This report was written in the wake of the June 2007 tenure and promotion denial cases of Drs. Norman G. Finkelstein, then assistant professor of political science and Mehrene Larudee, assistant professor of international studies. The task force report is notable for its precision, organisation and dedication to academic freedom and shared governance. Issues of unwarranted and systemic dismissal by the University Board on Promotion and Tenure of positive recommendations from department, college level committees and dean, the egregious influence by outside advocates and the behavior of certain faculty in soliciting external allies and submitting minority reports are directly challenged by the FGC Task Force on Academic Freedom and Shared Governance. This is a document that should become the gold standard in higher education in assessing and advocating the reversal of highly politicised and poorly conducted tenure and promotion cases at an institution of higher learning.
October 12, 2007
Dear LAS [Liberal Arts and Sciences] Colleagues:
In June 2007 the LAS Faculty Governance Council created and charged a task force to examine procedure, policy and academic freedom concerns arising from a set of six recent tenure and/or promotion denials. Attached is the resulting report of the FGC [Faculty Governance Council] Task Force for Academic Freedom and Shared Governance. The report builds off of the past year’s record in providing a detailed analysis of tenure and promotion processes and academic freedom protections laid out in the Faculty Handbook and LAS Promotion and Tenure Guidelines.
Several aspects of the 2006-07 record were of concern to Faculty Governance Council when it created the task force. Four of the six cases, denials of promotion to full professor for LAS associate professors, constituted all cases for promotion to full professor forwarded from LAS to the university board in 2006-07. All four of those applicants had received the support of the college dean, the college personnel committee and their home units. All were rejected for promotion after a negative vote of the university board and acceptance of the board’s decision by the university president.
The two tenure denials followed a similar pattern: strong or unanimous home unit and college personnel committee support followed by negative vote of the university board and acceptance of the board’s recommendation by the president. The college dean gave a positive recommendation in one of the tenure cases, and a negative recommendation in the second. In addition, the Faculty Governance Council had voiced concerns in a November 2006 letter about interference from outside parties in the case of one of the
LAS applicants for tenure.
I am hopeful the task force report will inform a college-wide discussion regarding ouvision for future promotion and tenure practice and policy in LAS. As Chair of the college governance council, I thank the Task Force for its work, and commend its members for pursuing this project with great integrity and in a spirit of collegial shared governance. I see the report as an important step in protecting a fundamental principle of shared academic governance and academic freedom at DePaul: that departments and programs have primacy over academic personnel evaluation, including decisions on tenure and promotion.
Please read the task force report and post freely your comments or questions on the linked comment page. The next steps in this process should involve an open deliberation of the issues raised in the report, in particular its recommendations for action.
Sincerely yours,
Gil Gott,
Chair, Faculty Governance Council

FGC Task Force on Academic Freedom and Shared Governance
Report on Shared Governance
In the summer of 2007, the Faculty Governance Council authorized the creation of the Task Force on Academic Freedom and Shared Governance. This task force was charged with investigating potential violations of academic freedom and shared governance practices in the LAS promotion and tenure denials announced in June 2007. This part of the task force’s report, on shared governance, was written by consulting the college’s, university’s, and profession’s governing documents on shared governance, especially those dealing with the various issues, criteria, policies, procedures, and constituencies involved in the promotion and tenure process. While working on this report, the task force also carried on a parallel investigation of the specifics of the two LAS promotion and tenure denials and the generalities of the four LAS promotion denials. Emphasis has been added to the quoted texts by italics.
1) Criteria for tenure and promotion. Collegiality and Vincentianism. Review of criteria (by University Board on Promotion and Tenure [UBPT]).
Background: In at least one instance this year, an LAS faculty member going up for tenure and promotion was labeled insufficiently “Vincentian” or un-”Vincentian” by the dean. This formed the basis of the dean’s unwillingness to endorse the unanimous vote of the College Personnel Committee (CPC) for tenure and promotion. This raises issues regarding what criteria are to be considered in tenure and promotion cases and whether “Vincentianism” or collegiality should factor into any consideration for tenure and/or promotion.
