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Third-Year Review

Presented by Ken Doxsee Associate Vice Provost For Academic Affairs January 28, 2014

Mid-Term

Timing of the Review • For tenure-track faculty without tenure

• Timing established at time of appointment

• Usually occurs during last year of initial contract

• If no credit for prior service – typically in 3rd year

• If credit for prior service – typically mid-way between hire and expected tenure review

• Completed ≥1 one month before end of contract

Process • Department/unit head requests materials from

faculty member

• Department/unit head assembles file

• File provided to committee of tenured faculty

• Committee prepares report, including assessment of progress toward tenure & promotion

• Department/unit head prepares independent report and recommendation

Fall term

Faculty Member’s Responsibilities • Curriculum vitae

• Scholarship portfolio • Comprehensive portfolio of scholarship/research/creative practice • Appropriate evidence of (inter)national recognition or impact

• Personal statement • Teaching, scholarship/research/creative practice, service • Discussion of contributions to institutional equity and inclusion

• Teaching portfolio

• Service portfolio

Process • Department/unit head requests materials from

faculty member

• Department/unit head assembles file

• File provided to committee of tenured faculty

• Committee prepares report, including assessment of progress toward tenure & promotion

• Department/unit head prepares independent report and recommendation

Department/Unit Head’s Responsibilities

• Summary reports from student teaching evaluation process

• Recent peer evaluation of faculty member’s teaching

• Establish review committee comprised of tenured faculty

Process • Department/unit head requests materials from

faculty member

• Department/unit head assembles file

• File provided to committee of tenured faculty

• Committee prepares report, including assessment of progress toward tenure & promotion

• Department/unit head prepares independent report and recommendation • (Department/unit vote by eligible faculty)

Process • Committee and department/unit head reports provided to

faculty member

• Faculty member may provide response and/or additional information within 10 days from receipt of reports

• File, including any response or additional information from faculty member, submitted to Dean

• Dean prepares independent report and recommendation • May consult with appropriate persons • May obtain and document additional relevant information

Process • Dean shares report and recommendation with faculty member

• Faculty member may provide response and/or additional information within 10 days from receipt of reports

• File, including any response or additional information from faculty member, submitted to Provost or designee • (Include contract renewal documents)

• Provost or designee decides terms and duration of any subsequent appointment and communicates review decision to faculty member ≥1 month prior to end

of current contract

General Remarks • The key question: Given the work accomplished and the

trajectory, is the candidate on a pathway to an unequivocally positive recommendation for tenure?

• Formative and summative evaluation

• Contract renewal is a key decision point

• Three outcomes possible • Renewal extending to tenure decision • Terminal one-year contract • Renewable one-year contract with stipulations

Outcomes and Associated Process • Unequivocally positive: readily make tenure if current

trajectory is sustained Three-year renewal

• Unequivocally negative: will clearly not make tenure if current trajectory is sustained One-year terminal contract and dismissal

• Problematic but still possible: might make tenure with key corrections in effort One-year contract with stipulations

Conducting the Review: Suggestions • Engage the discussion in two parts

• Diagnostic review of vita and accomplishments • Evaluative review of prospective success and what is

needed (or lacking if things are going negative)

• Focus on the vita and accomplishments, not on the person

Closing Comments • All three outcomes are routinely reached

• It is difficult to tell a colleague that things are not working

• It is difficult to be told that things are not working • It is more difficult to be told this later, in the context of a

denial of tenure • It is not always a shock

Questions

Ken Doxsee Associate Vice Provost for Academic Affairs

346-2846 doxsee@uoregon.edu