Authority: Executive Vice Chancellor and Provost
History: First Issued: March 15, 2017.
NCSU POL05.20.01 – Appointment, Reappointment, Promotion and Permanent Tenure
NCSU REG 05.20.34 – Non-Tenure Track Faculty Ranks and Appointments
NCSU REG05.20.27 – Statement of Faculty Responsibilities
NCSU RUL05.67.204 – College of Education Reappointment, Promotion and Tenure Standards and Procedures
Office of the Executive Vice Chancellor and Provost RPT Website
Contact: Department Head of Teacher Education and Learning Sciences (919-515-3221)
This Rule describes the standards and procedures in the Department of Teacher Education and Learning Sciences (TELS) related to appointment, reappointment, promotion, and tenure of Tenure Track faculty and the appointment, reappointment, and promotion of Non-Tenure Track faculty. The Rule is supplemental to and consistent with the College of Education Rule (see RUL 05.67.204 – College of Education Reappointment, Promotion and Tenure Standards and Procedures) and the Academic Policies and Regulations of North Carolina State University related to and governing personnel actions (related policies listed above). The Rule will be periodically reviewed and amended consistent with changes in the College and University Policies, Regulations and Rules, and with the changes in the departmental environment, as deemed appropriate by the Tenure Track and full time Non-Tenure Track faculty. The Rule will be used to affirm the value of faculty judgment throughout the review process and to guide us in reaching accurate and fair decisions about our peers, which is a fundamental principle of our department. The Rule will also be used as a basis for preparing faculty dossiers for review as prescribed by the University for Tenure Track and Non-Tenure Track faculty. Hereafter, in this document, “faculty” refers to both Tenure and Non-Tenure Track personnel unless specifically stated otherwise.
2. REALMS OF FACULTY RESPONSIBILITY
The realms of responsibilities recognized at the University are:
- Teaching and Mentoring of Undergraduate and Graduate Students;
- Discovery of Knowledge through Discipline-Guided Inquiry;
- Creative Artistry and Literature;
- Technological and Managerial Innovation;
- Extension and Engagement with Constituencies outside the University;
- Service in Professional Societies and Service and Engagement within the University itself.
3. GENERAL STANDARDS
The manner in which each faculty member may demonstrate their contributions in these realms may vary, and the individual’s Statement of Faculty Responsibility (SFR) (see NCSU REG05.20.27 – Statement of Faculty Responsibilities) describes the realms in which the faculty member will focus and on which they will be evaluated. However, no rigid formula exists for determining faculty qualifications for reappointment, promotion, and tenure. Expectations of the extent of activity within each realm vary according to rank and appointment. The following evidence, while not all-inclusive, may be considered in all reappointment, promotion, and tenure decisions.
3.1. Performance in Teaching and Mentoring of Undergraduate and Graduate Students:
As a department within the College of Education, TELS faculty have a responsibility to model appropriate procedures and attitudes in their own pedagogies and practices.
The following types of evidence may be used as evidence of quality teaching and mentoring:
- teaching evaluations, peer evaluations, and student evaluations, including supervision of clinical and field based experiences (per University requirements and prescribed formats for collection);
- implementation of effective and research-based teaching practices;
- implementation of instructional technology in promoting effective teaching and learning;
- course development as documented on approved Course Action Forms;
- program development, revision, and evaluation.
3.2. Discovery of Knowledge through Discipline-Guided Inquiry:
As a component of and contributor to a land-grant university with high research activity, the faculty in TELS are dedicated to the pursuit of knowledge and its dissemination. Research, scholarly work, and other forms of creative endeavor are essential for the continued intellectual growth of the department, college, and university. The quality of undergraduate and graduate teaching is greatly enhanced by active participation of faculty members in scholarly research on issues related to their teaching, and by widespread dissemination of the results of such scholarly research.
Evidence of quality discovery of knowledge may include:
- published peer-reviewed journal articles;
- record of submission of proposals for internal funding (within the University) and external funding (sources outside the University). Sources might include state agencies, national agencies, and private agencies or foundations;
- books, book chapters, monographs, and conference proceedings reporting or reflecting original research and/or scholarship;
- published authored or edited handbooks or reference books that cover a broad area in the designated field of scholarship;
- awards and recognitions for research and/or scholarship from national or international professional organizations and societies;
- peer-reviewed presentations at international or national professional meetings;
- peer-reviewed published versions of invited and/or selected research papers from national or international professional conferences or meetings;
- published peer-reviewed or invited reviews of books and media that address research;
- awards and recognition for research from regional, state, or local professional societies.
