract faculty.
         Faculty members supported in whole or in part by funds available to the college on a short-term basis (such as grants, contracts, or foundation-sponsored projects) may be eligible for tenure if continuing support for such members can be clearly identified in the regular budget of the college.
      3. Tenure may not be awarded to faculty holding temporary appointments or term appointments.
      4. No faculty member shall be eligible for tenure in a non-faculty position. A faculty member with tenure who is appointed to an administrative position will retain tenure in the former faculty position only. A faculty member otherwise eligible for tenure who also holds a non-faculty position may be awarded tenure in the faculty position only.
      5. The minimum rank qualifications should be met in every recommendation regarding appointment to academic rank and for promotion in academic rank.
   2. Length of Probationary Employment
      Probationary faculty may be employed on annual tenure-track appointments for a probationary period which may not exceed six (6) years. Upon completion of five years of full-time service to the institution, a faculty member may declare his/her candidacy for tenure at the beginning of the sixth year of service. If the faculty member is not recommended for tenure after completing the sixth year of the probationary period, RSCC will give the faculty member one year’s notice, thereby giving a seventh and final year of employment. Failure to give timely notice of non-renewal of a contract shall not result in the acquisition of a tenure appointment, but shall result in the right of the faculty member to another year of service at the college, as stated in TBR policy 5.02.03.70.
      
      
      
      No faculty member may declare candidacy for tenure prior to completing five years of full-time service to the institution. Exceptions may be made under special circumstances upon recommendation by the president and approval by the chancellor. Upon approval of such an exception by the chancellor, the faculty member’s recommendation for tenure will go forward to TBR as meeting the requirements for the probationary period.
      
      If an exception is granted for early candidacy and the faculty member does not receive tenure approval at the institutional level, then he/she may be a candidate again after completing five years of service.
   3. Calculating the Probationary Period
      Only full-time continuous service will be included in determining completion of the probationary period, unless a break in service is approved. Employment during summer terms and in part-time positions shall not be credited toward satisfying the probationary period.
      1. Credit for Prior Service. The minimum probationary period of five years may include credit for prior service when agreed to by the president, and when subject to the maximum permissible credit for prior service as noted below:
         1. Credit toward completion of the probationary period may at the discretion of the president be given for a maximum of three years of previous full-time service at other colleges, universities, or institutes provided that the prior service is relevant to the institution’s own needs and criteria. Any credit for prior service that is recognized and agreed to must be confirmed in writing at the time of the initial appointment. The college may request tenure upon appointment for candidates with extraordinary credentials. The exception shall be requested when the faculty member is employed.
         2. Credit toward completion of the probationary period may, at the discretion of the president, be given for a maximum of three years for previous full-time service in a temporary faculty appointment or term appointment at the same institution (see Types of Appointments, Section II) or in an earlier tenure-track appointment at the same institution that has been followed by a break in service. Any credit for prior service in a temporary full-time faculty appointment at the same institution or in an earlier tenure-track appointment (at the same institution) that has been followed by a break in service must be recognized and confirmed in writing in the appointment letter to a tenure-track position.
      2. Leave of Absence. The period of approved leave of absence shall be excluded from the required probationary period. A faculty member may apply for a maximum of two, non-consecutive one-year leave increments. Exceptions may be granted by the president in writing prior to the leave of absence. Exceptions may include: (a) crediting the leave periods to the probationary period and/or (b) granting more than two, non-consecutive one-year increments. Exception (b) requires approval of the Chancellor of TBR.
      3. “Stopping the Tenure Clock.” A faculty member may request to “stop the tenure clock” during his/her probationary period when circumstances exist that interrupt the faculty member’s normal progress toward qualifying for tenure. In such cases, the faculty member may request to “stop the tenure clock” for one year if he/she demonstrates that circumstances reasonably warrant the interruption. Reasons will typically be related to a personal or family situation requiring attention and commitment that consumes the time and energy normally addressed to faculty duties and professional development. Examples may include childbirth or adoption, care of dependents, medical conditions or obligations, physical disasters or disruptions, military deployment, or similar circumstances.
      4. Administrative Appointment. A faculty member appointed to an administrative position may remain eligible for tenure consideration. The faculty member must: (a) qualify for tenure under the college’s guidelines, and (b) maintain a significant involvement in academic pursuits including teaching, service/outreach, and scholarship/creative activities/research.
         
         The time (or prorated portion of time) spent in the administrative position may be credited toward completion of the probationary period.
      5. Transfer to another Department or Unit. When a faculty member is serving a probationary period in a department or academic program unit and is subsequently transferred to another department or unit, the faculty member may, with the approval of the president, elect to begin a new probationary period on the date the transfer occurs. If he/she does not so elect (and confirm this in writing to the president), time spent in the first appointment shall count toward establishing the minimum and maximum probationary period.
4. Criteria to be considered in Tenure Recommendations
   The criteria for a recommendation of tenure depend upon the nature, mission, and goals of the college and of the department or academic program unit in which a faculty member is employed.
   
   The faculty member must demonstrate willingness and ability to work effectively with colleagues and in a professional manner to support the mission of the institution and the common goals of both the institution and of the academic organizational unit.
   
   The faculty member will demonstrate his/her contributions toward these goals as they relate to the college's three missions: teaching, service/outreach, and scholarship/creative activities/research. In the community college setting, effective teaching is of paramount importance, with teaching being weighted as more than half of the overall assessment.
   
   Moreover, the dean will assess the long-term staffing needs of the division and of the department or academic program unit and include this assessment in the recommendation to the Vice President for Student Learning.
   1. Mentoring and Evaluation during the Probationary Period
      1. Student Evaluations - required from all classes.
         
         Course evaluation results are averaged on a fall to spring cycle.
      2. Peer Evaluations
         1. Mentor
            A mentor (a tenured faculty member from within the affected department or division) is provided for each newly-hired tenure-track faculty member. Assigned by the deans for the length of the probationary period and announced to the division, mentors fulfill an important function as they provide integral support for tenure-track faculty. The mentor assists the tenure-track faculty member through such avenues as helping him or her learn Roane State procedures, answering questions, and offering guidance in such areas as classroom management, use of materials, and curriculum issues. Mentors seek feedback from peers and serve as conduits for communication between division members and the candidates. Mentors also encourage tenure-track faculty members to interact with their peers as a way to encounter multiple perspectives pertaining to job expectations and as a way to build camaraderie within the division.
            
            Mentors participate in monitoring progress toward tenure, providing a nurturing environment, and offering feedback to address deficiencies and/or validate perceived strengths. To facilitate meaningful feedback, mentors are allowed access to evaluation data such as student comments recorded on student evaluation forms, peer review group comments recorded during peer review group voting meetings, classroom observations, and material reviews. During fall and spring semesters, as deemed necessary by the dean, each mentor writes a narrative summary of the tenure-track faculty member’s progress and submits the summary to the dean while providing a copy to the faculty member.
            
