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Guidelines for Obtaining Tenure and Promotion at the School of Public Policy

AEP Policies and Procedures for Professional Track (PTK) Faculty

Procedure for Appointment of Visiting Faculty, Postdoctoral Fellows, or Faculty Affiliates

Procedure for Faculty Searches

Procedure Governing Payment of Expenses for Travel to Professional Conferences

Procedure for Events Scheduling

Guidelines for Obtaining Tenure and Promotion at the School of Public Policy

Approved by the Faculty: February 8, 2006

 

Guidelines for Obtaining Tenure and Promotion at the School of Public Policy

Final tenure and promotion decisions are made by the University, not by the School. What is described here supplements the general university guidelines found here.

The distinctive attribute of a School of Public Policy is that it is both an academic unit and a professional school. Thus research, teaching and service are more broadly defined and assessed than for a purely disciplinary unit.

Tenure

Research and Scholarship
Both quality and quantity of publications count but how they count is difficult to specify. Mostly they are input into a forecast of what your stature as a researcher and scholar will be when you are at your apogee. A track record of publication in peer-reviewed disciplinary and interdisciplinary journals is important. Particular weight will be given to articles in journals designated as tier 1 or 2 by the judgment of the relevant disciplinary departments at the University of Maryland. Articles in non-peer reviewed journals (e.g., law journals), and in edited book collections, may qualify for these purposes as well, depending on faculty evaluations of significance and quality. Articles that have been accepted count in the total. Recognition will be given to the fact that some fields have very long review processes. Papers given at conferences, particularly invited papers, are also indicative of scholarly success. The publication criteria for tenure are independent of whether the candidate applies early or waits until the last year of eligibility.

Books can often count as much as several articles, especially within such fields as international relations, political science, or philosophy. Multi-disciplinary books that address important public policy topics in insightful ways will be seen positively. The book will be evaluated by its reviews and its auspices; the imprint of good academic presses provides a signal of quality, particularly if the time between the publication and tenure decision is too short to allow for many reviews to be published. Edited books will be assessed positively but will count for less than fully authored books. Individually authored books will have greater weight than those that are jointly authored.

As a public policy school, we give important weight to research that enters the policy stream and affects the ongoing debate. Policy relevant articles in academic journals can have this effect. Other examples include: serious individual and co-authored analytic works aimed at policy audiences (e.g., presented in individual or institutional reports, legislative testimony, written advisory products for administrative or legislative policy-makers); active involvement in the design of new legislation; evaluation of policies through contracts or grants; and publications in journals or books intended for a broad interdisciplinary range of policy makers, researchers and analysts. No one should qualify for tenure without success in academic publication as defined in prior paragraphs. However, high-quality policy work in applied formats will count toward the quantity of scholarly production expected of a tenured professor.

Obtaining grants is desirable but not essential. Both effort and success count; e.g., grant applications that were scored highly at a government agency but did not get funded will be given some positive weight, though not as much as a successful one. Less grant funds and activity will be expected of a theorist or a philosopher than of, say, an applied economist with a specialty in health policy. Grants are not substitutes for publications.

The tenure process requires written evaluations from outside experts. The evaluations should be from senior persons with prominent academic standing, including in both traditional disciplinary departments and other public policy schools. Practitioner letters may be sought in support of specific activities but cannot substitute for the outside scholarly evaluations required by the University.

Teaching and Advising
While student course evaluations count, greater weight will be given to peer teaching evaluations. These latter will be conducted on a routine basis during the period up to tenure. They will become part of the file for the three years preceding the tenure decision. An internal candidate for tenure will be expected to have taught a substantial number of core courses and/or courses that are required in the specializations and to have contributed to the development of the School’s course offerings.

The School now has a large enough PhD program that mentoring of PhD students has become an important element of the teaching function. While it is recognized that PhD students may prefer senior and better known faculty members as their principal advisors, junior faculty are expected to participate on PhD committees from their second year.

Service
The School will impose modest internal service requirements on new junior faculty initially. However, by year 3 each faculty member will be expected to be a full participant in the governance of the School, often including participation on one or more major committees Junior faculty members will be expected to be involved in the life of the School, e.g., attending and organizing events for students. They will also be expected to spend a substantial fraction of work time at the School so as to be available both to colleagues and students.

Public policy faculty should also be involved in public policy in an active fashion. At some time in their academic career, spending a year or two working directly in government will count as a public service. (It may also serve valuably to inform future research and policy advising.) There are a number of other forms of public service, e.g., testifying before legislative or executive bodies (local, state or federal); providing advice to groups involved in public policy issues or being a speaker at policy events. Writings for newspapers, magazines and other more popular publications, designed to inform public debate, can count as an important public service.

The School also offers opportunities to teach in executive programs. These will be valued in the tenuring decision, but as service rather than as teaching in the regular classroom.

Promotion to Full Professor
Promotion to full professor rests on the same three pillars.

Research and Scholarship
The applicant should be able to demonstrate a national reputation in one or more sub-fields of research and scholarship and a current research output and agenda consistent with that reputation. The evaluation letters should no longer refer to promise but to accomplishment. The reputation may be in a discipline or in a specific policy area. Invitations to deliver papers in prominent scholarly and/or policy conferences and the occasional keynote or plenary address will be expected. Citation counts will be considered.

Teaching
No additional requirements are imposed for regular teaching. The candidate will be expected to have participated actively in the Ph.D program.

Service
The candidate should be active both on campus and in the broader scholarly and policy worlds. A media presence is desirable but not required.

AEP Policies and Procedures for Professional Track (PTK) Faculty

Approved by the Faculty: February 1, 2017

 

Introduction

In light of the important contribution made by Professional Track (PTK) faculty and the University of Maryland, the University has established a series of new professional track faculty titles to be used for non-tenure track appointments (II-100A – Titles) and a set of guidelines for unit-level processes to ensure fair treatment and reward excellence. Professional track faculty have been increasingly important to the School of Public Policy’s ability to fulfill and expand its teaching, research, and service missions to date, and will be even more important as the School adds an undergraduate program.

The titles within this series applicable to the School of Public Policy (SPP) include those in categories: B. Faculty with Duties Primarily in Research, Scholarship or Artistic Creativity; D. Faculty Engaged Exclusively or Primarily in Clinical Teaching; and F. Additional Faculty Ranks. Within these three categories are specific faculty titles that can be used within the School and these are discussed in detail below in Sections I-III. Sections IV through VI provide appropriate policies and procedures for hiring, reappointing, and promoting faculty with assignments in these professional track title series.

In order to attract, retain, and support the highest-quality professional track faculty, the School of Public Policy (SPP) will use the following guiding principles for policies regarding their appointment, reappointment, and promotion, as well as other aspects of their work at SPP. These policies should reflect the need for:

  • Policies to be kept as simple and flexible as possible;

  • Job titles (series and rank) that accurately reflect each PTK’s qualifications and contributions to SPP;

  • Fair and equitable treatment both within the PTK ranks and between PTK and TTK faculty members;

  • Transparency and accountability of rules, procedures, and processes;

  • Meaningful inclusion of PTK faculty with 50% or greater appointments in faculty governance.

SECTION I

Titles and Descriptions of Ranks for Professional (Non-Tenure) Track Faculty with Duties Primarily in Research, Scholarship or Artistic Creativity (see faculty affairs website)

Evaluated within the context of the three dimensions of the traditional APT model, i.e. Teaching, Research, and Service, these positions typically require faculty to excel in two domains, namely research/creative activity and service or research/creative activity and teaching, but the principal assignment is focused on research or creative activity. These positions do not have a major teaching component but may include teaching or mentoring activities including course instruction, research direction, and Ph.D. committee participation. Reviews for promotion are conducted by the PTK Promotion Committee and approved by the supervising official (as defined in Section VI) and Dean; details of the review process are provided below (see Section VI).

All appointments in the following titles are renewable. Appointments with these faculty titles do not carry tenure.

1. Faculty Assistant
The appointee shall be capable of assisting faculty in any dimension of academic activity and shall have ability and training adequate to the carrying out of the particular techniques required, the assembling of data, and the use and care of any specialized apparatus. A baccalaureate degree shall be the minimum requirement. Appointments to this rank are typically for terms of one (1) to three (3) years and are renewable for up to three (3) years. After three (3) years in rank, appointees who have performed satisfactorily should be eligible for appointment to an appropriate faculty position or encouraged to apply for a staff position.

