MEMORANDUM. Jeff Russell, Vice Provost for Lifelong Learning and Dean, Division of Continuing Studies

Transcription

1 Page 1 of 15 MEMORANDUM TO: Jeff Russell, Vice Provost for Lifelong Learning and Dean, Division of Continuing Studies FROM: Narra Smith Cox Chair, Department of Liberal Studies and the Arts and Chair, Department of Professional Development and Applied Studies RE: Request for Permission to Merge the Department of Liberal Studies and the Arts and the Department of Professional Development and Applied Studies In accordance with Faculty Policies and Procedures (5.01, 5.02) the Executive Committee of the Department of Liberal Arts and the Executive Committee of the Department of Professional Development and Applied Studies formally request your approval of our plan to merge our two departments. The Executive Committees and staff within the departments have discussed this proposal over the last 2 years and on August 20, 2013 the Executive Committees of both departments voted unanimously to move forward toward merging the departments. Provided below is a summary of the background relevant to this request for restructuring. History and Background History of our departments The departments were originally part of UW Extension until As a result of recommendations of the UW Madison/UW Extension Joint integration Advisory Committee, about 350 staff positions were shifted from UW Extension to UW Madison to better integrate the extension function on the Madison campus. Most of the positions were assigned to the College of Agriculture and Life Sciences, and others with specific professional responsibilities went directly to other Colleges and Schools, such as Law, Pharmacy, Business, Engineering, Medicine, and Library Science. About another 100 positions had cross divisional or multi unit responsibilities, and these became the basis for formation of the Division of University Outreach (DUO) at UW Madison. The five DUO departments were: Liberal Studies, Governmental Affairs, Health and Human Issues, Communication Programs, and Continuing Education in the Arts. In 1994, DUO was consolidated with Summer Sessions and Inter College Programs, and was renamed the Division of Continuing Studies (DCS). In 1997, faced with shrinking numbers as retiring faculty were not replaced, the five DCS departments were merged into the existing two: Professional Development and Applied Studies, and Liberal Studies and the Arts. With the retirement in 2003 of Liberal Studies and the Arts Chair Harv Thompson, Professional Development and Applied Studies Chair Jim Campbell assumed the Chair of both departments. Currently, Professional Development and Applied Studies Professor Narra Cox chairs both departments. 1

2 Page 2 of 15 Practical solution In the last few years faculty and staff have increasingly functioned as one department. For example, the Executive Committees of LSA and PDAS voted to elect one chairperson to serve as chair of both departments in 2003; the Executive Committees of LSA and PDAS have met jointly since 2009; with the retirement of the LSA departmental administrator in 2010, the PDAS Academic Department Supervisor has served as administrator for both departments; faculty and staff have implemented unified administrative practices and procedures for both departments that standardize course planning procedures, registration, marketing, and other business practices. Deliberative decision making process In addition to the practicalities of functioning as one department, faculty and staff have been involved in a deliberative decision making process to consider the proposal to integrate as one department. In the summer and fall of 2012 the two departments engaged in a collective strategic planning process to manage change and position the departments for the future. One of the action steps that came from this strategic planning process was to Identify and implement the governance process to become one department. On November 16, 2011 the Executive Committee of LSA and the Executive Committee of PDAS formed a committee to develop policies and procedures for the evaluation of any departmental restructuring (Orton, chair; Bowles, Schulenburg, and Cox). On December 15, 2011, Vice Provost and Dean Russell met with the Executive Committees of both departments and made clear his support for restructuring as one department. On March 15, 2012 the Merger Committee distributed to the Executive Committees of both departments their report, DCS Departmental Merger Discussion outlining departmental differences between LSA and PDAS, potential advantages to a merger, and potential detriments to a merger. The Executive Committees tabled further discussion on the proposal while departmental strategic planning was taking place. On July 1, 2012, the retirement of a PDAS faculty member decreased to 3 the number of PDAS Executive Committee members. On January 1, 2013, the retirement of an LSA faculty member decreased to 3 the number of LSA Executive Committee members. On September 24, 2012, the Executive Committee of LSA and the Executive Committee of PDAS voted unanimously to consolidate LSA and PDAS into one department, an action that was supported by the strategic plan developed by both departments. 2

