World Languages & Cultures

Departmental Policies and Procedures Manual

1.0 Departmental Structure

  • 1.1 Department Committees

    The Department of World Languages and Cultures has standing committees as described below. Ad hoc committees may be established by the Chair with the advice of the Executive Committee or by majority vote of the faculty. Unless otherwise specified, committee appointments are for two-year terms. They may extend to an initial, three-year appointment to facilitate transitions and maintain organizational knowledge through a staggered rotation as designated by the Executive Committee.

    • 1.1.1 Executive Committee

      Membership: The Executive Committee shall consist of six members: the Chair of the Department of World Languages and Cultures; one untenured tenure-track member chosen at large from the Department (to the extent possible); tenured representatives from sections as follows: one from French, one from German, one from Multi-Language, and two from Spanish. The assistant chair will serve as section representative if possible. Election to the committee shall be done by secret ballot. Members shall be elected in the fall semester for a two year rotation, to the extent possible.

      Function: The Executive Committee shall meet at least once per semester. Additional meetings may be called by the Chair or by committee members. The committee shall appoint faculty members to standing committees other than the senior members committee. The committee shall vote and make recommendations to the Chair about general governance of the Dincluding such matters as budgeting priorities, hiring policies and general operating expenses, soliciting nominations and making recommendations for honors and awards within and without the university, and making recommendations to the Chair about issues to be presented before other departmental and administrative bodies.

    • 1.1.2 Curriculum Committee

      Membership: The Curriculum Committee shall consist of four members, with sectional representation to the extent possible, selected from the Department at large.

      Function: To facilitate and/or execute reviews and reports on departmental curriculum, annual catalogue updates, University Studies, as requested. The committee chair aids the Chair in the semester review of the Curriculum Action Form Log on SharePoint. The committee has an advisory role to the Chair for all major changes or additions in academic programs proposed by language sections.

    • 1.1.3 Senior Members Committee

      Membership: The Senior Members Committee shall consist of all tenured faculty at the level of Associate Professor or higher not holding greater than half-time administrative appointments outside the Department. An outside member will be appointed by the Chair in consultation with the Senior Members at the appropriate rank during deliberations of RTP in order to establish a minimum number of three. The Chair will inform the candidate about potential external members and solicit feedback.

      Function: To advise the Chair on matters of Reappointment, Tenure and Promotion. The Senior Members will vote on personnel recommendations, and the Chair will report their decision, and report the numerical results of the vote. Associate professors not holding greater than half-time administrative appointments outside the Department will vote on cases involving reappointment, tenure and promotion to associate professor. Full professors not holding greater than half-time administrative appointments outside the Department will vote on all of the aforementioned cases as well as those involving promotion to full professor. The Senior Members will meet at the beginning of the fall semester to discuss progress of the junior faculty.

    • 1.1.4 Peer Evaluation Committee

      Membership: The Peer Evaluation Committee shall consist of one chair elected by secret ballot from the Department at large and three members who are assigned by the Executive Committee, including one tenured faculty, one tenure-track faculty, and one full-time lecturer, to the extent possible. The term of office shall be two years. The chair of the committee must be tenured, but not the Department Chair; s/he shall be elected by secret ballot by the Department at large.

      Function: To oversee Departmental peer evaluation policy and recommend changes to the Department; to establish a timetable for each year’s peer evaluation activities; to establish the individual faculty members’ peer evaluation committees at the beginning of the year as established in the Peer Evaluation Policy.

    • 1.1.5 Placement Test Committee

      Membership: The Placement Test Committee shall consist of four members, with sectional representation to the extent possible, selected from the Department at large. The committee elects its own chair annually.

      Function: To oversee Departmental placement policy and recommend changes to the Department. As of April 2015, this is an ad hoc committee.

    • 1.1.6 Scholarship Committee

      Membership: The Scholarship Committee shall consist of three members selected from the faculty of the undergraduate degree-granting programs.

      Function: To determine eligible candidates and select recipients of yearly Departmental scholarships, and to act as liaison between the Department and Financial Aid. No more than one person on this committee may be a donor. A donor is any individual who contributes funds to a scholarship or award related to this committee.

    • 1.1.7 Teacher Education Committee

      Membership: The Teacher Education Committee shall consist of the Coordinator of Foreign Language Teacher Education and two other members, one from each section which offers a teacher licensure program.

      Function: To assist the Coordinator of foreign language teacher education in evaluating credentials and assessing proficiency of students/teachers who enroll for licensure, re-licensure, and expansion of licensure fields (both degree and non-degree seeking students); to assist the Watson College of Education with preparation of materials for accreditation visits; to represent the Department of World Languages and Cultures on committees within the Watson School of Education; to review the Foreign Language teacher education program.

    • 1.1.8 Departmental Presence Committee

      Membership: The Departmental Presence Committee shall consist of four members with sectional representation from all three language sections (one from Spanish, one from German, one from French, and one from Multi-Language). One Administrative Support Associate shall also serve on this committee.

