DRAFT 9-14-07
FACULTY GOVERNANCE COMMITTEE REPORT
Proposed New Section to Appendix L. ECU
Code
H. Faculty input to
the Chancellor and his/her representatives in the evaluation administrators.
1. Introduction.
The
East Carolina University community believes every university employee deserves
regular evaluation of his or her performance of professional duties as they
relate to a formal job description and the university's needs. This process
should be honest, open, and forthright; including an acknowledgment of the
employee's achievements, as well as an assessment of his or her ability to
match the university's expectations, and a determination of areas needing
improvement.
The
evaluation of ECU’s administrators is the responsibility of the Board of
Trustees, the Chancellor, or his/her representatives. In the evaluation of the
academic officers, the input of the faculty is of primary consideration,
although input from a variety of other groups is also necessary and must be received . In the evaluation of the Chancellor, the views of
constituencies other than the faculty are as important as those of the faculty.
The
procedures described in this policy are designed to serve the following
purposes:
·
to enable the faculty to provide input to academic
administrators charged by the Board of Trustees or the Chancellor to conduct administrator
evaluations;
·to provide information to
administrators for the purpose of
self-evaluation and improvement of performance;
2. Criteria to be used by members of the faculty in providing
input in the administrative evaluation process:
a. Leadership - Promotes high standards in the areas of teaching, research/creative activity, and service; communicates priorities, standards, and administrative procedures effectively; articulates a vision for the future; communicates ideas in a clear and timely fashion to faculty, staff, and other University administrators; demonstrates listening skills; provides national and statewide visibility and recognition for the constituency; contributes to the leadership of the University and effectively advocates for all relevant constituencies.
b. Shared Governance – Supports the principles of shared governance; adheres to the policies of the ECU Faculty Manual and other established governance documents.
c. Planning - Works effectively with faculty and staff in identifying appropriate short-term and long-term goals, in setting priorities, and in focusing resources across all constituencies.
d. Administration and Management - Oversees the recruitment and appointment of highly qualified faculty and staff; provides support for the successful recruitment and retention of administrators, faculty and staff; manages the administrative office effectively; seeks input and accepts responsibility for decisions; provides for effective budget management; works effectively with other administrative officers; makes decisions in a timely fashion.
e. Diversity - Encourages diversity and implements mechanisms for attracting and retaining underrepresented groups; is responsive to cultural, ethnic, and gender diversity; demonstrates and encourages respect for all persons in the constituency and the University.
f. Teaching – Supports and fosters a climate that promotes excellence in teaching.
g. Research/Creative Activity – Supports and fosters a climate that promotes excellence in research/creative activities.
h. Service – Participates in service activities related to the fulfillment of the University’s mission.
i. Development - Within the context of the administrative office, works to identify and pursue philanthropic support for the constituency; develops public and constituency support for the University.
j. Personnel Development - Supports and defends academic freedom; provides guidance, support and resources for faculty and staff development, particularly in promotion, tenure and evaluation; demonstrates equitable judgment and action.
k. Assessment - Effectively evaluates or assesses the units under his/her administration, acknowledges areas of excellence, and recommends areas where improvement is needed.
3. Faculty Involvement
The East Carolina University faculty believes that it is important that for the review of academic administrators be conducted so as to include as many as possible of the faculty constituencies with whom an administrator works. The involvement of faculty in substantive ways is critical to an effective evaluation.
Faculty involvement in the review of administrators shall be
initiated by the administrator charged by the Board of Trustees, the
Chancellor, or his representatives to conduct the review (hereafter to be named
the reviewing officer). The review of the
Chancellor shall be initiated by the Board of Trustees. In
September, the reviewing officer will notify the Chair of the Faculty to begin
the faculty portion of the review process.
4.
Timeframe
The reviewing officer
shall inform the constituent faculty of the need for a Review committee at
least 5 months prior to the faculty vote on the effectiveness of the
administrator. The committee will present its final report to the reviewing
officer before the vote occurs. In accordance with part F of Appendix L, the
faculty vote on the effectiveness of the administrator shall occur by the end
of March.