2. Post-Doctoral Scholar
The appointee generally shall hold a doctorate in a field of specialization earned within three (3) years of initial appointment to this rank. An exception to the time from degree requirement must be approved by the Office of the Provost. Appointment to this rank shall allow for continued training to acquire discipline-specific independent research skills under the direction of a faculty mentor. Appointments are typically for one (1) to three (3) years and are renewable, provided no appointee serves in this rank for more than three (3) years. After three (3) years in this rank, appointees who have performed satisfactorily are eligible for appointment to the rank of Post-Doctoral Associate.

3. Post-Doctoral Associate
The appointee generally shall hold a doctorate in a field of specialization earned within five (5) years of initial appointment or shall have satisfactorily completed an appointment to the rank of Post-Doctoral Scholar. An exception to the time from degree requirement must be approved by the Office of the Provost. The appointee shall have training in research procedures, be capable of carrying out individual research or collaborating in group research at the advanced level, and have the experience and specialized training necessary for success in such research projects as may be undertaken. Appointments are typically for one (1) to three (3) years and are renewable, provided the maximum consecutive length of service in both post- doctoral ranks shall not exceed six (6) years. Exceptions may be approved by the Office of the Provost. After six (6) years in the post-doctoral ranks, appointees who have performed satisfactorily are eligible for appointment to an appropriate faculty position other than in the post-doctoral series.

4. Assistant Research Faculty Ranks

a. Assistant Research Professor
This rank is generally parallel to Assistant Professor. Appointees shall have demonstrated superior research ability and potential for contributing to the educational mission through teaching or service. Appointees should be qualified and competent to direct the work of others (such as technicians, graduate students, and other research personnel). An earned doctoral degree or appropriate terminal degree will be a normal minimum requirement for appointment at this rank. Appointments to this rank are typically one (1) to three (3) years and are renewable.

b. Assistant Research Scholar
This rank is generally parallel to Assistant Professor. Appointees to this rank shall have demonstrated superior scholarly research ability and be qualified and competent to direct the work of others (such as technicians, graduate students, and other research personnel). An earned doctoral degree or appropriate terminal degree will be a normal minimum requirement for appointment at this rank. Appointments to this rank are typically one (1) to three (3) years and are renewable.

5. Associate Research Faculty Ranks

a. Associate Research Professor
This rank is generally parallel to Associate Professor. In addition to the qualifications required of the Assistant Research Professor, appointees shall have extensive successful experience in scholarly or creative endeavors, the ability to propose, develop, and manage major research projects, and proven contributions to the educational mission through teaching or service. Appointments to this rank are typically one (1) to five (5) years and are renewable.

b. Associate Research Scholar
This rank is generally parallel to Associate Professor. In addition to the qualifications required of the Assistant Research Scholar, appointees shall have extensive successful experience in scholarly or creative endeavors sufficient to have established a regional and national reputation among colleagues, and where appropriate, the ability to propose, develop, and manage research projects. Appointees should provide tangible evidence of sound scholarly production in research, publications, professional achievements, or other distinguished and creative activities. Appointments to this rank are typically one (1) to five (5) years and are renewable.

6. Research Faculty Ranks

a. Research Professor
This rank is generally parallel to Professor. In addition to the qualifications required of the Associate Research Professor, appointees shall have demonstrated a degree of proficiency sufficient to establish an excellent reputation among regional and national colleagues. Appointees should have a record of outstanding scholarly production in research, publications, professional achievements, or other distinguished and creative activity, and exhibit excellence in contributing to the educational mission through teaching or service. Appointments are typically made as five-year contracts. Appointments for additional five- year terms can be renewed as early as the third year of any given five-year contract.

b. Research Scholar
This rank is generally parallel to Professor. In addition to having the qualifications required of the Associate Research Scholar, appointees shall have demonstrated a degree of proficiency sufficient to establish an excellent reputation among national and international colleagues. Appointees should provide tangible evidence of an extensive, respected record of scholarly production in research, publications, professional achievements, or other distinguished and creative activity. Appointments are typically made as five-year contracts. Appointments for additional five-year terms can be renewed as early as the third year of any given five-year contract.

SECTION II

Titles and Descriptions of Ranks for Professional (Non-Tenure) Track Clinical Faculty
(see faculty affairs website)

Evaluated within the context of the three dimensions of the traditional APT model, i.e. Teaching, Research, and Service, these positions are considered “dual domain” in nature because such faculty would be expected to excel in two domains, namely clinical teaching and professional productivity/service. In the context of the School of Public Policy, the term “clinical” refers to experience acquired through engagement with the policy process in a variety of technical, decision-making, and managerial roles. Professional certifications relevant to these roles and experience may be considered as part of the qualifications of the candidate. Higher ranks in this series would carry an expectation of progressively greater levels of responsibility, as well as managerial and/or supervisory experience. These positions do not have a research component or expectation of research accomplishment, although professional productivity/service may involve research/scholarship in some cases. Reviews for promotion are conducted by the PTK Promotion Committee and approved by the supervisor and Dean; details of the review process are provided below (see Section VI).

All appointments in the following titles are renewable. Appointments with these faculty titles do not carry tenure.

1. Assistant Clinical Professor
The appointee shall hold, as a minimum, the terminal professional degree in the field, with training and experience in an area of clinical specialization, and professional or board certification, when appropriate. There shall be clear evidence of a high level of ability as a policy practitioner. The appointee shall also have demonstrated scholarly and/or administrative ability. Appointments to this rank are typically for one (1) to three (3) years and are renewable.

2. Associate Clinical Professor
In addition to the qualifications required of an Assistant Clinical Professor, the appointee shall ordinarily have had extensive successful experience in clinical or professional practice in one or more relevant public policy domains, and in working with and/or directing others (such as professionals, faculty members, graduate students, fellows, and residents or interns) in their policy domain. The appointee shall also have demonstrated superior teaching ability and scholarly or administrative ability. Appointments to this rank are typically for one (1) to five (5) years and are renewable.

3. Clinical Professor
In addition to the qualifications required of an Associate Clinical Professor, the appointee shall have demonstrated a degree of excellence in clinical practice and teaching sufficient to establish an outstanding regional and national reputation among colleagues. The appointee shall also have demonstrated extraordinary scholarly competence and leadership in the profession. Appointments are typically made as five-year contracts. Appointments for additional five-year terms can be renewed as early as the third year of any given five-year contract.

SECTION III

Titles and Descriptions of Ranks for Professional Track (Non-Tenure) Instructional Faculty (see faculty affairs website)

Evaluated within the context of the three dimensions of the traditional APT model, i.e. Teaching, Research, and Service, these positions are variable in assignment. In many cases these appointments are “dual domain” in nature because such faculty would be expected to excel in two domains, namely teaching and service. That said, the specific assignment should be clearly defined in the faculty’s contract. Reviews for promotion are conducted by the PTK Promotion Committee and approved by the supervisor and Dean; details of the review process are provided below (see Section VI).

All appointments in the following titles are renewable. Appointments with these faculty titles do not carry tenure.

1. Lecturer
The title Lecturer will ordinarily be used to designate appointments of persons who are serving in a teaching capacity for a limited time or part-time. The normal requirement is a Master’s degree in the field of instruction or a related field, or equivalent professional experience in the field of instruction. Appointments to this rank are typically one (1) to three (3) years and are renewable.

2. Senior Lecturer
In addition to having the qualifications of a Lecturer, the appointee shall have an exemplary teaching record over the course of at least five (5) years of full-time instruction or its equivalent as a Lecturer (or similar appointment at another institution) and shall exhibit promise in developing additional skills in the areas of research, service, mentoring, or program development. Appointments to this rank are typically one (1) to five (5) years and are renewable.

3. Principal Lecturer
In addition to the qualifications required of the Senior Lecturer, appointees to this rank shall have an exemplary teaching record over the course of at least five (5) years full-time service or its equivalent as a Senior Lecturer (or similar appointment at another institution) and/or the equivalent of five (5) years full-time professional experience as well as demonstrated excellence in the areas of research, service, mentoring, or program development. Appointments are typically made as five-year contracts. Appointments for additional five-year terms can be renewed as early as the third year of any given five-year contract.

4. Adjunct Assistant Professor, Adjunct Associate Professor, Adjunct Professor
The appointee shall be associated with the faculty of a department or non-departmentalized school or college, but shall not be essential to the development of that unit's program. The titles do not carry tenure. The appointee may be paid or unpaid. The appointee may be employed outside the University, but shall not hold another paid appointment at the University of Maryland at College Park. The appointee shall have such expertise in his or her discipline and be so well regarded that his or her appointment will have the endorsement of the majority of the members of the professorial faculty of the academic unit. Any academic unit may recommend to the administration persons of these ranks; normally, the number of adjunct appointments shall comprise no more than a small percentage of the faculty in an academic unit. Appointments to these ranks shall not extend beyond the end of the fiscal year during which the appointment becomes effective and may be renewed.