3.3. Creative Artistry and Literature:
Creative artistry and literature involves the creation, production, interpretation, and evaluation of cultural artifacts that generate new insights and interpretations with the potential to inspire and advance the quality of life in society. Evidence of creative artistry and literature should be relevant to faculty area of expertise and may include:
- creative publications, e.g., children’s books, graphic novels, flip books;
- educational blogs, websites, educational movies, documentaries;
- exhibitions and artistic representations.
3.4. Technological and Managerial Innovation:
Technological and managerial innovation provides the means by which knowledge and imagination in the sciences, humanities, and creative arts can be harnessed to drive the economic and social systems of the state, nation, and world, and ultimately, provide new products and services. Evidence of technological and managerial innovation may include:
- developing educational software such as an educational game, simulation, intelligent tutoring system, modeling platforms;
- developing new and innovative curriculum products;
- developing new and innovative assessment systems.
3.5. Extension and Engagement with Constituencies outside the University:
As members of a land grant institution, faculty are expected to interface with constituencies outside the university context in the state, nation, and world. Such interface is defined by active engagement that may include, but not be limited to, sharing expertise and committing to involvement in relevant activities with the goal of extending and/or strengthening the mission of outside constituencies and the university, college, and/or department connections thereto. Evidence of extension and engagement with constituencies outside the university may include:
- planning and implementing professional development activities and workshops for teachers, other educators, and or students;
- providing consultant services to educational enterprises that draw upon the faculty member’s professional expertise;
- serving on community boards and organizations in education;
- contributing substantially to school-university partnerships exemplary accomplishments, in extension including evidence that the extension effort is leading to improvement in knowledge, practice, or other measurable outcomes;
- volunteering in schools and other organizations that provide education resources and services to the community.
3.6. Service in Professional Societies and Within the University Itself:
Service is faculty investment of time to professional societies and within the university. Faculty may accomplish the goal of service to the department, college, university and external agencies and organizations through various routes as determined by faculty interest, expertise, and responsibilities. As a faculty member demonstrates his or her abilities in areas of research and teaching, service responsibilities may broaden in scope, encompassing larger contributions at the University-level and in national and international arenas. The type and level of service activities may vary annually based on the faculty member’s overall commitments and/or according to professorial rank. Evidence of quality service in professional societies and within the university itself, may include:
- contributions to the operation of the department, college, and university, such as serving on committees and search committees, or serving in administrative positions (e.g. program coordinator or director);
- planning and/or evaluating special programs or initiatives of interest to the department, college, or university;
- completing peer teaching evaluations;
- formally mentoring new faculty members;
- serving on accrediting teams for NC State University and other institutions;
- sponsoring student activities and clubs;
- preparing self-studies and other departmental or college reports;
- serving in leadership roles in professional organizations and enterprises, serving as a peer reviewer for professional colleagues external to the university.
4. STANDARDS FOR SENIOR LECTURER
4.1 Promotion to Senior Lecturer requires a minimum of 5 years of service within the college or in a comparable position in another NC State college or at another institution. The decision to promote a Lecturer to Senior Lecturer requires demonstrated excellence in teaching and successful fulfillment of other realms of responsibility as defined in the faculty member’s Statement of Faculty Responsibility.
4.2 The change of a faculty member’s title from Lecturer or Senior Lecturer to a Non-tenure Track Assistant Professor is not considered a promotion. The College of Education follows NCSU REG 05.20.34, section 10.1.3.
5. STANDARDS FOR REAPPOINTMENT AS ASSISTANT PROFESSOR
5.1 Reappointment as Assistant Professor, tenure track, is reserved for faculty members who have met the expectations described in the general standards and have thus made significant progress toward meeting the expectations of tenure and promotion review (described below). The candidate for reappointment at the Assistant Professor, tenure track, level must provide relevant and thorough evidence of their progress towards tenure and promotion.
5.2 Reappointment as Assistant Professor, non-tenure track, is reserved for faculty members who have met the expectations described in the general standards and have thus made significant progress toward meeting the expectations of promotion review (described below in Standard 6). The candidate for reappointment at the Assistant Professor, non-tenure track, level must provide relevant and thorough evidence of their progress towards promotion.
