College Bylaws

ARTICLE 1.  MEETINGS, MEMBERSHIP AND VOTING

1.1 College meetings will be held monthly or more often as necessary for the purpose of discussing and resolving problems and issues, and to provide intra program communications and coordination.  Special meetings may be called by the Executive Committee at the request of the Dean, the  Directors or any member of the college.  The Executive Committee shall have the responsibility for preparing agendas, calling meetings and conducting the meetings.  Whenever possible, written notification of the meetings, including an agenda, should be given at least forty-eight (48) hours in advance of the meeting, excluding weekends and holidays. 

Part-time faculty and others may be invited to meetings with non-voting status.  The Dean and Directors may attend the meetings with non-voting status.  At least one Director should, if at all possible, attend the meetings so as to provide necessary information and reports to the faculty.

1.2 The voting membership of the college is defined as full-time faculty members at the rank of instructor or above. Faculty members on sabbatical or leave of absence shall be eligible to vote.  All votes shall be of equal weight.

1.3 A quorum is defined to be sixty percent of the voting membership.  Faculty members who are on sabbatical or leave of absence do not count as part of the voting membership with respect to determining the number for a quorum.

1.4 Matters relating to approval or alteration of the bylaws will require a two-thirds majority of the voting members of the college, subject to the Master Agreement.

1.5 Matters other than those relating to approval or alteration of the bylaws will be passed by a simple majority of those voting.  Mail votes will be passed by a simple majority of the voting membership.  The Executive Committee will conduct all votes.

1.6 Meetings shall be governed by Sturgis rules of order.   The agenda will be approved by faculty present at a meeting before any other business is conducted.

1.7 Matters essentially similar to matters previously acted upon during the same semester shall not be revisited unless a majority of the voting membership agrees to revisit them. Faculty members present at a meeting shall determine similarity.

1.8 A program area is defined by courses similar in content or in focus.  Faculty in a program area include any bargaining unit member who is on the Faculty Qualifications List as eligible to teach one or more courses in that program area.

ARTICLE 2.  COMMITTEES AND REPRESENTATIVES

2.1 The Academic Senate Representatives and the Bargaining Council Representatives will be elected by a simple majority of the voting membership of the College.  Only dues-paying members of the Association may vote for the Bargaining Council Representative.

2.2 The standing committees of the college are:

2.2.1    Executive Committee
2.2.2    Evaluation Committee
2.2.3    Curriculum Committee
2.2.4    Library Committee
2.2.5    College Advisory Committee
2.2.6    Scholarship Committee

Each standing committee will be composed of at least three faculty members unless otherwise stated in these bylaws.  Unless otherwise stated, they will be elected to staggered two year terms.  Each committee, with the exception of the Executive Committee, will be responsible for electing a chairperson and establishing its own operating procedures, with the provision that such procedures are in compliance with these Bylaws and the Master Agreement.

2.3 The responsibilities of committees are not restricted to those specifically stated in these Bylaws.  All committees will assume responsibility for those matters which, in the course of time, come under their purview.  All committees will make reports and recommendations to the faculty.

2.4 Executive Committee

2.4.1    Membership.  The membership of the Executive Committee will consist of the following:  Academic Senate Representatives, Bargaining Council Representatives,  and enough at-large representative so that the total membership will be seven. In case of a single member fulfilling two roles, another faculty member will be elected by a majority of the voting faculty to serve on the committee.

The Dean and Directors are invited to attend Executive Committee meetings in a non-voting status.  However, the faculty members of the Executive Committee shall have the option of not inviting them if they feel that the topic under discussion so warrants.

2.4.1.1 Term of Membership:  Academic Senate representatives shall be elected according to the bylaws of the Academic Senate.  The bargaining Council representative shall serve a one-year term.  Other members shall serve staggered two-year terms, terms starting July 1.

2.4.1.2 Selection:  The Executive committee shall take nominations from the faculty for vacancies caused by the expiring terms.  It will prepare a slate and conduct an election. Then the Chair of the Executive Committee will be elected by the faculty from the Executive Committee members.  This is to be done before the end of the Winter semester.

2.4.1.3 Recall:  Any member of the Executive Committee, including Academic Senator and Bargaining Council Representative, can be recalled by a two-thirds vote of the faculty.

2.4.1.4 Special Elections will be called to fill vacancies, temporary or permanent, on the Executive Committee that would exist for longer than two months.  If the vacancy is temporary, the replacement will serve for the temporary replacement period.

