page last updated December 27, 2005

IN SPRING 2005 THE CBA FACULTY DID A MAJOR RE-WRITE OF THE RPT RULES AS WELL AS SOME OTHER CHANGES (e.g., GRADE APPEALS).  THE RPT RULE CHANGES ARE NOT RETROACTIVE, THUS, THE RPT RULES BELOW CONTROL FOR FACULTY WITH HIRE LETTERS DATES APRIL 2005 OR BEFORE.

DARC Sec. 5. - 5.5.2., Adopted by CBA Faculty, February 1, 1995.

SPRING 1997: Complete revision and replacement of prior P&P (created by complete revision and replacement in 1984), the Policies and Procedures below were adopted by the CBA Faculty during Spring 1997; final approval by the Regents and the Administration 1998.

SPRING 1999: Amendments adopted by Faculty April 1999; final approval by Administration (Regent approval not required) Summer 1999. NOTE: For the April 1999 CBA General Faculty meeting the Strategic Planning Council proposed FOUR amendments and THREE were adopted. APPROVED were clarifying process of amendment and SPC's role (added a new section 2.8.2.3. and renumbered old 2.8.2.3. as 2.8.2.4); require paper and web minutes of Council meetings (added a new section 2.1.11.); added Dean a voting member of SPC (amended section 2.8.1). REJECTED on a 14 YES and 15 NO vote was a new section 2.1.3 which would have created a new requirement that service opportunities on CBA Councils be spread more evenly across the faculty (i.e., one per faculty member per department, unless necessary to meet Council requirements (e.g., Graduate Faculty membership)).

SPRING 2000:  Amendments adopted by Faculty April 2000; final approval by Administration (Regent approval not required) Summer 2000.  For the April 2000 CBA General Faculty Meeting the Strategic Planning Council proposed ONE amendment and it was adopted.  APPROVED was the deletion of what had been the last sentence of the unnumbered third paragraph of three paragraphs that make up section 5.3.3.3.3.: that is,  "Normally, an Outstanding candidate will have been elected to Graduate Faculty Fellow."  This changed the intellectual contributions portion of the criteria for earning promotion to Associate Professor and earning tenure.  This change reduced both [a] the objectivity of the evaluation, and [b] the required level of performance.  This change was adopted because:  [1] it increased the feasibility of a faculty member earning the promotion and earning tenure with an emphasis on teaching; [2] it recognized that the level of financial support within CBA for faculty research efforts had been reduced by budgetary constraints; and [3] it recognized that CBA was less likely --since the formation of the new college of Information Science and Technology-- to be called upon, by itself, to staff a doctoral program, which would require CBA to obtain and sustain a higher density of Graduate Faculty Fellows.  NOTE  HOWEVER  THAT the last sentence of the first paragraph of section 5.3.4.3 still is in effect:  "Normally, this will include prior election to Graduate Faculty Fellow."  Section 5.3.4.3. addresses the criteria for promotion to the rank for Professor.

page first posted September 9, 1998

Policies and Procedures adopted by the Faculty Spring 1997; final approval by the Regents and the Administration 1998.

1. Introduction

1.1. Nebraska law, the Regents' Bylaws and the Bylaws of the College provide for faculty governance of the College. The Councils listed and the Task Forces created by the Dean are the primary vehicles through which the faculty is involved in governance. The responsibilities of each of the Councils and Task Forces are outlined in the College Bylaws. The Councils' and Task Forces' composition and procedures are in this Policies and Procedures manual.

2. College Councils and Task Forces

2.1. General Council and Task Force Requirements (Bylaws 4.1.)

2.1.1. Elected faculty Council members shall serve staggered, three (3) year terms. Terms shall begin with the initial meeting of the Council after the at large election in the fall semester of each academic year. Each Council shall develop mechanisms for handling matters during the summer months.

 

2.1.1.1. No later than during the first week of the fall semester the Dean shall advise each department Chair of all departmental and at large elections that need to be conducted. All Council elections and nominations for departmental representatives shall be made by the voting faculty of the department and shall be made by the end of the second week of the fall semester. All at large elections shall be by mail ballot conducted by the Dean and shall be conducted by the end of the third week of the fall semester. After the at-large elections the Dean shall notify in writing all voting faculty of the membership of all Councils and Task Forces.

 

2.1.1.2. At the initial meeting of the Council during each academic year, the members of the Council shall select from among themselves, a Chairperson for that academic year. Council members and the Chair shall, except for death, long term disability, resignation, or removal for just cause, hold such position throughout their term.

 

2.1.1.3. Removal for just cause shall require the just cause motion to specify in writing the cause, to be signed by the persons making the motion, and an affirmative vote of two-thirds (2/3) of the electing body. The removal ballots shall not be counted by either the person to be removed or any of the persons making the motion. Instead, the ballots shall be counted by a tenured faculty member selected by the persons making the motion.

 

2.1.2. Unless provided otherwise in these Bylaws, each Council shall have six (6) members and no Council shall have more than two (2) of its voting members drawn from any one department. Each department shall elect one (1) department member to each Council. Additionally, each year each eligible department shall nominate one (1) department member for an at large election to fill the vacant at large seats on each Council.

