RUL 05.67.601 – Parks, Recreation, and Tourism Management – Departmental Criteria for Reappointment, Promotion and Tenure

Authority: Executive Vice Chancellor and Provost

History: First Issued: August 12, 2005.

Related Policies:
NCSU POL05.20.01 – Appointment, Reappointment, Promotion and Permanent Tenure

NCSU RUL05.67.603 – College of Natural Resources Reappointment, Promotion and Tenure Standards and Procedures
NCSU REG05.20.03 – Annual Reviews of Faculty Members

NCSU REG05.20.02 – Annual Faculty Activity Reports
NCSU REG05.20.27 – Statements of Mutual Expectations
NCSU REG05.20.33 – Written Assessments, Recommendations, and Responses in RPT Review
NCSU REG05.20.31 – Tenure Clock
NCSU REG05.20.34 – Non-Tenure Track Faculty Ranks and Appointments

Additional References:
Office of the Provost RPT Website

Contact Info:  Department Head (919-515-3675)

  1. Introduction

1.1. This rule describes standards and procedures for reappointment, promotion and tenure in the Department of Parks, Recreation and Tourism Management and is supplemental to and consistent with NCSU RUL05.67.603 – College of Natural Resources Reappointment, Promotion and Tenure Standards and Procedures and university NCSU POL05.20.01 – Appointment, Reappointment, Promotion and Permanent Tenure.

1.2. The mission of the Department of Parks, Recreation and Tourism Management is to improve the quality of people’s lives and the livability of communities by developing, communicating, and applying knowledge and educating professionals committed to providing park, recreation and tourism resources that are environmentally, socially and economically beneficial.

1.3. The required documentation, schedule and overview of the RPT process are located on the Office of the Provost website.  Reappointment, promotion and tenure review is made in the context of the faculty member’s Statement of Mutual Expectations and is based on university, college and department standards.

  1. Areas of Faculty Responsibility

The Department of Parks, Recreation and Tourism Management recognizes the importance of an appropriate mix of scholarly activities and supports the following Realms of Faculty Responsibility: (1) teaching and mentoring students, (2) discovery of knowledge, (3) technological and managerial innovation, (4) extension and engagement with constituencies outside the university and (5) service in professional societies and within the university itself.  Areas of responsibility and the proportional mix of areas for a faculty member are specified in the Statement of Mutual Expectations (SME).   Mutually agreed upon adjustments in the SME may occur over time due to evolving professional aspirations or changing departmental needs.

  1. General Standards

3.1.  Teaching and Mentoring of Students

3.1.1. Teaching excellence is a goal for all faculty with teaching assignments.  Excellent teachers typically demonstrate some of the following characteristics: being enthusiastic, being organized, setting clear learning outcomes, establishing high expectations, presenting materials effectively, and encouraging active student participation.  Evidence of excellent teaching must accompany each positive recommendation for reappointment, promotion and tenure.

3.1.2. Effective mentoring and advising is a goal for every faculty member.  Characteristics of effective mentoring and advising typically include: enthusiasm; respect for students; knowledge of university regulations, procedures and resources; accessibility; serving as a role model; professional and career development; and scholarly guidance.

3.2.  Discovery of Knowledge through Discipline-Guided Inquiry

3.2.1. The department determines the relative weight given to various types and forms of research activity.  Research expectations depend upon the assignment set forth in the Statement of Mutual Expectations.

3.2.2. Success as a researcher is the goal for faculty with this assignment.  Successful researchers typically demonstrate some of the following characteristics: intellectual curiosity, creativity, integrity, effective communication, and productivity.  Research productivity is often equated with publication in peer-reviewed journals; however, productivity may take other forms including books, abstracts, presentations, or other scholarly work appropriate to the discipline. Sustained and focused research productivity is an important indicator of success, but more significant is the quality of the contribution to new knowledge in the field and its practical application. Success in attracting extramural funding is important. This funding may take the form of grants, mini-grants, memoranda of agreement, gifts, and in-kind support.

3.2.3. Although independent research and recognition are important, collaborative research is often the basis for substantive support and the advancement of knowledge.  Cooperation with other faculty members is an important characteristic. Examples of cooperation may include serving as co-principal investigator, co-author, or co-presenter.

3.2.4. Training graduate and postdoctoral students is an important contribution to the department and to the field.  Success of graduates in their research endeavors is an important measure of the strength of a research program.

3.3. Technological and managerial innovation

Technological and managerial innovation provides the means by which knowledge can be harnessed in the form of new products, processes and services to drive the economic and social systems of the state, nation, and world.  This innovation may occur through the process of discovery of knowledge, or extension and engagement.  Examples include web-based enterprises, systems of park management, and protocols for impact assessment and monitoring.  The proportion and type of innovation provided by each faculty member is defined in the Statement of Mutual Expectations.

3.4.  Extension and Engagement

3.4.1. Extension generally describes the process that may include reciprocal partnerships, but often is a one-way dissemination of information.  Engagement is both the concept and the practice of involving faculty and students in reciprocal discovery/learning/service partnerships with external clientele. Engagement enhances students’ educational experience, strengthens faculty, and provides direct positive impact for business, industry and community partners in efforts to adapt to change.

3.4.2. Extension and engagement activities, like those involving teaching or research, are expected to have a scholarly component.  The faculty member is expected to plan and evaluate his or her program(s) in a systematic and objective manner.