            The mentor does not diminish nor usurp the evaluative responsibilities of the dean. In situations where problem areas are identified, a dean may ask the mentor to collaborate with the faculty member to develop a plan for improvement. The dean and Vice President for Student Learning are required to sanction the plan.
            
            Mentors may draw upon a wide variety of materials to help assess a probationary faculty member’s performance. A few examples follow:
            1. Access to Form E comments
            2. Access to comments on student evaluations (optional)
            3. Preliminary portfolio (optional)
            4. Classroom observation (optional)
            5. Material reviews (optional)
            6. Video assessment (optional)
            7. Feedback from other peers (optional)
            8. Other means of evaluating methodology (optional)
         2. Peers – Optional
            Peer evaluation for the teaching component is optional and may include videotaped assessments, reviews of course materials, options appropriate to a division or program, and classroom observations. The purpose of the classroom visitation is to describe performance in such a way that the observations can be used with maximum usefulness and effectiveness. An observation consists of looking for specific items and noting actual examples of positive teaching behaviors. The specific information obtained becomes both the source of direction for new efforts and the source of motivation for developing self-improvement plans. The observation report can be used in developing new performance objectives. Peer evaluation options are selected as part of the performance objectives prepared by faculty members at the beginning of the year. Faculty members may accept or decline multiple requests to serve as a peer evaluator.
            
            Peers may draw upon a wide variety of materials to help assess a probationary faculty member’s performance. A few examples follow:
            1. Classroom observation (optional)
            2. Material reviews (optional)
            3. Other means of evaluating methodology (optional)
         3. Peer Review Group Feedback and Form E
            The Peer Review Group (PRG) will meet annually and discuss the progress toward tenure of each probationary faculty member. The discussion must be focused on the evaluation criteria for tenure; it is the responsibility of the chair of the PRG to keep the discussion on this topic.
            
            At the conclusion of the meeting, the feedback form (Form E) will be collected. The members of the PRG may bring a completed Form E on each probationary faculty member to the meeting or fill out the form at the conclusion of the meeting. The monitor, or PT Chair will collect and submit these forms to the probationary faculty member's dean.
         4. Optional ad hoc tenure review committee
            At all times (regardless of whether problems are perceived or not) in consultation with his/her mentor, tenure-track faculty may request a preliminary review by an ad hoc tenure review committee prior to application for tenure as a mechanism to assess the progress of the candidate toward tenure. This committee shall be composed of the mentor (who serves as chair), one tenured faculty from outside the department but from within the same division, the dean of the division where tenure will be granted, and, if desired, one tenured faculty member from outside the division.

      3. Dean
         The evaluations encompass an annual initial conference, a mid-year review, and an end-of-the-year faculty evaluation narrative summary and may include a multitude of instruments depending upon both the required and optional evaluative data for faculty as specified in the evaluative schedule. In the case of a tenure-track employee, the dean reviews the evaluation data in a meeting with the faculty member after each semester. The faculty member is informed regarding his satisfactory or unsatisfactory performance. If the data, including input from the mentor and other peers, reflect deficiencies in the faculty member’s progress toward tenure, the deficiencies are discussed during the meeting. The dean, in collaboration with the mentor and faculty member, devises a plan to remedy the deficiencies with sufficient time given for the faculty member to address the problem areas. The dean also seeks the Vice President for Student Learning’s approval of the improvement plan. Once such a plan is in place, the dean monitors performance each semester and refines the improvement plan as deemed necessary. If, however, after an adequate amount of time has passed (no more than two years), the teacher does not improve or shows no willingness to do the things necessary to improve his or her instruction or service to the college, the dean should not rehire the individual.
         
         The dean assesses a probationary faculty member’s performance through classroom observation and annual review as illustrated in the schedule below:

         1. Classroom observations

            1. Minimum two visits per year (first and second year)
            2. Minimum one visit per year (third and fourth year)

         2. Annual review

            1. Initial conference – complete faculty evaluation agreement
            2. Mid-year review – monitor progress and modify objectives
            3. End-of-year faculty evaluation summary – assess overall performance
            4. Committee participation feedback comments

   2. Evaluation of Portfolio

      Candidates for tenure must prepare a portfolio in which they explicitly address the criteria for tenure (items 1-3 below). This portfolio is the basis for all discussion, recommendations and decisions.
      
      If required documentation is found to be missing at any stage, it may be inserted in the portfolio, provided that the candidate and previous levels of review are notified and given the opportunity to respond and/or revise their assessment.

      After the portfolio has been submitted, subsequent reviewers will insert written recommendations as provided in this policy. No additional documents in the assessment of the candidate’s merit will be considered in any stage of the process, including in any appeals.

      1. Teaching
         Effective teaching is an essential qualification for tenure, and tenure should be granted only with clear and documented evidence of a candidate’s teaching ability and potential for continued development.

         1. Each of the items listed below must be submitted as evidence of effective teaching and be included in the portfolio.

            1. Evidence of ability to organize and present subject matter in a logical and meaningful way
            2. Evidence of 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. Results of student evaluations for every course evaluated during the probationary period

         2. Additional types of documentation may also include:

            1. Open-ended or other student input
            2. student products
            3. teaching recognitions/awards
            4. evidence of professional development in teaching
            5. evidence of disciplinary or interdisciplinary program or curricular development
            6. alumni surveys
            7. student exit interviews
            8. evidence of supervision of student projects and other forms of student mentorships
            9. other evidence of excellence in teaching or mentoring, or both.

      2. Service/Outreach. Service and/or outreach encompass a faculty member’s activities in college service, outreach or public service, and professional service. Evidence of performance in one or more of the following activities should be submitted. The dean and individual faculty member shall have the responsibility for determining the emphasis as well as the responsibility for determining specific criteria.

         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 tenure.
         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.

      3. Scholarship/Creative Activities/Research. Candidates for tenure must present documented evidence of their scholarship, creative activities, and/or research. Such evidence may include but is not limited to typical professional development activities such as presentations at professional meetings, journal editorship, article and grant proposal reviews, performances, exhibitions, or other artistic creations, as well as completing books, journal articles, or monographs, and other appropriate activities. The dean and individual faculty member shall have the responsibility for determining the emphasis as well as the responsibility for determining specific criteria.

         1. The 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. Authoring appropriate textbooks or chapters within a book, writing educational articles, making presentations, and using innovative contributions to teaching constitute scholarship of teaching.
         2. Performances, compositions, and other artistic creations are examples of appropriate creative activities. Documentation of such activities might include written reviews and evaluations by qualified peers.
         3. Publications in journals or media of similar quality are considered indicators of professional and/or scholarly activity.
         4. 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.