 

2.1.3. Meetings of the College Councils may be called by either the Chairperson, or by any two members of the Council, or by request of the Dean, upon the giving of five (5) academic days notice to all members of the Council. For a particular meeting, the five day notice may be waived, but for such meeting the quorum shall be two-thirds (2/3) of the voting membership and passage of any item shall require an affirmative vote by two-thirds (2/3) of the voting membership.

 

2.1.4. The initial rotation for the six (6) terms shall be selected by draw.

 

2.1.5. The Dean may appoint up to four (4) non-voting ex-officio members to some Councils. The Dean may not appoint any ex-officio members to the following Councils: Personnel Advisory Council and Executive Council; and subcommittees handling grade appeals and suspension appeals.

 

2.1.6. In the event of permanent vacancies, then the permanent vacancies shall be filled by appropriate elections by the department or at large, or by appropriate appointment. In the event of temporary vacancies (for example, sabbaticals or Council members submitting proposals for support), then the temporary vacancies shall be filled by the department for departmental representatives or, for at large representatives, shall be filled by the next highest vote getter not elected in the last election of at large representatives; even if a departmental imbalance results.

 

2.1.7. The Dean may appoint up to ten (10) faculty members to a Task Force and the Dean may appoint the Chair of the Task Force from among the appointed faculty members. When justified, the Dean may appoint non-faculty members to a Task Force as either non-voting or voting members. If the Dean appoints non-faculty to voting membership, then the faculty members shall outnumber the voting non-faculty members by at least one (1) member.

2.1.8. The Council Chairs and Task Force Chairs shall provide a written communication on each member’s attendance and contribution to the Council or Task Force. This communication shall be given to: (a) the member, (b) other members, (c) the member’s department Chair, and (d) the Dean. This communication shall be provided at least five (5) academic days prior to the due date for the department Chair’s annual evaluation of the member.

 

2.1.8.1. The Dean shall provide a written communication appraising the Section 2.1.8. communications and an appraisal of the Council Chair’s or Task Force Chair’s discharge of his/her duties. At least two (2) academic days prior to the due date for the department Chair’s evaluation of the faculty, the Dean’s communication shall be sent to each person listed in Section 2.1.8.

 

2.1.8.2. All of these communications shall be on a short form (e.g., one page) developed by the Personnel Advisory Council.

 

2.1.9. Each Council shall seek input from stakeholders consistent with its jurisdiction. Stakeholder groups shall include, but not limited to, faculty, students, members of the business community, alumni, and central administration.

 

2.1.10. Each Council shall develop and implement procedures for pursuing continual improvement for matters under its jurisdiction. Each Council shall coordinate its efforts with the Strategic Planning Council.

2.1.11. Each council shall prepare and approve paper and electronic minutes of each meeting. The Dean's office will maintain paper and electronic files of these minutes and will arrange for all faculty members to have access to this electronic file.

 

2.2. Personnel Advisory Council (Bylaws 4.2.)

 

2.2.1. Composition

 

To be eligible for election, the faculty member must be tenured, except as qualified below. Department Chairpersons shall be eligible for election only if the department has one other eligible tenured voting faculty. A specific term non-tenured voting faculty member shall be eligible for election only if the department has fewer than two eligible tenured voting faculty.

 

2.2.2. Procedures

 

2.2.2.1. In all promotion, tenure, and reappointment cases, whether brought forward by a Department Chairperson or the individual, the Council shall be required to provide a separate written, qualitative evaluation of each facet of the individual's performance (i.e., teaching, intellectual contribution, and service); and to provide a written recommendation to the Dean. This statement shall become part of the record to be forwarded to the Vice-Chancellor for Academic Affairs.

 

2.2.2.2. The Council shall screen and review the credentials of all prospective faculty members at the Associate or Professor rank before an offer is extended. The Council shall be required to provide written input as to rank and tenure qualifications of each prospective faculty member.

 

2.2.2.3. The Council shall establish and implement specific procedures in consultation with appropriate University administrators for the evaluation of the Dean and any position holder as described in Bylaws Section 3.2. based on University policy. The purpose is to assist them in personal and professional enrichment and to communicate information to the University Administration for personnel decisions.

 

2.3. Faculty Development Council (Bylaws 4.3.)

 

2.3.1. Composition

 

The College representatives to the University Committee on Research and the University Committee on the Advancement of Teaching, if not elected as regular members, shall be designated ex-officio, non-voting members of this Council.

 

2.3.2. Procedures

 

2.3.2.1. A proposal for faculty development support, originated by an eligible faculty member(s), must first be approved by the appropriate department Chairperson prior to being submitted to the Council. Ordinarily only tenured or tenure-track members are eligible for support. The department Chairperson's approval indicates the proposal is consistent with the department's Mission and that he/she is willing to provide the support requested. If eligible for University support, then all proposals for support must simultaneously be submitted to the University Committee on Research or to the University Committee for the Advancement of Teaching.