2.4.2    Functions

2.4.2.1 The Executive Committee will serve as an advisory committee to the Dean and the Directors, and will address matters referred to it by them collectively or individually.  The function of the Executive Committee is to serve as representative of the faculty, and will not limit its concerns merely to those matters referred to it by the Dean or the Directors, but will address matters of interest to the college faculty, especially concerns communicated to the members of the Executive Committee.

2.4.2.2 The Executive Committee will make recommendations, with supporting rationale and including a vote of the appropriate faculty, to the Dean in the selection of new faculty members and new Directors

2.4.2.3 In consultation with the faculty members, and especially with those in the program area, the Executive Committee will review the selection of adjunct faculty members by recommending a set of qualifications for adjunct faculty, and by periodically reviewing whether appointments have been made consistent with the qualifications.  If questions or problems arise regarding the qualifications of potential adjunct faculty during the hiring process, it is expected that the Director will consult with the Executive Committee.

2.4.2.4 The Executive Committee shall periodically review faculty workloads in the three evaluation areas (assigned responsibilities, professional development and service) and report aggregate (overall) accomplishments to the College as a whole.  The Executive Committee will make recommendations to the faculty and the Dean and Directors concerning the levels of effort allocated to the three areas and, if necessary, suggest reallocation of such efforts to better support the College mission and goals.

2.4.2.5 The Executive Committee shall solicit nominations for membership in standing committees and present a slate to the faculty during April of each year, with committee membership to begin at the start of the academic year.  In developing the slate the Executive Committee will take into account long-term service workload and other workload considerations it deems important.

2.4.2.6 The Executive Committee shall schedule and conduct the faculty meetings, and record and distribute minutes of the meetings.  The Chair of the Executive Committee will preside over the meetings.

The Executive Committee shall refer any decisions and recommendations made by the faculty to the proper venue and take responsibility to follow through on any actions required by faculty decisions and recommendations.

2.4.2.7 The Executive Committee will evaluate the College's needs and, after consultation with the faculty, make recommendations to the Dean concerning college-wide priorities.  For this purpose the Dean will be asked to submit periodically budget information and discuss the priorities reflected in that information.

2.4.2.8 The Executive Committee will act as the College Advisory Committee with regards to all matters normally done by a CAC, except for recommendations for promotion and tenure; these will be done by the Evaluation Committee.

2.4.2.9 The Executive Committee shall take on any other tasks assigned to it by the faculty.

2.5.      College Evaluation Committee

2.5.1.   Membership: The College Evaluation Committee shall consist of one-third of the full-time faculty.  The composition of the Evaluation Committee will reflect the program areas of the college, with the constraint that the majority of the members will be tenured (if at all possible).  The length of each term is two years, with new members of the committee being appointed every year according to a rotation list maintained by the Executive Committee

2.5.2.   Functions:

2.5.2.1 The College Evaluation Committee is the Department Evaluation Committee as per the Master Agreement. 

2.5.2.2 It shall make an evaluation of each faculty member of the college as specified in the Master Agreement.  Activities evaluated shall include assigned professional responsibilities, professional development , and service.  The relative weight of professional development and service shall be agreed upon in a statement of objectives developed by the faculty member and the Evaluation Committee and shall be consistent with such statements in past evaluations and with the initial letter of appointment subject to the approval of the Director of Academic Affairs.  Change to the relative weight can be worked out through agreement of the same parties.  Each faculty member is responsible for assuring consistency between the objectives set and Article 6 of these bylaws.  These objectives shall be placed in the faculty member's file. 

2.5.2.3 The Committee shall make recommendations for promotion, tenure and termination and forward them in accordance and compliance with the NMU-AAUP Agreement and these bylaws.  In this regard it is acting as the Master Agreement's departmental evaluation committee.

2.5.2.4 The Committee shall monitor and promote improvement of the evaluation process.

2.5.2.5  The Evaluation Committee with the Director of Academic Affairs (as a voting member) will evaluate and rank order sabbatical applications per the Master Agreement.  Their report shall be submitted to the Executive Committee.  The Director of Academic Affairs has the right to submit a separate judgment and/or ranking to the Executive Committee.