5. Visiting Appointments
The prefix “Visiting” before an academic title, e.g., Visiting Professor, shall be used to designate a short-term professorial appointment without tenure. Given the short term nature of these appointments they are not eligible for promotion.

6. Field Faculty

a. Agent Associate
Appointees shall be able to: teach research-based subject matter from the University for community residents based on local issues and needs; assume leadership for educational development plans; deliver educational programs directly to clientele, peers, and/or volunteers through train-the-trainer or other similar venues in order to extend programming efforts throughout the state. An earned Bachelor’s degree will be a normal minimum requirement for appointment at this rank. Appointments to this rank are typically one to three years and are renewable.

b. Senior Agent Associate
In addition to the qualifications of the Agent Associate, appointees shall show evidence of superior ability in establishing the foundation of a successful University of Maryland Extension program. An earned Master’s degree or 3 years’ full-time experience as an Agent Associate will be a normal minimum requirement for appointment at this rank. Appointments to this rank are typically one to five years and are renewable.

c. Principal Agent Associate
In addition to the qualifications of the Senior Agent Associate, appointees shall show evidence of excellence in establishing and expanding successful UME programs through mentoring, scholarship, and service. An earned PhD or five years’ full-time experience as a Senior Agent Associate will be a normal minimum requirement for appointment at this rank. Appointments are typically made as five-year contracts. Appointments for additional five-year terms can be renewed as early as the third year of any given five-year contract.

7. Faculty Specialist

a. Faculty Specialist
The appointee shall hold a Bachelor’s degree in a relevant area and show potential for excellence in the administration and/or management of academic or research programs. Faculty Specialists are expected to engage in activities such as developing curriculum and/or innovative means for delivering curriculum, supervising the non-research activities of graduate or post-doctoral students, serving as grant writers or authors of other publications for an academic or research program, conducting specialized research duties or other such duties that would generate intellectual property to which the faculty member shall retain the rights. Appointments to this rank are typically one to three years and are renewable.

b. Senior Faculty Specialist
In addition to showing superior ability to administer academic or research programs, as evidenced by successfully discharging responsibilities such as those of the Faculty Specialist, the appointee shall hold a Master’s degree or have at least 3 years full-time experience as a Faculty Specialist (or similar appointment at another institution), or its equivalent. Appointments to this rank are typically one to five years and are renewable.

c. Principal Faculty Specialist
In addition to a proven record of excellence in managing and directing an academic or research program, the appointee shall hold a Ph.D. or have at least 5 years of full-time experience as a Senior Faculty Specialist, or its equivalent. Appointments are typically made as five-year contracts. Appointments for additional five-year terms can be renewed as early as the third year of any given five-year contract.

SECTION IV

Appointment of PTK Promotion Committee

1. The School will establish a PTK Promotion Committee, consisting of three (3) faculty, to review applications from PTK faculty, as established in section V below.

2. Members of the PTK Promotion Committee will be selected as follows:

  1. One PTK faculty member appointed by the Dean, who will serve as chair.

  2. One tenure/tenure track (TTK) faculty member, to be selected by the School’s APT committee.

  3. One PTK faculty member elected by the PTK faculty from among its membership.

3. Members of the PTK Promotion Committee shall serve two-year terms, with the first term commencing with the 2016-2017 academic year. Each member of the committee shall be a full voting member.

4. In order to be eligible to serve on this committee or vote to select a member of this committee, a faculty member must hold at least a 50 percent appointment in one of the University’s PTK faculty categories.

5. In the case of a vacancy the replacement shall be selected by the same process as that which selected the vacant member. 6. PTK faculty members serving on the committee will have that service recognized by the School, resulting either in financial compensation or satisfaction of service commitment, depending on the situation of each individual faculty member.

SECTION V

PROCEDURES GOVERNING QUALIFICATIONS AND MENTORING OF PROFESSIONAL TRACK FACULTY WITH DUTIES PRIMARILY IN RESEARCH, SCHOLARSHIP, OR ARTISTIC CREATIVITY; CLINICAL FACULTY; AND ADDITIONAL FACULTY RANKS:

1. For advertised positions, the individual seeking appointment applies via the University’s E-Terp system. Materials required include the online application, current CV, and other appropriate supporting materials (such as evidence of previous research, publications, teaching experience, etc.) as described in the advertisement.

2. The individual recommending hire (typically a center director, or an assistant or associate dean) will recommend the hire directly to the Dean, who will have final School approval over the hire.

3. The Dean may form a search committee or otherwise seek advice from the faculty concerning the appointment or reappointment of a PTK faculty member, but any such committee must include at least one PTK faculty member as a full voting member of the committee.

4. Minimum qualifications for each position are outlined in Sections I-III above and summarized in Tables 1-3.

5. Specific assignments, i.e., percentages of effort, should be specified in individual contracts so that there is no ambiguity at the time of review for reappointment or promotion. The School will use the online contract management system to ensure that all contracts contain necessary elements, including a clear description of assignments and expectations associated with the appointment, as well as information on how to access PTK policies and professional resources. Each new PTK hire will be provided with a publicly available link to these PTK promotion policies, in addition to policies on mentoring of PTK faculty.

6. The School’s Plan of Organization provides that school policies should be adopted by a vote of the Faculty Committee. According to the Plan, this committee includes any faculty member with at least a 50% appointment in any of the School’s faculty titles. This would include PTK faculty. Further, any committees or subcommittees that would be established to revise policies affecting PTK faculty will include voting representatives who are themselves PTK faculty members.

7. The School has established a mentoring plan for PTK faculty eligible for promotion. This plan specifies the positions for which mentoring committees are required, the procedure for appointing those committees, and their responsibilities.

8. Whenever possible, PTK faculty will be given progressively longer contracts.

9. PTK Faculty are fully eligible for either School-level or University awards for which they qualify.

SECTION VI

PROCEDURES FOR PROMOTION OF PROFESSIONAL TRACK FACULTY WITH DUTIES PRIMARILY IN RESEARCH, SCHOLARSHIP, OR ARTISTIC CREATIVITY; CLINICAL FACULTY; AND ADDITIONAL FACULTY RANKS:

1. The PTK Promotion Committee established in Section IV shall also be responsible for considering requests for promotion. In the procedures established below, the term “supervising official” refers to the Dean, assistant dean, associate dean or center director responsible for supervising the work of the individual who may be considered for promotion. In the case of an individual who is supervised by more than one individual, the supervising official, for purposes of this policy, is defined as the individual who supervises the individual for the majority of the individual’s FTE effort. If there are questions about who the supervising official may be in a particular case, the Dean will designate the responsible supervising official for the purposes of this policy.

2. An individual seeking promotion writes a formal request letter to his/her supervising official. The letter should address the criteria listed in Table 1-3 and Appendices A-C of this document, as appropriate to the title. Any request for promotion for the following academic year must be received by December 1 of the prior academic year.

3. The candidate will provide the supervising official with:

  1. An up-to-date and signed CV (in the campus standard format for CVs).

  2. As appropriate for the title, up to five relevant publications; evidence of teaching and mentoring, and/or evidence of service (see Appendices A-C). c. A personal work statement that outlines the candidate’s accomplishments, goals, and professional development plans in research, scholarship, and artistic creativity; teaching; and service, and that details contributions in these arenas, as appropriate to the title.

4. The supervising official will forward the promotion request to the PTK Promotion Committee, and may include a recommendation concerning whether (s)he believes that the case warrants approval. The PTK Promotion Committee will provide an independent judgment of the case, regardless of whether the supervising official supports the promotion.

5. For all research faculty promotions and for all promotions to the highest level position in a series (Research Professor, Research Scholar, Clinical Professor, or Principal Lecturer), the PTK Promotion Committee will appoint a three-member evaluation committee to review the request for promotion. That committee will be made up of individuals who are qualified to review the record of the specific individual requesting promotion. The committee shall include three members, one of whom is designated by the PTK Promotion committee as the chair. This individual should be a PTK faculty member at or above the rank being sought by the applicant. In the case of a PTK faculty member whose primary responsibility is within a research center, the center director or his/her designee should generally serve as the chair of the evaluation committee, regardless of whether the center director or designee is a PTK or TTK faculty member. Other members of the committee may be either PTK faculty members or TTK faculty members at or above the rank being sought. One member of the committee may be from another unit of the University, if the PTK Promotion Committee deems that necessary in order to conduct an appropriate evaluation of the candidate. All members of the evaluation committee shall have full voting rights on the committee.