5. Tenure Procedures

   1. Overview
      Tenure-track faculty members who have completed the minimum probationary period of service are notified by the VPSL of their potential eligibility for tenure in the spring semester prior to the fall portfolio deadline.
      
      Any faculty member who meets the minimum criteria outlined in Section III. A. may apply for tenure. At the beginning of the fall semester, the VPSL publishes college-wide the date to declare candidacy for tenure. Individuals seeking tenure must notify in writing the appropriate academic dean and the VPSL by the announced deadline. The calendar is distributed via e-mail to all faculty by the VPSL by mid-October. The VPSL distributes via email the promotion/tenure timeline and portfolio guidelines to declared candidates along with links to the promotion and tenure policies.
      
      The candidate develops (in cooperation with dean and mentor) the electronic portfolio according to the guidelines delineated in Section V B.
      
      The portfolio is considered by the PRG in the division in which tenure is sought.
      
      The Peer Review Group consists of all tenured faculty members of this unit, excluding the dean (or equivalent supervisor). The VPSL and the president are not members of the PRG, even if they have tenure within the unit in which the candidate seeks tenure.
      
      The PRG will meet to discuss each candidate's application. The chair of the PRG will conduct the meeting of the PRG and facilitate the discussion.
      
      Members of the PRG vote via ballots and may include a rationale for the decision. This rationale must be grounded in the criteria for tenure and the available documentation.
      
      The promotion and tenure committee chair informs the dean of the PRG's vote tally also gives the dean a compiled list of all comments recorded on the ballots for each candidate.
      
      The dean makes a recommendation regarding tenure to the VPSL. This recommendation will evaluate the merits of the candidate's contributions with respect to the tenure criteria. The recommendation will take into consideration an analysis of the long-term staffing needs of the unit in which the faculty member is employed.
      
      The VPSL makes a written recommendation to the president. The candidate is informed of this recommendation.
      
      The president recommends to the chancellor; the chancellor recommends to the TBR. TBR makes the final decision during the summer meeting. In the event that tenure is awarded by TBR, the president furnishes to the faculty member written confirmation of the award. The locus of tenure is awarded as appropriate in the department or division of the faculty member.
      
      Only the college president shall have any authority to make any representation concerning tenure to any faculty member. Failure to give timely notice of non-renewal of a contract shall not result in the acquisition of a tenure appointment, but shall result in the right of the faculty member to another year of service at the college, provided that no tenure appeals remain outstanding due to lack of cooperation and/or appropriate action on the part of the candidate in completing the appeal process.
      
      Candidates for tenure who are also eligible for promotion 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 20 pages for the primary document (items 1- 5 below). 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. Introductory statement. A brief biography, introduction, purpose and overview of the organization of the portfolio (suggested length 1 page).
      2. Teaching. This section contains the teaching philosophy (required) and a summary of accomplishments in teaching (suggested length 3-5 pages).
      3. Service/Outreach. This section contains a summary of accomplishments in service/outreach (suggested length 2-3 pages).
      4. Scholarship/Research/Creative Activity. This section contains a summary of the accomplishments in scholarship (suggested length 2-4 pages).
      5. Resume. 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. (suggested length 2-3 pages).
      6. If applicable: Transcript. Academic transcripts should be included if a degree, coursework, or a certification was completed after initial employment at RSCC.
      7. Appendix A: Annual Evaluations
      8. Appendix B: Classroom Observations of Teaching
      9. Appendix C: Student Course Evaluations

      10. Appendix D, E, etc.: Other documentation in support of the accomplishments of the candidate in the evaluation criteria. Any document in these appendices must be referenced in the primary document (Items 1 - 5).
          
          Annual evaluations, student course evaluations (including summary scores), the dean’s comments, classroom observations and any other optional evaluation instruments, should be included in Appendices A through C as follows:

          1. For promotion to Assistant Professor: All documents since the time of employment should be included.
          2. For Promotion to Associate Professor: Documents from the last four years should be included.

          3. For Tenure: Documents which span the probationary period should be included.
             
             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 annual evaluation narrative is sufficient.

6. Appeals Process
   In instances where tenure/promotion is not recommended, the dean 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.

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

      1. 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's original decision should be endorsed or reconsidered. The VPSL releases the report of the PT Committee to the candidate and dean. Further dissemination of the report will be at the discretion of the VPSL. See Section III C for the timeline of all required actions.

      2. 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's original decision should be endorsed or reconsidered. The VPSL will release the report of the H Committee to the candidate and dean. Further dissemination of the report will be at the discretion of the VPSL. See Section III C for the timeline of all required actions.

   2. 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.

   3. 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.

7. Changes in Tenure and Tenure-track Status

   1. Non-renewal of Probationary, Tenure-track Faculty

      1. When tenure-track appointments of faculty are not to be renewed, the faculty member shall receive notice of his/her non-retention for the ensuing academic year as follows:

         1. No later than April 1 of the first academic year of service, if the appointment expires at the end of that year; or if the appointment terminates during an academic year, at least two months prior to its termination.
         2. No later than January 1 of the second year of service, if the appointment expires at the end of that year; or, if the appointment terminates during an academic year, at least five months prior to its termination.
         3. No later than the close of the academic year preceding the third or subsequent year of service, if the appointment expires at the end of that year; or, if the appointment terminates during an academic year, at least twelve months prior to its termination.
      2. Notice of non-renewal shall be effective upon delivery of the notice to the faculty member, or upon the date the notice is mailed, postage prepaid, to the faculty member at his/her current address of record at the college. Applicable dates for notice of non-renewal are based upon actual years of service at the college and are in no way affected by any credit for prior service that may be awarded.
      3. When a faculty member in a tenure-track appointment completes his/her probationary period, the faculty member will be given notice of non-renewal of the appointment during the spring term following application for such status. Such notice of non-renewal should be given no later than the final day of the academic year. The faculty member’s right in an instance where timely notice is not given is described in TBR policy 5.02.03.70.
      4. Faculty members on tenure-track appointments shall not be terminated during the term of the annual appointment as stated in the employment contract except for reasons that would be sufficient for the termination of tenured faculty.
      5. The non-renewal or non-reappointment of any faculty member on a tenure-track appointment does not necessarily carry an implication that his/her work or conduct has been unsatisfactory.
      6. A faculty member whose tenure-track appointment is not renewed shall be given an oral statement of the reason or reasons for the non-renewal and an opportunity for discussion at that time by the president or his/her designated representative(s).
      7. Unless there is a violation of state or federal law under the limitations described in the TBR Appeals policy (1.02.11.00), decisions that are not subject to appeal to the chancellor include (a) non-renewal of a tenure-track faculty appointment during the first five years of the probationary period and (b) denial of tenure unaccompanied by notice of termination in the sixth year of the probationary period.