2.6.      Curriculum Committee

2.6.1.   The Curriculum Committee is charged with the responsibility for the review of course and program changes, and new program and course proposals. Recommended changes can be submitted by program areas, committees or individual faculty members.  Changes should follow Committee on Undergraduate Programs guidelines.  The committee shall submit its recommendations to the Executive Committee for faculty approval.  If approved, the recommendations will be reviewed by the Director of Academic Affairs before forwarding to the Committee on Undergraduate Programs.

2.7.      Library Committee

2.7.1    The Committee will be responsible for soliciting from the faculty requests for library materials and as necessary shall prioritize them.

2.8.      Scholarship Committee

2.8.1.   The Scholarship Committee will solicit and review applications for the various scholarships that are available through the College of Business and  for selecting the recipients of such scholarships.  The committee shall also facilitate the selection of the recipients of the Outstanding Scholar awards by soliciting nominations from the faculty and/or other criteria such as GPA.

2.9.      College Advisory Committee

2.9.1    The Executive Committee will function as the College Advisory Committee on all matters required of a CAC as per the Master Agreement with the exception of Evaluations and recommendations for promotion and tenure. Evaluations and recommendations for promotion and tenure will be made by the Evaluation Committee.

ARTICLE 3.    STAFFING ASSIGNMENTS BEYOND THE NORMAL LOAD

3.1 Staffing assignments for courses beyond the normal load shall be made according to a Rotation List in conjunction with the Qualifications List, and the Master Agreement.  Prior to assigning courses beyond the normal load, the Director of Business Affairs will make available to the faculty a list of the proposed courses and the current faculty rotation list along with the current Qualifications List.

3.2. Rotation List

3.2.1 The first person on the Rotation List is given his/her choice of a courseor courses totaling no more than four (4) credit hours, subject to the provisions of the Master Agreement and Faculty Qualifications List.  Once the individual elects to teach three (3) or more credit hours, his/her name goes to the bottom of the list.  This procedure will be followed until all courses are assigned.  Only persons teaching courses totaling three (3) or more credits will rotate.

3.2.2.   New faculty members will be added to the bottom of the list after the current semester's courses have been assigned, i.e. fall semester courses will be assigned and the names rotated before adding the new name(s).  If there is more than one new faculty member, names shall be added randomly to the list.

3.2.3.   Faculty members shall select courses within their field of expertise according to the Faculty Qualifications list referenced in 4.1.

3.2.4    The first Rotation List under these bylaws shall be one constructed based on past teaching assignments, as if this kind of list had been followed for many years.

ARTICLE 4.  COURSE SCHEDULING

4.1.      Faculty Qualifications List

4.1.1    Organized by individual courses, the Faculty Qualifications List identifies all faculty members and which courses within the college they are qualified to teach.  For a faculty member to be placed on the qualifications list for a course outside of his/her discipline area, he/she may be asked to provide evidence of qualifications to teach that course.  Evidence may include courses taken, professional examinations (e.g. CPA), work experience, seminars attended, research undertaken (books, articles read, etc.).  If a faculty member's qualifications are questioned, the program area faculty may be asked to assist the Executive Committee and Director of Academic Affairs for a determination. Faculty members may request that their entries be updated; the Executive Committee and Director of Academic Affairs shall review each faculty member's preference along with their competencies and recommend to the Director of Business Affairs those who are qualified to teach a specific course.  As new courses and faculty are added, or faculty acquire new competencies, the list is will be updated by the Executive Committee and the Director of Academic Affairs.

4.1.2    Course assignments shall be determined by the Director of Business Affairs, subject to the Faculty Qualifications List, after consultation with all the faculty members qualified to teach those courses.

4.2.      Faculty load will be determined by a formula which identifies one (1) credit for each lecture contact hour and 2/3 credit for each lab contact hour.

4.3.      Faculty will be given the opportunity to provide suggested guidelines to the Director of Business Affairs regarding class size.  Faculty will also be given the opportunity to make suggestions and make requests relative to course offerings.

ARTICLE 5.  ACADEMIC APPOINTMENTS

5.1.      Minimum Requirements for New Academic Appointments

5.1.1.   Instructor.  An appropriate Master's degree, plus appropriate experience and/or specialized certification in the teaching area. 

5.1.2.   Assistant Professor.

a.   An earned doctorate from an accredited institution.
b.   An exception to "a" is that for faculty teaching solely in community college programs,  a Master's degree, plus appropriate experience and specialized certification in the teaching area. 

