Department of Communication and Performance Studies

Northern Michigan University

Base Document Approved on February 15, 1996.  REVISED:  October 19, 1999.   REVISED:  November 9, 1999.   Approved by Department on:   November 19, 1999.   Approval with changes to be incorporated by Provost and Vice President for Academic Affairs on  March 6, 2002.  Final copy with VPAA changes prepared:  May 07, 2002. 

Final copy approved by Provost and Vice President for Academic Affairs on March 7, 2003.  REVISED:  November  19, 2004.  Grievance Officer suggestions approved by Department:  February 18, 2005.  Approved by Grievance Officer:  March 14, 2005.  Approved by Provost and Vice President for Academic Affairs:  September 10, 2005.  Final copy prepared on July 14, 2006.

Bylaws

The faculty of the Northern Michigan University Department of Communication and Performance Studies establish these bylaws in order that each of the said faculty will share in the responsibility for carrying out the department's mission to the University community, and a means whereby we conduct our internal affairs.  These bylaws are established in accord with and are not meant to contradict nor circumvent any provision of the NMU-AAUP agreement.

                                                                          ARTICLE I

                                 Department of  Communication and Performance Studies

                                                                 Faculty Membership

1.                  Any faculty member of Northern Michigan University holding the academic rank of Instructor, Assistant Professor, Associate Professor or Professor who is hired as a member of this department and who annually teaches no less than one-third of a standard teaching load in the regularly scheduled and published curriculum shall be considered a member of this departmental faculty. 

                                                                         ARTICLE II

                                                        Departmental Voting Privileges

2.A.               Each member of the Department of Communication and Performance Studies satisfying the conditions of department membership shall have one vote for any departmental election. 

2.B.               Only members of subcommittees may vote during subcommittee meetings.

2.C.              The Department Head shall also exercise one vote in all departmental elections except those expressly forbidden by the NMU-AAUP Agreement.

2.D.              A quorum of the department meeting as a committee of the whole will be one-half plus one of the voting membership.

                                                                         ARTICLE III

                                                           Departmental Administrator

3.A.               The Department Head is the chief administrator of the Department of Communication and Performance Studies. 

3.B.               The Department Head will seriously consider the recommendations of the faculty as expressed through departmental faculty, meeting as a committee of the whole, or through the Executive Committee.

3.C.              The Department Head will serve as an ex-officio member of the Executive Committee.

3.D.              The Department Head will accept and evaluate Department of Communication and Performance Studies faculty travel and other approved expenditures in support of professional development requests.

3.D.1.           Money available under NMU-AAUP Contract Article 6.5.2.4 shall be used to support acceptable travel requests and other approved expenditures in support of professional development within the department.

3.D.2.           Faculty members may choose to bank travel money, which can also be used for other approved expenditures in support of professional development from one year to the next for a period of up to three years by notifying the Head in writing by April 1.

3.D.3.           Faculty members who do not expend their travel money which can also be used for other approved expenditures in support of professional development may release their money.  That money shall be allocated by the Department Head to those applicants who could use it appropriately, as defined by the applicant and approved by the Department Head.

3.D.4.           All applications for released travel funds which can also be used for other approved expenditures in support of professional development should be submitted according to a schedule by the Department Head.

3.D.5.           Should the Department Head turn down an application to use regular or released funds, the faculty member may seek an advisory opinion from the Executive Committee.  The Executive Committee will submit their opinion to the Department Head for final review.

3.E.               Filling a vacancy in the position of Department Head will be done in accord with Article 3 of the NMU-AAUP Agreement.

3.F.               Review of the Department Head will be conducted every  threeyears by the Department Executive Committee or its designated representatives as indicated in 3.1.2.4 of the NMU-AAUP contract.

3.G.              For the purposes of teaching and tracking extension and overload courses, the Department Head will be considered a regular faculty member in the CAPS Department and will be offered the opportunity to teach such courses in accordance with procedures specified in Article VIII.  (Approved 11-12-96)

                                                                        ARTICLE IV

                                                              Departmental Subareas

4.A.               The faculty of the Communication and Performance Studies Department recognize a common core of communication within the background, training, and interests of its members. These faculty also recognize a wide diversity in the media of communication employed, the content, and style of their specific communication acts.  The faculty are divided into three subareas:  Broadcasting/Mass Communication, Speech Communication/Public Relations and Theatre.

4.B.               Membership in the department subareas of Speech Communication/Public Relations, Theatre, Broadcasting/Mass Communication shall be determined by the departmental faculty.