6. STANDARDS FOR ASSOCIATE PROFESSOR
6.1 Promotion to Associate Professor with tenure is reserved for faculty members who, in addition to meeting the expectations described in the general standards, have clearly demonstrated that their research is perceived as high quality among national peers and international peers as appropriate.
6.2 To be successful, candidates for promotion to the rank of Associate Professor with tenure must provide evidence of accomplishments in their assigned responsibilities.
6.3 Associate Professors who have been hired without tenure and who subsequently seek tenure within the same rank will follow the same standards as Associate Professors outlined above in 6.1 and 6.2.
6.4 Promotion to Associate Professor, non-tenure track, is reserved for faculty members who, in addition to meeting the expectations described in the general standards, have clearly demonstrated high quality performance in the realms relevant to their assignment as perceived by state peers and national peers as appropriate.
7. STANDARDS FOR PROFESSOR
7.1 Promotion to Professor, tenure track, is reserved for faculty members who, in addition to continually meeting the expectations described in the general standards, have clearly demonstrated that their research is widely perceived among authorities in their field(s) of scholarship as high quality, and thus has achieved national and/or international recognition for its value and impact. The candidate’s impact in their field should be clear and compelling.
7.2 Professors, tenure track, are expected to provide substantive contributions to the departmental operations and program development, to present evidence of high-quality teaching and mentoring, to provide leadership in the mentoring and development of non-tenured faculty and to accomplish exemplary service in national and/or international professional organizations and groups external to the department.
7.3 To be successful, candidates for promotion to the rank of Professor, tenure track, must provide evidence of accomplishments in their assigned responsibilities.
7.4 Promotion to Professor, non-tenure track, is reserved for faculty members who, in addition to continually meeting the expectations described in the general standards, have clearly demonstrated that their evidence of accomplishments in their assigned responsibilities is widely perceived among authorities in their field(s) as highly qualified, and thus has achieved national and/or international recognition as valuable. The candidate’s impact in their field should be clear and compelling.
7.5 Professors, non-tenure track, are expected to provide substantive contributions to the departmental operations and program development, to present evidence of high-quality teaching and mentoring, to provide leadership in the mentoring and development of junior faculty and to accomplish exemplary service in national and/or international professional organizations and groups external to the department.
8. PROCEDURES FOR RPT REVIEW (Tenure Track) or PROMOTION (Non-Tenure Track)
8.1 Every year, during the annual performance evaluations, the department head will solicit input from members of the DVF to provide feedback to Assistant professors on progress toward promotion (and tenure when applicable). Participation in this process is voluntary for the assistant professors. For those who choose to receive feedback from members of the DVF, this feedback becomes part of their personnel files.
8.2 The candidate for departmental RPT consideration must provide clear, concise evidence of achievement in the assigned responsibilities as described in the SFR. The department head will work with the candidate to identify faculty to assist (along with the department head) in the preparation of the RPT Dossier. This evidence must be presented to the department head in the form of the RPT dossier as prescribed in university regulations.
8.3 The department head will make the dossier available to the appropriate DVF. College-level and University-level administrators are not considered members of the DVF.
8.4 The RPT process will follow the timeline set by the Dean in early Spring. In the absence of a college-wide timeline, the department head will inform faculty of impending required reviews by March 30th of the calendar year in which the review will begin. Faculty members requesting a review should also communicate with the department head by March 30th. When letters from external reviewers are required, the department head will work with the faculty members and the DVF to select reviewers and will send requests for external reviews no later than May 15th.
8.5 The Departmental Voting Faculty (DVF) shall annually elect from its members a chairperson who will be responsible for coordinating the DVF work. Each DVF member and the department head shall read and thoroughly review all the materials submitted by each candidate under consideration. During the formal discussion by the DVF, the department head will not be present, but will be available for consultation if requested. The DVF chairperson shall poll the committee members, and a vote shall be taken to render a decision on the request for promotion and/or tenure for each candidate. The DVF voting results shall be reported by the DVF chairperson to the department head and include how many members voted “yes,” “no,” or “abstained.” The DVF also reports the number of missing votes. Absentee votes will be reported per the instructions of the department head. The DVF will submit a written recommendation that reports the vote on the requested personnel action and the discussion related to the recommendation.
8.6 The department head will prepare a written recommendation related to the requested personnel action and will share the recommendation with the DVF. The department head seeks a meeting with the DVF prior to formulating the written assessment, following the written report of the DVF.