   2. Transfer of Tenure
      Where a faculty member is tenured in an academic program unit he/she may be transferred to another academic program unit. In such cases, the transfer will be made with tenure; moreover, the tenure appointment will be transferred to the new academic program unit. In no instance may the faculty member be compelled to relinquish tenure as a condition for affecting the transfer.
      
      When a faculty member with tenure is appointed to an administrative position, he/she will retain tenure in the former faculty position only; and a faculty member otherwise eligible for tenure who also holds a non-faculty position may be awarded tenure in the faculty position only, subject to the requirements of this policy.

   3. Expiration of Tenure
      Tenure status shall expire upon retirement of the faculty member. Tenure shall also expire in the event of permanent physical or mental inability of a faculty member, as established by an appropriate medical authority, to continue to perform his/her assigned duties.

   4. Relinquishment of Tenure
      A faculty member shall relinquish or waive his/her right to tenure upon resignation from the college or upon failure to report for service at the designated date of the beginning of any academic term, which shall be deemed to be a resignation unless, in the opinion of the president, the faculty member has shown good cause for such failure to report.

   5. Termination of Tenure for Reason of Financial Exigency
      The employment of a tenured faculty member may be terminated as a result of financial exigency at a college subject to TBR declaration that such financial conditions exist. See TBR Policy on Financial Exigency (5.02.06.00).

   6. Termination of Tenure for Curricular Reasons
      The employment of a tenured faculty member may be terminated because (1) an academic program is deleted from the curriculum or (2) because of substantial and continued reduction of student enrollment in a field or discipline.
      
      Before declaring that curricular reasons exist, the president will ensure meaningful participation by the faculty senate in identifying the specific curricular reasons, evaluating the long-term effect on the college’s curriculum and its strategic planning goals, and judging the advisability of initiating further action.
      
      Prior to initiating the process described below, the president will present, either verbally or in writing, a description of curricular reasons that may warrant the termination of tenured faculty member(s) to the faculty senate. The faculty senate will have the opportunity to respond in writing to the president before action described below is initiated. Each of these reasons for termination of tenure for curricular reasons must denote shifts in staffing needs that warrant greater reductions than those which are accommodated annually in light of shifting positions from one division to another or among colleges to handle changing enrollment patterns (see Definitions, Section VII F 2).

      1. Process for Termination of Tenure for Curricular Reasons

         1. Upon determining that termination of employment of one or more tenured faculty members is required for one or more of the two reasons cited above, the president shall furnish each faculty member whose employment is to be terminated a written statement of the reasons for the termination. Those reasons shall address fully the curricular circumstances that warranted the termination and shall indicated the manner and the information upon which the decision was reached regarding which faculty members' employment would be terminated. The president's written statement shall also indicate that the faculty member has the opportunity to respond in writing stating any objections to the decision.
         2. If the faculty member(s) whose employment is to be terminated indicate(s) objections to the president written statement(s) a review, the president will appoint the Tenure and Curricular Review Committee (TRTC) consisting of a minimum of five tenured faculty members from a slate of ten tenured faculty members proposed by the faculty senate. The committee shall conduct a hearing on the proposed termination(s). The committee shall report its findings and recommendations to the president, who shall in a reasonable time inform in writing the faculty member(s) whose employment is proposed for termination either that the decision for termination stands or that it has been altered.

         3. The president's decision to terminate a tenured faculty member's employment for curricular reasons is subject to appeal to the chancellor and TBR as provided in TBR policy 1.02.11.00.
            
            When a tenured faculty member’s employment is terminated for curricular reasons, the position will not be filled by a new appointee with the same areas of specialization as the terminated faculty member within a period of three years unless the terminated faculty member has been offered, in writing, reappointment the position with tenure at h/her previous rank and salary (with the addition of an appropriate increase which, in the opinion of the president, would constitute the raise(s) that would have been awarded during the period that he/she was not employed).
            
            Upon determining that termination of employment of one or more tenured faculty members is warranted for curricula reasons, the president shall base his/her decision about termination of faculty members' employment upon his/her assessment as to what action would least seriously compromise the educational programs in a department or division.
            
            Termination for curricular reasons presumes a staffing pattern in a department or academic program unit that cannot be warranted either by comparison with general load practices within the college or by comparison with faculty loads in comparable departments or academic program units at similar colleges. In that light, the president shall also, at his/her discretion, base his/her decision on a careful assessment of the impact of the curricular reason on staffing requirements in the department or academic program unit as compared to overall patterns in the college and to comparable departments or academic program units.
            
            Unless the president demonstrates that an exception should be made to minimize qualitative compromise of an educational program, the following considerations should guide the president in determining the order of faculty reductions in a department or academic program unit where termination of tenured faculty is proposed for curricular reasons. These considerations should not be construed as being mandatory:

            1. Part-time faculty appointments should not be renewed if tenured faculty positions are terminated.
            2. Temporary faculty or tenure-track faculty appointments in the probationary period should not be renewed if tenured faculty positions are terminated.
            3. Among tenured faculty, those with higher rank should have priority over those with lower rank.
            4. Among tenure faculty with comparable rank, those with appropriate higher academic degrees should have priority over those with lower degrees.

            5. Among tenure faculty with comparable rand and comparable degrees, those with greater seniority in rank should normally have priority over those with less seniority.
               
               The president will have the discretion to deviate from this policy if he/she can demonstrate that the quality of the college's programs will be negatively impacted by strict adherence to the considerations above. Preferable, any deviations will be supported by past performance evaluation.

      2. Definitions

         1. "Program is deleted from the curriculum" means that TBR takes formal action to terminate a degree major, concentration, or other curricular component and that such termination eliminates or reduces need for faculty qualified in that discipline or area of specialization.
         2. "Substantive and continued reduction of student enrollment in a field" means that over a period of at least three (3) years, student enrollment in a field has decreased at a rate in considerable excess of that of the college as a whole and that such reduction has resulted in faculty-student ratios that, in the opinion of the president, cannot be warranted either by comparison with equivalent faculty load practices within the college or by comparisons with faculty loads in comparable departments or academic program units at similar colleges which the president would deem to be appropriate for comparison.
   7. Termination for Adequate Cause

      1. Reasons for Termination for Adequate Cause
         A faculty member with tenure or a faculty member on a tenure-track appointment or temporary appointment prior to the end of the term of appointment may be terminated for adequate cause, which includes the following:

         1. Incompetence or dishonesty in teaching or research.
         2. Willful failure to perform the duties and responsibilities for which the faculty member was employed; or refusal or continued failure to comply with the policies of the Board of Regents, the college, or the department; or to carry out specific assignments, when such policies or assignments are reasonable and non-discriminatory.
         3. Conviction of a felony or a crime involving moral turpitude.
         4. Improper use of narcotics or intoxicants, which substantially impairs the faculty member’s fulfillment of his/her departmental and college duties and responsibilities.
         5. Capricious disregard of accepted standards of professional conduct.
         6. Falsification of information on an employment application or other information concerning qualifications for a position.
         7. Failure to maintain the level of professional excellence and ability demonstrated by other members of the faculty in the department or academic program unit of the college.