4.C.              The faculty of these subareas shall operate as committees and make recommendations concerning:

4.C.1.           Class scheduling, class size, class staffing, advanced registration, and registration scheduling and procedures.

4.C.2.           Development of budget priorities within the subarea.

4.C.3.           Assignment of overloads, both for pay and for banked release time in accord with Article  VIII.

                                                                         ARTICLE V

                                              Standing Committees and Representatives

5.A.               Procedures

5.A.1.           Departmental subareas shall be responsible for filling the positions allotted to them on the standing committees in a fair and equitable fashion.  Appointment shall be made as soon as possible during the fall semester. 

5.A.2.           Each committee shall elect its own officers and determine a regular schedule of meeting times.  These times will be published and given to all Communication and Performance Studies faculty.

5.A.3.           All committees shall have powers to appoint ad hoc subcommittee study groups.

5.A.4.           All meetings of standing committees will be open to any faculty member of the Department of Communication and Performance Studies and any member of the departmental faculty may have speaking rights.

5.A.5.           All meetings of standing committees and of the department as a whole will be governed by Sturgiss's Parliamentary Procedure.

5.A.6.           The Departmental Bargaining Council representative must be selected by and from the dues-paying NMU-AAUP members.

5.B.               Executive Committee

5.B.1.           The Department of Communication and Performance Studies Executive Committee functions as the representative of the faculty to the Department Head, and serves as liaison to other governing bodies of the University, including College Advisory Council and senior administrative officers.  (Any problem requiring a policy decision involving any areas described in the purview of other standing committees must be submitted to the appropriate committee for review.)  The Executive Committee functions to initiate, study, review and make recommendations to the department concerning:

5.B.1.a.        Overall administrative operation of the department.

5.B.1.b.        Evaluation of Department of  Communication and Performance Studies faculty members in accord with Article 5 of the NMU-AAUP Agreement, and Article  VII of these Bylaws.  The departmental judgment of professional attainment and teaching effectiveness for Department of  Communication and Performance Studies faculty at NMU shall reside with the Executive Committee.

5.B.1.c.        Requests for sabbatical leaves should be submitted to the Executive Committee at least three weeks prior to the deadline for transmitting them to the next higher committee or administrator.

5.B.1.d.        Establishing and conducting departmental elections and regular meetings of the faculty.

5.B.1.e.        Appoint an ad hoc committee to serve as an ombudsman for student appeals regarding departmental matters.

5.B.2.           Composition of the Executive Committee shall include two representatives from Speech Communication/Public Relations, one representative from Theatre, one representative from Broadcasting, the Department Head as ex-officio member, and one member elected at large.

5.C.              Curriculum Committee 

5.C.1.           The Curriculum Committee functions to initiate, study, review, and make recommendations to the department concerning:

5.C.1.a.        Course offerings, course requirements, and credit units per course.

5.C.1.b.        Major or minor curricula and development of curricula for both short and long range programs.

5.C.1.c.        Degree and certificate offerings.

5.C.1.d.        Candidates for degree awards.

5.C.2.           Composition of the Curriculum Committee shall include one faculty member from each departmental subarea.

5.D.              Planning and Budgeting Committee.

5.D.1.           The Planning and Budgeting Committee functions to initiate, study, review, and make recommendations to the department concerning strategic planning and financial assets allocations (e.g., staffing, equipment acquisition).

5.D.1.a.        The composition of the Planning and Budgeting  Committee shall include one faculty

member from each departmental subarea.

                                                                        ARTICLE VI

                                          Search Committees for Departmental Positions

6.                  When a position becomes available either through an existing position becoming vacant for a specified period of time, or permanently, or a new position being added to the department, a Search Committee shall be created and function according to the provisions in Article VI.

6.A.               Committee Membership

6.A.1.           Each of the three subareas of the department (Broadcasting/Mass Communication, Speech Communication/Public Relations, and Theatre) shall designate a member of the Search Committee.

6.A.2.           Remaining faculty members in the subarea in which the position exists may fill another two positions and exercise full membership rights and obligations on the Search Committee.

6.A.3.           The Search Committee will elect a Chair to serve as the contact person for position applicants and to act as liaison with the Department Head.

6.B.               Rights and Functions

6.B.1.           The Search Committee shall advise the Department Head in the creation of a position description and the advertising plan.