6. If the candidate for promotion has an appointment in a unit outside of the School of Public Policy in addition to an appointment in SPP, the PTK Promotion Committee shall seek input from the other unit prior to making a recommendation on the promotion, and may consider including an appropriate faculty member from the other unit on the evaluation committee.

7. Promotion to the titles of Research Professor or Research Scholar (see Sections I-III) will require 3 review letters from appropriate individuals outside of the University. The reviewers shall be chosen by the evaluation committee, after consultation with the supervising official and the candidate.

8. The evaluation committee will meet and review the candidate’s qualifications for promotion against the specific guidelines established by the supervising official, School, or center, and against the provisions of their contract and the criteria for promotion (see Tables 1-3 and Appendices A-C). The evaluation committee will also be provided with the specific information on the candidate’s assignments and expectations that would be necessary in order to complete a thorough and accurate evaluation. A recommendation for promotion requires a positive vote of at least two of the three members of the evaluation committee. The evaluation committee review should normally be completed in time for a report by the committee to be provided to the PTK Promotion Committee by February 15.

9. The evaluation committee chair will submit a report to the PTK Promotion committee, with a recommendation as to whether the individual should be promoted. The PTK Promotion committee will then meet and vote on the request for promotion. A recommendation for promotion requires a positive vote of at least two of the three members of the PTK Promotion Committee. Within two weeks of the committee vote, but no later than March 15, the PTK Promotion committee chair will notify the supervising official and the applicant for promotion of the decision and the reasons for that decision. If upon reviewing the committee report, either the relevant supervising official or the applicant has questions or concerns, he/she may ask the PTK Promotion committee chair for clarification and/or additional information.

10. The PTK Promotion Committee will communicate its recommendation, either positive or negative, in writing to the Dean. The Dean will also receive the report of the evaluation committee’s report, including their recommendation. This letter should also be forwarded no later than March 15th. The supervising official or the applicant may provide the Dean with additional information if they wish to dispute or clarify any information in the record, or in the report forwarded to the Dean. The Dean will review the pertinent information and make a final decision, by April 15th, to support or deny the promotion application. Decisions on promotion shall be made based on the evaluation criteria and the reviewee’s performance. Promotion decisions cannot be determined in relations to a School-wide quota. The Dean communicates the final decision on promotion, in writing, to the candidate. An unsuccessful candidate for promotion can re-initiate this process in future years.

11. In cases of positive decisions regarding applications for promotion, the promotion shall be accompanied by an increase in compensation, subject to State budget constraints and directives from USM. Minimum increases in compensation shall be set annually by the School, as is done for tenured and tenure track promotions. Every effort shall be made to make salaries professionally appropriate and competitive to the extent allowed by available fiscal resources. The School will develop minimum increases for PTK promotions, on an annual basis.

12. The merit pay policy for PTK faculty will be incorporated into the School’s general merit pay

policy.

13. Negative decisions regarding promotion do not in any way preclude the possibility of a renewal of the existing PTK appointment.

14. In the case of a negative outcome the candidate or the supervising official may submit a written appeal to the Dean within two (2) weeks of being notified of the decision. The appeal must be based on the grounds that (a) the procedure described above was not followed correctly or that (b) the criteria used for evaluation were inadequate or improper. Appeals cannot be made on any other basis.

15. If the Dean supports the request for promotion, that promotion must also be approved by the Office of the Provost. The Dean is responsible for forwarding the full packet of promotional materials to the Office of the Provost. Materials forwarded shall include:

  1. A transmittal letter from the Dean, providing a summary justification for the promotion;

  2. The report of the PTK Promotion committee concerning the application for promotion; and

  3. External letters, which are required for promotion to the highest level position with any series.

16. If at least two of the three (evaluation committee, PTK promotion committee, and Dean) levels of review support the promotion it shall be nonetheless be forwarded to the Provost for decision.

17. Promotions may not be rescinded.

18. Appeals – Within two (2) weeks of receiving the appeal, the Dean must form an appeals committee consisting of three (3) faculty members at or above the rank of the promotion who were not on the PTK Promotion Committee; at least one of the committee members must be a PTK faculty member and one must be a tenured faculty member. The Dean will designate one of the three members as chair. The committee then has four (4) weeks to consider the written appeal, meet with the candidate and any other relevant individuals, and send a written decision to the chair and the candidate. If the appeal is successful, then a new promotion review will be conducted, correcting the deficiencies of the prior one.

If the appeal is denied, the candidate is not promoted and the chair of the appeals committee sends the candidate a letter explaining the grounds on which the appeal was denied. The candidate can appeal that decision to the Dean. The Dean, either alone or with the advice of an ad hoc committee that s/he forms for this purpose, can reverse the appeals committee’s decision on the grounds that (a) procedures were not properly followed or (b) the evaluation criteria were inadequate or improperly applied. This decision is final and not subject to further appeal.

 

APPENDIX A

EVIDENCE USED TO EVALUATE PERFORMANCE OF FACULTY PRIMARILY ENGAGED IN RESEARCH, SCHOLARSHIP AND CREATIVE ACTIVITIES
Candidates for the ranks of faculty primarily engaged in research, scholarship and creative activities demonstrate professional productivity in many possible ways, such as:

Scholarship & Creative Activities

Research projects

  • Innovation/initiation of new research projects

  • Securing external support for research projects

  • Collaboration with other faculty members on published research endeavors

  • Participation on policy advisory committees

  • Service in a supportive, advisory, or supervisory role on student research projects

Presentations at professional or scholarly meetings or conferences

  • Presentations at local, state, regional, national, and international meetings and conferences

  • Presentations, briefings, and workshops offered for professional practitioners

  • Invited talks at professional meetings and workshops

  • Professional consultation

Publications

  • Publication of books

  • Publication of reports, policy briefs, articles, op-eds, and other materials written for policy audiences

  • Publications in peer-reviewed or non-peer-reviewed journals and edited volumes

  • Publication of handbooks, textbooks, or chapters in textbooks

  • Production of videos or other multimedia materials

  • Technical reports

Editorial contributions

  • Review of articles submitted to professional journals

  • Review of textbook/chapter materials

  • Review of working papers, policy briefs, and other research center publications

  • Review of commercial products

Evidence of Public Policy impact

  • Media appearances

  • Consulting with governments or nonprofit entities

  • Legislative testimony or similar appearances

Awards/Honors

  • Awards and honors from professional organizations

Teaching

Curricular/program development

  • Developing new or revised courses

  • Development of innovative content in professional instruction

  • Incorporation of technology into professional training

  • Creative contributions to learning outcomes in professional education

Teaching excellence

  • Effective teaching experience: evidence of teaching through course evaluations, other student or alumni feedback; development of innovative and effective instructional methods for teaching in the professional setting; other direct contributions to classroom instruction (e.g., guest lectures, partial or full responsibility for a course). Effective teaching is characterized by effective coverage of current information in ways that foster critical thinking and motivate independent learning as well as the translation of research into practice.

Awards/Honors

  • Awards and honors for teaching from the program, School, University, or professional organizations

Service, Administration, and Leadership

Administrative activities

  • Policies and procedures development

  • Supervision of graduate assistants

  • Marketing/recruitment/admission

  • Service on search committees, APR committee, or other School committees

Community service activities

  • Professional consultation

  • Outreach activities to service organizations, civic groups and governmental agencies

  • Promoting distinction of the department through collaboration on service projects with outside agencies

Contributions to professional organizations (committees, officer, etc.)

  • Service on international, national, state, or local advisory boards

  • Contributions to professional organizations through membership on committees and leadership positions

Leadership/contributions to the School or other University units

  • Taking a leadership role over time in refining and enhancing the department’s overall teaching and curriculum

  • Mentoring of junior PTK faculty

  • Facilitation of gifts, grants, or contracts that support the School’s mission

Awards/Honors

  • Awards and honors for service

 

APPENDIX B

EVIDENCE FOR EVALUATION OF PERFORMANCE OF CLINICAL FACULTY

Candidates for the ranks of clinical assistant professor, clinical associate professor and clinical professor demonstrate professional productivity in a variety of ways, such as:

Teaching

Curricular/program development

  • Developing new or revised courses

  • Development of innovative content in professional instruction

  • Incorporation of technology into professional training

  • Creative contributions to learning outcomes in professional education

Teaching excellence

  • Effective teaching experience: evidence of teaching through course evaluations, other student or alumni feedback; development of innovative and effective instructional methods for teaching in the professional setting; other direct contributions to classroom instruction (e.g., guest lectures, partial or full responsibility for a course). Effective teaching is characterized by effective coverage of current information in ways that foster critical thinking and motivate independent learning as well as the translation of research into practice.