2.3.2.2. The Council shall develop appropriate guidelines, application forms, and final report forms for all competitive awards. The recipient of faculty development support shall complete the final report form. The final report must be filed with the Council by the date specified in the award.

 

2.4. Graduate Program Council (Bylaws 4.4.)

 

2.4.1. Composition

 

The Council shall be comprised of six graduate faculty members, including one member elected from each department but elected by the College of Business Administration graduate faculty; and the balance of the members elected at-large from the College graduate faculty to bring the Council size to six. Any Director or Advisor of a graduate program in the College of Business Administration may serve as a resource person to the Council. Elected membership in the Graduate Program Council shall be reported to the Dean of the College of Business Administration for appointment by the Dean of the Graduate College.

 

2.4.2. Procedures

 

2.4.2.1. The Council or its designate shall be responsible for all administrative aspects of the MBA Program.

 

2.4.2.2. The grade appeal process shall be conducted by the Graduate Program Council using procedures substantially similar to those specified in Policies and Procedures Section 6, except the Council shall serve as a subcommittee of the whole with no augmentation by students.

 

2.4.2.3. During the summer this Council will act for the Graduate Faculty in awarding the respective degrees.

 

2.5. Undergraduate Program Council (Bylaws 4.5.)

 

2.5.1. Composition

 

To be eligible for election the faculty member must have professorial rank and for an Assistant Professor at least three years teaching experience at the University of Nebraska at Omaha; or for an Associate or Professor at least one year teaching experience at the University of Nebraska at Omaha.

 

2.5.2. Procedures

 

2.5.2.1. The Council shall review and shall recommend to the faculty of the College proposed new course syllabi, specializations and secondary specializations, and changes in curriculum and degree requirements.

 

2.5.2.2. The Council shall review existing course syllabi and shall approve changes in these syllabi (e.g., changes in course title, number, prerequisite, course description, and credit hours).

 

2.5.2.3. The Council shall be responsible for review and approval of requests by students for waivers of degree requirements.

 

2.5.2.4. The Council shall advise the Dean on educational policy matters affecting the College (e.g., considering various resolutions passed by the University of Nebraska at Omaha Faculty Senate and making recommendations to the Dean of the effect of these resolutions on the College of Business Administration).

 

2.5.2.5. The Council shall receive the list of degree candidates from the Dean and submit that list to the faculty for a vote of approval.

 

2.5.2.6. During the summer, the Council will act for the faculty in awarding the respective undergraduate degrees.

 

2.5.3. Procedures for Undergraduate Honors Activities

 

The Undergraduate Program Council shall administer all undergraduate honors activities (e.g., Honors Program, the awarding and establishment of College-wide scholarships, and serve as a clearinghouse for information to students and faculty regarding all scholarships available in the College).

 

2.5.4. Student Grade Appeals and Student Suspension Appeals

 

A subcommittee of the Undergraduate Program Council shall hear student grade appeals and student suspension appeals within the College. For procedures see Policy and Procedures, Section 6.

 

2.6. Technology and Educational Resources Council (Bylaws 4.6.)

 

2.6.1. Composition

 

Unlike other Councils, this Council shall have up to 10 members. Each department electing two voting members, with the balance elected at large.

 

2.6.2. Procedures

 

2.6.2.1. To evaluate the effectiveness of existing technology resources and recommend the retirement of old and acquisition of new technologies to maintain technological currency in intellectual contribution and instructional support.

 

2.6.2.2. To periodically determine and recommend the need for support staff as well as the need for staff and faculty training in the changing environment of educational technology.

 

2.6.2.3. To advise the University Library on collection decisions specific to the College of Business Administration.

 

2.6.2.4. To work with the College of Business Administration Faculty in the development of recommendations to the University of Nebraska Library regarding the disposition of outdated library materials.

 

2.7. External Relations Council (Bylaws 4.7.)

 

2.7.1. Composition

 

The Dean may designate the ex-officio members as voting members of this Council.

 

2.7.2. Procedures

 

2.7.2.1. The Council shall consider matters brought to it by the Dean, by the faculty, or by outside entities.

 

2.7.2.2. The Council shall advise the Dean of possible new activities of an external nature that would be of benefit to the College.

 

2.7.2.3. The Council shall review and evaluate the progress of external activities and give its views to the Dean.

 

2.7.2.4. The Council may develop and propose non-credit curriculum. All non-credit curriculum shall require prior approval of the appropriate program council (either undergraduate or graduate).

 

2.8. Strategic Planning Council (Bylaws 4.8.)

 

2.8.1. Composition

 

This Council shall be comprised of six tenure-track faculty. In addition, the Dean of the College shall serve as a regular voting member, but cannot be elected chair, of this council.

 

2.8.2. Procedures

 

2.8.2.1. The Council shall consider matters relating to the Mission Statement, Strategic Plan, Objectives, Bylaws, and Policies and Procedures of the College.