6.B.2.           Subsequent to the approval of the position description form and the passage of the preliminary screening date advertised, the Search Committee shall review all applications received and advise the Department Head as to the candidate(s) it wishes to actively consider.

6.B.4.           The Search Committee shall organize itineraries for campus interviews with the candidate(s).  The itinerary will afford all members of the faculty of Communication and Performance Studies with the opportunity to meet the candidate(s).

6.B.5.           The Search Committee will provide all faculty members who have met the candidate(s) with a means of written input to the committee concerning their assessment of the candidate(s).

6.B.6.           The Search Committee will recommend which candidate(s) should be offered the position, providing a ranking for the order in which the offer should be made.  To be considered acceptable for a position in Communication and Performance Studies, a candidate must have the support of two-thirds of the membership of the Search Committee.  The Search Committee's recommendation of candidates and their rankings shall be communicated, in writing, to the Department Head.  This document shall include the criteria used in reaching the decision.

                                                                        ARTICLE VII

                                                                   Faculty Evaluation

7.                  The NMU-AAUP Contract requires the yearly evaluation of all faculty except Full Professors who may opt for a triennial evaluation.

Faculty members will report their activities in the categories of assigned professional responsibilities, professional development, and service.

The Department recognizes a wide diversity of interest, styles, and product of its members, and believes that the process outlined here will best assess the quality of performance of individual members.

7.A.               Procedure

7.A.1.           The evaluee will submit the completed evaluation form to the Executive Committee in accord with a schedule presented by the Committee.

7.A.2.           The responsibility for gathering, organizing and reporting supportive data will belong to the evaluee.  The Department will facilitate the gathering of student course and advising evaluation information by maintaining a stock of standardized departmental evaluation forms and making these and machine scorable answer sheets available to faculty at appropriate times during the academic year, by transmitting completed answer sheets to the computer center, and by storing the results for use by evaluees, the Executive Committee, and the Department Head in the evaluation process.

7.A.3.           At the beginning of an evaluation period, the Department Head, Executive Committee, and each faculty member will develop and agree to a statement of:

7.A.3.a.        the goals, objectives, expectations, and any special assignments against which the evaluation for that period will be made.

7.A.3.b.        The relative weighting of assigned professional responsibilities, professional development, and service, for the evaluee for that evaluation period.  This relative weighting shall recognize that "effectiveness in assigned professional responsibilities is the primary and most important criteria."  The specific statement will arise out of an ongoing dialogue between the faculty member, the Executive Committee, and the Department Head, with particular reference to patterns established in previous faculty evaluations.

7.A.4.           The evaluee's letter of appointment and annual evaluations are available to the Executive Committee as needed for this evaluation.

7.A.5.           The Executive Committee will forward its evaluation to the Department Head who, upon review and independent evaluation, will discuss the evaluation and recommendations with the evaluee prior to sending the document on to the College office.

7.B.               Promotion

7.B.1.           The Department’s Executive Committee shall recommend the promotion of those departmental members who meet the requirements for the new rank with reference  to their performance in the three judgmental areas specified in the Master Agreement (i.e., Assigned Professional Responsibilities, Professional Development, and Service).

7.B.2.           Operational Definitions

7.B.2.a.        Criteria for promotion in rank to Assistant, Associate, and Professor are specified in the following section with Aminimum standards@ and Aexemplary performance levels@ illustrated by examples.  Each of the judgmental areas of assigned professional responsibilities, professional development, and service are examined with the intent of establishing benchmarks appropriate for the CAPS department, commensurate with activities in other departments at NMU, and representative of the disciplines embraced by the CAPS faculty.

7.B.2.b.        Candidates for promotion are expected to continue to meet the specified Aminimum standards@ for all lower ranks, as well as to satisfy the requirements for the Aexemplary performance levels@ in the judgmental areas they designate.  When a promotion is being considered, the Departmental Executive Committee will look for a record of sustained professional contribution or achievements within the evaluation period of the types identified in the CAPS Bylaws, or comparable ones established in a candidate’s promotion document and accepted by the Executive Committee.  Assigned responsibilities must be one of the designated exemplary areas of performance for all candidates going up for promotion.

7.B.2.c         In the lists of expectations for each rank there is no intent to imply that there is no need for judgments of quality.  It is quite the opposite.  For example, where expectations are described in value neutral terms, this is not meant to imply that there is no need to determine how well the activities were performed.  The need for a second qualitative standard stems from the fact that the activities listed as achievements in the three areas of evaluation vary significantly in their merits.  Hence, the merits of two different combinations of well-performed activities can vary greatly.  Which combinations merit promotion or tenure is a matter for qualitative judgment.  In making such qualitative judgments, the Department will be guided by the standards implicit in the tenure and promotion decisions made in the Department, the College and the University.