5.1.3.   Associate Professor. The candidate must have an earned doctorate from an accredited institution, must demonstrate evidence of teaching excellence and significant scholarship and normally have six (6) years of full-time higher education experience at the rank of Instructor or above.  Exceptions may be made because of unusual scholarly and/or professional achievement.

5.1.4.   Professor. The candidate must have an earned doctorate from an accredited institution, must demonstrate evidence of distinguished educational and scholarly, or creative, professional achievement and normally have twelve (12) years of full-time higher education experience at the rank of Instructor or above.  Exceptions may be made because of unusual scholarly and/or professional achievement.

5.2. Procedures for Making Recommendations on Academic Appointments (except for Board-initiated appointments)

5.2.1.   The procedure shown in Appendix A will be followed.  The procedure covers material such as required qualifications for new appointments, selection of candidates for interviews, the (possible) use of committees in the process, and the process by which the Executive Committee will eventually rank top candidates and make recommendations.

5.2.2.   As shown in Appendix A, dates and times for candidate interviews will be established by the Search Committee. All faculty have the right to interview candidates if they choose to attend on the established dates and times.  Faculty members in the respective program areas are particularly encouraged to participate in interviews of candidates for their area.

5.2.3.   The Executive Committee, plus faculty representatives from the relevant program areas, will rank the candidates for a position and make recommendations concerning candidates after considering the input of the faculty.  The Executive Committee will include in its recommendation any credit for prior service of the candidate.  The Executive Committee will submit its ranking and recommendations through the Director of Academic Affairs to the Dean.

5.2.4.   The Executive Committee will be consulted during vacation periods if a faculty appointment decision must be made.  In the event that the members of the Executive Committee are not available, the chair or acting chair of the Executive Committee will enlist other available and appropriate faculty who, as temporary replacements on the Executive Committee, will be consulted regarding this appointment.

ARTICLE 6.  PROMOTION, TENURE AND EVALUATIONS

6.1. Procedures

Applicants for promotion and/or tenure should follow the procedures and processes outlined in Sections 5.4, 5.5, 5.6 and 5.7 in the Master Agreement.

6.1.1.   Promotion:  A promotion review shall be conducted in accordance with the procedure specified in the Master Agreement when requested by a faculty member.  The review period is defined in the Master Agreement.  To briefly summarize, the review period starts at the start of the academic year in which the last successful promotion application was filed, and ends at the start of the academic year in which the current application is filed.

6.1.2.   Tenure: A tenure review shall be conducted in accordance with the procedure specified in the Master Agreement.

6.1.3.   Faculty Evaluation: A faculty evaluation shall be conducted in accordance with the procedure specified in the Master Agreement.

6.1.4.   If a faculty member is concerned about the Annual Evaluation prepared or being prepared by the Evaluation Committee, or the letter being prepared by the Director, or the letter by the Dean, then he / she should first make these concerns known to the Evaluation Committee / Director of Academic Affairs / Dean (as appropriate).  If a resolution cannot be reached for whatever reason, he / she should, of course, contact the AAUP Grievance Officer.

6.2. Personnel Files

6.2.1.   The Director of Academic Affairs shall maintain the personnel file of each faculty member within the college.

6.2.2.   The Director of Academic Affairs and the individual faculty member are the only persons at this level authorized unlimited access to the files of a faculty member.  The Evaluation Committee members are authorized unlimited access to the evaluation materials for all years that are subject to review in promotion, tenure or non-renewal decisions.

6.3 JUDGMENTAL CRITERIA FOR PROMOTION AND/OR TENURE

6.3.1    The broad outlines of the judgmental criteria for promotion and tenure, focusing on the three judgmental areas of (1) assigned professional responsibilities, (2) professional development, and (3) service, are found in Section 5.6.3 of the Master Agreement.  The more specific criteria contained in these bylaws, including the examples, support and  amplify the language in the Master Agreement.

Further, the Judgmental criteria were developed in consideration of AACSB Business Standards.

6.3.2 The following examples are not intended to be complete or ordered by rank.  Other types of activities may be considered.  The lists include common types of activities and are meant to establish a norm.  Furthermore, where there are lists with optional activities, it is not expected that any individual will be active in all of examples listed.  Also, it is important to note that items may not be double counted when they occur in more than one list; for example, the creation of a lab manual, which appears in item (11) in the teaching list and in item (6) in the professional development list, must not be counted as evidence of excellence in both professional development and teaching.  When a promotion is being considered, a history of sustained professional achievements of the types listed, or comparable ones, will be expected.