Criteria for tenure and promotion
General criteria for tenure and promotion are stated in the university Faculty Handbook (FH), in accord with AAUP [American Association of University Professors] criteria and guidelines for faculty peer reviews. These are found, generally, in section II, “Academic Rank and Titles” (FH, II, p. 1):
GENERAL CRITERIA
The principal criteria for initial appointment and promotion in academic rank are quality of teaching; scholarship, research or other creative activities; and service. (p.1)
The expectations of each rank regarding all three-”teaching; scholarship, research or other creative activities; and service”-are specifically referred to in the subsequent description of the ranks of “assistant professor,” “associate professor,” and “professor” found on pp. 1-2. These are the only three criteria for evaluation and review mentioned
FGC Task Force on Academic Freedom and Shared Governance 2 in the FH. These criteria are also restated in section V, “Evaluation of Faculty” (FH, V, p. 2):
Promotion and Tenure Review
General Criteria
DePaul University shall appoint, retain, promote, tenure and reward faculty who best help the university attain its goals and fulfill its mission, as these are articulated in this Faculty Handbook.
The criteria for the decisions are the quality of the candidate’s:
1. teaching and learning
2. scholarship, research, and/or other creative activities, and
3. service to the university (p.3)
This section elaborates on the university definitions, guidelines, criteria, and evaluation processes of candidates for tenure and promotion, based on teaching, scholarship, and service (FH, V, pp. 3-9). Central to the general statements found in this section are three significant prefatory paragraphs that assign the home unit the primary authority to develop guidelines and further explicate these criteria that meet university approval (p.3). Comment 1.1: These three criteria are the hallmarks of peer review established by the AAUP. There is no indication in this section about a fourth, and overriding, criterion: collegiality or “Vincentianism.”
Collegiality and Vincentianism
In addition to the university FH, the College of LAS “College Promotion and Tenure Procedures” (LAS P&T) document offers three additional statements regarding criteria and process in its section 5 “Criteria” (LAS P&T, 5, p. 4).
The first, 5.1, indicates that “The College of Liberal Arts and Sciences recruits and retains faculty who combine enthusiasm for teaching with a commitment to scholarship, research, and collegiality.”
Significantly, the section elaborates only on the first three-teaching, scholarship, and research-and emphasizes the first as paramount. For instance, “If tension should arise between teaching and research, the college supports effective teachers who have limited research agendas….”
The second additional statement, section 5.2, offers a gloss on “collegiality” which is rather limited and very vague:
Collegiality is central to the success of the college and carries with it both benefits and responsibilities. Collegiality means participation in the governance and the intellectual life of the university; it means an acceptance of teaching as the primary mission of the college and the University; it means a respect for the unique traditions of DePaul as a Catholic, Vincentian, and urban university; it means a presence on campus for the benefit of other faculty and of students.
FGC Task Force on Academic Freedom and Shared Governance 3
Comment 1.2.0: In one of these glosses (italicized, above), collegiality seems to be derived from DePaul’s mission as a “Catholic, Vincentian, and urban” institution, but there are problems here. First, nowhere are these terms defined. Second, nowhere is one of these values given preeminence anywhere in the LAS P&T document (that is “Vincentian” over, say, “Catholic“). Third, nowhere in any of the previous procedures, and conspicuously absent from section 2 “Promotion/Tenure Documentation” (pp. 1-2), is there any mention of collegiality as a criterion (indeed, it is only listed in section 2.5.1
“External References for promotion to Full Professor,” requiring departments to comment on a candidate’s collegiality in its recommendation to full professor; given that the LAS faculty member in question was up for tenure and promotion to the rank of associate professor, this should not have been applied at all). Fourth, nowhere does the document ask departments or programs to develop a unit definition of the “collegiality” criterion or a process for evaluating a candidate against the criterion. And, fifth, nowhere does the document provide guidance to candidates for tenure and promotion on how to prepare a dossier that includes a statement on-and supporting evidence for-collegiality.