7.B.2.d.        The terms scholarship or scholarly work(s) in the professional development portions of this document shall be defined as the “scholarship of discovery,” the “scholarship of application,” the “scholarship of integration,” and the “scholarship of teaching.”

7.B.2.d.1.     The “scholarship of discovery” is work done by faculty members that advances knowledge and/or creates new artistic expressions.  Examples of such work shall include but not be limited to articles and conference presentations presenting original research (new topics, theories, and concepts), creative works (audio/visual media and performing arts) or adaptations of existing creative works.

7.B.2.d.2.     The “scholarship of integration” is work done by faculty members that attempts to make connections within and between disciplines.  Examples of such work shall include but not be limited to synthesizing a broad range of existing research, team teaching a course that integrates relevant knowledge from two or more perspectives or disciplines, and engaging in collaborative work with other parts of the academy or community that allows for expanded learning opportunities.

7.B.2.d.3.     The “scholarship of application” is work that allows faculty members to apply their knowledge in solving practical problems within their field of study.  Examples of such work shall include but not be limited to professional consulting, practical research, such as conducting ratings analysis or feasibility studies.

7.B.2.d.4.     The “scholarship of teaching” is work done by faculty members that enhances their knowledge of teaching and learning.  Examples of such work shall include but not be limited to attending conferences and workshops on how to incorporate technology or new teaching methods into the classroom, assessing the impact of incorporating new technology or new methodologies, and maintaining and analyzing a journal of student feedback.

7.C.1.           Promotion to Assistant Professor

7.C.1.a.        For individuals hired in a tenure earning position whose appointment begins prior to their completion of their terminal degree, promotion to Assistant Professor will be as specified in Article 5.5.1.8 of the Master Agreement.

7.C.1.b.        During the probationary period, individuals are expected to attain all minimum standards for the rank of Assistant Professor in the areas of assigned professional responsibilities, service, professional development , and any other conditions stipulated in their Letter of Appointment.

7.C.1.c.        The following are the minimum standards regarding assigned professional responsibilities

7.C.1.c.1.     Maintaining a successful teaching record based on peer evaluation, student questionnaires, and other appropriate material.  The student questionnaires will include  the eight criteria of the departmental student course evaluation form (i.e., an instructor’s preparation and presentation of lectures/discussions, the level of interest stimulated in class by lectures/discussions, an instructor’s encouragement of critical thinking, the clarity with which students’ responsibilities are defined, an instructor’s availability after class, during posted office hours, and/or by appointment to afford additional assistance, an instructor’s interpersonal competency in dealing with students, comparisons of an instructor with other instructors in the students’ experiences, and the perceived educational value of courses taught by the instructor).  An inspection of students' qualitative remarks should reveal a pattern of positive evaluations that are at least commensurate with the quantitative evaluation data.

7.C.1.c.2.     Using recent texts which reflect contemporary approaches to teaching subjects in the discipline (e.g., as demonstrated in course syllabi).

7.C.1.c.3.     An understanding of University and departmental curricula and an ability to orient students to general graduation requirements (e.g., as demonstrated by peer and/or student evaluation and compliance with departmental procedures for evaluating advising effectiveness).

7.C.1.c.4.     Conducting in-class outcomes assessments (e.g., as demonstrated by self report).

7.C.1.c.5.     Providing positive written peer evaluations generated via colleagues' inspection of class materials, colleagues' classroom visits, or colleagues' discussions with the candidate's students.  It is the candidate's responsibility to collect and include such written evaluations in her/his supporting materials.

7.C.1.d.        The following are the minimum standards regarding professional development:

7.C.1.d.1.     Identifying short-term goals and strategies for engaging in one’s discipline through scholarship and/or creative endeavors (e.g., as demonstrated by the provision of a prospectus).

7.C.1.d.2.     Keeping current in one’s field through reading professional journals and/or attending conferences or workshops (e.g., as demonstrated by self-report and peer comments).

7.C.1.e.        The following is the standardregarding service: 

7.C.1.e.1.     Attending and contributing to departmental and subarea meetings and satisfying any other service-related conditions specified in the candidate's Letter of Appointment.