      Function: To propose and review departmental presence, promotional materials, newsletter, and major website updates. Service preference for this committee will focus on website, displays and tabling, and alumni contacts. To act as a liaison with the Office of University Relations, when necessary.

    • 1.1.9 Policies & Procedures Committee

      Membership: The Policies & Procedures Committee shall consist of four members, with sectional representation to the extent possible, selected from the faculty at large. The committee elects its own Chair annually.

      Function: To oversee changes to the Policies & Procedures Manual and recommend changes to the Department.

    • 1.1.10 MSPN Steering Committee

      Membership: The MSPN Steering Committee shall consist of four Spanish faculty and one faculty member from another language section with graduate faculty status and departmental voting rights. Members are appointed by the Department Chair in consultation with the Executive Committee. The graduate program coordinator may serve as Chair of the MSPN committee.

      Function: To act as an advisory body to the Spanish graduate program coordinator and Department Chair on matters related to graduate programs in Spanish. Responsibilities include but are not limited to proposing, deliberating upon, reviewing, and voting on policies, curriculum, and actions related to the graduate programs in Spanish; strategic planning and vision for the program; reviewing and approving applications for admission to the MA in Spanish program; and attending meetings called by graduate Program Coordinator or Chair, if requested.

    • 1.1.11 Cultural Committee

      Membership: The Cultural Committee shall consist of four members with sectional representation from all three language sections, when possible.

      Function: To review proposals for co-curricular and curricular events before they are disseminated to the other units, grant-providing entities, community partners or passed to the chair for internal funding review. The Committee shall follow the department’s wishes on any approved annual themes or formats (high-profile lecturers, visiting speakers or performers, etc.). The Committee will work closely with the chair on budget allocations for such events and possible external funds opportunities.

  • 1.2 Language Sections

    Purpose: To define the units within the Department responsible for the curriculum.

    Guiding Principle: Curriculum control of the degree programs and language programs should be under the control of faculty with the appropriate credentials.

    Governing Document(s): SACS Principles of Accreditation

    The Department is made up of four sections: French; Spanish; German, and Multi-Language (consisting of American Sign Language, Arabic, Chinese, Italian, Japanese, Latin and Classical Studies, Portuguese and Russian). All sections meet jointly in the Department meetings to consider matters of common interest. They meet separately to consider curricular and other matters that do not affect the entire Department.

  • 1.3 Department Meetings

    Department meetings shall take place at least once per semester during the regular academic year. Additional meetings may be called by the Chair as special circumstances and other university business require. The Chair shall call a meeting upon petition of at least one third of the faculty. Written notification of meetings shall be made at least one week in advance, except in circumstances which call for immediate action, and an agenda shall be distributed. Items may be placed on the agenda at the discretion of the Department Chair or request of a faculty member.

    A quorum for departmental meetings shall consist of fifty percent of the voting faculty in residence during the semester in question.

    Decisions shall be made by majority vote. Minutes shall be recorded, distributed, and kept on file. The minutes shall include a record of attendance, a summary of announcements and committee reports, discussion of old and new business, votes taken, and other official business.

2.0 Administrative Positions and Duties

  • 2.1 Policy on Terms and Qualifications of the Chair Appointment

    Purpose: To outline the terms for appointment of the Chair

    Governing Document(s): 2010 WLC Bylaws

    The Chairperson shall be appointed for a renewable four-year term by the Dean of the College of Arts and Sciences after consideration of recommendations from the Department.

    Requirements for the position of Chairperson are:

    1. tenure and associate or full professor rank;
    2. evidence of teaching effectiveness, of a continuing pattern of research, professional service, professional development, and scholarship;
    3. demonstrated leadership abilities;
    4. demonstrated administrative skills.
    • 2.1.1 Duties of Chair

      The Department Chair is appointed by the Dean of the College of Arts and Sciences in consultation with the faculty of the Department of World Languages and Cultures. As chief administrative officer of the Department, s/he is responsible for conducting Departmental business, serving as Chair of all departmental faculty meetings, and reporting to the Dean of the College as the Department’s official representative. This responsibility includes the necessary authority for making final decisions on teaching assignments, apportionment of space for offices, research and teaching, expenditure of departmental funds, recommendations for hiring, tenure and promotions, and salary increases for departmental personnel. In addition, s/he serves the Department in matters involving other departments, persons or agencies and implements policies and decisions of the Department.