Awards/Honors

  • Awards and honors for teaching from the program, School, and University, or professional organizations

Scholarship

Presentations at professional meetings

  • Presentations at local, state, regional, and national professional meetings

  • Workshops offered for professional practitioners

  • Invited talks at professional meetings and workshops

  • Professional consultation

Publications

  • Publication of books

  • Publications in peer-reviewed or non-peer-reviewed journals, as specified by the program, that discuss professional techniques/practice, methods of or standards in practice

  • Publication of handbooks, textbooks, or chapters in textbooks

  • Production of videos or other multimedia materials

  • Technical reports

Editorial Contributions

  • Review of articles submitted to professional journals

  • Review of textbook/chapter materials

  • Review of commercial products

Research Projects

  • Innovation/initiation of new research projects

  • Collaboration with other faculty members on published research endeavors

  • Service in a supportive, advisory, or supervisory role on student research projects

Evidence of Public Policy Impact

  • Media appearances

  • Consulting with governments or nonprofit entities

  • Legislative testimony or similar appearances

Awards/Honors

  • Awards and honors from professional organizations

Service, Administration, and Leadership

Administrative activities

  • Policies and procedures development

  • Supervision of graduate assistants

  • Marketing/recruitment/admission

  • Service on search committees, APR committee, or other School committees

Community service activities

  • Professional consultation

  • Outreach activities to service organizations, civic groups, and governmental agencies

  • Promoting distinction of the program through collaboration on service projects with outside agencies

Contributions to professional organizations (committees, officer, etc.)

  • Service on federal, state, or local advisory boards

  • Contributions to professional organizations through membership on committees and leadership positions

Leadership/contributions to the program, School, or other University units

  • Taking a leadership role over time in refining and enhancing the department’s overall classroom and professional curriculum in the programs that prepare future practitioners

  • Mentoring of junior PTK faculty

  • Facilitation of gifts, grants, or contracts that support the School’s mission

Awards/Honors

  • Awards and honors for service

 

APPENDIX C

EVIDENCE FOR EVALUATION OF PERFORMANCE OF INDIVIDUALS IN ADDITIONAL FACULTY RANKS TITLES

Candidates for the titles in the additional faculty ranks category demonstrate professional productivity in a variety of ways, such as:

Teaching

Curricular/program development

  • Developing new or revised courses

  • Development of innovative content in professional instruction

  • Incorporation of technology into professional training

  • Creative contributions to learning outcomes in professional education

Teaching excellence

  • Effective teaching experience: evidence of teaching through course evaluations, other student or alumni feedback; development of innovative and effective instructional methods for teaching in the professional setting; other direct contributions to classroom instruction (e.g., guest lectures, partial or full responsibility for a course). Effective teaching is characterized by effective coverage of current information in ways that foster critical thinking and motivate independent learning as well as the translation of research into practice.

Awards/Honors

  • Awards and honors for teaching from the program, School, and University, or professional organizations

Scholarship

Presentations at professional meetings

  • Presentations at local, state, regional, and national professional meetings

  • Workshops offered for professional practitioners

  • Invited talks at professional meetings and workshops

  • Professional consultation

Publications

  • Publication of books

  • Publications in peer-reviewed or non-peer-reviewed journals, as specified by the department, that discuss professional techniques/practice, methods of or standards in practice

  • Publication of handbooks, textbooks, or chapters in textbooks

  • Production of videos or other multimedia materials on instruction

  • Technical reports

Editorial Contributions

  • Review of articles submitted to professional journals

  • Review of textbook/chapter materials

  • Review of commercial products

Research Projects

  • Innovation/initiation of new research projects

  • Collaboration with other faculty members on published research endeavors

  • Service in a supportive, advisory, or supervisory role on student research projects

Evidence of Public Policy Impact

  • Media appearances

  • Consulting with governments or nonprofit entities

  • Legislative testimony or similar appearances

Awards/Honors

  • Awards and honors from professional organizations

Service, Administration, and Leadership

Administrative activities

  • Policies and procedures development

  • Supervision of graduate assistants

  • Marketing/recruitment/admission

  • Service on search committees, APR committee, or other School committees

Community service activities

  • Professional consultation

  • Outreach activities to service organizations, civic groups, and governmental agencies

  • Promoting distinction of the program through collaboration on service projects with outside agencies

Contributions to professional organizations (committees, officer, etc.)

  • Service on state or regional licensing/certification boards

  • Contributions to professional organizations through membership on committees and leadership positions

  • Leadership/contributions to the program, School, or other University units

  • Taking a leadership role over time in refining and enhancing the department’s overall classroom and professional curriculum in the programs that prepare future practitioners

  • Mentoring of junior PTK faculty

  • Facilitation of gifts, grants or contracts that support the School’s mission

Awards/Honors

  • Awards and honors for service

 

TABLE 1. QUALIFICATIONS FOR APPOINTMENT, REAPPOINTMENT, AND PROMOTION OF FACULTY WITH DUTIES PRIMARILY IN RESEARCH, SCHOLARSHIP, OR ARTISTIC CREATIVITY

 

QUALIFICATIONS

Assistant Research Ranks

Associate Research Ranks

Professor Research Ranks

  • Academic Degree Hold the terminal degree for practice in the discipline.

  • Same as Asst. Research Ranks.

  • Same as Asst. Research Ranks.

Research/Professional Experience

  • Have at least 2 years research or professional experience in appropriate area(s).

  • Have at least 5-7 years research or professional experience in appropriate area(s).

  • Have at least 7-10 years research or professional experience in appropriate area(s).

 

TEACHING

Assistant Research Ranks

Associate Research Ranks

Professor Research Ranks

Professional Expertise

  • Evidence of teaching ability, for assistant research professor.

  • Demonstrate an excellent record of teaching ability (for associate research professor).

  • Demonstrate successful record of directing others (e.g., other professionals, graduate students, interns) in professional activities in the field.

  • Demonstrate a superior record of scholarship.

  • Established outstanding regional and national reputation among colleagues for excellence in teaching and practice within the profession.

  • Promote expertise among junior PTK members through mentorship.

Applying Research to Practice

  • Demonstrate awareness of research findings and other curricular information for practice. Reliably and consistently translate research findings and other curricular information into practice.

  • Actively apply cutting edge research findings and other curricular information into practice.

 

RESEARCH SCHOLARSHIP

Assistant Research Ranks

Associate Research Ranks

Professor Research Ranks

Professional Scholarship, Leadership, and Service

  • Participate within the profession (member of professional organizations).

  • Contribute to the profession by sharing expertise with other professionals.

  • Demonstrate a significant record of scholarly activity, service, and leadership within the profession.

Scholarly Works

  • Show evidence of proficiency and potential to conduct independent scholarly research.

  • Have a record of producing scholarly works with impact.

  • Have a substantial record of producing scholarly research with impact, resulting in a national scholarly reputation.

 

SERVICE AND LEADERSHIP

Assistant Research Ranks

Associate Research Ranks

Professor Research Ranks

Service, Administration, and Leadership Supporting the Mission of School or Center.

  • Demonstrates potential to support the overall mission of the School or center.

  • Provide consistent support for the overall mission of the School or center.

  • Achieved unmistakable recognition for service, administration, or leadership in ways that contribute substantially to the overall mission of the School or center.

Service and Leadership to the School, University, Community, and Beyond (regional, national, international)

  • Support the basic functions of the School or center by service on School or center committees.

  • Consistently support the functions of the School or center through administrative responsibilities, service on School/campus committees, and/or special projects.

  • Substantive and sustained record of effective leadership and service (beyond the program), for example, to the School, the University, the community, regionally, nationally, and internationally

*See Appendix A for a comprehensive list of sample evidence for professional productivity, scholarship, and service.

 

TABLE 2. CRITERIA FOR APPOINTMENT, REAPPOINTMENT, AND PROMOTION OF CLINICAL FACULTY

 

QUALIFICATIONS

Assistant Clinical Professor

Associate Clinical Professor

Clinical Professor

  • Academic Degree Hold the terminal degree for clinical practice in the discipline.

  • Same as Asst. Clinical Prof.

  • Same as Asst. Clinical Prof.

Professional Experience

  • Have at least 3 years experience in professional practice.

  • Have at least 5-7 years experience and currency in professional practice.

  • Have at least 7-10 years experience and currency in professional practice.

 

CLINICAL TEACHING

Assistant Clinical Professor

Associate Clinical

Professor

Clinical Professor

Professional Expertise

  • Have a record of success in clinical practice, teaching, or training.

  • Demonstrate an excellent record of clinical teaching ability.

  • Have extensive successful experience in clinical practice in a field of specialization.

  • Demonstrate successful record of directing others (e.g., other professionals, graduate students, interns) in clinical activities in the field.