3 Page 3 of 15 An open forum was held on October 30, 2012 to solicit input from staff in both departments with regard to the merger. Participants at this meeting discussed several possibilities for a departmental name, and recommended: Department of Liberal Studies and Professional Development. On December 11, 2012 the Executive Committee of LSA and the Executive Committee of PDAS reviewed names suggested at the open forum, as well as other potential names suggested by other staff. After considerable discussion, the Executive Committee selected the name Department of Liberal Arts and Applied Studies. The Division no longer has an Academic Planning Council; the Vice Provost and Dean charged the Executive Committees to act as an Academic Planning Council on this matter. As stated above, the Executive Committee of both departments unanimously supported the merger. Intellectual soundness of the change Faculty and staff in the Department of LSA provide classes and programs (including conferences) in the arts and humanities to adult learners who are seeking personal enrichment learning opportunities. These include non credit classes in the arts (visual arts, music, theater, dance, creative writing) and the humanities (literature, history, languages, as well as educational travel programs). Many of the classes are taught in the late afternoon or evening, or online; they may be a one time event, or may take place over a number of weeks. The portfolio of classes and programs for the arts, humanities, and educational travel changes frequently, as classes are added or discontinued in response to market demand. Faculty and staff in PDAS provide classes and programs that enhance the practice of professionals in selected disciplines (e.g., human service providers, public and private sector managers/leaders, and educators) and respond to community, state, and national needs. Many of these non credit courses are delivered as one or two day (6 12 instructional hours) workshops that contribute to licensure and certification requirements for social workers, counselors, psychologists, substance abuse counselors, health educators, public managers, and other professions. The portfolio of classes and conferences changes frequently, as programs are added or discontinued in response to market demand. What is common between LSA and in PDAS is the focus on adult learners. The academic underpinning of both departments is the knowledge base, research, and application of the principles and practice of adult teaching and learning. LSA and PDAS share a mission to provide lifelong learning experiences for adults based on principles and practice of adult teaching and learning. Another commonality between LSA and PDAS is that both are revenue generating departments revenue generated through program registration fees provides the majority of funding for the two departments. This business model distinguishes LSA and PDAS from other academic departments on campus, and requires an entrepreneurial focus and business practices that reduce costs and generate revenue. Merging the two departments as a single unit will consolidate our departments in spirit and in practice. 3

4 Page 4 of 15 Anticipated impact We anticipate the most significant impact of the proposed merger is that it will formalize a structure that reflects the day to day practices of the two departments. We anticipate that one department will make it easier to fill leadership roles and functions (e.g., Chair, departmental committees, etc.). We anticipate that one department will improve administrative functions and business practices. For example, it will be easier to assign support staff to programs in either department. We anticipate that having one department will reinforce our efforts to build one culture, especially as new staff are hired who will not have an historical connection to one or the other departments. We recently added threee faculty positions, and we will seek two additional faculty positions. These individuals would seek tenure from the Divisional Committee most aligned with their positions (e.g., Social Studies or Arts and Humanities). Scope Academic and research structure and affiliations Faculty in both departments teach classes and plan programs for adults based on the principles and practice of adult teaching and learning. Faculty conduct research in their disciplines, and on the teaching and learning of adults with regard to personal enrichment and professional training or workforce development. Some faculty have had, or currently have, affiliate appointments with other UW Madison departments. Support for the proposal ( affirmations) has been obtained from chairs of departments for which LSA and PDAS faculty currently have affiliate appointments: LSA and PDAS Faculty with Affiliate Department Chair of Affiliate Department Affiliate Appointments Currently Emily Auerbach English Caroline Levine Chelcy Bowles Music Susan C. Cook Jane Schulenburg Gender and Women s Studies Judith A. Houck We will continue to pursue affiliate appointments and additional opportunities for research and teaching collaboration, especially for junior faculty. Departmental members As of September 1, 2013 Liberal Studies and the Arts includes three tenured faculty (Emily Auerbach, Chelcy Bowles, Jane Schulenburg), two probationary faculty (Sage Goellner and Jesse Stommel), 15 academic staff, and 7 classified staff. All faculty, including the probationary faculty, support the proposed merger. The only concern raised by faculty about the merger related to the potential challenge of recruiting future faculty to a department with such a broad academic scope. 4

