University of North Carolina School of the Arts UNC Tomorrow Response Report Phase II (E) Review of Evaluation Process for Renewal of Contract
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1 University of North Carolina School of the Arts UNC Tomorrow Response Report Phase II (E) Review of Evaluation Process for Renewal of Contract I. Multi-year contract system UNCSA does not have a system of tenure, but instead utilizes a system of multi-year contracts. Faculty members are employed for an initial period of three years; during the second year of the contract the institution conducts a complete review of the faculty member, including peer review, student evaluations, a self-evaluation and an evaluation by the dean. The peer review committee and the dean make a recommendation to the Chief Academic Officer to re-appoint or not re-appoint the faculty member to a second three-year contract. If the Chief Academic Officer re-appoints the faculty member to a second three-year contract, another complete review will take place in the second year of the second three-year contract. If this review results in re-appointment, the Chief Academic Officer will issue a contract to the faculty member under review for a period of five years and another complete evaluation will be performed during the fourth year of the five-year contract. If that review results in re-appointment, the faculty member will be issued a contract for ten years. In the fifth year of the ten-year contract, the faculty member again undergoes a complete evaluation which complies with Board of Governors Policy regarding post-tenure review. This review is identical to other reviews, except that there is no recommendation regarding re-appointment. II. Faculty Rank and Promotion UNCSA also does not have a system of faculty ranking and the most recent efforts to establish rank (2004) were voted down by the UNCSA faculty. Because there is no rank, there is no promotion. Furthermore, faculty salary increases are not tied to rank, promotion, or tenure. Deans are advised to increase faculty salaries based on merit, market and equity. III. The Evaluation Process and Criteria The guidelines in the UNCSA Faculty Manual state that in formulating their reappointment recommendations, the peer review committee, dean and Chief Academic Officer should consider four factors relevant to the faculty member s performance: 1) The faculty member s demonstrated professional competence 2) Evidence of career development and the potential for contributions to one s field/profession 3) Evidence of contributions to the school community 4) Divisional needs and resources
2 The Faculty Manual also states that deans will assess teaching, through observation of the faculty member s work; will assess service to the institution and community; and will assess creative or scholarly endeavor. The dean is also to take into account student evaluations of teaching, the faculty member s self-evaluation, and annual performance evaluations. Service to the institution can take the form of such things as committee work, participation in inter-disciplinary work, working on such things as the Kenan Writers Encounters, writing footnotes in performance programs, providing translation services, serving as a tutor, and participating in institution-wide programs and initiatives. Creative and scholarly endeavors can (and do) include the traditional writing and publishing, but also include staging plays, creating films, choreographing works, directing plays, acting, dancing, performing music, directing music and creating new music. Service to the community has included such things as: working with students who perform regularly at the Brenner Children s Hospital; coaching/directing students who perform for students in the Winston-Salem/Forsyth County school system; performing for students in the Winston-Salem/Forsyth County school system; participating in the RiverRun Film Festival; working with/performing with students in the summer performance series at Manteo; teaching/facilitating programs at local institutions such as the Winston-Salem Arts Council and Reynolda House; volunteering as tutors in some of the local schools, particularly the arts magnet schools; and this year at least a dozen faculty are serving as guest artists in the new arts magnet high school (RJ Reynolds High School) in Winston-Salem. Suggested Strategies Identified by the UNC Tomorrow Commission I. Encourage faculty to address important societal issues, and reward them for doing that work well. Create incentives for faculty to engage in applied research, scholarship, and public service. Continue to support and reward basic research, theoretical scholarship, and creative activities. One of the most important functions of art, regardless of the medium used, is to address important societal issues. UNCSA hires artist/faculty who have already succeeded professionally in their art form and expects them to continue making films; choreographing dances; acting and directing; staging, lighting and designing shows; and composing, conducting and performing music. The academic faculty is also engaged in creative activities, as well as research and other scholarly activities. These continuing creative/scholarly endeavors constitute one of the major criteria for consideration as part of the evaluation for contract renewal. Faculty members are supported in their creative endeavors by grants from the Mellon Foundation, the National Endowment for the Arts, and the Surdna Foundation. Monies from the Mellon and NEA grants are given to the Chief Academic Officer to disburse; the majority of the funds are given to the Faculty Development Committee, an arm of faculty