  • Demonstrate a superior record of clinical teaching ability.

  • Established outstanding regional and national reputation among colleagues for excellence in clinical teaching and practice within the profession.

  • Promote expertise among junior clinical faculty members through mentorship.

Bridging Teaching to Practice

  • Demonstrate potential to integrate classroom instruction and training in clinical practicum settings.

  • Consistently work with the tenure-track faculty to integrate classroom instruction and training in practical settings.

  • Consistently demonstrate leadership and innovation in integrating classroom instruction and training in practical settings.

 

CLINICAL SCHOLARSHIP

Assistant Clinical Professor

Associate Clinical

Professor

Clinical Professor

Professional Scholarship, Leadership, and Service

  • Participate within the profession (i.e., member of professional organizations).

  • Contribute to the profession by sharing clinical expertise with other professionals.

  • Demonstrate substantial record of scholarly or practice activity, service, and leadership within the profession.

 

SERVICE AND LEADERSHIP

Assistant Clinical Professor

Associate Clinical

Professor

Clinical Professor

Service, Administration, and Leadership Supporting the Mission of the Program or School

  • Demonstrates potential to support the overall mission of the center or School.

  • Provide consistent support for the overall mission of the center or School.

  • Achieved unmistakable recognition for service, administration, or leadership in ways that contribute substantially to the overall mission of the center or School.

Service and Leadership to the School, University, Community, and Beyond (regional, national, international)

  • Support the basic functions of the center or School by service on School or center committees.

  • Consistently support the functions of the School or center through administrative responsibilities, service on center/School/campus committees, and/or special projects.

  • Substantial and sustained record of effective leadership and service (beyond the program), for example, to the School, the University, the community, regionally, nationally, and internationally

*See Appendix B for a comprehensive list of sample evidence for professional productivity and scholarship, teaching, and service.

 

TABLE 3. QUALIFICATIONS FOR APPOINTMENT, REAPPOINTMENT, AND PROMOTION OF FACULTY IN ADDITIONAL FACULTY RANKS

 

QUALIFICATIONS

Assistant Ranks

Associate Ranks

Professor Ranks

  • Academic Degree Hold the terminal

  • degree for practice in the discipline.

  • Same as Asst. Research Ranks.

  • Same as Asst. Research Ranks.

  • For Principal Lecturer, should hold a terminal academic degree.

Research/Professional Experience

  • Entry level position. Experience desirable, but not necessary to qualify for position.

  • Have at least 5-7 years experience in scholarship or professional practice in appropriate area(s).

  • Have at least 7-10 years experience in scholarship or professional practice in appropriate area(s).

 

TEACHING

Assistant Ranks Associate Ranks Professor

Ranks Professional Expertise

  • Have a demonstrated potential for success in teaching.

  • Demonstrate an excellent record of teaching ability.

  • Demonstrate successful record of directing others (e.g., other professionals, graduate students, interns) in research or practice.

  • Demonstrate a superior record of teaching ability.

  • Established outstanding regional and national reputation among colleagues for excellence in teaching and research or practice.

  • Promote expertise among junior faculty members through mentorship.

See Tables 1 and 2 for other Categories as appropriate.

 

RESEARCH SCHOLARSHIP

Assistant Ranks

Associate Ranks

Professor Ranks

Professional Scholarship, Leadership, and Service

  • Participate within the profession (i.e., member of professional organizations).

  • Contribute to the profession by sharing expertise with other professionals.

  • Demonstrate substantial record of scholarly/creative activity, service, and leadership within the profession.

 

SERVICE AND LEADERSHIP

Assistant Ranks

Associate Ranks

Professor Ranks

Service, Administration, and Leadership Supporting the Mission of Program or Center.

  • Demonstrates potential to support the overall mission of the center and School.

  • Provide consistent support for the overall mission of center and School.

  • Achieved unmistakable recognition for service, administration, or leadership in ways that contribute substantially to the overall mission of the program or center and School.

Service and Leadership to the School, University, Community and Beyond (regional, national, international)

  • Consistently support the functions of the program through administrative responsibilities, service on center/School/campus committees, and/or special projects.

  • Substantial and sustained record of effective leadership and service (beyond the center), for example, to the School, the University, the community, regionally, nationally, and internationally

*See Appendix C for a comprehensive list of sample evidence for professional productivity, scholarship, and service.

Procedure for Appointment of Visiting Faculty, Postdoctoral Fellows, or Faculty Affiliates

Published: June 13, 2018

 

Each year the School of Public Policy gets numerous requests from scholars to be appointed as Visiting Professors, Postdoctoral Fellows or Faculty Affiliates. The purpose of this document is to outline a procedure for the consideration and disposition of these requests.

 

Visiting Faculty or Postdoctoral Fellows

Requests for such appointments usually are initiated in two ways. First, they may come in from the prospective scholar to individual faculty members or to the Dean’s office. Second, they may be initiated by someone within the School.

 

If a given faculty member supports the appointment of an individual as either a Visiting Scholar of a Postdoctoral Fellow, (s)he should forward that request to the Senior Associate Dean. The Senior Associate Dean will also manage those requests that have come directly to the Dean’s office. All requests will be forwarded by the Senior Associate Dean to the Dean with a recommendation. The final decision on whether to issue an invitation for such an appointment rests with the Dean. The Dean will typically make such decisions in February of the year preceding the year in which the appointment would be made. Given this timeframe for decision, the deadline for requests to be forwarded to the Senior Associate Dean will be January 31.

 

Any request being forwarded for action shall include the following:

  • The name and brief background (along with a resume or curriculum vita) of the individual being considered;

  • The duration of the proposed appointment;

  • A summary of the research project or other work that the individual is proposing to do;

  • A discussion of the benefit that the project or activity will bring to the School;

  • A listing of the faculty member(s) who propose to supervise or collaborate with the individual while they are visiting the school; and

  • The financial and administrative (facility and other costs) implications of the appointment, including the source of funding any costs.

 

The Dean shall notify both the individuals making such requests and any requesting faculty member by March 1 of the year before the appointment is made.

 

Faculty Affiliates

The School, or individual units within the School (for example, research institutes or centers) may wish to appoint individuals as faculty affiliates. Such affiliates, whether proposed by a center or by a faculty member who is not affiliated with a center, will be considered affiliated faculty members of the School, and such affiliations must be approved by the Dean. Prior to the Dean acting on the proposed affiliation, the candidates for affiliation should be presented to the Faculty Committee, which will make a recommendation to the Dean.

 

The specific process would proceed as follows:

 

1. Any faculty member, or the Dean, who wishes to propose that an individual for possible affiliate status, should forward the request to the Senior Associate Dean, with a justification for the granting of affiliate status. The justification would include a specific discussion of the reason for the proposed affiliation, including the benefits that it would bring to the School and/or units within the School. The request would also include a resume or curriculum vita of the individual being proposed.

 

2. Normally such requests would be considered twice per year—once in the Fall (October 1 deadline for forwarding to the Senior Associate Dean) and once in the Spring (March 1 deadline).

 

3. If the individual in question is to be appointed only as an affiliate of a requesting unit within the school (for example, a research center) input to the Dean’s decision will be provided by email. The Dean will provide the faculty at least one week for the faculty to provide input prior to making a decision on whether to approve the appointment. The Dean will notify the requesting unit head of the decision, and (if the appointment was approved) the unit head will invite the prospective affiliate faculty member to join the faculty.

 

4. For appointments to the School faculty, the faculty will typically consider the proposed appointments at the November and April faculty meetings, and will make a recommendation to the Dean. For these School appointments, the Dean will forward a summary of the requests to be considered to the faculty, at least one week in advance of the scheduled faculty meeting. Once the discussion has occurred at the faculty meeting, the Dean will make a decision concerning whether to or not to approve the affiliation, and will notify the requesting faculty member(s) of the decision. If an affiliation has been approved, the Dean will be responsible for contacting the affiliated faculty member and providing official notification of the decision.

 

5. Appointments will specify the time period of the appointment. Appointments will normally be for multiple years (for example, three years or five years) and reappointment, if desired, will follow these same procedures.



 

Procedure for Faculty Searches

Published: June 13, 2018

 

The purpose of this document is to outline procedures to be followed by faculty search committees (for all tenure track and selected professional track positions) at the University of Maryland School of Public Policy. These steps follow the process from the point at which a search committee has been appointed by the Dean, through the process of advertising the position, and ultimately to campus visits and recommendations to the Dean of individuals who might ultimately be offered positions.