 

2.8.2.2. Each member of the Strategic Planning Council shall be assigned by the Chair of this Council to at least one other Council as a non-voting ex-officio member of that Council. The member shall report back to the Strategic Planning Council the activities of the assigned Council(s).

2.8.2.3. The Strategic Planning council has primary responsibility to originate changes in the Bylaws and Policies and Procedures for consideration by he entire faculty. Any faculty member may submit suggested changes to the SPC for their consideration and recommendation to the entire faculty. All proposed changes must first be considered by the SPC; but in the event that the SPC does not recommend a proposed change to the entire faculty, it may be proposed directly to the entire faculty by a petition signed by ten percent (10%) of the voting faculty.

 

2.8.2.4. The Council shall incrementally review and propose revisions to the Mission Statement, Strategic Plan, Objectives, Bylaws, and Policies and Procedures no less than every two years, and shall fundamentally review and propose revisions no less than every six years.

 

2.9. Executive Council (Bylaws 4.9.)

 

2.9.1. Composition

 

All members of the Faculty Executive Council shall be voting ex-officio members based on holding an appointment to any one of the positions listed in Bylaws Section 3.2. The Chair of this Council shall be the Dean.

 

2.9.2. Procedures

 

2.9.2.1. This Council shall assist the Dean in implementing the College’s Mission Statement and Strategic Plan.

 

2.9.2.2. This Council shall advise the Dean on all administrative matters of the College.

 

2.10. Student Advisory Council (Bylaws 4.10.)

 

2.10.1. Composition

 

This Council shall consist of members appointed by the Dean from elected representatives from each active student organization affiliated with CBA. The elected representative shall be an officer of the student organization. The Dean shall maintain a current list of active student organizations with constitutions approved by the UNO Student Government and a particular affiliation with CBA. The Dean shall serve as Chair of this Council.

 

2.10.1.1. At the Dean’s discretion, this Council may have up to twenty (20) members. Terms shall begin no later than November 1, but as early in the fall semester as elected representatives can be selected.

 

2.10.2. Procedures

 

2.10.2.1. This Council shall consider matters related to CBA student involvement brought to it by the Dean, faculty, students, or outside entities.

 

2.10.2.2. The Council shall advise the Dean of possible activities and programs that would be of benefit to CBA students.

 

3. Evaluation of College Administrators

 

3.1. Purpose

 

The aim of faculty evaluation of the Dean and persons holding positions listed in Bylaws Section 3.2 is to provide faculty input concerning the quality of performance as it affects the welfare of the University community. Faculty evaluation of College of Business Administration administrators provides valuable input for improving the exercise of leadership in the administration of the College. This evaluation activity is based on trust and respect in fostering collaborative problem solving, open and candid communication, and shared participation in decisions.

 

3.2. Criteria for Evaluation

 

3.2.1. The activities listed below represent critical dimensions of the academic administrator's job. When these activities of administration are dealt with in an effective way, the administrator is laying the foundation for excellence.

 

3.2.1.1. Facilitating establishment of the College and department missions, implementing and administering the plans that result;

 

3.2.1.2. Supporting excellence in teaching and enhancing the learning environment; and guiding and supporting the faculty in the development and delivery of the curriculum;

 

3.2.1.3. Creating a climate for high-quality intellectual contributions;

 

3.2.1.4. Encouraging dedicated service to the College, University, and community and beyond;

 

3.2.1.5. Acquiring and distributing financial resources through budgetary management;

 

3.2.1.6. Managing the personnel function;

 

3.2.1.7. Coordinating student affairs;

 

3.2.1.8. Managing external relations in order to secure and maintain the allegiance of various outside groups; and

 

3.2.1.9. Maintaining the physical plant and basic operations to provide necessary support services.

 

3.3. Procedures

 

3.3.1. Consistent with University requirements, the specific procedures for the annual evaluation and/or other periodic reviews of College administrators shall originate from the Personnel Advisory Council. These proposed procedures shall be submitted for faculty discussion and approval. Upon approval, these procedures shall be published and distributed along with the College’s Bylaws and Policies and Procedures.

 

4. Evaluation of Academic Advising

 

4.1. Purpose

 

The aim and purpose of academic advising is to assist students in meeting the requirements of the degree program and to interpret College policy regarding academic requirements. In the College of Business Administration, academic advising is carried out through the Office of the Dean with the primary responsibility for this function assigned to the Dean’s designee (person holding a position listed in Bylaws Section 3.2) along with the undergraduate advisors. Informal academic advising is an on-going faculty responsibility. The purpose of this section of the manual is to provide a mechanism for faculty input to the evaluation of the academic advising function on an exception basis.

 

4.2. Sources of Evaluation

 

4.2.1. Primary evaluation: Since academic advising is mainly administrative in nature, primary evaluation of the academic advising function rests with the Dean’s designee (person holding a position listed in Bylaws Section 3.2). The basis for evaluation will be the degree of attainment of established performance objectives.

 

4.2.2. Secondary evaluation: The faculty have an on-going interest in academic advising, and shall have the opportunity to provide formal input to the evaluation process. Individual faculty members desiring to provide evaluation information about academic advising should do so through the Dean.