5. Selection of a Faculty Review Committee to
Provide Input in an Administrator Evaluation
To be eligible to serve
on a Faculty Review Committee, a faculty member must meet the
definition of voting faculty as noted above in Section A of this appendix.
For the evaluation of the Chancellor, the Faculty Review Committee will be
formed in the following way:
a. The Committee on Committees will provide a slate of
candidates for the Faculty Review Committee.
b. The Faculty Senate will elect 7 voting faculty members to the Faculty Review Committee during the November Faculty Senate meeting every fourth year concurrently with the Board of Trustees’ evaluation schedule.
For the evaluation of the Provost/Vice Chancellor for Academic
Affairs, Vice Chancellor for Health Sciences and Vice Chancellor for Research and
Graduate Studies, each Faculty Review Committee of 7 members will be formed in
the following way:
a. The Committee on Committees
will provide a slate of faculty candidates for each Faculty Review Committee
representing the
appropriate
constituencies for the administrator being reviewed.
b. The
Faculty Senate will elect 4 voting faculty members to each Faculty Review
Committee during the November Faculty Senate
meeting.
c. The Chancellor or his representative will appoint 3 members for each Faculty Review Committee.
For the review of Deans, Directors of Academic Library Services and the Health Sciences Library, Chairs, and Directors of Professional Schools, Centers, and Institutes with academic programs, the reviewing officer will convene a Faculty Review Committee which will be formed in the following way:
a. The officer will designate a committee of at least 3 persons and no more than 7.
b. At least two-thirds of this committee will be voting faculty members belonging
to the entire constituency of the office whose administrator is under review,
elected by secret ballot by a majority of the voting faculty members of that
constituency present, and voting at a meeting called for that purpose by the
reviewing officer.
c. The remainder of the committee (no more than one-third) will be chosen from
other constituencies in a manner designated by the reviewing officer.
The reviewing officer may request that the officer under
review suggest potential members of the Faculty Review Committee. Administrators
should not be appointed to Faculty Review Committees when they are themselves
undergoing review.
6. Procedures
The Faculty Review Committee is responsible for conducting it’s evaluation in accordance with the criteria established in Section 2. Criteria to be used by members of the faculty in providing input in the administrative evaluation process. The Faculty Review Committee is also responsible for the following procedural aspects of the review:
a. Meet with the reviewing officer to whom it reports to receive advice regarding specific areas for review and persons to consult, and to determine a proper timeline for the review to assure that the faculty evaluation material is ready in time to be included in the entire evaluation document.
b. Meet with the officer under review.
At this time, the officer under review will submit the administrative
performance portfolio (Attachment), and
may also suggest additional persons to consult. There should be no bar to
further oral or written communication after this meeting.
c. The committee may gather other information as suggested by the reviewing officer, the officer under review or at its own discretion; including, if appropriate, reviews by professionals outside the constituency regarding the performance of the officer under review in representing the officer’s unit externally.
d. The committee will determine a method of operation that allows maximum participation in a consistent way. The committee will submit that method to the entire constituent faculty as a public document. This document should:
i. State clearly how the review information will be sought.
ii. Specify the timeframe for written or oral evaluations of the performance of the officer under review by faculty.
iii. Specify procedures and state whether anonymous information would be accepted and, if so, how confidentiality will be maintained.
iv. Identify persons or groups with whom the committee wishes to speak.
v. Indicate openness to meetings with reasonable time limits with any individual or group that seeks access.
7. Review Reporting
Before the final faculty report is given to the reviewing officer, a draft of the report will be given to the administrator under review. It is appropriate to invite the administrator under review for an informal discussion of the findings. He or she shall be invited to prepare a written response. If he or she should choose to do so then any such response should be included with the final written report.