 

1. Charge Meeting

After the Dean has appointed the committee, a charge meeting is held during which the committee receives a charge both from the Dean and from the school’s equity officer. After receiving this charge, the committee should discuss elements to be included in the draft advertisement of the position. This meeting would typically be scheduled for one hour if it is only intending to receive the charge, and two hours if it intends also to discuss the draft announcement. All members of the search committee, the Dean (or, in some cases, the Dean’s representative), and the equity administrator should be in attendance. The

committee will designate one of its members as the committee diversity officer. It will be the job of the diversity officer to promote attention to the enhancement of faculty diversity in the committee’s deliberations and decisions throughout the entire search process.

 

2. Development of Job Advertisement

Subsequent to this meeting, the committee chair will create the job announcement and send the draft to the committee for input. Once the committee is satisfied with the announcement, the committee chair will forward the draft to the faculty committee (defined by the School’s Plan of Organization) and the Dean for comment. The committee will consider this

feedback and revise the advertisement, as appropriate.

 

3. Search and Selection Plan

Once the advertisement has been finalized, the search chair and search coordinator will work together to complete the search and selection plan. It will include quorum, voting procedures, and list the advertising outlets to be used.

 

4. ETerp

Once the search and selection plan is complete, the search chair or search coordinator sends it to the HR Coordinator. The coordinator will create the position (step 1). From there, it moves through a series of approvals (step 2). Once approved, it will be posted to the web by the eTerp Service Center. The creation and approval process can take up to two weeks once the search and selection plan is complete. The committee should keep in mind, when developing the search and selection plan, that the best consideration date should be set at a time that would allow 4 to 6 weeks for the job to be posted.

 

5. Ads Published

Once the position has been posted to the web, it may be distributed by committee/faculty and ads may be placed in advertising outlets. The search coordinator will post ads to outlets listed in the search and selection plan. This usually takes about a week. The search chair will forward the final advertisement to the entire faculty, encouraging them to contact any individuals or networks to encourage applications from qualified candidates.

 

The search committee should reach out broadly to ensure a diverse set of applicants. It is not acceptable for a search committee to passively wait for applications. This is especially the case with potential candidates who would enhance the diversity of the school’s faculty. If a strong candidate is brought to the attention of the search committee, especially one who would enhance the diversity of the faculty, it is incumbent on the search committee to take proactive steps to encourage the candidate to apply (which might involve asking another member of the school faculty to encourage the candidate to apply). If there is some doubt about the fit between a candidate who would add diversity to the faculty and the parameters of a search, the committee again is expected to proactively work to find out whether the potential would be appropriate for the search.

 

6. Committee Meetings to Narrow Pool

Once the best consideration date has passed, and applications are reviewed, the search committee will meet to narrow down the applications to a list for a preliminary interview, which may be conducted over the phone or in person (for example, at professional conferences). The process for doing this may differ by committee, but should be the same for all candidates within a search. One useful procedure might be to ask each committee member to rate applicants prior to the meeting. The search chair could then summarize those ratings, which could make for a more efficient process of selecting the ultimate

candidates for these preliminary interviews. There is no set number of candidates that should be interviewed at this stage, but there probably should be two to three times the number of individuals interviewed as the committee intends to invite to campus.

 

If the pool of applicants is especially weak, or lacks the desired diversity, the search committee should consider which the parameters of the search have been defined too narrowly, or if in considering candidates they have taken an overly narrow approach. In this situation, it can be that there is a decision to be made between proceeding with weak candidates and broadening the search to consider candidates who were not originally thought to fit the parameters of the search. In no instance should a search committee invite to campus a candidate unless the committee believes that the candidate is qualified for the position, and (in the case of a tenure track candidate) would be a strong candidate for promotion and tenure. Once the list for preliminary interviews has been compiled, it should be sent to the equity administrator, who will evaluate the list for diversity and then forward the findings to the Dean. Only after the Dean approves the short interview list should these

interviews be scheduled. The search chair will also work with the members of the committee to develop an agreed upon set of interview questions.

 

Note: All committee meetings should have minutes, including a specific record of decisions made, and votes, if any are held.

 

7. Preliminary Interviews

These interviews do not need to include all committee members, but each interview should include a similar number of committee members. The search chair will work with the search coordinator to arrange times for interviews with committee members and contact the candidates to schedule the conversations.

 

To keep these interviews equitable, all candidates should be asked the same questions. Follow up questions are permitted. Each interview should be summarized and the notes shared with all committee members.

 

8. Committee Meeting to Determine Campus Visit List

Once all preliminary interviews are complete, the search committee will meet again to

decide which candidates will be invited to campus. At this meeting, a formal vote should

be taken by the committee specifying the list of invitees. There is no required number for

campus invites, but absent some compelling reason, four people is a reasonable target

when recruiting for a single position. Once this list is complete, it should again be sent to

the equity administrator (by changing their status in eTerp to “Finalist—send to Equity

Admin for approval”) and the hiring official to evaluate for equity and diversity. Once

the list is approved, the search chair will contact the candidates to invite them to campus.

In no situation is the search chair to initiate a campus visit without agreement of the

committee.

 

9. Campus Visit Preparation

The search chair contacts the candidates and invites them to campus. The search

coordinator will then work with the candidate to schedule the visit.

 

The search coordinator will need to get a W‐9 and preferred airport from each candidate

before completing a Travel Authorization Request (TAR). Once the TAR is approved, the

candidate or program management specialist may call the university travel agency to book

flights. The search coordinator is responsible for making hotel reservations. All

candidates, even those who are local, should be extended the opportunity to stay in a hotel

the night before the on campus interview.

 

Search committee members will take the candidate to dinner (normally, the night before)

and lunch the day of their interview. There should be at least two committee members

present for each meal.

 

Students should have the opportunity to meet with candidates while they are on campus.

The search chair should contact the PSGA president to coordinate these meetings. The

PSGA president should be encouraged to involve students at all levels—undergraduate,

master’s, and PhD—in meetings with the candidates.

 

A Doodle poll will be sent out to faculty members to set up individual meetings with

the candidates. Faculty should hold on their calendars the times they indicated as

available. The finalized schedule will be sent to faculty, staff, and students as soon as

possible, but no later than two days before the visit.

 

The rest of the visit can be coordinated by using the attached checklist.

 

10. The Campus Visit Itself

If the dinner is off campus, a member of the search committee usually picks the candidate

up and brings them to dinner. If this is not possible, alternate arrangements can be made.

A committee member should use a personal credit card to pay for dinner and return the credit card slip and itemized receipt to the search coordinator to process for

reimbursement.

 

The search chair, or other designated committee member, usually brings the candidate to

campus the morning of their visit. If the candidate is leaving for the airport immediately at

the end of the day, they should bring their luggage with them where it will be held until

the end of the day. At the end of each meeting, the faculty member will take the candidate

to their next meeting.

 

Students have an opportunity to meet with the candidate. The candidate should also meet

with the Dean and/or the Senior Associate Dean in an individual (1:1) meeting as a part of

the visit.

 

Job talks occur from 12:00‐1:15 pm, with lunch with committee members immediately

after. Lunch is usually at a location on campus. An ISR form can be obtained from the to

pay for on‐campus lunch. The form is given to the server for payment and then returned

to the search coordinator.

 

If possible, the candidate should meet with the search chair for the last meeting of the day.

The search coordinator will make arrangements for the candidate to return to the airport,

hotel, etc. at the end of the day.

 

The candidate will provide to the search coordinator receipts for any travel expenses

incurred during the visit and the search coordinator will process the receipts for

reimbursement according to UMD policies.

 

11. Committee Meeting for Recommendations to Faculty/Dean

After all candidates selected for campus visits have visited, the committee will meet to

discuss its recommendations to the Dean. In advance of this meeting, the search chair

will send an inquiry to those (faculty, staff, and students) who interacted with the

candidates for their feedback to be shared with the search committee prior to the

meeting. The search committee will then meet and will discuss the candidates,

ultimately voting to recommend which candidates (unranked) should be considered as

“above the line”—that is, considered qualified for the position, in the opinion of the

committee. For tenure-track candidates at the associate or full professor level, this

assessment would include the likelihood of each of the candidates could be appointed

to the rank desired, with tenure.

 

The conclusions of the committee will be communicated in a memorandum that is to

include the following elements:

  • A description of the process through which the position was advertised and through which the committee decided on campus invitations.

  • A discussion of each of the candidates—their strengths and weaknesses, what benefits they might bring to the school, the campus visit, and any reactions of faculty, staff, and students who met with them.

  • A recommendation concerning which of the candidates would be recommended by the committee as “above the line.”

 

12. Faculty Meeting and Faculty Vote

Technically, the committee’s work is completed once this memorandum has been

written and forwarded to the Dean and faculty. However, it has been a long-standing

practice in the School to have an open discussion in a meeting of the Faculty

Committee, so that the faculty committee has an opportunity to make an independent

recommendation to the Dean.