 

5. Faculty Evaluation

5.1. Statement of Principle for Evaluation of Faculty Performance

These guidelines are expected to contribute toward achieving the following objectives:

 

* Improve and maintain collegial quality.

* Encourage objectivity and equity in all recommendations and decisions in areas encompassed within these guidelines.

* Improve faculty understanding of the outcomes needed to achieve appointment, reappointment, promotion, and/or tenure.

 

It is acknowledged that evaluation of faculty performance involves professional judgment, although objective measures can be of assistance. All evaluations (at both the departmental level and at the College level) shall be communicated to the faculty member in writing.

 

5.1.1. Documentation

It is the responsibility of each faculty member to develop and submit for review a well-organized and complete file. Documentation should be assembled with care and deliberation. Complete files are expected. However, the summarization and narrative discussion of accomplishments to facilitate the review process is encouraged. This documentation normally should be limited to one three-ring binder.

Each faculty member in the college who will be a candidate for reappointment, tenure (i.e., continuous appointment), or promotion has the sole responsibility of developing and maintaining the faculty member's own file. The file (i.e., three-ring binder) will be secured in the Office of the Dean and will be available to the faculty member to add new materials and to administrators, Councils, and committees for appropriate review. The file should contain the following sections:

I. Sign-out Sheet

II. Index of Materials

(Note: The faculty member must note specifically the date of and type of addition for any additions to the file after the departmental consideration.)

III. Current Vitae

IV. Teaching

V. Intellectual Contributions (Research)

(Note: Hereafter use of the term intellectual contributions will be used in place of the term research.)

VI. Service.

 

5.1.2. Evaluation Categories and Areas

 

The department review committee, department chairperson, the Personnel Advisory Council, and the Dean shall evaluate each facet of a faculty member's performance as "Outstanding," "Above Average," "Average," or "Below Average". The evaluation shall be a good faith, professional judgment of how the particular faculty member should be rated in comparison to what the evaluator perceives to be an appropriate level of performance for a given point in time of the faculty member's career. The evaluator shall describe the bases for the evaluator's judgment. The criteria utilized in making these judgments (see Section 5.3.) will reflect College of Business Administration priorities with respect to teaching, intellectual contributions, and service.

Reappointment, promotion, and continuous appointment recommendations by department review committee and Personnel Advisory Council, by department chairs, and by the Dean, each will include a separate, written evaluation of each facet (i.e., teaching, intellectual contributions, and service) of the applicant's performance; and, with respect to reappointment, a separate, written evaluation of the applicant's progress towards continuous appointment.

 

5.2. Criteria for Evaluation

 

Three broad areas of performance will be considered in the evaluation: (1) teaching; (2) intellectual contributions; and (3) service.

 

5.2.1. Teaching

 

The teaching portfolio portion of the action file should include evidence of teaching effectiveness for the period under review. An important dimension of teaching effectiveness is how a faculty member contributes to the teaching objectives of the entire department and College. Each department and the College have strategic planning documents (e.g., Mission Statement) and thus goals for the education of its students. Faculty members contribute to these goals by providing instruction in a specific area(s) identified in the strategic planning documents (e.g., Mission Statement) and/or teaching courses whose knowledge/skills are prerequisite to subsequent courses.

The documentation of teaching should begin with an executive summary as an interpretive discussion on the significance of items in the documentation provided. Each faculty member is responsible for documenting how the teaching (courses and course content) is consistent with and contributes to departmental and College goals and objectives. For those teaching in interdisciplinary programs (e.g. MBA), the faculty member must document how the teaching efforts are consistent with the goals and objectives of those programs.

This teaching portfolio should be organized under the following headings.

 

1. Course-Related Evidence. This material would include samples of syllabi, classroom handouts and materials, exams, student assignments, and student evaluations for each course. Although an important component of the teaching portfolio, this material is not considered to be sufficient documentation of teaching effectiveness.

 

2. Faculty-Generated Evidence. Faculty are responsible for providing additional documentation which demonstrates teaching effectiveness. This evidence may include the faculty member's teaching goals and methods, evidence of student achievement of academic objectives, continuous improvement in each class and of continuous professional development (i.e., improvement of instruction activities, peer reviews, other professional development activities, curriculum development, instructional innovations, and instructional development intellectual contributions).

 

5.2.2. Intellectual Contributions

 

There are three guiding principles in evaluating intellectual contributions. The first is that there will be both a qualitative and a quantitative evaluation of activities classified as intellectual contributions. The second is that, in general, basic scholarship, applied scholarship, and instructional development efforts will be considered. Third, the outputs from intellectual contributions should be available for public scrutiny by academic peers and/or practitioners.

Each individual is responsible for fully documenting intellectual contributions, especially with regard to making the case that a specific item is of high quality. This normally would include information on the review/referee process, the standing of the outlet (e.g. journal) in the profession, acceptance rates, nature of individual contribution to co-authored products, editorial board composition, and other factors as appropriate.