The Faculty Review Committee shall present a written report to the reviewing officer. For Deans, Directors of Academic Centers and Institutes, and unit code administrators, the final written report should be available to voting faculty, upon permission of the administrator under review, prior to the faculty’s vote on administrator’s effectiveness. The final written report shall be forwarded to the reviewing officer at the same time as the report of the results of the unit faculty’s vote on the administrator’s effectiveness.
The faculty report should:
a. Describe the main premises governing the report.
b. State clearly what information was used, and the sources of this information in assessing performance in relation to the standards of evaluation.
c. Give fair treatment both to the strengths and the weaknesses of administrator.
d. Clearly state whether:
i. The review is positive.
ii. The Faculty Review Committee has areas of concern, in which case recommendations for improvement should be provided.
iii. The review is negative.
The committee shall continue its work until it receives information on how the officer under review responds to constructive feedback and/or a final decision is made. After meeting with the officer under review the Faculty Review Committee will provide its report to the reviewing officer.
8. After the review
The reviewing officer
shall review the Faculty Review Committee’s report and inform the officer under
review, the Faculty Review Committee and the faculty of the unit of his or her
conclusions. A negative review shall constitute a recommendation from the
committee that the administrator be removed.
A decision to terminate an administrative officer’s appointment
ultimately rests with the Chancellor, although the recommendation is generally
made by the appointing officer. If the administrative officer under review is
the Chancellor, the decision to terminate shall be made by the Board of
Trustees.
The reviewing officer
will forward the report and his/her recommendation to the Chancellor.
The reviewing officer
or Board of Trustees shall publish a summary of the review, including a
statement of actions taken as a result of the review. The summary shall include
the principles, procedures, and criteria used in the review, but shall exclude
any legally confidential information. (For a list of specific information that
is appropriate to disclose see NC General Statutes #126-23.
________________________________________________________________
Attachment
The administrative portfolio is prepared by the officer under review and documents his or her performance during the review period.
The administrative portfolio for the Faculty Review Committee shall include the following documents and statements:
1. Documents
a. Cumulative Report for Reappointment, Promotion, and Tenure Form (see Part XII. of the ECU Faculty Manual);
b. unit strategic planning progress reports during the review period;
c. annual reports for the unit during the review period;
d. administrator’s annual report during the review period;
e. annual faculty evaluation survey results during the review period (if such surveys are conducted for the officer under review);
f. annual personnel evaluations by the supervisor of the officer under review performed during the review period.
2. Statements
The administrative portfolio shall include a reflective statement describing the officer-under-review’s:
a. administrative philosophy, strategies, and methodologies;
b. attempted innovations and assessment of their effectiveness;
c. a statement of objectives for the future of the administrative unit;
d. a written summary statement prepared by the officer under review that documents his or her performance during the review period. The summary statement shall address the evaluation standards referenced in Section H.2. above.
Upon permission of the administrator under review, the above documents and statements shall be forwarded to the voting faculty a minimum of five working days prior to their vote. If permission is denied, an abridged administrative portfolio, which shall include at least the following documents and statements, will be forwarded to the voting faculty a minimum of five working days prior to their vote.
The abridged administrative portfolio for voting faculty review shall include at least the following documents and statements:
1. Documents
a. Cumulative Report for Reappointment, Promotion, and Tenure Form (see Part XII. of the ECU Faculty Manual);
b. unit strategic planning
progress reports during the review period;
c. annual reports for the unit during the review period.
2. Statements
The administrative portfolio shall include a reflective
statement describing the officer-under-review’s:
a. administrative philosophy, strategies, and methodologies;
b. attempted innovations and assessment of their effectiveness;
c. a statement of objectives for the future of the administrative unit;
d. a written summary statement prepared by the officer under review that documents his or her performance during the review period. The summary statement shall address the evaluation standards referenced in Section H.2. above.