7.C.2            Promotion to Associate Professor

7.C.2.a.        An earned doctorate or other approved terminal qualification such as the M.F.A. from an accredited institution.

7.C.2.b.        Full-time higher education experience as specified in the Master Agreement.

7.C.2.c.        Demonstrated attainment of all minimum standards for the rank of Associate Professor in the areas of assigned professional responsibilities, professional development, and service.

7.C.2.d.        Demonstrated attainment of exemplary performance levels in teaching and other area.

7.C.2.e.        Any other conditions stipulated in a candidate’s Letter of Appointment.

7.C.2.f.         For promotion, a candidate must meet the following exemplary standards regarding assigned professional responsibilities:

7.C.2.f.1.      Maintaining a successful teaching record based on peer evaluation,  student questionnaires, and other appropriate material.  The student questionnaires will include the  eight course-specific items on the departmental evaluation form (i.e., an instructor’s preparation and presentation of lectures/discussions, the level of interest stimulated in class by lectures/discussions, an instructor’s encouragement of critical thinking, the clarity with which students’ responsibilities are defined, an instructor’s availability after class, during posted office hours, and/or by appointment to afford additional assistance, an instructor’s interpersonal competency in dealing with students, comparisons of an instructor with other instructors in the students’ experiences, and the perceived educational value of course taught by the instructor).  An inspection of students' qualitative remarks should reveal a pattern of positive evaluations that are at least commensurate with the quantitative evaluation data.

7.C.2.f.2.      Incorporating current developments in the field into classroom lectures and discussion, as well as using updated texts which reflect contemporary approaches to teaching subjects in the discipline (e.g., as demonstrated in course syllabi).

7.C.2.f.3.      Preparing students for advanced undergraduate courses by providing out-of-class assistance, such as assisting with writing or performance skills (e.g., as demonstrated by peer review, self report, and/or student comments).

7.C.2.f.4.      Helping students prepare for graduate school or careers by identifying appropriate venues for education, internships, auditions, practica, the writing of recommendations, and/or individual coaching and consultation (e.g., as demonstrated by self-report and/or student comments).

7.C.2.f.5.      Effectively guiding students through the departmental curriculum with a minimum of errors in advising (e.g., as demonstrated by peer review and/or student comments and compliance with departmental procedures for evaluating advising effectiveness.)

7.C.2.f.6.      Positive overall evaluations by departmental colleagues (e.g., as reflected in annual evaluations by the Executive Committee and/or written reports by peers).

7.C.2.f.7.      Conducting in-class outcomes assessments (e.g., as demonstrated by self report).

7.C.2.f.8.      Providing positive written peer evaluations generated via colleagues' inspection of class materials, colleagues' classroom visits, or colleagues' discussions with the candidate's students.  It is the candidate's responsibility to collect and include such written evaluations in her/his supporting materials.

7.C.2.g.        For promotion, a candidate must meet the following minimum standards regarding professional development:

7.C.2.g.1.     Keeping current in one’s field by attending professional conferences, workshops, university-sponsored field studies, presentations, conventions, or meetings (e.g., as documented by peers and/or other written evidence).

7.C.2.g.2.     Regularly engaging one’s discipline (i.e., a consistent pattern of engagement), as demonstrated by papers presented at conferences, book reviews, seminars, grants, consulting, workshops or creative works, scholarship being prepared or submitted or accepted for publication, and/or reports of artistic or creative endeavors associated with one’s discipline.

7.C.2.h.        For promotion, a candidate must meet the following minimum standards regarding service:

7.C.2.h.1.     Serving on committees at the departmental level (e.g., as documented by letters of appointment and/or appreciation for services rendered).

7.C.2.h.2.     Seeking membership on College or University level committees (e.g., as documented by notices of application).

7.C.2.h.4.     Attempting to recruit students for the department or institution (e.g., as demonstrated by self report).

7.C.2.i.         Also, a candidate must meet more stringent exemplary performance levels in teaching and at least one additional judgmental area.  In the designated judgmental                area, one must show three or more different (i.e., designated by separate lower-case letters such as a), b), c), etc.) types of achievements found in the following lists, at least one of which must come from .7.C.2.i.1.a  or 7.C.2.i.1.b. if exemplary performance is claimed for professional development or 7.C.2.i.2.a  and 7.C.2.i.2.b.if it is claimed for service:

7.C.2.i.1.      Exemplary performance levels regarding professional development include:

7.C.2.i.1.a.   Demonstrating the publication of scholarly work dealing with subjects in one’s field (i.e., journal articles, reviews, case studies, book chapters, scripts, or texts), as evidenced by photocopies.  Articles accepted in refereed journals are more meritorious than those accepted in non-refereed journals.