    • 2.1.2 Policy on Appointment of Chair

      Purpose: To outline the procedures for appointment of the Chair

      Governing Document(s): CAS II-2-3-3 Department Chair and Program Director Recruitment Search

      Process:

      In the spring semester prior to a current Chair’s last year of service, the Dean will communicate the options available for departmental leadership to all full-time members of the faculty:

      • Renewal of current Chair if eligible according to departmental policy
      • An internal search
      • A national search

      The third option is determined primarily by the availability of salary resources and a position to support the outside hire. In communicating the options available to the faculty, the Dean will indicate if the third option (a national search) is feasible. The Full-time Faculty, sans the Department Chair, will meet to review the available options and decide on a recommendation to the Dean. Upon receiving the Department’s recommendation, the Dean will meet with all full-time members of the faculty to discuss the recommendation and share his/her decision with respect to the recommendation. If the faculty supports a renewal of the sitting Chair the Dean will determine the current Chair’s willingness to serve another term and will communicate this information when the Dean meets with the faculty. The search process is then determined by the nature of the option approved by the Dean.

      Process for an Internal Search:

      The Dean invites all tenured associate and full professors in the Department to apply formally for the Chair’s position. Applications must include (1) a statement of administrative philosophy, (2) a statement of applicant’s vision for the Department’s future, and (3) curriculum vitae. The inclusion of external references is optional. The Dean will appoint a senior faculty member to serve as the election officer of the internal search. The internal search will then proceed according to departmental policy. The election officer shall notify all full-time faculty members with at least one year of full-time service in the Department of World Languages and Cultures of their eligibility to vote for a Chairperson candidate.

      For any advice, guidance, or problems, the election officer shall turn to the Department Senior Members’ Committee excluding the candidates.

      The election officer shall inform the voting faculty of candidates’ names, deadlines, and voting procedure.

      The candidate’s (1) a statement of administrative philosophy, (2) a statement of applicant’s vision for the Department’s future, and (3) curriculum vitae shall be available for review by the departmental faculty for at least two weeks. Each candidate shall be scheduled to meet with the departmental faculty as a whole for discussion.

      Voting will be by secret ballot at a meeting of eligible voting faculty, with the election officer being responsible for the voting process (tallying, announcements, etc.). For the vote to be valid, the total number of members present plus absentee ballots must constitute a quorum of eligible voters. (Absentee ballots must be submitted in a sealed envelope to the election officer before the meeting – the absentee ballot shall be valid for all rounds of voting in which that candidate’s name appears.) A simple majority of those voting shall decide the Department’s choice.

      After a candidate has secured a majority of votes, his or her name shall be forwarded to the Dean as the Department’s recommendation for appointment as Chairperson. At his/her discretion, the Dean may consult the Department before making a decision.

      The Dean may also invite faculty members to send their own individual assessments directly to the Dean. The outgoing Chair will not attend the formal departmental interview(s), but will have a separate, informal interview with the applicant(s) and will submit a separate written assessment of the candidate(s) to the Dean. Should the Dean approve the Department’s recommendation, the Dean will recommend the applicant to the provost for approval. Should the Dean discover, during the interview, problems that threaten a preferred applicant’s potential effectiveness as the next Chair, the Dean will meet with the Department to discuss the search and to determine a mutually acceptable resolution. If no resolution results, the Dean will indicate his/her recommendation to the provost, but will also communicate that the recommendation does not have the Department’s full support.

      Process for a National Search:

      The Dean initiates the search by appointing a search committee comprised of members of both the senior and junior faculty in the Department and one member-at-large at the senior rank from a comparable discipline; the current Department Chair does not serve on the search committee. The search committee should also include at least one junior member of the faculty and, in so far as possible, reflect the diversity in the Department (gender and otherwise). The committee is charged with drafting a position announcement for the Dean’s approval, screening all applications, and recommending a pool of finalists for the Dean’s approval for presentation to the full-time departmental faculty. Internal candidates may apply, but all applicants in a national search, whether external or internal, must hold at least the rank of associate professor, although it is preferred that a candidate qualifies for the rank of full professor at UNCW. Also the candidate should have some degree of administrative experience. Applications must include (1) a statement of administrative philosophy, (2) a summary of the applicant’s research, (3) evidence of teaching effectiveness, (4) curriculum vitae, (5) official copies of all university transcripts, and (6) the names, addresses, and telephone numbers of five references. They may also include a statement of the applicant’s vision for the Department’s future.

      External candidates are normally invited to campus for a three-day interview that includes initial and closing meetings with the Dean, a formal presentation to the full Department, a dinner with the search committee, and a departmental reception and other opportunities to interact informally with faculty and students, as well as other activities deemed appropriate by the Department. Internal candidates for the Chair’s position must submit the same application materials and participate in the same interview activities as external candidates. The outgoing Chair of the Department will not attend any formal departmental interviews, but will be scheduled for a private interview with each finalist.

      At the conclusion of the last interview, the Department will have seven days to make its recommendation to the Dean following these procedures: Following the last visit, the committee vhair calls a meeting of the voting tenured and tenure-track faculty. Any internal finalists may not be present at this meeting. Non-departmental members of the search committee may also be present and may participate in discussion, but may not vote.