5 Page 5 of 15 Academic and classified staff also support the merger, based on the inclusive strategic planning process that took place in , and articulation at that time of the goal of merging as one department. As of September 1, 2013, the department of Professional Development and Applied Studies includes three tenured faculty (Jim Campbell, Narra Smith Cox, Barry Orton), one probationary faculty (Erin McCloskey), 15 academic staff, and 7 classified staff. All faculty, including the probationary faculty member, support the proposed merger. Academic and classified staff also support the merger, based on the inclusive strategic planning process that took place in , and articulation at that time of the goal of merging as one department. Strategy Mission and purpose of the merged department The mission of Continuing Studies is to advocate for and engage lifelong learners through high quality and innovative programs and services. The mission of the proposed merged department is: We exemplify the Wisconsin Idea by providing and supporting high quality continuing education, outreach, service and scholarship related to personal enrichment and professional development. As identified in our recent strategic plan, our 3 year (FY2013 FY 2016) vision includes the following: We are an academic department with a commitment to continuing education, outreach, service and scholarship. We deliver high quality, innovative and fiscally sustainable continuing education, outreach and scholarship. The scope of our programming includes: o Arts o Humanities o Community health o Management, leadership & other workplace skills o Distance education teaching & learning o Special projects and programs of significance to the community We demonstrate departmental expertise in the field of adult education (adult teaching & learning). Action Plan for Establishing the New Structure Timeline We expect to establish the department of Liberal Arts and Applied Studies on July 1, 2014 the beginning of the fiscal year. Such a target date will allow time for a smooth transition, including name changes for some of the financial accounts. Physical facility requirements No new facilities or movement of staff will be required. Financial resources No new financial resources will be required. Governance procedures See Addendum A for governance structure. Policies and guidelines Affiliate Faculty Policy See Addendum A. Guidance and Evaluation of Probationary Faculty See Addendum B. 5

6 Page 6 of 15 Committee structure & duties See Addendum A. Redistribution of participating faculty and staff None. Anticipated Curriculum/Academic Program Changes We anticipate no specific curriculum or academic program changes as a result of this merger. 6

7 Page 7 of 15 Department of Liberal Arts and Applied Studies Addendum A GOVERNANCE 1. Executive Committee (EC) Eligibility: All tenured faculty with FTE in department; selected affiliate tenured faculty (see Affiliate Policy below), appointed by vote of the EC, as per FP&P 5.10, 5.12.A and Charge: 1A. To make recommendations concerning faculty, academic staff and classified staff recruitment, leaves, non-retentions, dismissals, promotions, and salaries and other departmental budgetary matters, as per FP&P 5.21.A and 5.21.C. This charge includes periodic review of the performance of every faculty, academic, and classified staff employee, as per FP&P 5.21.D, and the production and provision of written communications, as so stipulated. 1B. To make the appointment and oversight of Ad hoc Committees as deemed necessary and as instituted by vote of the EC. 1C. To work in close coordination with the Department Chair in all aspects of governance, as detailed in Section 2, below. 2. Chair Eligibility: tenured faculty member, appointed by Dean after preferential ballot from voting members of department. Charge: 2.A. All duties stipulated in FP&P B. Exercise authority delegated by EC on annual basis, as per FP&P C. Provide leadership to department through working with EC and department staff to address programmatic needs of the department and develop and maintain department vision. 2.D. Act as conduit between department and other sectors of the university through active engagement in initiatives of the College and broader University. 3. Department Eligibility: all tenured and probationary faculty with at least 0.5 FTE in department; additional faculty and academic staff as per FP&P 5.10 and 5.12; additional affiliates granted joint governance appointments per Section 6. Stipulated voting rights: All members (including Chair) have full voting rights. Matters for which the EC alone has responsibility are stipulated in FP&P 5.20 and The Department may choose to take advisory votes on matters vested in the EC, and the EC may solicit such an advisory vote to gauge overall support for or feelings about particular decisions. 4. Faculty Senator Charge: Represent the department in the Faculty Senate as per FP&P and Faculty Senate 7

