Academic Career Path Guidelines: Reappointment, Tenure, Promotion

Reappointment, Tenure, Fixed-Term and Promotion Tami Benham Deal Academic Affairs

Path to Success I. II. III. IV. V. Where do I go for information? University regulations & expectations Your career path Review Processes How to Prepare for Review

University Regulations and Expectations Designation/Appointments UW 2-1 (Academic Personnel), revised 7-1-19 Review Process/Procedures UW 2-7 (Procedures for Reappointment, Tenure, Promotion and Fixed-Term) UW 2-4 (APs)* * Regulation retained until current APs complete extended term Photo source: http://guamwaterworks.org/rules-regs/ Department Expectations

Standard Administrative Policies and Procedures (SAPPs) Criteria and Sources of Information for Reappointment, Tenure and Promotion Procedures for Reappointment, Tenure and Promotion Procedures for Implementing and Evaluating Rolling Contracts Procedures for Conducting Annual Evaluations

Typical Tenure Track Faculty Career Path Tenure and promotion to Associate Professor, or termination Mid- Yr. 1 review (End of fall semester) probationary (progress toward tenure) review 6 3 0 Annual Review Promotion to Professor (optional) Hired as Assistant Professor Probationary Period* * Faculty are on annual appointments during the probationary period. A review may result in recommendation to reappoint or terminate.

Typical Fixed Term with Rolling Contract Track Faculty Career Path Probationary Period Year 1 Year 2 Year 3 Review for 3 or 5 yr fixed term rolling contract 1st year peer review Annual review* * Annual review procedures consistent with unit and college protocol. Non-tenure track faculty will normally be considered for promotion after six years.

Rolling the contract forward 19-20 20-21 21-22 22-23 23-24 24-25 Outcome of positive annual review and recommendation to reappoint 3 1 2 3 1 2 3 1 2 3 1 2

Rolling the contract forward 19-20 20-21 21-22 22-23 23-24 24-25 Outcome of annual review with overall rating below meets expectations 3 1 2 Suspend -- does not roll 2 consecutive meets expectations needed 3 1 2 - + + Annual review Annual Review Annual Review

Annual Review Scenarios for Rolling the Contract Forward 1 2 3 4 - - - - + + + Outcome of annual review with overall rating below meets expectations Suspend Terminate - + + + 2 consecutive or 2 out of 3 overall meets expectations needed to restore contract Suspend Suspend Terminate Written plan for improvement required for any areas that receives Needs Improvement or Unacceptable rating Suspend Suspend Restore - - + Suspend Terminate Suspend

Tenure & Promotion year only Review Processes Some colleges may require external review for FTRC and/or promotions External peer review Joint appointment may require additional review Department Department faculty review Department head s recommendation Recommendations/decisions are not appealable; however, candidate may provide response after each level review College-level faculty review College College Dean s recommendation University-level faculty review University Review by Academic Affairs Review by President (on appeal) Trustees action

When do you get the news? Positive cases are forwarded from Academic Affairs to the Positive cases are forwarded from Academic Affairs to the President President March for first-year cases; May for all others Only the Trustees can confer tenure, extended Only the Trustees can confer tenure, extended- -term or 5 fixed fixed- -term with contracts term with contracts Board of Trustees meeting in May Academic Affairs will notify you by letter of the President s Academic Affairs will notify you by letter of the President s and/or Trustees decision immediately following the May (or and/or Trustees decision immediately following the May (or March) meeting March) meeting UW does not recognize de facto tenure, extended, or fixed terms term or 5- -year year

One Stop Shop https://www.uwyo.edu/acadaffairs/ academic-personnel/index.html

Reasons for stopping the clock: 1. Childbirth or adoption. Normally, the time to make this decision is within one year before or after the birth or adoption. 2. Other factors beyond the employee s control that significantly detract from the employee s academic record. https://www.uwyo.edu/acadaffairs/academic- personnel/policies-guidelines/index.html (a) severe illness or disability, (b) unavoidable delays in the completion of a research facility, (c) natural disasters such as floods or fires that destroy research materials, and (d) the unexpected bankruptcy of a publishing company after a book has been formally accepted for publication. https://www.uwyo.edu/acadaffairs/academic- personnel/forms/index.html The determining factors are whether the events critically affect the employee s work and lie beyond the employee s control. Failure to make adequate progress toward tenure, promotion, or a fixed-term appointment is not per se an adequate justification for stopping the clock, nor is failure to complete a degree required for the job.

How to construct your How to construct your narrative narrative Precise and concise statement that leads the reader through the maze. Remember your audience. It is not about educating your audience about your research, teaching or service. It is about providing evidence of your scholarship, teaching effectiveness, and service. The further your case file makes it through the system, the less familiar your audience will be. Seek out external feedback.

Does your narrative do this? Showtrajectory connect the dots. Illustrate how: grants lead to publications? presentations lead to publications? publications lead to publications? you use feedback (i.e., student, peer, self) to modify and/or retain teaching strategies and methods? Explain why you choose teaching strategies and methods? Provide evidence of contributing to the service (including outreach and engagement) mission of the university?