      Voting will be by secret ballot at a meeting of eligible voting faculty, with the election officer being responsible for the voting process (tallying, announcements, etc.). For the vote to be valid, the total number of members present plus absentee ballots must constitute a quorum of eligible voters. (Absentee ballots must be submitted in a sealed envelope to the election officer before the meeting – the absentee ballot shall be valid for all rounds of voting in which that candidate’s name appears.) A simple majority of those voting shall decide the Department’s choice.

      After a candidate has secured a majority of votes, his or her name shall be forwarded to the Dean as the Department’s recommendation for appointment as Chairperson. At his/her discretion, the Dean may consult the Department before making a decision.

      During the same seven-day period, all full-time faculty members are invited to send their individual assessments of the finalists directly to the Dean for consideration. The Dean will then consult by telephone with the Dean(s) of the finalist(s) receiving the strongest support by the departmental faculty. Pending a positive recommendation from the finalist’s Dean and the CAS Dean’s concurrence with the departmental recommendation, the CAS Dean will inform the Department that the candidate’s appointment is being forwarded for approval by the provost and chancellor. Should the Dean discover serious problems with the faculty’s choice, the Dean will meet with the Department to discuss those problems and then solicit the faculty’s recommendation for either an alternative choice or a reopened search the following year.

  • 2.2 Assistant Chair

    The Assistant Chair is appointed from the tenured faculty for a renewable two-year term by the Department Chair after consultation with the voting membership. S/he is selected from a language program different from that of the Chair, to the extent possible. His/her responsibilities include giving advice to the Chair and assisting him/her with the daily operations and routine paperwork of the Department; consultation and advising of students on such matters as transfer credits and course equivalency; coordinating placement test administration; and filling in for the Chair in his/her absence.

  • 2.3 Language Section Coordinator

    The section coordinator shall be elected by the language section and shall serve a two-year renewable term.

    Section coordinators represent the interests of the section to the Department Chair.

    • Advises the Chair on Section policies and curriculum issues

    They shall convene the faculty members of their section at least once per semester and additionally as needed to discuss curricular and other matters of specific interest to that section.

    • Sets agenda for the section meetings
    • Conducts the section meetings
    • Coordinates curriculum changes (course action forms, University Studies, catalogue changes)
    • Responds to faculty questions about the section procedures and policies.

    They are responsible for coordinating section class schedules.

    • Drafts the upper-division semester schedules.

    They are responsible for coordinating responses to students for routine requests and language-specific advising.

    • Responds to students with special issues.

    Position descriptions for Section Coordinators are located in WLC’s Duty Assignments SharePoint folder.

  • 2.4 Director of the World Language Resource Center

    The World Language Resource Center Director is appointed by the Chair and is appointed for a renewable two-year term by the Department Chair after consultation with the voting membership. His/her responsibilities include the following:

    • Creating and updating shift schedule of student workers and their contact list every semester (the first week and the rest of the semester is different due to their class schedule changes.)
    • Hiring or Finding replacements of student workers if they cannot work in their shift
    • Collect necessary items from faculty and work with a computer consultant before the first class of the semester to change settings, installing necessary software, etc. to make the lab ready for
    • the semester
    • Creating and updating lab manuals for student workers
    • Giving training to student workers to understand the lab and equipment in the lab
    • Train student worker to be able to create Adobe PDF or Image files for faculty, assisting faculty
    • with equipment in the lab such as recording, converting videos and DVDs.
    • Requesting Swipe access permissions for student workers
    • Requesting lab lock and unlock hours to campus police and other related personnel
    • Examining student workers’ work and attendance
    • Getting feedback from faculty on what we need in the lab.
    • Researching what we can acquire for the lab within a budget and help secretary to purchase
    • necessary items.
    • Installing programs for the lab after researching the most appropriate ones.
    • Sending new information about the lab or reminding faculty about an appropriate usage of the
    • lab by sending e-mails and at meetings.
    • Create/update the WLRC web site
    • Summarizing the lab usage report at the end of semester.
    • Reporting about the lab usage in the retreat meeting at the beginning of an academic year.
    • Fixing equipment in the lab or asking TAC to send someone to fix them.
    • Meeting staff from TAC as necessary to set up DVD/Video equipment in the lab and on the carts.
    • Faculty service includes providing information and/or giving a personal training for faculty who
    • needs to learn how to use some equipment, etc. in the lab.
    • Creating MP3 audio for faculty and adding it to the Sammy folder for students to listen in the
    • lab.
    • Creating instructions around the lab for faculty and students
    • Creating and modifying Desktop images as necessary
    • Updating WLRC files on Sammy
    • Giving a lab tours and technology check/guidance for candidates
    • Finding a way for faculty to create what he/she needs using the equipment in the lab.
    • Making sure the lab equipment is in place.
    • Creating WLRC stickers every semester.
    • Reserve the lab or checking the reservation status of the room and equipment.
    • Tiding up the room and changing the positions of computers and equipment as necessary
    • Making sure WLC faculty has access to some of the folders on Sammy
    • Changing supplies and materials such as batteries for remote controls, ink and paper for
    • printers, plastic for the laminator.
  • 2.5 Chair of the Peer Evaluation Committee

    The Chair of the Peer Evaluation Committee shall be elected by secret ballot by the Department at large for a one year term. S/he must be a member of the Peer Evaluation Committee and the Senior Members Committee. S/he coordinates the selection of faculty’s individual peer evaluation committees; coordinates the collection of faculty peer evaluation dossiers and their distribution to peer evaluators.