Comment 1.2.1: Additionally, the AAUP has been very clear on rejecting collegiality as a criterion for evaluating faculty. See its statement on collegiality as an evaluative area:
(http://www.aaup.org/AAUP/pubsres/policydocs/collegiality.htm). The organization’s main concern is that “The elevation of collegiality into a separate and discrete standard is not only inconsistent with the long-term vigor and health of academic institutions and dangerous to academic freedom, it is also unnecessary” (AAUP: “On Collegiality as a Criterion for Faculty Evaluation”).
Comment 1.2.2: Finally, the third additional statement, section 5.3, charges departments to develop unit criteria to reflect the “general criteria adopted by the University”; however, these criteria, listed above, only list:
1. teaching and learning
2. scholarship, research, and/or other creative activities, and
3. service to the university (FH, V, p.3)
This is in keeping with section 5.4 of the LAS P&T document, where there is, again, no mention of collegiality.
Review of criteria (by UBPT)
According to the FH (FH, II, p. 1): “Criteria, which are approved by and included in official documents of the academic units, are as binding on the members of those units as are the general university standards for which they provide explication.” The FH, therefore, recognizes explications of university standards, without explicitly recognizing additional or overriding criteria and standards. Indeed, this statement of the FH (above) goes on to state: “Should there be a difference between the two sets of criteria, those of the university shall prevail.”
Comment 1.3: Department or program criteria are ultimately submitted to the University Board on Promotion and Tenure for approval. According to past practice, unless the department or program hears to the contrary, the criteria are considered “approved” and operational. In the absence of any prior notification to the contrary, the home units can only assume that their “explications” of university standards are acceptable. Tenure-track FGC Task Force on Academic Freedom and Shared Governance 4 faculty within these home units assume that the “explications” are expectations and plan the probationary stages of their careers accordingly. Tenured faculty within these home units assume that the “explications” will guide them in mentoring and evaluating their tenure-track colleagues. All of this is done by home units and their faculty in good faith.
That faith is challenged or even broken when the process fails to live up to its promise or operates by criteria which have been changed without discussion and/or dissemination.
The task force believes that this is the current critical situation in the college.
2) Rights and responsibilities of faculty, generally, on matters of personnel. Rights and responsibilities of faculty, specifically, during the stages of review at all levels: department, college, university.
Background: In the cases of the two tenure denials and four promotion denials (to full professor), the recommendations of the department or program, as well as the recommendations of the CPC were set aside and “overruled” by the UBPT. In five of the six cases, the recommendations of the dean were also set aside and overruled. This raises the question of the rights, responsibilities, and powers of the three separate levels of review.
Rights and responsibilities of faculty, generally, on matters of personnel
The governing documents from units to college to university are framed by the language, sometimes explicit, often implicit, of rights and responsibilities.
For example, in the section on “Faculty Governance and Participation in Governance,” the university FH states:
6. Faculty governance regarding academic programs, curriculum, and faculty status regularly takes place through departments, programs, colleges and schools. Primary governance within these bodies shall continue as in the past to reside within these bodies as well (FH, I, pt. 6, p. 2).
This FH section goes on to assert the “Primary Responsibilities of the Faculty”:
The faculty is vested with primary governance responsibility of academic and scholarly activities and faculty personnel matters within the University, including the following:
2. Academic freedom, including rights and responsibilities.
3. Standards and procedures concerning faculty promotion, tenure, appointments, retention, and performance.
4. Adjudication of grievance and disputes in all matters involving faculty members. (p.2) …
7. Matters pertaining to research, scholarly, and creative activities. (p.3)
FGC Task Force on Academic Freedom and Shared Governance 5
Rights and responsibilities of faculty, specifically, during the stages of review at all levels: department, college, university
Section V, “Evaluation of Faculty,” sharpens the rights and responsibilities of the faculty in the home unit (i.e., department, program, college) re: developing guidelines and criteria for faculty peer review. Three paragraphs stand out for emphasis and are quoted in full:
The determination that an individual meets these criteria is made primarily on the basis of guidelines promulgated by the candidate’s department or - in the absence of departmental structures - by the college or school, which state what is to be expected of faculty with regard to the above areas.