7.C.2.i.1.b.   Demonstrating the completion of creative works based upon the fields represented by subareas in the CAPS department (e.g., presenting conference papers; play production responsibilities; media production or editing).

7.C.2.i.1.c.   Demonstrating one has provided compensated or pro bono consulting activities dealing with the applications of one’s field such as organizational audits, technical or artistic assistance, group facilitation; training and development; media or informational campaigns (e.g., as evidenced by (i) contracts and/or (ii) letters of appreciation).

7.C.2.i.1.d.   Demonstrating one has either (i) sought to obtain grants from University or external sources in support of professional research and/or development (e.g., as evidenced by written grant proposals) or (ii) sought external professional work experiences or post-doctoral studies (e.g., as evidenced by letters of inquiry or evaluations).

7.C.2.i.2.      Exemplary performance levels regarding service include:

7.C.2.i.2.a.   Demonstrating one has served on departmental committees in a leadership capacity (e.g., as evidenced by written peer recognition).

7.C.2.i.2.b.   Demonstrating service on committees at the college or university level in a leadership capacity (e.g., as evidenced by (i) letters of appointment and/or (ii) written appreciation for services rendered).

7.C.2.i.2.c.   Providing services to community or University groups beyond assigned responsibilities (e.g., as demonstrated in letters recognizing such service).

7.C.2.i.2.d.   Demonstrating one has provided service to state, regional, or national professional organizations such as committee leadership, workshop presentations, or direction of projects (e.g., as evidenced by written recognition of such service).

7.C.2.i.2.e.   Demonstrating fund raising or recruiting activities on behalf of the Department or University (e.g., as evidenced by letters of appreciation).

7.C.2.i.2.f.    Other achievements deemed meritorious by the applicant and the Executive Committee, based upon evidence presented in promotion documents.

7.C.3.           Promotion to Professor.

7.C.3.a.        An earned doctorate or other approved terminal qualifications such as the M.F.A. from an accredited institution.

7.C.3.b.        Full-time higher education experience as specified in the Master Agreement.

7.C.3.c.        Demonstrated attainment of all minimum standards for the rank of Professor in the areas of assigned responsibilities, professional development, and service.

7.C.3.d.        Demonstrated attainment of exemplary performance levels in teaching and one other area.

7.C.3.e.        Any other conditions stipulated in a candidate’s Letter of Appointment.

7.C.3.f.         For promotion, a candidate must meet the following exemplary standards regarding assigned professional responsibilities:

7.C.3.f.1.      Maintaining a successful teaching record based on peer evaluation,  student questionnaires, and other appropriate material.  The student questionnaires will include the  eight course-specific items on the departmental evaluation form (i.e., an instructor’s preparation and presentation of lectures/discussions, the level of interest stimulated in class by lectures/discussions, an instructor’s encouragement of critical thinking, the clarity with which students’ responsibilities are defined, an instructor’s availability after class, during posted office hours, and/or by appointment to afford additional assistance, an instructor’s interpersonal competency in dealing with students, comparisons of an instructor with other instructors in the students’ experiences, and the perceived educational value of course taught by the instructor).   An inspection of students' qualitative remarks should reveal a pattern of positive evaluations that are at least commensurate with the quantitative evaluation data.

7.C.3.f.2.      Using recent research in classroom presentations and using texts or materials which reflect contemporary approaches to teaching subjects in the discipline demonstrated in a comprehensive teaching portfolio including a teaching philosophy, syllabi, instructional materials, and peer review.

7.C.3.f.3.      Competently teaching a variety of courses in the discipline, conducting in-class outcomes assessment, and being willing to improve one’s teaching and assessment abilities demonstrated in annual evaluations by the Executive Committee and either written student feedback or documented attendance at Ain service@ teaching workshops/institutes.

7.C.3.f.4.      Developing new course offerings or making major revisions in existing courses (e.g., as demonstrated in syllabi exhibiting modifications in curricular content and written peer recognition.)

7.C.3.f.5.      Preparing students for graduate school or careers by identifying appropriate venues for education and the writing of recommendations (e.g., as demonstrated in self-reports and student comments).