3.4.3. Several contributions are critical for excellence in extension and engagement.  These contributions include development and implementation of a coherent program in a recognized area of need, creation of new knowledge, production of innovative materials and new approaches to problem solving, dissemination of applied knowledge, and effective leadership.

3.5   Service in Professional Societies and Within the University

All faculty members are expected to provide service to professional societies and within the university.   The level, frequency and amount of service may vary based on the interests and rank of the faculty member.  Each faculty member in the Department of Parks, Recreation and Tourism Management is expected to be involved in departmental operations.  Examples of professional and university service include serving as a committee member, officer, reviewer, editor, event organizer, presenter or advisor.   The proportion and type of service provided by each faculty member is defined in the Statement of Mutual Expectations.

  1. Standards for Reappointment as Assistant Professor

For reappointment as assistant professor, the faculty member must have demonstrated accomplishments in the assigned realms of faculty responsibility.  Teaching accomplishments may be demonstrated by course and curriculum development, course instruction, advising, serving on graduate committees and serving as an advisor to graduate students. Discovery of knowledge accomplishments may include peer-reviewed publications from doctoral or postdoctoral work or publications while employed at another academic institution.  It is expected  that scholarly accomplishments at NC State University will be established during the initial appointment. Efforts toward securing extramural funding are expected.  Evidence of current or the likelihood of future national visibility is expected.  Service on departmental committees is expected.  Evidence of engagement with constituencies outside the university is expected in appropriate cases.  The faculty member must have demonstrated an ability to cooperate effectively with other faculty in the department.

  1. Standards for Associate Professor with Tenure

For promotion to associate professor with tenure, emphasis is placed on accomplishments since appointment at NC State University.  The faculty member must have demonstrated proficiency in teaching and advising, including the training of graduate students.   The faculty member must have publications in high quality peer-reviewed journals.  When appropriate, the faculty member must have secured external funding. A regional or preferably a national reputation as a scholar or researcher must be demonstrated.  The faculty member must have provided service at the college and/or university level.  There must be evidence of significant engagement with outside constituencies if appropriate.  The faculty member must have demonstrated an ability to cooperate effectively with other faculty in the department.

  1. Standards for Professor

For promotion to professor, the faculty member must meet and exceed the standards for promotion to associate professor. The faculty member must have demonstrated excellence in teaching and the ability to mentor and graduate master’s degree and doctoral students.  It is expected that the faculty member have established a national or international reputation as a scholar and educator.  A sustained and focused record of publications in high quality peer-reviewed journals and success in securing funding are expected. Demonstrated leadership at the department, college, and university-level as well as within professional societies is expected.  The faculty member must have demonstrated an ability to cooperate effectively with other faculty in the department.

  1. Procedures for Review

This section describes several procedures leading up to submission of the RPT dossier and the departmental RPT process.  During the review, the department adheres to the principles of uniformity, clarity, transparency and accountability.  It is critical that candidates understand the RPT process to the maximum extent possible, so that they can participate most effectively.

7.1.  Annual Review by Department Head

The faculty member prepares an Annual Activity Report (AAR) documenting evidence of progress toward goals established in his/her SME.  The faculty member meets with the department head to discuss goals, accomplishments and departmental directions.  The department head also informs the faculty member of expectations for RPT.   Documentation required during the annual review process serves as the basis for documentation in the RPT dossier.

7.2.  Identification of Candidates

Candidate review can be either mandatory or non-mandatory.  The Office of the Provost notifies the department of candidates scheduled for mandatory review.  The candidates are then notified by the department head.  A faculty member may initiate a non-mandatory review based on the advice of the department head and the departmental voting faculty.

7.3.  Preliminary Preparation of Dossier by the Candidate

During the annual spring meeting between the department head and the faculty member, a preliminary assessment is made of the status of potential candidates.  It is strongly recommended that mandatory and non-mandatory candidates prepare a draft dossier and request reviews from the department head and several members of the DVF.  These reviews provide feedback to the candidate and the department head concerning both the merit of the proposed action and the quality of the dossier.  In non-mandatory cases, the preliminary review feedback may be used by the candidate to decide whether to proceed with the RPT process.

7.4. Preparation of the Dossier

Dossiers going forward in the review process must be finalized by the candidate. The dossier must be completed by early fall semester. Specific deadlines are announced annually by the Office of the Provost.

7.5.  Departmental Voting Faculty Subcommittee

In consultation with the candidate(s), the department head forms a departmental voting faculty subcommittee (DVFS).  The DVFS reviews the dossier and provides the DVF with a written assessment and recommendation for each candidate.

7.6.  Discussion and vote by departmental voting faculty

Each candidate’s dossier is distributed to the entire DVF for review. At the meeting of the DVF, the DVF subcommittee presents an assessment of each candidate.  The DVF discuss the candidate’s accomplishments and vote by secret ballot.  The DVF subcommittee submits the revised written assessment and the vote count for each candidate to the department head.

7.7.   Department Head recommendation

The department head reviews each candidate’s dossier and writes a recommendation for or against the proposed action for each candidate.  The department head forwards the dossiers to the Office of the Dean.

  1. Reappointment of Special Faculty

Special faculty appointments are defined as non-tenure track, fixed term appointments.  The Department of Parks, Recreation and Tourism Management adheres to the procedures for reappointment of special faculty as described in the university NCSU POL05.20.01 – Appointment, Reappointment, Promotion and Permanent Tenure and NCSU REG05.20.34 – Non-Tenure Track Faculty Ranks and Appointments.