These guidelines are to be informed by criteria specific to that unit’s professional discipline, field or interdisciplinary area. The academic unit employs these guidelines only after they have been approved as being consistent with the general university criteria stated in this Faculty Handbook (following section). The University Board on Faculty Promotion and Tenure, consisting of representatives from the colleges or schools appointed by the Faculty Council, shall be responsible for making these determinations.
Decisions subsequent to that made at the initial level shall consider the method and care of application of the approved standards by the lower level unit(s), including matters of stringency, consistency, and fairness, in addition to any unusual implications the decision may have at thecollege/school or university level. Only in cases where lower level decisions are judged to be deficient in significant respects shall upper level units make their own application of the substantive criteria of the candidate’s scholarly or artistic area (FH, V, p.3).
Comment 2.1: In the second paragraph (above), the role of the UBPT is to review and approve the guidelines “as being consistent with the general university criteria stated in this Faculty Handbook.” There are two points to reiterate: first, that the university criteria are limited to teaching, scholarship, and service and, second, that the home unit has the responsibility for interpreting these criteria within the standards and expectations of its field (”where one’s peers are assumed to represent the institution’s best expertise in the relevant academic field” FH, V, p.3). In the event that this interpretation is not consistent with-or rigorous enough to meet-university criteria and expectations, the implication is strong that the UBPT will notify the home unit of any such inconsistency or deficiency.
Note that the FH imparts two possibly contradictory powers to upper levels of review in the third paragraph. On the one hand, the UBPT is limited to an assessment of the home unit’s review process and its “stringency, consistency, and fairness.” On the other it may “consider… any unusual implications the decision may have at the college/school or university level.” These “implications” are not, however, articulated in this section (asthey are in the AAUP standards, which include shifting academic priorities and financial exigency). However, the final statement in the passage (italicized above) reiterates that the primary rights and responsibilities reside with the home unit.
FGC Task Force on Academic Freedom and Shared Governance 6
The FH also indicates, in this same section, under “Guidelines and Criteria,” that in addition to the home unit’s assessment of effective teaching and service,
4. The faculty of a department, college or school will determine which forms of scholarship particularly advance and communicate knowledge within a disciplinary or interdisciplinary field and how the products of scholarship will be weighed. (FH, V, p.5)
Role of the UBPT
The FH develops the role of UBPT further in this section. Specifically, the FH states that The board [UBPT] shall have the following responsibilities:
1. to apply current university-wide standards and criteria for tenure and promotion;
2. to review: a) the candidates['] application and supporting materials, b)recommendations from prior levels, and c) the application of departmental and/or college criteria to the candidate;
3. to recommend action for tenure and/or promotion of the candidate;
4. to review college/school guidelines and criteria to insure consistency with stated university expectations as well as reasonable application of these criteria to the evaluation of faculty members (FH, V, p.14).
The first point is related to the criteria raised in section 1 of this document (see above).
(There are also a few general and preliminary comments on ranks found in the FH, V,
pp.4-10.) The fourth point is likewise related to the UBPT review of department, program, and college “explications” of university criteria (again, see section 1, above).
The third point is important. Here, the nature of the “recommendation” is constrained by the wording of the second point, which limits the UBPT review to “the candidates['] application and supporting materials, b) recommendations from prior levels, and c) the application of departmental and/or college criteria to the candidate.” Again, this assigns substantive reviews primarily to the home unit(s) and procedural reviews primarily to theupper levels of review. The FH does not assign any additional specific authority to the
UBPT beyond these (e.g., to override lower level reviews on substantive grounds), nor does it elaborate on any criteria used by the committee to allow for greater authority or discretion, nor does it provide any procedural guidance to the board (or to the faculty it is to represent) to allow for greater authority or discretion.