    The Chair of the Peer Evaluation Committee meets with the Department Chair in order to be cognizant of the individual faculty member’s situation for each year and plan accordingly. This relates to faculty who are applying for reappointment, tenure, and post-tenure review, and also to faculty on FMLA, research reassignment, and phased retirement. The Chair of the Peer Evaluation Committee keeps track of which materials have been submitted by whom, in order to facilitate the work of the Department Chair.

  • 2.6 Coordinator of the Cape Fear Foreign Language Collaborative

    The Coordinator of the Cape Fear Foreign Language Collaborative is ele]cted by the collaborative and is a Department liaison with teachers in private and public preschools, K-12 schools and community colleges in Southeast North Carolina. S/he conducts meetings, ascertains that CFFLC committees function, and keeps records for granting of CEU credit.

  • 2.7 Coordinator of the World Language Proficiency Examinations

    The Coordinator of world Language proficiency examinations for professional programs shall be elected by the Department at large for a two year renewable appointment. S/he is a trained assessor who serves as the liaison between the Department of World Languages and Cultures and UNCW professional programs. S/he coordinates the organization of one written and one oral exam per semester in French, Spanish, German, Japanese, Italian, Portuguese and Russian, including arranging semester introductory sessions to prospective candidates, overseeing the writing and administration of written exams, setting up oral exams with assessors, and coordinating grades. S/he coordinates the organization of written and oral exams in Spanish, French and German, including writing and giving written exam, and coordinating oral exams, for candidates to the TABSA program both before their departure and after their return from abroad.

  • 2.8 Coordinator of the Foreign Language Teacher Education

    The Coordinator of foreign language teacher education shall be appointed by the Chair. S/he is responsible for teaching or coordinating the teaching of EDN 407 (Theory and Practice in Teaching Foreign Languages), 408 (Instructional Seminar) and 409 (Practicum), and supervising or coordinating the supervision of teaching interns in French and Spanish. S/he advises and reviews transcripts of regular teacher education students as well as returning students with a BA or BS degree who need EDN courses to obtain teacher licensure in French or Spanish; reviews credentials of lateral entry teachers and designs individual programs for them in consultation with the Watson College of Education; attends meetings with the Watson School of Education. S/he serves as the Department of World Languages and Cultures liaison with the North Carolina Department of Public Instruction and area teachers and school systems in southeastern North Carolina; and reviews curriculum for compliance with NCATE and the North Carolina Department of Public Instruction.

  • 2.9 Library Representative

    The Library representative shall be elected by the Department at large for a two-year renewable term. S/he is the liaison between Library Services and the Department of World Languages and Cultures, charged with bookkeeping and budgeting. S/he allocates library funds among the various sections of the Department according to the Departmentally mandated formula; maintains a record of departmental and sectional book orders; forwards faculty’s ordering cards to Randall Library, and notifies faculty when orders have arrived. As of April 2015, this is an ad hoc position.

  • 2.10 Newsletter Editor

    The Newsletter editor shall be appointed by the Chair. S/he shall facilitate production of the Department of World Languages and Cultures’ Newsletter. The Newsletter is a tool of communication for faculty, students and alumni. It compiles and updates information pertaining to research and initiatives, faculty development, student activities, alumni professional and family news, study abroad, curriculum changes, new and retiring faculty, community outreach, and grants. As of August 14, 2015, this is an ad hoc position.

  • 2.11 The Office of International Programs Liaison

    The Office of International Programs Liaison is appointed by the executive committee. S/he receives occasional email updates on OIP information, such as upcoming events, grant opportunities, program deadlines, etc. This person will, in turn, forward information to the rest of the Department as s/he deems appropriate. S/he may be asked by the Chair to attend meetings or represent WLC at OIP- sponsored events.

  • 2.12 Language Assembly Exchange Manager

    Function: the contact for all students wishing to enroll in language courses offered on the UNC ONLINE EXCHANGE COMMUNITY. This faculty member responds to students, works with the Registrar’s Office in ensuring that students get registered, works with faculty in getting their course listed in the Exchange, promotes our classes through the network of Exchange Managers at other campuses, promotes Department-approved Exchange courses from other campuses at UNCW, represents our Department at Language Assembly meetings and webinars, keeps up to date with Language Assembly news and creates reports for our Department and the UNCW Registrar’s office concerning enrollment numbers. It is expected that faculty in this position have experience in working with the Exchange and involvement with the Language Assembly. Some travel is required for this position and will be compensated by the Department, if funds are available.