3 governance that reviews faculty requests and then awards grants, subject to approval from the Chief Academic Officer, of up to $1500 for research, scholarship and creative work. The amount available to faculty in the academic year is approximately $31,000. The CAO also appropriates $1200 to each of the arts and academic deans and uses approximately $5000 a year to fund activities of the Faculty Enrichment Center. Monies from the Surdna Foundation (aided by a match from the Doris Duke Foundation) provide enough funding to award one term of reassigned time to two members of the full-time, permanent faculty each year. Faculty members submit grant proposals to the Faculty Development Committee which then awards the reassigned time on a competitive basis, pending approval of the Chief Academic Officer. Recent examples have included a faculty member who worked on a novel, a faculty member who finished writing a book on performance and a faculty member who went to Japan to further his research into the practice and performance of Noh theatre. Another avenue for funding for faculty research and creative projects is the Thomas S. Kenan Institute for the Arts. The Kenan Institute has funded a number of faculty projects such as the Kenan Writers Encounters and the Magnolia Baroque Festival, a Digital Arts Symposium, an Internet 2 Performing Arts Forum, and a Cinema Ethics conference. The newest program for faculty is called Project Breathe an initiative created to provide a means for UNCSA faculty to design collaborative, multidisciplinary summer intensive projects that will create ties between the school and the larger community. II. Make appropriate University faculty more accessible to small business owners, nonprofit organizations, K-12 schools and community groups. Members of the UNCSA faculty have the opportunity to work with small business owners through such venues as the Winston-Salem Chamber of Commerce, Piedmont Triad Partnership and the Wired Initiative, as well as through the Center for Design Innovation, which also helps link up UNCSA faculty (sound design and animation, for example) not only with business leaders, but with faculty from Winston-Salem State University, Forsyth Technical Community College and other institutions of higher education in the Triad. For example, a member of the UNCSA filmmaking faculty presented a talk followed by a roundtable on the future of animation with local business leaders at the Center for Design Innovation this past Tuesday, December 2 nd. Most of the non-profit organizations in Winston-Salem and Forsyth County benefit from the involvement of UNCSA faculty. Examples include the Winston-Salem Symphony (and other musical groups); the Piedmont Opera (music and design and production); Little Theatre; the RiverRun Film Festival; Associated Artists; and a host of local galleries. Many UNCSA faculty also participate in the UNCSA Summer Performance Series in Manteo, N.C.
4 Members of the UNCSA faculty have acted either as consultants or as guest artist/teachers for the new arts magnet high school, the RJ Reynolds High School, in Winston-Salem. Faculty members in the Schools of Design and Production and Drama conduct workshops for teachers who teach K-12 in the Winston-Salem/Forsyth County Schools as well as teachers from other parts of the state. Music faculty work with all-state bands, orchestras and choruses. Many faculty work with community organizations on either a volunteer or paid basis; many musicians and technicians, for example, work with local churches. And a good many faculty members perform volunteer work with organizations such as Samaritan Ministries and Habitat for Humanity. III. IV. Continue to support the use of the tenure process as a way to validate that faculty candidates are highly qualified experts in their field. UNCSA hires many faculty who are professional artists and performers, but who do not necessarily have graduate degrees in their particular fields. So the institution has instituted a system of professional portfolios in which artist/faculty provide evidence (playbills, reviews, screen shots, CD and DVD examples, etc.) of their continuing professional development. These portfolios are digitized in the Chief Academic Office and faculty members are required to update their professional portfolios each year. This system was successful in satisfying Comprehensive Standard in the most recent reaffirmation of accreditation by the SACS Commission on Colleges. All faculty---academic and arts faculty---are required to fill out an Update of Professional Activities Form each year. These forms are used in the annual evaluations of faculty that are conducted by the deans. As indicated earlier, professional development and evidence of expertise in the field of teaching is one of the criteria used in the process of evaluation for renewal of faculty contracts. Both the professional portfolios and the Update of Professional Activities Form are used as part of that evaluation process. Future Improvements The Chief Academic Officer will work with the deans and the UNCSA faculty council to strengthen and clarify the wording in the Faculty Manual to make sure that it is clear that service to the community is one of the primary criteria to be used by deans and the Chief Academic Officer in the evaluation process for contract renewal. The current Faculty Manual also does not make any mention of online course development and we will include some wording to make sure that online course development can be properly recognized as evidence of professional development and service to the institution. The Faculty Manual is currently in the process of revision and updating anyway; this project will be done by June 1 st, The administration and the chair of faculty council are ready to bring up the question of faculty rank again. While we realize that this does not
5 necessarily ensure salary upgrades, we do understand that labeling all of our faculty as instructors sometimes hinders efforts to raise faculty salaries. What we will propose is a system in which rank is linked to both progress through the multi-year contract system and salary. This will be an effort coordinated by the Chief Academic Officer and the UNCSA Faculty Council. Our goal is to create a concrete plan by the end of this academic year (June 1 st, 2009) and then discuss it during the academic year. If the faculty approves, the new plan would be implemented at the time of the spring evaluations in [This would mean that by the fall of 2011 UNCSA would have a new semester calendar, a new curriculum with a reduced number of credit hours to degree, we would go live with Banner Student and its attendant changes in business processes and we would have a new faculty ranking system!] UNCSA is currently undertaking a new strategic plan involving the trustees, the administration and the faculty. The new strategic plan should enable us to make better use of our existing resources by more clearly defining our goals and priorities, and it will enable us to launch a comprehensive campaign, including a capital campaign. One of the goals of the comprehensive campaign would be to raise funds for the purpose of further faculty development. The strategic plan should be ready for approval by the UNCSA Board of Trustees in May of 2009.
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