There are many categories of activities and outputs that fall under intellectual contributions. It is recognized that the following list is not all inclusive and not listed in order of importance:

 

(1) blind refereed journal articles and scholarly books or equivalents

(2) other refereed articles and books

(3) chapters in books

(4) trade publications and refereed proceedings

(5) written cases and book reviews

(6) grants awarded and related outputs

(7) scholarly papers presented at national, regional or state meetings.

 

It is understood that each faculty member will have a portfolio in the area of intellectual contributions containing a different combination of items from the above list. Moreover, it is likely that over a longer period of time changes in the types of outlets utilized by individuals will occur. With respect to tenure and promotion to Associate Professor and promotion to Professor, a faculty member's portfolio must demonstrate clearly that the faculty member has accepted scholarly activity as an on-going professional responsibility. This commitment should be demonstrated by continuous activity and qualitative progression.

 

5.2.3. Service to the Profession, University and the Community

 

The evaluation of the performance of an individual in the area of service will be based upon the extent of the faculty member's involvement, the demands of the service assignment, and the quality of performance. It is sometimes difficult to separate whether a particular activity is service to the Profession, the University, or the Community.

The faculty member has the responsibility for providing appropriate documentation that relates the specific service component to the faculty member's professional skills. The documentation should describe the nature of the service activity, the extent of participation, and the value of each service activity.

 

5.2.3.1. Service to the Profession

 

Activities which can be considered as service to the profession may include the following (list is not all inclusive and not listed in the order of importance):

 

1. Serving as an officer of a local, regional or national committee or organization relevant to the profession.

2. Serving on editorial boards of or reviewer for scholarly or professional publications.

3. Serving as a discussant, panelist, or session chair at national, regional or state professional meetings.

 

5.2.3.2. Service to the University

 

Activities which can be considered as service to the University may include the following (list is not all inclusive and not listed in the order of importance):

 

1. Serving in an administrative role in the department, college, or university.

2. Serving on Councils, committees, and Task Forces at departmental, college, campus or system level. The extent of responsibility in serving on a committee, such as being chair, should be clearly indicated.

3. Serving on the Faculty Senate and/or its various committees.

4. Serving as an advisor to student organizations.

5. Assisting such College-created entities as The Nebraska Business Development Center, or similar entities affiliated with the College.

6. Active participation in honor or professional societies or professional fraternities.

 

5.2.3.3. Service to the Community

 

Activities which can be considered as service to the community may include the following (list is not all inclusive and not listed in the order of importance):

 

1. Service on community task forces.

2. Service with local, regional, and/or national service organizations.

3. Active involvement in local public/community affairs.

 

5.3. Appointment, Promotion and Tenure Guidelines

These appointment, reappointment, promotion and tenure guidelines of the College of Business Administration are reflective of and consistent with the University-wide guidelines and the Bylaws of the University of Nebraska Board of Regents, Bylaws of the College, and relevant contractual agreements. While these guidelines are compatible with the more general guidelines, they are designed to improve the fit of the more general guidelines to the nature of the professional areas of specialization in the College of Business Administration. No faculty member will be given an initial appointment to a rank to which the faculty member would not meet the requirements for promotion if the faculty member were already on the faculty. After appointment, documentation of teaching, intellectual contributions, and service activities should include the material described in Sections 5.1. and 5.2.

 

5.3.1. Assistant Professor

 

The requirements for an initial appointment or promotion to the rank of Assistant Professor include an appropriate terminal degree as identified by AACSB guidelines completed by the beginning date of the contract. If all requirements for the terminal degree have been completed (and certification to that effect by the chairperson of the appropriate committee has been received), but the degree has not yet been awarded, the faculty member still will be eligible for appointment at this rank. The nominee must hold the terminal degree normally accepted for academic employment in the discipline or its clear equivalent. Also, there must be evidence of ability and/or potential in teaching and intellectual contributions.

 

5.3.2. Requirements for Continuous Appointment (Tenure)

 

The requirements for continuous appointment (tenure) are as follows:

 

5.3.2.1. An appropriate terminal degree as defined in the requirements for initial appointment or promotion to the rank of Assistant Professor.

 

5.3.2.2. A documented level of Outstanding achievement in either teaching or intellectual contributions and at least a documented level of Above Average achievement in the other area (either teaching or intellectual contributions). In addition, the faculty member shall demonstrate at least Average service.

 

5.3.2.3. Demonstration on the basis of past achievements that high quality teaching and intellectual contributions will continue into the future.

 

5.3.2.4. An ability to participate in both the undergraduate and graduate missions of the College, normally demonstrated by election as a Graduate Faculty Member.

 

5.3.2.5. Normally, a minimum of six years of full-time collegiate teaching experience, in the same academic discipline in which tenure is being sought.

 

5.3.2.6. Normally, a minimum of three years of the full-time teaching six-year requirement will be at the University of Nebraska at Omaha.