7.C.3.f.6.      Effectively advising students throughout their University careers (e.g., as demonstrated in peer reviews, student comments, and compliance with departmental procedures for evaluating advising effectiveness.)

7.C.3.f.7.      Providing positive written peer evaluations generated via colleagues' inspection of class materials, colleagues' classroom visits, or colleagues' discussions with the candidate's students.  It is the candidate's responsibility to collect and include such written evaluations in her/his supporting materials.

7.C.3.g.        For promotion, a candidate must meet the following minimum standards regarding professional development:

7.C.3.g.1.     Keeping current in one’s field through scholarly, artistic, and/or creative activities such as presenting scholarship, creative works, and/or attending workshops at regional, national, and/or international professional conferences, conventions, or meetings on a regular basis (e.g., as demonstrated in peer review and/or written reports).

7.C.3.g.2.     Regularly engaging one’s discipline through either (i) the publication of refereed journal articles, reviews, book chapters, case studies, scripts, texts, media presentations, and/or artistic productions relevant to the field (e.g., as demonstrated in photocopies or published materials or review and acceptance by editors or media personnel), or (ii) for the Theatre subarea, the technical or artistic direction, design, or promotion of  main-stage productions  or participation as deemed necessary by the Theatre subarea.

7.C.3.g.3.     Seeking compensated or pro bono consulting activities related to one’s field such as organizational audits, technical or artistic assistance, group facilitation; training and development; media or informational campaigns (e.g., as demonstrated in contracts and/or letters of appreciation).

7.C.3.g.4.     Submitting either (i) grant applications to University or external sources in support of professional research and/or development (e.g., as evidenced by written grant proposals) or (ii) seeking external professional work experiences or post-doctoral studies (e.g., as evidenced by letters of inquiry or evaluations).

7.C.3.h.        For promotion, a candidate must meet  the following minimum standards regarding service:

7.C.3.h.1.     Serving on departmental committees in a leadership capacity (e.g., as demonstrated in written peer recognition).

7.C.3.h.2.     Serving on committees at the college or university level (e.g., as demonstrated in letters of appointment and written appreciation for services rendered).

7.C.3.h.3.     Providing services to community or University groups beyond assigned responsibilities (e.g., as demonstrated in letters recognizing such service).

7.C.3.h.4.     Seeking to provide service to state, regional, or national professional organizations such as committee leadership, workshop presentations, directions of projects, chairing of panels, and reviewing convention or journal submissions (e.g., as demonstrated by letters of application for such service).

7.C.3.h.5.     Assisting the University in fund raising or recruitment (e.g., as demonstrated in letters of appreciation).

7.C.3.i.         Also, a candidate must meet more stringent exemplary performance levels in teaching and  at least one additional judgmental area; in the designated judgmental area, one must show three or more different (i.e., designated by separate lower-case letters such as a), b), c), etc.) types of achievement found in the following lists, at least one of which must come from 7.C.3.i.1.a., 7.C.3.i.1.b., or 7.C.3.i.1.c. if exemplary performance is claimed for professional development or  7.C.3.i.2.b. or 7.C.3.i.2.c. if it is claimed for service:

7.C.3.i.1.      Exemplary performance levels regarding professional development include:

7.C.3.i.1.a.   Evidence of sustained and significant engagement in one’s discipline through regular presentation of competitively selected or refereed conference papers or formal responses to others’ presentations or leadership in professional seminars.

7.C.3.i.1.b.   Publication of refereed journal articles, reviews, book chapters or texts.

7.C.3.i.1.c.   Production of meritorious artistic or broadcast presentations or scripts.

7.C.3.i.1.d.   Completion and subsequent use of post-terminal degree studies, certifications, or professional internships which significantly enhance one’s scholarly or creative activities.

7.C.3.i.1.e.   Receipt of and reports for grants to support professional activities pertinent to one’s discipline (e.g., NMU Faculty Research Grants, Peter White Scholarships, Fullbright Awards, government-agency sponsored research).

7.C.3.i.1.f.    Evidence demonstrating one has performed compensated or pro bono consulting related to one’s field (e.g., organizational audits, technical assistance, group facilitation; training and development; program evaluation; media or informational campaigns).

7.C.3.i.1.g.   Other activities deemed pertinent by the applicant and the Executive Committee, based upon evidence presented in promotion documents.

7.C.3.i.2.      Exemplary performance levels regarding service include:

7.C.3.i.2.a.   Leadership of departmental committees resulting in a significant enhancement to the department (i.e., revisions of departmental procedures, major changes in curricula, and/or other weighty assignments instituted to meet departmental needs).