The primacy of the home unit in conducting “substantive reviews”
Significantly, the FH closely follows the AAUP policy statement on “Procedural Standards in the Renewal or Nonrenewal of Faculty Appointments” in its main elements.
The AAUP statement allows for “review” (i.e., appeal) of prior decisions based on either violations of academic freedom (or bias) and/or procedure. This section of the task force review will concentrate on the latter point and the AAUP statement will be presented extensively. Here, “review” refers to the appeal process, in the context of what is and is not within the purview of the “review,” or appeal, committee. The point that we wish to emphasize is the language regarding the significance of the home unit review to issues of “professional judgment,” “primary authority,” and the “tradition of departmental autonomy.”
FGC Task Force on Academic Freedom and Shared Governance 7
Three paragraphs from the AAUP document stand out for emphasis and are quoted in full:
Review Procedures: Allegations of Inadequate Consideration
Complaints of inadequate consideration are likely to relate to matters of professional judgment, where the department or departmental agency should have primary authority. For this reason, the basic functions of the review committee should be to determine whether the appropriate faculty
body gave adequate consideration to the faculty member’s candidacy in reaching its decision and, if the review committee determines otherwise, to request reconsideration by that body.
It is easier to state what the standard “adequate consideration” does not mean than to specify in detail what it does. It does not mean that the review committee should substitute its own judgment for that of members of the department on the merits of whether the candidate should be reappointed or given tenure.3 The conscientious judgment of the candidate’s departmental colleagues must prevail if the invaluable tradition of departmental autonomy in professional judgments is to prevail. The term “adequate consideration” refers essentially to procedural rather than to substantive issues: Was the decision conscientiously arrived at? Was all available evidence bearing on the relevant performance of the candidate sought out and considered? Was there adequate deliberation by the department over the import of the evidence in light of the relevant standards? Were irrelevant and improper standards excluded from consideration? Was the decision a bona fide exercise of professional academic judgment?
These are the kinds of questions suggested by the standard “adequate consideration.” If, in applying this standard, the review committee concludes that adequate consideration was not given, its appropriate response should be to recommend to the department that it assess the merits once again, this time remedying the inadequacies of its prior consideration.
The task force, in presenting this excerpt from the AAUP statement on “Procedural Standards in the Renewal or Nonrenewal of Faculty Appointments,” recognizes that it is using an AAUP statement which is in explicit support of an appeal process and which sets out the specific procedure for such a review. The task force wishes to emphasize the following points: 1) that there is a consistency throughout the various relevant AAUP policy and procedure statements regarding the primacy of the home unit’s expertise and experience in determining the criteria and expectations within its disciplinary or interdisciplinary field and applying them in the evaluation of its probationary faculty;
2) there is great congruity between these AAUP statements and the FH’s “evaluation of faculty” policies and procedures regarding the levels of review and the limits placed on reviews above those of the home unit; and 3) that this specific AAUP statement reasserts the primacy of the initial home unit review, the limited focus of later reviews (in this case, appeal reviews, but it is the task force’s assertion that this also applies both implicitly and explicitly in the FH to the UBPT review), and the right of appeal. In essence, the AAUP statement is clear that procedural violations include the setting aside FGC Task Force on Academic Freedom and Shared Governance 8 of review recommendations held in home units on non-procedural grounds. The FH is in fundamental agreement with the AAUP on this point.
Comment 2.2: The FH is ambiguous in one part only (V, p. 3), noted above, regarding UBPT review criteria. However, seen in light of its own and the AAUP statements regarding shifting academic priorities and financial exigency, the UBPT may act to “consider… any unusual implications the decision may have at the college/school or university level.” Again, both the FH and the AAUP statement assign primary rights and responsibilities for review criteria and evaluation to the home unit, and the AAUP considers any deviation from this process a possible violation of “inadequate consideration” and subject to “appeal.”
Comment 2.3: The task force is very concerned about the inadequacies of the current College of LAS’s “College Promotion and Tenure Procedures” (LAS P&T) document.