8 Page 8 of 15 rules. 5. Procedure for Alteration of this Governance Structure This governance structure permits alteration according to the following procedures. Alteration of the departmental governance structure may consist of, for example, the formation of new committees or officers, the collapse of existing committees into larger entities, the elimination of committees, or other changes that alter the stipulated governance described above. Proposals for alterations may be made by any member of the Department or EC, including the Chair. Proposals shall be discussed and voted upon at a scheduled meeting of the EC. This Governance document shall then be emended to reflect such changes. The Chair is tasked with ensuring that this document remains updated and accurate at all times and that Department actions are taken in accordance with the stipulations stated herein. 6. Affiliate Faculty Policy All affiliations are to be approved by a majority of the EC after careful review and discussion of the candidate's interest and qualifications as per FP&P (esp. 5.13). Affiliate Faculty are construed as supplement to not replacement for a departmental critical mass' of full-time or joint appointments. As per FPP, the term of the affiliation is for three years, with the possibility of renewal. No shared governance is a part of or implied by this arrangement unless agreed to by the EC. 8

9 Page 9 of 15 Department of Liberal Arts and Applied Studies Addendum B PROCEDURES FOR GUIDANCE AND EVALUATION OF PROBATIONARY FACULTY GUIDANCE AND EVALUATION OF PROBATIONARY FACULTY All personnel considerations and actions taken by the Executive Committee follow, as an overall guide, the specifications of Faculty Policies and Procedures, UW-Madison. Upon hiring, probationary faculty (hereafter referred to as the candidate) will be assigned a mentor by the Executive Committee of the Department. The designated mentor from the Executive Committee will be responsible for the guidance of the candidate for the full term of his or her probationary period. The mentor will be responsible for making sure that the candidate fully understands what constitutes the criteria and standards for an affirmative recommendation for (1) annual reappointment and (2) tenure in the Department. The mentor's main task will be to guide and advise the candidate on how to improve his or her performance in order to make progress toward tenure. The mentor is expected to monitor such progress carefully and consistently. Either the mentor or the candidate may request that a different mentor be assigned to the candidate. The Executive Committee must approve all such changes. It is the responsibility of the chair to ensure that mentorship does not lapse, or if a mentor leaves, that a new mentor is assigned to the probationary faculty member. The Executive Committee views promotion to Associate Professor with tenure as one of the most important and reliable means of improving the academic and professional quality of the Department. In order to achieve this goal, members make their professional judgments regarding tenure with great care and deliberation. Each year the candidate s performance will be evaluated in three areas: scholarship, teaching, and service. The criteria which must be met in each category for reappointment and tenure are stated below. 1. SCHOLARSHIP: A regular and continuing pattern of scholarship is necessary for the candidate to be reappointed and to be considered as making progress toward tenure. The candidate shall conduct nationally/internationally recognized research, including grant-funded research. The candidate shall build relationships and collaborate with peers in other academic departments and the public and private sectors. The candidate 9

10 Page 10 of 15 shall extend the University s research capacity to academic and nonacademic audiences though such activities as applied research and technical assistance, demonstration projects and evaluation of ongoing projects. The candidate shall conduct research that makes a contribution to knowledge with outcomes that include, but are not limited to: Scholarly books, monographs, chapters, bulletins, media, videotapes, computer programs, technical reports, and websites. Articles published or accepted for publication in scholarly or professional journals. Outreach publications and exemplary materials. Research awards, grants or proposals. Papers read at professional meetings, invited lectures, invitations to participate in professional meetings, editorial positions with major professional journals. 2. OUTREACH TEACHING: In order for the candidate to be reappointed and to be considered as making progress toward tenure, he or she must demonstrate effective teaching of substantial quality and quantity. The candidate must exhibit ability and skill in disseminating basic and advanced knowledge. The candidate should develop program content and teach non-credit continuing education courses via in-person and/or online instruction. Independent study courses, public presentations, consulting projects, and other non-traditional formats will also be recognized as important contributions to teaching. The candidate should identify program needs, develop and teach programs to address those needs, use new and existing information in program development, deliver programs to the public effectively, and evaluate those programs. The candidate should participate in and organize workshops and conferences for outreach audiences and/or provide continuing professional education in the field. In order to be recommended for tenure in the Department, the Executive Committee must be satisfied that the candidate has established an unambiguous record of high teaching competence in all the categories pertaining to his or her teaching activities. 3. SERVICE TO THE INSTITUTION, PROFESSION, AND THE PUBLIC: The candidate must participate in faculty governance, and other University service activities. The candidate must contribute to the profession at the local, state and national levels, which may include membership on committees, service in professional groups, and/or editorial boards. The candidate must serve the public by such activities as speaking to or consulting with public bodies, service on advisory boards, and preparing articles for print and digital media outlets. PROCEDURES GOVERNING TENURE REVIEW: The guidelines specified in Faculty Policies and Procedures, UW-Madison serve as the overall guide for all personnel actions taken by the Executive Committee. In its promotion decisions, the Executive Committee's professional judgment is carefully exercised in the interest of maintaining and improving the academic and professional quality of the Department. The 10