      2. Procedures for Termination for Adequate Cause
         Termination of a faculty member with a tenure appointment, or with a tenure-track or temporary appointment prior to the annual specified term of the appointment, shall be subject to the following procedures. No termination shall be effective until steps d. through j. below have been completed.

         1. A faculty member may not be suspended pending completion of steps d. through j. unless it is determined by the college that the faculty member’s presence poses a danger to persons or property or a threat of destruction to the academic or operational processes of the college. Reassignment of responsibilities is not considered suspension; however, the faculty member must be reassigned responsibilities for which he/she is qualified.
         2. In any case of suspension, the faculty member shall be given an opportunity at the time of the decision or immediately thereafter to contest the suspension; and, if there are disputed issues of fact or cause and effect, the faculty member shall be provided the opportunity for a hearing on the suspension as soon as possible, at which time the faculty member may cross-examine his/her accuser, present witnesses on his/her behalf, and be represented by an attorney. Thereafter, whether the suspension is upheld or revoked, the matter shall proceed pursuant to these procedures.
         3. Except for such simple announcements as may be required concerning the time of proceedings and similar matters, public statements and publicity about these proceedings by either the faculty member or administrative officers will be avoided so far as possible until the proceedings have been completed, including consideration by the Board of Regents.
         4. Upon a recommendation to the president by the VPSL or upon a decision by the president that these procedures should be undertaken in consideration of the termination of a tenured faculty member, one or more appropriate administrators shall meet privately with the faculty member for purposes of attempting to reach a mutually acceptable resolution of the problems giving rise to the proposed termination proceedings.
         5. If a mutual resolution is not reached under step d. the president shall appoint a faculty committee consisting of tenured faculty members, whose appointments should be, but are not required to be, agreed to by the faculty member. The Termination for Adequate Cause Committee (TACC) shall conduct an informal inquiry of the facts giving rise to the proposed termination and seek a mutually acceptable resolution. Should no such resolution be reached, the TACC shall recommend to the president whether in its opinion further proceedings should be taken in pursuit of the termination. The recommendation shall be in writing and shall be accompanied by reasons for the recommendation. The TACC’s recommendation shall not be binding on the president.

         6. If no mutually acceptable resolution is reached through step e. and/or if after consideration of the TACC’s recommendation the president determines that further proceedings are warranted to consider termination, the following steps shall be taken:

            1. The faculty member shall be provided with a written statement of the specific charges alleged by the college which constitute grounds for termination and a notice of hearing specifying the time, date, and place of the hearing. The statement and notice must be provided at least twenty (20) days prior to the hearing. The faculty member shall respond to the charges in writing at least five (5) days prior to the hearing. The faculty member may waive the hearing by execution of a written waiver.
            2. The Termination of Tenure Committee (TTC), consisting of tenured faculty or tenured faculty and administration, shall be appointed to hear the case and to determine if adequate cause for termination exists according to the procedure hereinafter described. The TTC shall be appointed by the president and the faculty senate, with the president appointing three members and the faculty senate appointing four members. The TTC may not include any member of the TACC referred to in Section e. above. Members deeming themselves disqualified for bias or interest shall remove themselves from the case, either at the request of a party or on their own initiative. In the event of a vacancy on the TTC, replacements will be identified by the original appointing agent. Members of the TTC shall not discuss the case outside committee deliberations and shall report any ex parte communication pertaining to the hearing to the committee chairman, who shall notify all parties of the communication.
         7. The TTC shall elect a chairperson who shall direct the proceedings and rule on procedural matters, including the granting of reasonable extensions of time at the request of any party and upon the showing of good cause for the extension.

         8. The chairperson of the TTC may in his/her discretion require a joint pre-hearing conference with the parties that may be held in person or by a conference telephone call. The purpose of the pre-hearing conference should include but is not limited to one or more of the following:

            1. Notification as to procedure for conduct of the hearing.
            2. Exchange of witness lists, documentary evidence, and affidavits.
            3. Define and clarify issues.

            4. Effect stipulations of fact.
               
               A written memorandum of the pre-hearing conference should be prepared and provided to each party.

         9. A hearing shall be conducted by the TTC to determine whether adequate cause for termination of the faculty member exists. The hearing shall be conducted according to the procedures below.

            1. During the hearing, the faculty member will be permitted to have an academic advisor present and may be represented by legal counsel of his/her choice.
            2. A verbatim record of the hearing will be taken and a copy will be made available to the faculty member, upon request, at the faculty member’s expense.
            3. The burden of proof that adequate cause exists rests with the college and shall be satisfied only by clear and convincing evidence in the record considered as a whole.
            4. The faculty member will be afforded an opportunity to obtain necessary witnesses and documentary or other evidence. The administration will cooperate with the committee in securing witnesses and making available documentary and other evidence.
            5. The faculty member and the administration will have the right to confront and cross-examine all witnesses. Where the witnesses cannot or will not appear, but the committee determines that the interests of justice require admission of their statements, the TTC will identify the witnesses, disclose their statements, and, if possible, provide for interrogatories. An affidavit may be submitted in lieu of the personal appearance of a witness if the party offering the affidavit has provided a copy to the opposing party at least ten (10) days prior to the hearing and the opposing party has not objected to the admission of the affidavit in writing within (7) seven days after delivery of the affidavit, or if the TTC chairperson determines that the admission of the affidavit is necessary to ensure a just and fair decision.
            6. In a hearing on charges of incompetence, the testimony shall include that of qualified faculty members from the college or other institutions of higher education.
            7. The TTC will not be bound by strict rules of legal evidence and may admit any evidence which is of probative value in determining the issues involved. Every possible effort will be made to obtain the most reliable evidence available.
            8. The findings of fact and the report will be based solely on the hearing record.
            9. The president and the faculty member will be provided a copy of the written report. The TTC’s written report shall specify findings of fact and shall state whether the committee has determined that adequate cause for termination exists and, if so, the specific grounds for termination found. In addition, the committee may recommend action less than dismissal. The report shall also specify any applicable policy the committee considered.

         10. After consideration of the TTC’s report and the record, the president may at his/her discretion consult with the faculty member prior to reaching a final decision regarding termination. Following his/her review, the president shall notify the faculty member of his/her decision, which, if contrary to the TTC’s recommendation shall be accompanied by a statement of the reasons. If the faculty member is terminated or suspended as a result of the president’s decision, the faculty member may appeal the president’s action to the chancellor pursuant to TBR Policy 1.02.11.00.
             