The demonstration of achievements for promotion and/or tenure is understood to be cumulative since appointment at NMU or since application for promotion to the preceding rank at NMU (or since the beginning of the prior service period when prior service credit has been granted at the time of appointment).

6.3.3    Promotion Criteria for Promotion to Assistant Professor

6.3.3.1 Achievements in Teaching and Other Assigned Responsibilities
Achievements in teaching and other assigned responsibilities should include nearly all of the following:

1)  Demonstrates a solid understanding of the subject matter taught, and of the materials used as part of the courses

2)  Creates a positive learning environment through good organization and appropriate use of instructional techniques and instructional technologies

3)  Maintains effective rapport with students in the classroom, labs, etc., that engages them in the learning process.

4)  Typically receives positive evaluations by students

5)  Typically receives positive evaluations by peers

6)  Continuously works toward improvement in existing courses, including the utilization of student feedback

7)  Is available to students for consultation outside of class

8)  Effectively advises students

6.3.3.2 For the judgmental areas of Professional Development and Service, the applicant, the evaluation committee, and the Director of Academic Affairs must have agreed upon the relative emphasis between these two areas, and have discussed the kinds of achievements needed to meet the requirements of that relative emphasis.

6.3.3.3 Achievements in Professional Development Activities 

Has adopted a professional development agenda, and has demonstrated progress toward the achievement of the agenda’s goals, which should include engagement in various scholarly activities designed to enhance and maintain currency in one’s academic field(s), such as (but not limited to) presentations (either orally or in writing) demonstrating intellectual growth, attending seminars and/or professional meetings, engaging in knowledge acquisition activities, applying scholarly ability to particular problems, etc.

6.3.3.4 Achievements in Service Activities

Serving on one or more college committees, and hopefully a university committee; also involvement in activities supporting recruitment, retention, and student activities on campus; there should be  involvement on multiple committees when this is the area emphasized.

6.3.4    Promotion Criteria for Promotion to Associate Professor

6.3.4.1 Achievements in Teaching and Other Assigned Responsibilities 
This must include nearly all items 1 through 10 and some achievements from items 11 through 15.

1)  Demonstrates a solid understanding of the subject matter taught, and of the materials used as part of the courses

2)  Creates a positive learning environment through good organization and appropriate use of instructional techniques and instructional technologies

3)  Maintains effective rapport with students in the classroom that engages them in the learning process.

4)  Typically receives positive evaluations by students

5)  Typically receives positive evaluations by peers

6)  Continuously works toward improvement in existing courses, modifying the course content, and enhancing pedagogy,  including the utilization of student feedback

7)  Is available to students for consultation outside of class

8)  Effectively advises students

9)  Produces materials and instruction aids for use in the classroom or laboratory.

10)  Develops new course offerings and/or makes substantial revisions of existing courses.

11) Designs laboratory exercises, manuals, guides, slide sets, equipment, etc.

12) Attends  teaching workshops and subsequently incorporates material into course offerings.

13) Provides educational opportunities that would not otherwise be available, such as directed studies when needed.

14) Effectively directs student research projects.

15) Becomes involved, beyond what is normally expected, in extension, ITV, on-line, and/or distance education efforts of the university

6.3.4.2 The relative emphasis on Professional Development and Service must be specified in the annual evaluation materials.  This determination will be the result of dialogue between the faculty member, the Evaluation Committee, and the Director of Academic Affairs.  Confirmation of the relative emphasis will be provided by the Evaluation Committee and the Director of Academic Affairs.

6.3.4.3 Professional Development Achievements 
Items 1) and 2) below must be accomplished; other achievements can be made from items 2 through 13.  When this is the area of emphasis, four (4) or more additional quality achievements are required. These additional four (4) or more achievements could be concentrated in item 2, or spread over a number of items.

An example of an achievement might be: an article in the Journal of Accounting; or a presentation to Midwest Decision Sciences; or a book review; or a case study.

1)  Adoption of a professional development agenda, and demonstrated progress toward achievement of the agenda's goals, which should include engagement in various scholarly activities designed to enhance and maintain currency in one's academic field(s), such as (but not limited to) attendance at seminars and/or professional meetings, engaging in knowledge acquisition activities, applying scholarly ability to particular problems, etc.