(Once the new Section H has been
approved by the Senate and the Chancellor, the original document
(currently referenced in Appendix L. Section F. as a link entitled Review of
Administrative Officers at ECU [see below] will be deleted from the appendix.)
REVIEW OF ADMINISTRATIVE OFFICERS
at EAST CAROLINA UNIVERSITY
1. Application
This policy shall apply to all code unit
administrative and all other senior university administrative positions
beginning August 1, 2002. These positions include, but are not limited to, the
following:
• vice
chancellors
• deans of the professional schools,
the College of Arts and Sciences, the Office of Undergraduate Studies, and the
Office of Graduate Studies
• directors of Academic Library
Services, the Health Sciences Library, Continuing Studies, and the Chief
Information Officer
• department chairs in the
College of Arts and Sciences and in the professional schools
• and individuals heading other
units which report directly to the Chancellor.
Vice chancellors and deans are requested to adopt this
policy and procedures for other administrative officers in their unit not
covered above such as associate and assistant vice chancellors, associate and
assistant deans, and directors of major university offices. Vice chancellors
and deans wishing to utilize a different evaluation approach for administrators
other than those positions listed above should develop an evaluation protocol
by May 1, 2002 for approval by the Chancellor. All protocols should be reviewed
and commented on by appropriate supervisors prior to submission to the
Chancellor.
2. Review Period*
This review shall occur during March of the fourth year
of the administrator’s service and during March of every fourth year
thereafter. In the case of code unit
administrators, the unit faculty’s vote on the effectiveness of the
administrator shall occur during the same semester.
3. Review Authority
This review shall be initiated by the next higher
administrator (hereafter called the reviewing officer). The reviewing officer shall appoint three
persons to a Review Committee, including one faculty member (or staff member,
if appropriate) from the unit of the administrator undergoing review (hereafter
called the officer under review), one administrative officer from a different
unit, and one other administrative officer or faculty/staff member. The
reviewing officer may request that the officer under review suggest potential
members of the Review Committee. The
Review Committee shall elect a Committee chair.
The reviewing officer shall meet with the Review
Committee to advise the committee regarding specific areas for review and
persons to consult. The administrator undergoing review may suggest topics or
aspects related to his/her record or administrative style for special
consideration by the Review Committee.
4. Review Methods
The Review Committee shall examine the following
documents:
a. a. an
administrative portfolio prepared by the officer under review that documents
his or her performance during the review period;
b. b. administrator’s
and unit annual reports during the review period;
c. c.
unit strategic planning progress reports during
the review period
d. d.
annual faculty evaluation survey results during
the review period (if such surveys are conducted for the officer under review);
and
e. e.
annual personnel evaluations by the supervisor
of the officer under review performed during the review period.
The administrative portfolio shall include a reflective
statement describing the officer-under-review’s 1) administrative philosophy,
strategies, and methodologies; 2) attempted innovations and assessment of their
effectiveness; and 3) a statement of objectives for the future of the
administrative unit.
In code units, documents a., b. and c. shall also be
provided to the voting faculty of the unit before the faculty vote on the
effectiveness of the administrator.
The Review Committee shall make a general request for
written or oral evaluations of the performance of the officer under review from
administrators, faculty, staff, and students. It may also solicit specific
feedback from selected individuals. The Committee may gather other information
as suggested by the reviewing officer, or at its own discretion, including, if
appropriate, reviews by professionals outside the university regarding the
performance of the officer under review in representing the officer’s unit
externally.
5. Review
Reporting
The Review Committee shall present a written report with
recommendations to the reviewing officer. The written report shall be forwarded
to the officer under review and he or she invited to prepare a response, if
desired. In the case of code unit
administrators, this shall occur at the same time as the report of the results
of the unit faculty’s vote on the administrator’s effectiveness. The reviewing officer shall review this
information and report his or her conclusions to the officer under review, the
Review Committee and the faculty of the unit. In the case of administrators of
code units, the reviewing officer will forward his/her recommendation to the
Chancellor.