             Review of the appeal shall be based upon the record of hearing. If upon review of the record, the chancellor notes objections regarding the termination and/or its proceedings, the matter will be returned to the president for reconsideration, taking into account the stated objections, and, at the discretion of the president, the case may be returned to the TTC for further proceedings.

Source: TBR Meeting April 2, 2004

This policy is a result of a comprehensive revision of former TBR Policy 5.02.03.00, Academic Freedom, Responsibility and Tenure. The former policy included provisions related to academic freedom and responsibility and tenure in both universities and community colleges. The revision, approved by the Tennessee Board of Regents on April 2, 2004, created a separate policy on academic freedom and responsibility pertinent to both universities and community colleges, established separate policies relative to tenure for universities and community colleges, and instituted separate policies on faculty appointments for universities and community colleges. Faculty members appointed prior to July 1, 2004, may elect to be considered for tenure under the provisions of Policy 5.02.03.00 or under the revised policy for a four-year phase-in period. The revised policy will be applicable to all tenure action taken on or subsequent to July 1, 2008, for faculty whose employment began prior to July 1, 2004.

8. Duties of the Promotion and Tenure Chair

   1. Reviews calendar with the committee at the initial meeting and inserts specific dates appropriately as needed and oversees monitor assignments.
   2. Reads and discusses the duty sheets for the monitors and Peer Review Group Chairs (PRG Chairs). These duty sheets are to be supplied by the VPSL.
   3. Emails instructions or calls a meeting to explain the instructions pertaining to the first Peer Review Group (PRG) meetings (scheduled at the end of the division meetings during spring in-service). These instructions are attached to the duty sheet for monitors.
   4. Pays close attention to emails as they are sent from the monitors and PRG Chairs to ensure that the process is proceeding as scheduled. Offers assistance as needed, especially if problems occur.
   5. Reaches decisions with monitors regarding requests for absentee ballots due to extenuating circumstances.
   6. Meets with each monitor within one working day after the PRG’s have their voting meetings. Counts the ballots with each monitor, and fills out the appropriate forms: Forms A and B and/or Forms C and D. Submits these forms (copies of Forms B and D should be sent to the VPSL) within two working days of the voting meetings to the appropriate dean. If an academic dean is a candidate for tenure or promotion, send the Form A and/or C to the VPSL. Also, within two working days, types the individual comments on the ballots and gives them to the appropriate dean. Saves a copy of the comments. Keeps the ballots and the copy of compiled comments until August and then shreds them.

   7. Serves as chair of the Promotion and Tenure Appeals Committee if necessary.
      
      Suggestions for format include but are not limited to:

      1. Reviews the section of the promotion policy that pertains to appeals.
      2. Requests VPSL to provide all written comments from ballots to the committee
      3. Solicits questions from the committee to be asked of the candidate and of the dean during interviews with each. Does the same for any other individual that the committee believes should be interviewed. Compiles these questions into lists to be printed and distributed to each committee member prior to the start of the meeting
      4. Schedules the date, time, and location of the meeting. Selects the time for each person to be interviewed to arrive. Notifies everyone involved. Copies the VPSL.
      5. Makes the portfolios available for the committee to review prior to the meeting.
      6. Asks each committee member to record the answers that the interviewees give in response to the planned questions.
      7. Asks the questions. Allows time for any follow-up questions desired by any committee member.
      8. Asks the interviewee if there is anything else s/he would like to say.
      9. Leads the committee in a discussion. If consensus is not reached, calls for a vote at the time deemed to be appropriate and fair. According to Robert’s Rules of Order, ex-officio chairs are entitled to vote.
      10. Writes a summary that details the decision of the committee and its rationale. Gives this summary to the VPSL within twenty working days of the committee’s initial meeting.
   8. Meets with the Promotion and Tenure Committee to make recommendations to improve the process and submits recommendations to the VPSL prior to the end of the semester.
   9. In the subsequent academic year, may serve as TP committee in an advisory capacity.

9. Duties of the Monitor

   1. Copies all pertinent emails to the Promotion and Tenure Chair (PT Chair) and keeps him or her informed at each step in the process.
   2. Receives names of candidates and Peer Review Group (PRG) members from the VPSL.
   3. Receives instructions from PT Chair for conducting the initial PRG meeting.
   4. Notifies the dean of the division being served of appointment as monitor. Requests that the dean include a time for the PRG to meet in conjunction with the division’s spring in-service meeting. The meeting time should be part of the official agenda prepared by the dean and sent to faculty prior to spring semester.
   5. Receives from the dean the date, location, and time of the PRG spring in-service meeting. Relays the information to the PT Chair.
   6. The purpose of the Spring In-Service meeting (see Monitor’s Duties during Peer Review Group Meeting: Spring In-Service for specific guidance) that the monitor conducts is to:
      1. Verify that tenured faculty only are present
      2. Introduce the list of promotion/tenure candidates
      3. Discuss provisions for absentee voting
      4. Provide information and guidelines
      5. Elect Peer Review Group Chair (PRG Chair)
      6. Give PRG the opportunity to initiate discussion about the candidates
      7. Discuss with the PRG Chair his or her responsibilities, provide PRG list, and provide duty sheet.
   7. Within ten days, using input from the PRG Chair, sets the date for the PRG voting meeting. The voting meeting must take place during the last two weeks of February.
   8. Emails the PRG Chair the guidelines for absentee voting. Absentee votes are discouraged but acceptable under the following conditions:
      1. 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.
      2. In order to accommodate extenuating circumstances, an absentee ballot may be approved if the monitor and PT Chair agree that one is warranted.
      3. 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 may be turned in to the monitor no later than noon on the day before the voting meeting. Only ballots returned in pre-addressed envelopes will be accepted.
   9. Receives copy of email from PRG Chair to PRG containing the date, time, and location of the voting meeting, along with the absentee voting procedures.
   10. Approves absentee voters as appropriate. For unusual circumstances, seeks approval from the PT Chair. Prepares and sends the absentee ballots to all approved absentee voters.
   11. Receives copy of email from PRG Chair confirming that the candidate(s) will be available at a specific location for interviews. The location should not be in the immediate vicinity of the voting meeting.
   12. Receives email from PRG Chair confirming that portfolios are available and circulating within the necessary time frame.
   13. Coordinates with the PT Chair the time and place to meet to tally the ballots. The reports are due within one working day after the voting meeting.
   14. Meets with the PRG during the voting meeting. Verifies, along with the PRG Chair, the attendance. Only those names provided by the dean should be allowed to participate. Answers procedural questions that may arise. Has copies of all of the appropriate materials: blank ballots, Form E sheets, copies of PA-22-01 and PA-26-01, list of PRG names, names of candidates along with what they are eligible for, and all approved absentee ballots that were received by the noon deadline. Monitors must be present during the discussion period and while the ballots are being marked. If the PRG requests an interview, volunteers to ask any questions the PRG submits.
   15. After the voting, seals the ballots in an envelope and holds them until the designated time to tally them with the PT Chair. 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.
   16. Distributes tenure-track feedback forms (Form E) as needed and offers opportunity for discussion. Seals Form E sheets in an envelope and either gives the completed forms directly to the dean or to the PT Chair to be delivered to the dean.
   17. Tallies, verifies, and records the ballots, along with the PT Chair.
   18. Fills out and signs the appropriate forms (Forms A, B, C, D) and then records the results.