7.C.3.i.2.b.   Leadership of college- or University-wide organizations (e.g., College Advisory Committee, Academic Senate, Committee on Undergraduate Programs, Faculty Review Committee).

7.C.3.i.2.c.   Providing leadership to state, regional, or national professional organizations associated with one’s field (e.g., elected officerships, coordination of major conferences, regularly serving as  chair for paneled conference presentations, reviewing articles and texts, editing journals, serving as a reader for convention submissions, theatre adjudication).

7.C.3.i.2.d.   Ongoing service to student organizations, beyond regularly assigned duties, resulting in demonstrable enhancement of learning opportunities (e.g., establishing pre-professional networks for campus groups, coordinating student seminars that go beyond the NMU community).

7.C.3.i.2.e.   A record of significant leadership for community, state, or national organizations that establishes positive relations between the university and the public.

7.C.3.i.2.f.    Initiation of activities that help recruit, retain, and/or recognize students attending the institution.

7.C.3.i.2.g.   Efforts which obtain financial assistance for the department, college, or University (e.g., grant generation, Development Fund activities).

7.C.3.i.2.h.   Other activities deemed pertinent by the applicant and the Executive Committee, based upon evidence presented in promotion documents.

7.D.              Tenure

The judgmental criteria for tenure evaluation are the same criteria used for promotion.  An applicant for tenure shall offer evidence of meeting the same standards as those required of candidates for promotion to Associate Professor (specified in Section 7.C.2. of the Bylaws and the Master Agreement.

7.E.               M.F.A

The M.F.A. may be accepted as a terminal degree under these conditions:

7.E.1.           that the M.F.A., being an applied arts degree, implies that the faculty member will continue to produce as an artist

7.E.2.           that the M.F.A. specialist may teach graduate courses only in his/her specific area of training

                                                                        ARTICLE VIII

                                                                          Overloads

8.                  In situations where there is more than one faculty interested in an overload opportunity, subareas will select which faculty have priority for overloads offered in that subarea based on the "system" and appropriate expertise.

8.A.               Separate Tracking of Extension and Overload Teaching

8.A.1.           Two distinct lines, one for extension teaching and one for regular overload teaching, reflecting the relative priority faculty members have for claiming the right to teach a non-contractual course are in effect.

8.A.2.           Priorities on either list will be established via the same system as outlined below.

8.A.3.           The order of names on that list shall be in reverse chronological order based on when members of the department last taught an extra-contractual course.  If two or more members teach during the same session, the placement of names on the list will also take into account whether the course taught was paid at 1/9 salary or at a fixed amount.  People who teach courses paid via the latter method will be placed higher than faculty who teach courses paid via the former.

8.A.4.           The person whose name appears at the top of the list may choose not to teach an extra course.  In that circumstance the person whose name appears second on the list shall be given the opportunity to teach and so on until one person chooses to accept the course.  When a faculty member uses the option to pass, or when a course is not offered for whatever reason (it doesn't make, for example), his/her name remains at the same position on the ECTO list.

8.A.5.           In the event that the same faculty member has first priority on either list, and both types of extra-courses are available in the same semester, she or he will indicate which of the separate tracks is available for others to teach.  Relative priority will be given to individuals based on their order on that ECTO listing.  If no other faculty member wishes to teach the designated course, the designating faculty member may teach it if she or he so desires with the approval of the Department Head and Dean.

8.A.6.           For the purposes of this system, one faculty member's 1/9 salary equals all other faculty members' 1/9 salary, regardless of the actual amount in dollars.

8.A.7.           As new members of the department enter the department, they enter on the bottom of the list.

8.A.8.           For the purposes of this system, intersession and summer session are considered equal in terms of chronology.

8.A.9.           The Department Head will receive the same opportunities for the teaching of overload and extension courses, and follow the same system, as are provided other faculty in the department.  (Approved 11-12-96)

8.B.               Banked Time

8.B.1.           Individual faculty wishing to use release time credit of four or fewer hours in any semester shall submit to the Department Head and Dean a work plan that outlines the specific research, professional development, or curriculum development project to which credit is being applied.

8.B.2.           Release time applications shall be submitted to the Department Head  at least one semester prior to the expected release.

8.B.3.           The Department Head  shall evaluate the work plan only on the basis of its expected value to the individual faculty member as outlined in the work plan itself.