3.0 Personnel

  • 3.1 Faculty
    • 3.1.1 Tenure Track Faculty

      Procedures for reappointment, tenure and promotion The Department of World Languages and Cultures follows the procedures and criteria for Reappointment, Tenure and Promotion set forth in the UNCW Faculty Handbook. The Chair must assemble, consult with, and take an advisory vote of the Senior Members Committee. Along with writing a detailed evaluation of the candidate, the Chair must report the numerical results of the vote and state the Chair’s recommendation for or against the RTP action. At least five business days prior to forwarding the candidate’s dossier to the Dean, the Chair must notify the Senior Members Committee, by either written or electronic means, whether the recommendation is for or against the action. If a majority of the Department’s Senior Members Committee disagrees with the recommendation of the Chair, they have the option to submit a separate elaborated recommendation. Only one such recommendation from the Senior Members Committee may be submitted, and it must be signed by a majority of the Department’s Senior Members Committee. The Chair’s recommendation and a separate Senior Members Committee recommendation, if any, are forwarded as part of the faculty member’s RTP dossier.

    • 3.1.2 Full-Time Lecturers

      Governing Document(s): Faculty Handbook

      Appointment, reappointment and promotion of non-tenure-track, full-time lecturers:

      Once the Department has received administrative approval from the College and University to make a new appointment, the Chair will consult with the appropriate section to draw up a position description which will be advertised nationally. Candidates will be required to submit a letter of application, résumé, official transcripts, and at least three letters of recommendation. A search committee, usually comprised of 2 or 3 faculty appointed by the Chair, will solicit and screen applicants. A phone or in-person interview will be scheduled with the candidates and members of the search committee. The Chair, in consultation with the search committee, will make a recommendation for appointment. The Chair will forward to the Dean the committee’s final recommendation. Full-time lecturers receive one-year renewable contracts with benefits.

      Reappointment is based on satisfactory performance evaluated through peer evaluation and the Chair’s annual evaluation. Before the end of the lecturer’s first year, the Chair and the Dean, after reviewing evidence provided by the evaluation process and taking into consideration the Department’s needs, shall determine whether the lecturer is to be (1) reappointed or (2) not reappointed. After a lecturer has been reappointed at least twice, the Chair and the Dean, after consulting the assembled Senior Members Committee shall determine whether the lecturer is recommended for a (1) a three-year contract, or (2) a one-year contract. The Chair may subsequently forward the recommendation for a one or three-year contract to the Dean indefinitely and without further consultation dependent upon the needs of the Department and the availability of the position.

      If a lecturer wishes to be considered for a three-year contract and is eligible for such a contract, s/he should submit to the Chair a portfolio by April 1st containing:

      • previous three years’ annual Chair evaluations
      • previous three years’ student IDEA feedback
      • previous three years’ peer classroom observation reports
      • current year’s annual activities report including sections for teaching and service with relevant accompanying materials

      The Senior Members Committee will meet and review each lecturer’s portfolio to determine if they should be recommended for a three-year contract or a one-year contract.

    • 3.1.3 Senior Lecturers

      Purpose: To define the appointment of senior lecturers

      Guiding Principle: Recommendations of the Faculty Assembly Task Force on Non-Tenure Faculty

      Governing Document(s): UNCW Faculty Handbook http://www.uncw.edu/fac_handbook/employment/fac_status/lecturers.htm

      A lecturer given a three-year contract may be considered at the completion of that contract for promotion to Senior Lecturer and annually thereafter. This promotion is based on the Department’s desire to recognize superior performance and service to the Department and is awarded by the Chair and the Dean, after consulting with the assembled Senior Members Committee. Senior Lecturers receive three-year contracts. Such a designation does not guarantee further reappointment.

      Once the Chair and lecturer applying for senior lecturer rank have independently reviewed the lecturer’s supporting materials, the Chair convenes Senior Members Committee faculty to discuss the candidate’s qualifications and to recommend that the lecturer be promoted to senior lecturer status.

      In consideration of the lecturer’s requested promotion to senior lecturer status, the Chair shall first circulate a simple statement to be signed by those assembled affirming that they were present for deliberations regarding the candidate. The Chair will then invite a candid discussion of the candidate’s strengths and weaknesses in the superior performance of teaching and in the area of service to the Department. When discussion concludes, each faculty member will in turn cast an advisory ballot on whether the candidate should be recommended for promotion to senior lecturer status.

      The Chair will record and announce the numerical vote for, against, and abstaining but will not record how individuals voted. The Chair will then indicate whether his or her recommendation will accord with the majority recommendation of the Senior Members Committee.