There are serious gaps throughout the document, as well as loosely organized procedures. The document states, with some lack of clarity and organization, that home units are responsible for developing specific review criteria and procedures, but it does not state how their faculty review reports are to be processed and evaluated by the College Personnel Committee. The task force attempted to acquire information regarding the criteria and procedures used by the College Personnel Committee, but the information that is available is based on “previous practices,” not on any agreed upon document.
There are issues that are of concern, among which are: how are meetings conducted? who chairs the committee? who manages the personnel files and dossiers? who is responsible for managing any written records of the committee? does the committee write its own recommendation to the dean and the UBPT? if not, why not? if such a recommendation is to be forwarded, how will it be assessed by the UBPT (of equal value to the dean’s? of lesser? of greater? why?)
One of the most important recommendations that this task force can make is to urge the development-by the FGC-of a clear and workable LAS P&T document that addresses these and other concerns.
Comment 2.4.0: The task force is also very concerned about recent statements by university officials that the faculty peer-review process is a faculty-driven process.
While this is generally true, it requires certain caveats and raises significant concerns about whether this is strictly true. In the first instance, any level of the faculty peerreview process is susceptible to influence and/or pressure from administrative officers, especially those-like a dean or provost-who chair the review committees. While this may, or may not, have happened in recent cases, the system as currently structured allows opportunities for such subtleties or abuses. This becomes even more problematical when the only written statement of the review committee deliberations is drafted by those administrators, or the representatives of those administrators. The task force recommends that, while an administrative presence may be desirable (and the committee maintains that it is), the role of the administrator should be non-voting and relatively passive, except in cases when there is the potential for unfairness and/or injustice towards a candidate up for review.
Comment 2.4.1: The review committees at both the college and university levels should be responsible for documenting their separate recommendations in writing. These recommendations should be part of the review process at all levels. This should be true in all cases, but should be particularly true whenever college and university recommendations differ from those of the home units. Looked at another way, since FGC Task Force on Academic Freedom and Shared Governance 9
“[t]he determination that an individual meets these criteria is made primarily on the basis of guidelines promulgated by the candidate’s department” and “[t]hese guidelines are to be informed by criteria specific to that unit’s professional discipline, field or interdisciplinary area,” the FH requires that these home units conduct intensive internal peer reviews and report their findings through formal reports. The FH stipulates that “[o]nly in cases where lower level decisions are judged to be deficient in significant respects shall upper level units make their own application of the substantive criteria of the candidate’s scholarly or artistic area” (all three quoted passages from FH, V, p.3).
The task force believes that these upper-level review committees (at the college and university levels) should be required to submit formal reports which indicate the bases for agreement or disagreement with the recommendations of the home unit(s). These reports will also provide the foundation for any rebuttal on the part of the candidate, the home unit, or mid-level review committee (when appropriate).
Comment 2.4.2: In the second instance, the claim that “the faculty peer-review process is a faculty-driven process” while generally true, is not strictly true in recent cases. In the case of Dr. Finkelstein, faculty peer reviews at the home unit and college levels were set aside by the UBPT, without any clear statement outlining the lower-level unit’s “deficiency in significant respects” of the application of agreed-upon criteria and standards. That is, the recommendations of two levels of faculty peer-review were reversed by a third level, without clear and justified cause.
In the cases of Dr. Larudee and four applicants for promotion to the rank of full professor, in addition to the overwhelming support of faculty peer reviews at both the home unit and college levels, the dean of the college also submitted strong letters of support. These faculty (and administrative) recommendations were also set aside by the UBPT. Therefore, the taskforce asserts that the more appropriate claim is that one level (unfortunately, the upper level) of the faculty peer-review process overruled two levels of the faculty peer-review process (in some cases, two levels of unanimous faculty peer-review recommendations), without demonstrating why the lower level reviews were in any way insufficient. Indeed, even more significantly, one or two faculty members on the UBPT overruled two levels of the faculty peer-review process.