2)  Research productivity evidence such as:

(A)  Articles published in refereed journals
(B) Articles published in professional journals; cases published in refereed or professional journals; books; chapters of a book; presentations at professional conferences or scientific meetings.
Requirement 2) can be fulfilled by two (2) achievements from (A), or one (1) from (A) and two (2) from (B).  When essentially no refereed journals are available in a field, (A) can be satisfied by publication in professional journals.

3)  Other research productivity such as: book reviews published in professional or refereed journals; articles published in trade or other journals; software development and publication; papers presented at workshops and meetingd; etc., which are based on one's scholarly activity.

4)  Engaging in book reviews, both published and unpublished, having material published in or cited in the public press (in the area of one's competence), and serving as an editor or reviewer for professional organization publications or grant applications

5)  Engaging in research activities, including activities supported by grants or sabbatical leaves.

6)  Research productivity as evidenced by production of laboratory manuals, monographs, case studies, etc., for use in classrooms or elsewhere; or research productivity as evidenced by reports submitted to granting agencies, government bodies, etc.

7)  Articles submitted to journals but not yet accepted by them are evidence of continuing scholarly activity, but are not sufficient in their own right to satisfy 2).

8)  Preparing and submitting one or more grant proposals to support scholarly activity

9)  Developing new course offerings or making major revisions of existing courses which rely on incorporation of one's scholarly knowledge 

10) Involvement in major curriculum development projects at the university, regional or national level

11) Participation in student research or thesis projects.

12) Consulting in the area of one's expertise

13)  Sharing of knowledge with colleagues and students through seminars or other activities, or via speeches and other avenues outside the university community

6.3.4.4 Achievements in Service Activities
For all applicants there must be multiple instances of service in category 1, and some instances of service in category 2 or in categories 3 through 9.  For applicants who have chosen this as their area of emphasis, there must be multiple instances under 2 and multiple instances of service in the other items; very heavy involvement in one position can substitute for “multiple instances”.

1)  Serving on college committees and on one or more university committees, or in the academic governance structure; and evidence of contributions to the work of the committee.

2)  Serving as a major officer or staff person contributing to the vitality of one or more committees, or in writing significant reports, proposals, etc., for those committees

3)  Serving as an officer of a professional organization, either local, regional or national, or performing other noteworthy service for such an organization.

4)  Directing or organizing workshops, symposia, and seminars.

5)  Participating in programs with elementary or secondary schools or other elements of the community.

6)  Serving in a mentoring capacity with new faculty

7)  Serving as an advisor of student organizations, student activity projects, and/or other service to the student body

8)  Serving as a support person in recruitment and retention of students

9) Service to the community, state or nation involving professional contributions to public, service and/or non-profit organizations.

6.3.5.   Promotion to Professor

6.3.5.1 Achievement in Teaching and Other Assigned Responsibilities
This must include nearly all items 1 through 10 and some achievements in items 11 through 15 of Section 6.3.4.1 (above).  There must be evidence that the quality of performance in some of these activities is greater than one would expect at the level of associate professor.

6.3.5.2 The relative emphasis on Professional Development and Service must be specified in the annual evaluation materials.  This determination will be the result of dialogue between the faculty member, the Evaluation Committee, and the Director of Academic Affairs.  Confirmation of the relative emphasis will be provided by the Evaluation Committee and the Director of Academic Affairs.

6.3.5.3 Achievements in Professional Development
This must include items 1) and 2) and and other additional quality achievements from items 2 through 13 in section 6.3.4.3 (above). When this is the area of emphasis six (6) or more additional quality achievements are required. These additional six (6) or more achievements could be concentrated in items 2, or spread over a number of categories. When this is not the area of emphasis at least two (2) additional quality achievements are required.

6.3.5.4 Achievements in Service 
When this is the area of emphasis there must be multiple instances of service in category 1, multiple instances of noteworthy service in category 2, and multiple instances of noteworthy service in the other categories 3 through 9. When this is not the area of emphasis the number and noteworthiness of those instances will be less.  Very heavy involvement in one position can substitute for “multiple instances”.  'Noteworthy' here is meant to imply that the level of service is greater than one would expect at the associate professor level.

6.3.6    Criteria for granting tenure
The criteria for granting tenure will be the same as the criteria for promotion to Associate Professor (6.3.4).

ARTICLE 7.  PROFESSIONAL DEVELOPMENT ALLOCATION

7.1 Professional Development funds will be allocated according to 6.5.2.4. and 6.5.2.4.1 of the current Master Agreement. 