      If the Chair indicates that his or her recommendation will not accord with the majority recommendation of the assembled faculty reviewers, the Chair shall leave the room, during which time the assembled faculty will determine if a majority of those assembled wish to submit a dissenting evaluation to the Dean. However, the ultimate decision rests with the Chairperson and the Dean in accordance with the Faculty Handbook (Chap. III, Sect. 2). Confidentiality and mutual respect are essential for fostering frank and candid discussion. Moreover, evaluation of any lecturer applying for promotion to the rank of senior lecturer constitutes a confidential personnel action, and faculty present during deliberations are prohibited by law and by ethical canons from revealing any part of those deliberations to any persons not authorized to deliberate on that action.

      In January the Chair will send out a reminder that review materials for senior lecturer rank are due to the Chair by February 15.

      Candidates who are not promoted to senior lecturer will meet subsequently with the Chair in order to discuss areas in need of improvement or growth.

    • 3.1.4 Part-Time Lecturers

      Appointment and reappointment of non-tenure-track, part-time lecturers

      Part-time lecturers are appointed on a semester-by-semester basis depending on the needs of the Department and available funding from the college. Because these appointments do not entail benefits, vacancies do not have to be advertised in local and regional newspapers before hiring. All candidates must submit a letter of application, a résumé, official transcripts, and at least three letters of recommendation to the Chair of the Department. These materials are often already on file in the Department after an initial inquiry concerning job opportunities by the candidate. The Chair, in consultation with appropriate members of a language section, will review candidates’ credentials and make an appointment. Reappointment is based on satisfactory performance, program needs, and available funds. Satisfactory performance is based on classroom visitation with a report turned in to the Chair of the Department and student feedback results (IDEA). If performance is deemed unsatisfactory, the Chair will consult with the Executive Committee concerning reappointment.

    • 3.1.5 Phased Retirement Faculty

      Designation of Phased Retirement

      Faculty members may enter the phased retirement program in accordance with the Faculty Handbook. They shall retain their professorial rank and the full range of responsibilities and rights associated with that rank as described in the Faculty Handbook of the University of North Carolina Wilmington (except for the status of permanent tenure). They also acquire all benefits associated with the status of "retired faculty." Faculty members on phased retirement may serve on departmental committees. They retain voting rights on all issues with the exception of personnel decisions. They no longer have priority for departmental professional development funds. Faculty members in phased retirement are encouraged to serve as mentors to the Department.

    • 3.1.6 Appointment of Emeritus Faculty

      Governing Document(s): UNCW Faculty Handbook http://www.uncw.edu/fac_handbook/employment/fac_status/emeritus.htm

      Emeritus status is an honor accorded to retired faculty in recognition of their distinguished and sustained service to the Department of World Languages and Cultures. The Department encourages and appreciates continued involvement in departmental activities by Emeritus faculty. All retiring tenured faculty members who hold the rank of assistant professor or higher with a minimum of eight years of service at UNCW are eligible to receive emeritus status in the rank held at the time of retirement. Examples of distinguished and sustained service to the Department include, but are not limited to, a continuous pattern of scholarly productivity, excellence in teaching, research involving students, and administrative service contributing to the growth and professional development of the Department.

      Tenured and tenure-track faculty in the Department will nominate candidates for emeritus status. Candidates under consideration will be voted on for emeritus status by a simple majority of the above concerned faculty. The Chair of the Department shall then submit recommendations for emeritus appointments to the Dean of the College of Arts and Sciences. Upon approval, the Dean shall forward the recommendation to the Provost and Vice Chancellor of Academic Affairs, who, in turn shall forward the recommendation to the Chancellor, who shall present the recommendation for final approval to the Board of Trustees.

      Emeritus faculty are (1) invited to formal convocations and general faculty events, (2) listed in the Undergraduate Catalogue and University Telephone Directory, (3) accorded library privileges, e-mail, free ID cards, and, if requested, free parking and (4) admitted to athletic and cultural events at faculty rates.

      Emeritus faculty are not eligible to hold office or to vote in faculty elections. Emeritus status does not imply allocation of any office or laboratory space.

      Faculty on phased retirement retain their professorial rank and are not eligible for emeritus status until their participation in the program is completed.

  • 3.2 Voting Eligibility

    Purpose: To define the voting membership

    Guiding Principle: The Department has the authority to determine voting rights

    The voting membership for departmental matters shall consist of all tenured and tenure-track faculty not holding greater than half-time administrative appointments outside the Department, and full-time non-tenure-track faculty. It is the policy of the Department that proxy votes will not be accepted.

  • 3.3 Faculty Workload

    Purpose: This policy outlines the Department’s framework for meeting expectations for each of the area of the professorate, including teaching, research and service. Additionally, this Faculty Workload Policy will provide a principled basic for measuring faculty contributions.

    Guiding Principles: Faculty workload should be regulated and fair. Many different faculty activities are of value to the Department and the university. We are committed to the principles of consistency, equity, and flexibility by establishing a process for determining workload responsibilities that is uniform for faculty in the Department. The workload obligation of faculty members may vary but should reflect a balance among the major elements – teaching, scholarship, and service. This balance is determined by negotiating a workload with the Chair that assumes the primary activity is effective teaching, and that all members of the faculty will be involved in this activity.