11 Page 11 of 15 procedures governing the yearly review of probationary faculty are presented first below, since reappointment reviews are integrally related to tenure recommendations. 1. REAPPOINTMENT REVIEW: The Executive Committee of the Department normally evaluates all probationary appointments for possible renewal in the spring of each academic year. Each member of the Executive Committee reviews the candidate s performance as stipulated in all items above. That is, each member is responsible for reviewing and assessing the candidate's entire renewal dossier, which must include information regarding the candidate s contribution to the department s revenue target. Revenue expectations can be met by funded research, grant funding, program revenue, or any combination thereof. The Executive Committee then meets to deliberate on the candidate's record, normally in March or April. The mentor reports on the candidate's progress and makes a recommendation. A vote by secret, signed ballot is then taken on the candidate's reappointment. The Chair serves as teller. An affirmative vote signifies that a majority of the Executive Committee thinks the candidate is making progress toward tenure. As part of its recommendation, the Executive Committee files a summary of its evaluation with the Dean. If the Dean approves the recommendation to reappoint the candidate, the candidate is so informed by letter; the letter also contains a summary of the Executive Committee's evaluation of his or her performance. After the review, the mentor consults with the candidate and makes suggestions and recommendations for improvement, if necessary. 2. TENURE REVIEW: The specific criteria which a candidate must satisfy in order to receive a positive tenure recommendation by the Executive Committee of the Department are listed above. The procedures for tenure review are: a) Each member of the Executive Committee reviews and evaluates the candidate's entire tenure dossier--the teaching record, the scholarly record, and the service record. Each member reads the candidate's publications, carefully assessing whether his or her major publications indicate a significant original contribution to the field. Teaching and service records are assessed with equal care to determine the candidate s achievements and potential in both areas in the context of the mission and the needs of the department. b) The Executive Committee meets to deliberate the merits of the case. In this meeting, the Executive Committee may decide to recommend promotion or termination. It may also decide to defer a final decision pending the receipt of letters from outside experts, or may decide to request more information for the dossier. In all tenure cases at least five outside [i.e., not from UW- Madison] letters judging the candidate's contribution to scholarship are solicited. In cases where it is not self-evident, the Chair also appoints one of the members to assess the quality and standing of the journals and presses in which the candidate's work has appeared. If the Committee decides to defer its final decision for any reason, the candidate is notified. Any action taken at this meeting is based on a majority vote. This vote is taken by means of a secret, signed ballot, and the Chair serves as teller. 11

12 Page 12 of 15 c) When the reasons for the deferral have been satisfied, e.g., upon receipt of outside letters judging the candidate's scholarship, a new meeting to decide the issue is called, and the candidate is so notified. e) During this meeting a motion to recommend promotion to Associate Professor with tenure is made and seconded. A discussion of the merits of the case in all three areas-- scholarship, teaching, and service--follows. After due deliberation the Executive Committee renders its best professional judgment. A majority-vote is required in order to recommend the promotion to the Dean and to the Executive Committee of the Division. 3. EXECUTIVE COMMITTEE VOTING RULES: All members of the Executive Committee are eligible to vote. Members on leave, or members who cannot be present to vote at the meeting in which a tenure decision is reached, may submit a write-in ballot. This ballot must be accompanied by a statement that the member has evaluated the tenure dossier, and the statement must also include a brief assessment of the candidate. In the case of write-in ballots, the members actually present at the meeting vote on whether to accept the write-in ballot or not. All votes are made on a secret, signed ballot. The Chair is the teller. 12

13 Page 13 of 15

14 Page 14 of 15

15 Page 15 of 15