10. Monitor’s Duties during Peer Review Group Meeting: Spring In-Service

    1. Verifies attendance. Only those who are named on the PRG list (supplied by the dean) are eligible to attend.
    2. Reminds faculty of importance of process.
    3. Displays (on board, transparency, or PowerPoint, etc.) the names of the eligible candidates for promotion and/or tenure.
    4. Displays the tenure policy, PA-22-01. Displays the promotion policy, PA-26-01. Tells them that both policies are accessible online and that all candidates have received copies.

    5. Displays the absentee voting procedures. Absentee votes are discouraged but are acceptable under the following conditions:

       1. Must be approved by the monitor at least two weeks in advance of the voting meeting. Reasons for approval are:

          1. Teaching schedule conflict
          2. Professional travel
          3. Approved leave
          4. Extenuating circumstances (subject to approval by PT Chair)

       2. Process for voting absentee

          1. Monitor will provide a self-addressed envelope along with the absentee ballot. The monitor is to write his name on the inside flap of the envelope. The absentee voter must return his ballot in the envelope provided or the vote will not be counted.
          2. Absentee ballots must be returned to the monitor by noon on the day before the voting meeting.
    6. Requests volunteers or asks for nominations to determine and elect the PRG Chair.
    7. Thanks the person selected to be chair.
    8. Gives the PRG the opportunity to initiate discussion about the candidates.
    9. Tells everyone that the PRG Chair will communicate with them about the portfolio review and the date of the vote.
    10. Dismisses the group.
    11. Discusses with the PRG Chair his or her responsibilities, provides list of PRG, and provides duty sheet.

11. Duties of the Dean

    1. Evaluates teaching performance.
    2. Determines, along with the candidate, the service/outreach evaluation to be emphasized and determines the specific criteria. Notes the possibility of exceptions that are allowed in RSCC Policy PA-26-01.
    3. Determines, along with the candidate, the scholarship/creative activities/research components to be emphasized and determines specific criteria. Notes the possibility of exceptions that are allowed in RSCC Policy PA-26-01.
    4. Receives the individuals’ declarations of candidacy. Reminds candidates of portfolio due date in December/January.
    5. Compiles and sends list of promotion/tenure candidates, list of Peer Review Group (PRG), and list of remaining tenure-track faculty to VPSL.
    6. Includes the PRG meeting on the agenda for spring in-service division meeting and notifies monitor of date, location, and time of PRG meeting. Sends monitor a list of the PRG.
    7. Reviews portfolios for completeness, inserts the appropriate number of annual faculty evaluation forms, and attaches a verification of review roster to the portfolios. Notifies monitor and PRG Chair that portfolios are ready for review by PRG members. Sends list of names of the PRG members and Promotion and Tenure Committee to the tenure/promotion candidates.
    8. Receives the portfolios from the PRG Chair after the voting meeting and receives tenure feedback forms (Form E) from either the PRG Chair or the monitor.
    9. Receives candidates’ individual recommendation forms (Forms A and/or C), summary sheets (Forms B and/or D), and typed comments list(s) from the Promotion and Tenure Chair.
    10. Completes and posts the individual recommendation forms (Forms A and/or C) to candidates’ portfolios and gives verbal notification to the candidate regarding the PRG’s and Dean’s recommendations. Shares the outcome of the PRG vote and his/her recommendations regarding the candidates with the PRG. These actions should occur as soon as possible, but within 7 working days after the voting meeting.
    11. If a candidate is not being recommended, provides the candidate a written explanation for the decision and informs the candidate of the appeals process.
    12. Sends candidates’ portfolios, compiled comments lists, and any written explanations for denial to the VPSL.
    13. Notifies PRG of VPSL recommendations.

12. Duties of the Vice President for Student Learning

    1. Provides performance criteria to all new tenure track employees. Ensures that performance criteria are available to all faculty at all times, including via the Web. Notifies faculty of the availability of guideline revisions.
    2. During the last two weeks of April prior to fall semester, uses human resources records to identify potential promotion/tenure candidates and notifies candidates for promotion and/or tenure of eligibility to apply. Includes links to RSCC promotion and tenure policies.
    3. At the beginning of fall semester, publishes college-wide the specific date to declare candidacy for promotion and/or tenure. The date is the last Friday in October.
    4. Notifies faculty senate president of senate’s responsibility to nominate potential members of the Promotion and Tenure Committee (PT Committee), one from each division and one from the library (as long as librarians are designated faculty). Contributes an equal number of additional names as potential members. From the names submitted, selects half to serve on the PT Committee. The preceding PT Committee Chair may serve in an advisory capacity. The remaining half comprise the Hearing Committee (H Committee). Both committees are appointed by the president based upon recommendations made by the Vice President for Student Learning and the Faculty Senate President.
    5. Emails the RSCC faculty of composition of both committees.
    6. Convenes the PT Committee for the initial meeting and discusses procedures and guidelines.
    7. Distributes via e-mail the promotion and tenure timeline to all faculty. Provides links to RSCC promotion and tenure policies.
    8. Distributes a printed copy of policies and the promotion and tenure timeline to each academic division office.
    9. Distributes copy of promotion and tenure timeline and guidelines for preparation of portfolios to all declared candidates. Includes links.
    10. Sends names of declared candidates and Peer Review Group (PRG) members to PT Committee.
    11. Receives from the PT Chair a copy of each summary sheet of all promotion/tenure recommended actions made by the peer review groups (Forms B and D). Receives from the dean portfolios and all compiled comments and, if applicable, written explanations for denial. If an academic dean is a candidate for tenure/promotion, receives individual recommendation Forms A and/or C from the PT Chair.
    12. Notifies PT or H Committee of an appeal, if necessary. 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.
    13. Receives recommendations made by the PT Committee and/or the H Committee in regards to the appeals made by faculty who were denied promotion/tenure. Reviews PRG’s, dean’s recommendations, and any PT or H Committee’s findings. Decides if the dean’s original decision should be endorsed or reconsidered. Notifies the candidates and appropriate dean of VPSL’s decisions. If a decision is to endorse a denial of tenure or promotion, notifies the candidate of his/her right to appeal to the president (Section IV. Step 2 in RSCC policy PA-26-01).
    14. Provides PT or H Committee’s report to the affected candidate and to the appropriate dean. Decides if further dissemination of the report is desirable.
    15. Completes Forms A and/or C and gives to the president for consideration. Holds all portfolios until the TBR takes the appropriate action.
    16. Duplicates candidates’ promotion/tenure Forms A and/or C to be included in portfolios. Sends original promotion/tenure Forms A and/or C to Human Resources to be filed. Retains the Promotion and Tenure Summary Sheet Recommendation Forms B and D.
    17. Returns portfolios to deans for distribution to candidates. Shreds all compiled comments.
    18. Receives recommendations for process improvement from PT Committee and decides if implementation is appropriate.
13. Duties of the Peer Review Group Chair
    1. Within ten days, sets the date (in conjunction with the monitor) for the Peer Review Group (PRG) voting meeting—must occur between the last two weeks of February.
    2. Receives email from monitor that details procedures for absentee voting.
    3. Schedules a room for the PRG voting meeting.
    4. For convenience, makes a distribution list of the PRG, including the monitor and Promotion and Tenure Chair (PT Chair).