7.2. Unused Professional Development funds for individual faculty may accumulate up to two (2)  more years.  Funds from year one must be spent by the end of year three; the funds not so spent will be placed in a pool and allocated to other faculty by the Director Of Business Affairs.

7.3. Advances from future years will not be allowed.

ARTICLE 8.  AMENDMENTS

8.1 Proposals for bylaw Amendments may come from any member of the full-time faculty eligible to vote.

8.2 These bylaws may be amended by two-thirds vote of the full-time faculty members eligible to vote subject to the approval as stated in the Master Agreement.

ARTICLE 9.  RATIFICATION

9.1 These bylaws will become effective following an affirmative vote by two-thirds of the faculty members eligible to vote, acceptance by the AAUP Grievance Officer,  and approval of the Vice President for Academic Affairs.

Appendix A - Hiring Procedure 

Rationale:  The performance of academic functions is a shared responsibility of faculty and academic administrative colleagues.  The quality of our academic programs is inarguably influenced by the quality of our faculty members.  Thus the recruitment and selection processes for new faculty must be faculty driven.  Throughout all of these activities, and at all stages, clear and open communication is essential between and among faculty and administrative staff, information and reports must be handled in a timely fashion, and all matters requiring follow-up and decision making of any kind must be completed expeditiously by those responsible.  The following procedure should help achieve the selection and recruitment of quality faculty.

A.    Search Committee Selection.

All faculty members in the program area have the right to serve on the search committee.  The Executive Committee will appoint from one (1) to three (3) of its members to serve on each search committee.  The Director of Academic Affairs will also sit on the search committee.

B.    Position Description.

1.  The Search Committee and the Director of Academic Affairs, will develop the position description. The description will include professional qualifications for the position, including teaching and/or other relevant experience and expertise, rank, etc. along with required legal statements. The search committee should strive to work cooperatively with the Dean and the VPAA while carrying out the faculty's responsibilities under Article 3.1.1.1 of the Master Agreement.

2.  The position description will be sent to the Executive Committee for their information.

C.    Screening Applications.

1.  The Search Committee will develop a clear set of appropriate selection criteria for evaluating applicants.

2.  The Search Committee will conduct an initial review of all applications received for the position and make the vitae available to all faculty members in the College of Business. 

3.  The Search Committee will provide the Dean, and the Executive Committee with a summary of the applicant pool.

4.  The Search Committee will apply the stated criteria to the applicant pool and develop a list of semi-finalists.  This list will be reviewed by the Executive Committee and the Dean.

5.  The Search Committee will  present all College of Business faculty with a list of semi-finalists and information on how and where the vitae are available for review.  The Search Committee will solicit written responses from faculty members as to which, if any, of the candidates should be brought to the campus for interviews. 

6.  The Search Committee will select the final candidates (ideally between three and five candidates) for on-campus interviews.

7.  The Search Committee and the Director of Academic Affairs, in consultation with the Dean, will plan campus visits of the finalists. 

D.    Interviews.

1.  At a minimum, the Search Committee will interview all candidates.  All faculty members in the College of Business have the right to participate in interview sessions with candidates as scheduled by the Search Committee. 

2.  The Director of Academic Affairs will present the Search Committee with an interview schedule for the applicant.   The schedule will allow all interested faculty members to interview the applicant. 

3.  The Search Committee will circulate the interview schedule to all faculty members, and encourage them to participate in the interview process. 

4.  Each faculty member who interviews a candidate will submit a recommendation, in writing, to the Search Committee, as to whether the candidate should be offered an appointment and at what rank.

E.    Appointment Recommendations

1.  The Executive Committee, augmented by  the Search Committee, based on faculty recommendations, will recommend which, if any, candidate(s) ought to be hired; if more than one candidate is recommended, they should be ranked.  The  augmented Committee will submit its recommendations to the Director of Academic Affairs.  Included in its recommendations will be any credit for prior service of the candidate.  This recommendation shall serve as the formal recommendation of the faculty with respect to academic appointments.

2.  The Director of Academic Affairs will submit the faculty’s recommendations to the Dean.

Filling Administrative Positions in the College of Business
 
The above procedure will be followed when filling a director vacancy with the following exceptions:

1.  The Executive Committee will select a search committee from among its own members augmented by other faculty members as it deems appropriate.

2.  The Search Committee will report directly to the Dean rather than to the Director in the above procedures.

Approved by Interim Provost and Vice President Fred Joyal on Nov. 21, 2000.