 

In the faculty meeting where this discussion takes place, the search committee first

presents its summary and recommendation to the faculty, and the Dean then leads a

faculty discussion. At the conclusion of this discussion, the Faculty Committee will

vote on whether each candidate invited to campus is “above the line” or “below the

line.” Because it is important that the Dean have as much information as possible, for

tenure track candidates voting faculty will identify themselves as tenure-track (TTK),

or professional track (PTK).1 For candidates for whom tenure would need to offered, the ballot will also allow TTK faculty to identify themselves by rank. The ballot for this vote will provide distinct choices for “above the line” and “below the line”.

 

The Dean will make the aggregate results of the vote available to anyone on the Faculty

committee who requests those results.

 

The Dean then will make job offers as (s)he deems appropriate, and will communicate

the results of the negotiations to the search committee and faculty once they have been

completed.

 

13. Once Closed

After the search process has concluded (all offers to be made have been accepted or

rejected), the search chair is responsible for contacting all candidates who reached the

phone interview and campus visit stages and notifying them that the search has concluded.

The search coordinator then contacts UHR to remove the posting from the web. The search

coordinator makes sure that all applications are sorted properly in eTerp and emails are

sent from the system to notify applicants that the position is filled.

 

 


 

1 Professors of the practice will vote with PTK faculty, unless the candidate is being considered for a Professor of the Practice appointment, in which case they will vote with TTK faculty.


 

Procedure Governing Payment of Expenses for Travel to Professional Conferences

Published: June 13, 2018

 

The School of Public Policy has an interest in encouraging participation by faculty members in professional meetings that advance its mission and research culture. At the same time, the school has limited resources available for this purpose. For this reason, we are establishing a specific procedure governing the request by faculty for support to attend professional conferences.

 

Requests will be considered twice per year: In July for conferences occurring between September and the end of January; and in December for conferences occurring between February and August. Deadlines for requesting support are as follows:

 

July 15 for the September‐January conference approval period; and

December 15 for the February‐August conference approval period.

 

The following factors will be considered in deciding on whether to provide support, and how much support to provide:

 

1. Whether the faculty member has research funds that can be used to support the requested travel. Faculty with research funds are expected to use those funds first, prior to requesting funds from the School.

 

2. Whether the faculty member is an active participant in the conference, defined as having a formal role on the program (chair, panel member, discussant, membership on a leadership committee). Preference will be given to faculty who are participating on a panel where a formal paper is a requirement of participation.

 

3. The centrality of the specific conference to enhancing the visibility of the School with constituencies that can assist in building our reputation and rankings. To that end, participation in the NASPAA and APPAM conferences are considered as the highest priority. For travel to meetings other than NASPAA and APPAM, the School will consider support for conferences that advance the School’s mission.

 

4. The location of the conference: the School will generally only pay for domestic travel.

 

5. The appropriateness of the specific request for support; For example, for meetings held in the Washington metropolitan area, the School will pay only for meeting registration.

 

All requests for conference travel expenses should be made to the Senior Associate Dean, who will make decisions on the level of support to be provided and communicate those decisions by August 1 (for the July 15 application deadline) or January 1 (for the December 15 application deadline).

 

Procedure for Events Scheduling

Published: June 13, 2018

 

The School of Public Policy values that a robust calendar of events throughout the year builds community, increases external recognition, enhances the School’s scholarly and policy networks, and provides opportunities for students, faculty, and staff. This procedure seeks to ensure a comprehensive and cohesive calendar of events that advances the School’s mission in all areas.

 

1. Applicability

An activity is deemed an “event” and hence subject to the provisions herein if it meets any of the following criteria:

  1. Persons external to SPP are being engaged in a substantial manner (e.g. keynote speaking, panel member)

  2. Persons external to SPP are being targeted as attendees

  3. It is serving the whole population, or a significant subset, of faculty, staff, or students

  4. It is to be held in a non-exclusive University space (e.g. classrooms, shared conference spaces, SPP Atrium, Stamp Student Union, Riggs Alumni Center, The Clarice Smith Performing Arts Center)

Activities that meet any of the above criteria but are carried out within previously assigned, long-term spaces (e.g. faculty/staff offices, scheduled course classrooms) are not considered events for the purposes of this policy. If an external person of note is engaged in such a ‘non-event’ activity, it is requested that External Relations be informed.

2. Responsibilities

Overall responsibility for managing the School’s event schedule rests with External Relations. This includes management of both date/times, and non-exclusive School space. The Director of Communications from the External Relations team acts as the primary point of contact.

3. Scheduling

The event organizer shall initially complete an Events Form. A copy of the form will be automatically emailed to the event organizer. Organizers will receive a response within two business days.

Up to two potential dates/times can be sought from the External Relations Team for a given proposed event to allow for scheduling discussions with event participants. These potential dates/times will be held for a period of five business days. During this period, these potential dates/times will not be released to another person for scheduling.

If the event is to be staged in non-exclusive School space, this space can also be requested held (if available) in association with the date/time holds. Organizing spaces outside of SPP will be the responsibility of the event organizer through the appropriate channels, however the organizer is encouraged to include a member of the external relations team in this process (ex. carbon copy on emails).

The hold on potential dates/times will be released after five business days if an event date/time is not confirmed by the organizer, or if requested released by the organizer. At the end of the five business day period, if no other person has indicated interest in the dates, the hold can be extended for another five business day period.

An event will be considered confirmed once the External Relations Team has received emailed confirmation of the event’s (a) date and time; (b) location; (c) title (which can be tentative); (d) key participants; and (e) budget source. Confirmed events will be added to the School’s main events calendar, which exists both on the website [insert web link] and in Google Calendar [insert Calendar link].

4. Central School Events

Prior to the start of each semester, the External Relations team will work with each SPP unit to place central School events on the calendar. School events encompass those related to governance and academic matters (e.g. assemblies, faculty meetings, open houses, admitted students, town halls, etc.). The Director of Communications will coordinate with UMD Course and Classroom Scheduling Services as needed to secure space within SPP that is classified as General Purpose Classrooms (GPCs) for these events (VMH1107, VMH1203 & VMH1207).

5. Standing Events

After the scheduling of GPCs by UMD Course and Classroom Scheduling Services, and the scheduling of central School events, the School will secure, to the extent possible, remaining spaces within SPP classified as GPCs (VMH1107, VMH1203 & VMH1207).

Once space resources are known, the External Relations Team will notify the School community regarding requests to host regularly occurring events (those recurring on a weekly, bi-weekly, or monthly basis) that will be held in non-exclusive School space. For the purposes of standing events, non-exclusive School space refers only to classrooms. These requests will be accommodated to the extent possible given space resources.

It is the responsibility of the organizer of a standing event to confirm the event with the External Relations team no later than four weeks beforehand. If the organizer fails to confirm the standing event, the space will be made available for other events.

Standing events do not confer any scheduling preferences vis a vis other events. The dates/times of such standing events will not be withheld from other event organizers. If the organizer of a standing event wishes to hold it in a space other than that it currently occupies, the process in Section C is to be followed.

Requests for standing events may be submitted and approved, however at the School’s discretion they may be moved with notice due to larger non-standing events, such as VIP lectures, symposiums, or similar events. Every effort will be made to reschedule events that are moved due to these circumstances.

6. Weekly Events Email

For an event to be included in the School’s weekly events email distributed on Monday morning, the confirmed details must be received no later than Thursday at noon the week prior.

7. Dean’s Participation

If the event is to include the participation of the dean, the event organizer must also coordinate with the Executive Assistant to the Dean well in advance of the date of the event. Indications of the dean’s availability are subject to change, and should be re-confirmed prior to confirming the event.

8. University Leadership Participation

If the event is to include the participation of University leadership (deans, vice presidents, Provost, President, Trustees) in the event, this should be included on the Events Form. The Office of the Dean will directly extend invites as appropriate, or facilitate the extending of invites.

9. Donor and Partner Participation

If the event is to include the participation, or targeting, of donors and partners (either current or potential), this should be included on the Events Form. A member of the External Relations team will follow up as necessary.

10. Maryland State Government Participation

If the event is to include the participation of persons from Maryland State government (Governor’s Office, legislators, administration officials), this information should be included on the Events Form. A member of the External Relations will follow up to ensure the University’s Government Affairs office is engaged as appropriate.

11. Federal Government Participation

If the event is to include the participation of persons from Federal government (cabinet and elected officials), this information should be included on the Events Form. A member of the External Relations will follow up to ensure the University’s Government Affairs office is engaged as appropriate.