3) Role of the administration, generally, in the review process. Roles of the Dean, Provost, and President.
Background: Throughout the tenure and promotion process, administrators are involved in convening personnel committee meetings, making recommendations, and reaching “final” decisions. This raises issues regarding the authority of administrative officers and whether there is any inconsistency between that authority and the principles of shared governance. In the six LAS cases under review here, only one involved a negative recommendation by the dean. All six involved negative recommendations (or reports) at the level of the provost and “decisions” at the level of the president.
Role of the administration, generally, in the review process
DePaul, as with other universities, places those with faculty status into administrative positions throughout the academic hierarchy.
FGC Task Force on Academic Freedom and Shared Governance 10 The process of peer review involves these faculty-administrators at every stage. At the college or school level (the “second stage of the review”), the FH recognizes, among others, the responsibility of the dean to submit a recommendation on tenure and promotion to the UBPT. At the university level (the “third stage of the review”), the FH acknowledges the responsibility of the provost or EVP-AA to make “a recommendation to the president based on the university board’s decision.” Finally, the president makes the “final decisions” (FH, V, pp.13-14). These will be considered more fully below, with the complete relevant passages from the handbook.
Role of the Dean
According to the FH, the dean is to monitor the schedule for promotion and tenure and submit a recommendation to the next level of the review. However, the FH also allows for the creation of a college personnel or review committee: The academic dean of the respective college or school conducts the second stage of the review. In this process, a college or school personnel committee may advise the dean. The dean has the responsibility for submitting a comprehensive review of each candidate. When the dean’s decision differs from that of the tenured faculty, college or school personnel committee (where one exists) or departmental recommendation, the dean shall inform all involved parties of his or her decision and the underlying reasons.
The dean’s formal recommendation to the University Board on Faculty Promotion and Tenure shall also explicitly cite the reasons that comprise his or her recommendation. Regardless of whether they are in accord, the dean and the college or school personnel committee may submit separate recommendations, if desired. The dean’s recommendation, the recommendation and numerical vote of the personnel committee, along with the candidate’s supporting material are to be submitted to the executive vice president for academic affairs on or before the appropriate date as specified for a specific college or school…(FH, V, p.13).
The college’s P&T document mentions the existence of the College Personnel Committee (CPC) in the “calendar” (1.2-1.4) and “procedures” (4.1) sections. The document has only one significant procedural comment, that the “College Personnel Committee will meet to consider these requests [for promotion and tenure] and to make recommendations to the dean” (1.3, p.1). There is nothing in the document which explains the nature of the deliberations (e.g., who chairs the meeting, whether minutes will be kept, etc.), whether there is to be a separate CPC report (along with a vote), nor whether the CPC can or should send a rebuttal in the event of a disagreement between the dean and the CPC. The task force requested a copy of any other governing document, but was told that none exists.
Comment 3.1: The task force recognizes the importance of including our administrative colleagues in the faculty review process. But, the task force also recognizes that thecurrent LAS P&T document does not adequately or explicitly state the role of the dean in the LAS CPC review process, nor does it state the relationship and responsibilities of the dean and the CPC when they differ. This creates a significant gap in policy and procedure that threatens the assumptions of shared governance. While the FH and the P&T document allow for faculty input at the second level, the CPC’s recommendation is FGC Task Force on Academic Freedom and Shared Governance 11 communicated, by way of the dean, only as a summary of discussions and the final vote for or against promotion and/or tenure. The task force recommends that the CPC develop procedural guidelines that include a separate written committee report, as well as a rebuttal, if deemed necessary by the CPC.
Role of the Provost
The role of the provost/EVP-AA is also somewhat vague. The FH states that:
The third stage of the review is by the University Board on Faculty Promotion and Tenure, which meets during the spring quarter. The executive vice president for academic affairs makes a recommendation to the president based on the university board’s decision (FH, V, p.13).
Comment 3.2: Again, there is a serious policy and procedure gap, similar to the one above (3.1). There is no explanation whatsoever of the function of the prov