    5. Emails the PRG the meeting date, time, and location. Includes the procedures for absentee voting and link to Form E. Copies the email to the monitor.

       1. Absentee votes must be approved in advance by the monitor (include appropriate name in the email to simplify the process).
       2. Absentee ballots will be approved for faculty unable to vote in person due to teaching schedule, professional travel, or approved leave. If a faculty member believes he/she has extenuating circumstances that would warrant an absentee vote, he/she must request permission from the monitor who must seek approval from the PT Chair.

       3. Process for voting absentee:

          1. Monitor should provide a hand-written, self-addressed envelope along with the absentee ballot. The absentee voter must return his ballot in the envelope provided or the vote will not be counted.
          2. Absentee votes must be received by the monitor by noon on the day before the peer review group meeting. Insert the applicable date for the current year.
    6. Emails the candidate(s) the meeting date, time, and location; copies the email to the monitor and to the P/T Chair. Coordinates with the candidate(s) an appropriate location for the candidate(s) to wait in case the PRG requests an interview during the meeting. The candidate’s office is the ideal place if the meeting is occurring at his or her site; the location should not be in the immediate vicinity of the voting meeting. Informs the candidate(s) that he/she may request an interview with the PRG by emailing the PRG Chair the request at least two days prior to the meeting. Emails the monitor the location agreed upon and if an interview has been requested. Copies the candidate.
    7. Coordinates the circulation and review of the portfolios among all members of the PRG. Portfolios should be available from the academic dean for peer review no later than January 30. Emails the peer review group the times and locations that the portfolios will be available. Copies the email to the monitor.
    8. Secures possession of the portfolios at the end of the review period and takes them to the meeting. Portfolios are to be accessible during the voting meeting.
    9. Emails at least one reminder of voting meeting date, time, and location.
    10. Conducts the PRG voting meeting; the monitor is to be present for the entire meeting. No discussion should take place during the meeting without the monitor being present. If an interview has been requested by either the candidate or the PRG, escorts the candidate to the meeting at the time selected by the PRG. Candidates may be questioned only in the following areas: description, policy criteria, and faculty evaluation criteria. After the interview, the candidate must leave the room. Reminds the group that 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.
    11. Returns the portfolios to the dean.

14. Duties of the Hearing Committee Chair

    1. Suggestions for format include but are not limited to:

       1. Reviews the section of the promotion/tenure policy that pertains to appeals.
       2. Requests VPSL to provide all written comments from ballots to the committee.
       3. Solicits questions from the committee to be asked of the candidate and of the dean during interviews with each. Does the same for any other individual that the committee believes should be interviewed. Compiles these questions into lists to be printed and distributed to each committee member prior to the start of the meeting.
       4. Schedules the date, time, and location of the meeting. Selects the time for each person to be interviewed to arrive. Notifies everyone involved. Copies the VPSL.
       5. Makes the portfolios available for the committee to review prior to the meeting.
       6. Asks each committee member to record the answers that the interviewee gives in response to the planned questions.
       7. Asks the questions. Allows time for any follow-up questions desired by any committee member.
       8. Asks the interviewee if there is anything else s/he would like to say.
       9. Leads the committee in a discussion. If consensus is not reached, calls for a vote at the time deemed to be appropriate and fair. According to Robert’s Rules of Order, ex-officio chairs are entitled to vote.
       10. Writes a summary that details the decision of the committee and its rationale. Gives this summary to the VPSL within twenty working days of the committee’s initial meeting.
    2. Meets with the Promotion and Tenure Committee to make recommendations to improve the process and submits recommendations to the VPSL prior to the end of the semester.

15. Tenure 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.	Selects the required number of tenured faculty members and submits their names to the VPSL.
Late September / early October	VPSL	4.	Selects one additional tenured faculty member from each division and one additional tenured faculty member from the library. Nominates from the combination of both lists, half of the names for the PT committee and half for the H 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: Elect a PT Committee chair Insert specific dates within the framework of the policy timelines Assign monitors to division PRGs, with no monitors serving their own divisions
Mid-to-late 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 and VPSL.
First week of November	Deans	9.	Send list of promotion/tenure candidates, list of PRG faculty, and list of remaining tenure-track faculty to VPSL.
Second week of November	VPSL	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	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. 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: Verify tenured faculty ONLY are present. Introduce list of divisional promotion/tenure candidates. Discuss provisions for absentee voting Provide information and guidelines. Elect peer review group chair (PRGC) Give PRG the opportunity to initiate discussion about the candidates. 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	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 and the link to Form E. Copy the email to the monitor. Faculty have the option to either bring their completed forms (Form E) for each tenure-track faculty member to the voting meeting or they can complete Form E during the meeting.
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 to the member of the PRG who did not bring completed forms and offers opportunity for discussion. Monitor seals the completed forms in an envelope. Either the monitor or the PT Chair delivers the completed forms (Form E) to and gives them to the dean. 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. If a dean 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 with a copy to the VPSL. Types all comments recorded on ballots and gives to appropriate dean. 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 Committee 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	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. 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'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 recommendations and any PT’s or H Committee’s findings. Decides whether to endorse or reconsider dean’s recommendations and notifies the candidates and appropriate deans 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 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	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 for distribution to candidates. Shreds all compiled comments.
August	PT Chair	36.	Shreds ballots and compiled comments after announcement of TBR’s decision.

Links to Forms:

• Form A
• Form B
• Form C
• Form D
• Form E