 

5.3.2.7. The year in which the tenure review will be conducted will be stated in the initial contract of employment.

 

5.3.2.8. Guidelines for tenure shall be no less stringent than those for promotion to Associate Professor.

 

5.3.3. Associate Professor

 

The requirements for initial appointment or promotion to the rank of Associate Professor are as follows:

 

5.3.3.1. Normally six years of full-time teaching experience at the rank of Assistant Professor is required. Promotion prior to this minimum will require Outstanding achievement in both teaching and intellectual contributions.

 

5.3.3.2. For Associate Professor a faculty member's teaching accomplishments must be judged as "Outstanding" or "Above Average". To justify a judgment of "Outstanding", the teaching portfolio: (1) must include documentation of activities and effectiveness from a broad cross-section of the sources identified under Section 5.2.1.; and (2) must clearly demonstrate that a trend of continuous improvement has occurred in the past and will continue into the future.

To justify a judgment of "Above Average" the same two conditions must exist. However, one element may preclude a summary judgment of "Outstanding".

 

5.3.3.3. To earn a judgment as "Above Average" in intellectual contributions the candidate's portfolio must include the following:

 

1. Clear evidence that the candidate has accepted scholarly activity as an on-going professional responsibility such that it will continue into the future, and

 

2. Clear evidence that continuous improvement in the quality of the candidate's scholarly activities also will continue into the future, and

 

3. Clear evidence of the ability to be successful in making intellectual contributions. This ability will be demonstrated by a minimum of eight intellectual contributions which have been presented and/or disseminated to peers external to UNO. At least four of these intellectual contributions should be blind refereed journal articles, or the equivalent. The intellectual contributions may include research products from a faculty member's doctoral dissertation.

It is acknowledged that the evaluation of intellectual contributions involves a judgment about quality as well as quantity. To the extent that some products are of greater quality, lesser quantity may be appropriate. To the extent that some products are of lesser quality, greater quantity may be appropriate. In addition, it is acknowledged that some portion of faculty members' intellectual contributions should deal with their professional discipline (i.e., not all intellectual contributions can be in the area of instructional development).

To be judged as "Outstanding", the candidate's portfolio of intellectual contributions must demonstrate quantitative and/or qualitative achievement in excess of that described above for "Above Average". 

 

5.3.4. Professor

 

The requirements for an initial appointment or promotion to the rank of Professor are as follows:

 

5.3.4.1. A minimum of three years but typically six years of full-time teaching experience at the rank of Associate Professor and normally ten years' full-time teaching experience since receipt of the terminal degree is required. Promotion prior to six years will require Outstanding achievement in both teaching and intellectual contributions.

 

5.3.4.2. Teaching accomplishments must be judged as "Outstanding" or "Above Average". To justify a judgment of "Outstanding", the teaching portfolio: (1) must include documentation of activities and effectiveness from a broad cross-section of the sources identified under Section 5.2.1.; and (2) must clearly demonstrate that a trend of continuous improvement has occurred in the past and will continue into the future.

To justify a judgment of "Above Average", the same two conditions must exist; however, one element may preclude a summary judgment of Outstanding.

 

5.3.4.3. In recognition of the fact that a faculty member should seek continuous improvement in the quality of the faculty member's intellectual contributions as the faculty member's career continues, the portfolio of intellectual contributions considered in the review for promotion to the rank of Professor should include only high quality intellectual contributions since promotion to Associate Professor. Examples of such intellectual contributions would include blind refereed journal articles, other refereed articles and proceedings, scholarly books, and grants. For these and other items submitted for review, faculty are expected to document the external peer review process. In order to earn a judgment of "Above Average" for purposes of promotion to the rank of Professor, a candidate's portfolio should include a minimum of ten intellectual contributions since promotion to Associate Professor, at least five of which should be blind refereed journal articles, or the equivalent. Normally, this will include prior election to Graduate Faculty Fellow.

To be judged as "Outstanding" a faculty member's portfolio of intellectual contributions must demonstrate high quality achievements clearly in excess of that described above for "Above Average".

 

5.3.5. Specific Term Faculty

 

Annual reappointment of specific term faculty will require reasonable progress toward meeting the requirements of a continuous appointment. Reappointment recommendations by department review committees, department chairs, the Personnel Advisory Council, and the Dean will provide an evaluation on this progress on appropriate University and/or College of Business Administration forms.

 

5.3.6. Exceptions

 

Extraordinary situations will be resolved through joint deliberation as appropriate of the department review committee, Department Chairperson, Dean, and/or the Personnel Advisory Council. The resolution shall be signed by the Dean and the faculty member, and it shall be included in the faculty member's personnel file.

During the Spring 1995 semester, the CBA faculty voted for substantial increases in the standards for earning evaluations of Outstanding or Above Average. These increased standards for appointment, reappointment, promotion, and tenure shall apply immediately to all persons accepting an initial contract. Retroactive application of the increased standards shall be limited to applications for promotions to Professor filed starting with the 1997-98 academic year.

 

5.4. Annual and Ongoing Faculty Evaluation

 

Standards relating to the evaluation of faculty are essential to the continued excellence of the Departments and of the College of Business Administration at the University of Nebraska at Omaha. Annual reviews of faculty are intended to provide positive constructive evaluation of all activities relevant to performance of the faculty member's duties and responsibilities at the University of Nebraska at Omaha. The purpose of the review process is: 1) to encourage faculty to achieve excellence in teaching, intellectual contributions, and service; and 2) to reward achievements in these areas. This system will be used for the annual evaluation of performance of each faculty member. The results also will be used to establish priorities for exceptional performance (i.e., merit) salary increments, for summer teaching assignments, and for other appropriate purposes.

Accordingly, performance evaluations must include evaluations of the faculty member's activities in teaching, intellectual contributions, and service (i.e., professional, University, and community). The normal expectation is that faculty will contribute in these areas of activity as described in Sections 5.2. to 5.3.6., but this system of annual reviews is separate from and different from the Section 5.3.5. reappointment process, the Section 5.4.4. exceptional performance (i.e., merit) pay process, and the Section 5.5. professional development planning process.

Consistent with University-wide procedures, guidelines, and timetables, the following sequence of steps and procedures will occur:

 

5.4.1. Each faculty member will be asked to submit to the faculty member's chairperson, at the appropriate time each spring, an annual report detailing the faculty member's activities in the areas of: (1) teaching, (2) intellectual contributions, and (3) service. The report will cover the period since the last report. Each faculty member is expected to include all relevant documentation, including written statements from colleagues who have had the opportunity to observe and review their activities.

 

5.4.2. The chairperson will initiate the consultation process adopted by the faculty in the department in order to develop the annual performance review of each faculty member.

 

5.4.3. The chairperson will submit to each faculty member the chair's written appraisal of and verbal comments on the department's written evaluation of the faculty member's annual performance. This appraisal will be reviewed with the faculty member before the chairperson proceeds with the exceptional performance (i.e., merit) pay review process.

 

5.4.4. The annual review performance evaluation process will be done in accordance with the policies and procedures of the Office of Academic Affairs. After the annual review performance evaluation process is completed, the chairperson will initiate the appropriate consultation processes to assist the chair in ranking faculty for exceptional performance (i.e., merit) pay purposes. Individual faculty members will be informed of the results of the departmental exceptional performance (i.e., merit) pay evaluation and each faculty member may include a written response to that evaluation before the results are submitted to the Dean. The faculty member will have five working days to submit the response prior to consideration by the Dean.

 

5.4.5. The departmental chair shall give a copy of the written appraisal of each faculty member to the evaluated faculty member.

The departmental chair shall give to the Dean a written recommendation concerning exceptional performance evaluation and priority for merit salary increase.

 

5.4.6. The Dean in consultation with the Personnel Advisory Council will determine the final classification of faculty for merit purposes, considering all faculty in the College.

 

5.5. Faculty Professional Development Planning

 

Evolving expectations, responsibilities, and activities of faculty have ramifications on recruiting new faculty and the allocation of resources for purposes of the continuing professional development of continuing faculty. Accordingly, it is appropriate for all faculty to engage in both long-term and short-term professional development planning.

 

5.5.1. Long-Term Professional Development Planning

 

As identified in the standards for accreditation from the American Assembly of Collegiate Schools of Business (AACSB), each faculty member will develop and maintain a written long-term Professional Development Plan. This plan, normally not longer than five typed pages, will describe how the faculty member sees the faculty member's professional portfolio (i.e., teaching, intellectual contributions, and service) evolving over the next five years in support of the Mission of the College. Both prior to and after the award of tenure, the faculty member's department Chair and the Dean shall offer specific written appraisals of the faculty member's long term plan, identifying its strengths as well as specific suggestions for improvement.

The teaching plan will indicate the general content areas in which the faculty member expects to teach, how the faculty member sees the subject matter evolving in these content areas, and how the faculty member will seek to improve teaching effectiveness. The intellectual contributions plan should explore major thrusts that are anticipated and identify general qualitative and quantitative objectives. The Service area plan should be consistent with the professional growth of the faculty member and the needs of the department and College. Professional development activities, and the associated budgetary ramifications, necessary to be successful should be identified.

This long-term Professional Development Plan should not foreclose faculty from pursuing specific opportunities as they arise. The Plan will be updated and discussed each year with the department Chair and will be the basis for determining and evaluating specific objectives for the coming year.

 

5.5.2. Annual Performance Planning

 

As an adjunct to, but separate from, the Section 5.3.5. reappointment process, the Section 5.4. system of annual reviews, and the Section 5.4.4. exceptional performance (i.e., merit) pay process, each year the faculty member will update his/her long-range Professional Development Plan and develop specific objectives for the coming academic year. The strategic planning documents (e.g., Mission Statement) of the College include an expectation of high quality teaching, high quality intellectual contribution, and appropriate service by every faculty member. While maintaining a long-term profile with these characteristics, it is recognized that immediate needs of the department or short-term opportunities may cause a faculty member's annual priorities to be different from one year to the next. This can be accommodated by the work load policy of the University when part of a long-term professional development plan.

 

6. Student Grade and Suspension Appeals