    Governing Document(s): CAS Policy on Faculty Workload III-1-A

    Policy

    Standard workload for all full-time faculty includes a 24 credit hour teaching load per academic year, with an expectation that faculty stay current in their disciplinary field. Tenure-line faculty are expected to maintain a robust research agenda and should retain research-active status. For tenure-line faculty meeting the standards for research active, the standard workload includes an 18 credit hour teaching load per academic year.

    Standard workload for all full-time faculty includes service on Department and university committees. Reductions in teaching load may be available to support time-consuming or otherwise significant involvement in any of the three components of faculty workload, as outlined in the CAS policy on Faculty Workload (III-I).

    Credit Hour Equivalencies

    According to the College of Arts & Sciences Policy, departments may receive the Dean’s approval to count credit-hour equivalencies in their faculty members’ teaching loads.

    Here are the equivalences relevant to the World Languages and Cultures:

    • ___ 491 Supervision of Directed Individual Study = .2 CHE per student credit hour
    • ___ 498 Supervision of Internship = .2 CHE per student credit hour
    • ___ 499 Supervision of Independent Study for Honors = .2 CHE per student credit hour
    • ___ 591 Supervision of Directed Individual Study = .2 CHE per student credit hour
    • Supervision of a MALS Final Project or a Med or MAT Portfolio with defense = .6
    • CHE Supervision of a Master’s Thesis = 1CHE

    Procedure

    Department members will be responsible for completing a Record of Credit Hour Equivalents by graduation day of each semester in which these CHEs are earned and submitting the designated form to the Department Chair in order to be eligible for recognition and reward for these extra workload duties. The Chair will file these in the faculty member’s file and in a CHEs file. The Chair will return a signed copy to the faculty member.

    When a faculty member has accumulated 3 CHEs s/he may petition the Department Chair for a one- course reassignment. The Chair will keep a record of accumulated CHEs and will attempt to reward faculty efforts through a variety of means, including course load reductions based on accumulated CHEs, when the curriculum coverage allows. Priority will be given to those members who have the most CHEs. Once approved by the Chair, the forms will be archived. CHEs do not expire. The Department’s ability to adjust future workload to balance accumulated CHEs through course load reductions will depend on the availability of teaching staff to cover the curriculum. Activities above and beyond the normal workload can be referenced in the faculty members’ Annual Activities Reports, Post Tenure Review Reports, and for nominations for teaching awards.

    The Chair should grant the request, subject to:

    Course load reductions are subject to:

    1. Other pending faculty requests for CHE reassignment
    2. The Chair’s determination of instructional needs
    3. Approval from the Dean’s office and relevant CAS policies

    One course (3-4 CHEs) may be ‘cashed in’ once every five (5) years, if approved by the Dean’s office. Supervision of Summer Directed Individual Studies does not count as workload, as the faculty member receives compensation for this work.

  • 3.4 Faculty Research Active Status

    Governing Document(s): CAS III-4 Faculty Research Active Status

    Teaching

    The CAS Workload policy outlines the expectation of all faculty members to be active in teaching, scholarship, and service. Tenured faculty who do not attain or maintain the research active status must maintain the workload expectation of a 4/4 course load, unless other assigned tasks are deemed equivalent.

    The Department of World Languages and Cultures sets the following as the minimum standard for research active status:

    1. Newly hired assistant and associate professors on the tenure track will be given research-active status with the understanding that these faculty members are making steady progress in building a record of research and scholarship consistent with their Departments’ expectations for permanent tenure at the rank of associate professor.
    2. Full-time lecturers have no expectations of research and scholarship; therefore, they are not eligible for research-active status.
    3. For tenured associate and full professors, the minimum criteria for research-active status are as follows:

      Every five years, a faculty member is expected to publish two articles in a discipline-appropriate peer- reviewed journal; or one peer-reviewed article and the development of one peer-reviewed funded grant whose results are widely disseminated; or a monograph, plus either

      • Presentation of at least three refereed papers to state, regional or national meetings in the field, or
      • Evidence of ongoing professional activity in the field, such as work on production of a professional journal, or of books or monographs (e.g., bibliography, editing, consulting); or regular reviewing of scholarly publications in professional journals; or holding office in professional organizations, or organizing sessions at professional meetings.
    4. By the start date of each new calendar year, a faculty member with research-active status is expected to have met the minimum criteria within the preceding five years. Exceptions to this provision of the policy follow:

      • Department Chairs and those with administrative reassignments of over 50% returning to regular faculty roles will do so with research-active status, and will be expected to meet the minimum criteria within five years.
      • A faculty member returning from medical leave (e.g.: FMLA, Disability)to fulltime employment resumes his/her research-active status at the point it was when the medical leave was granted (e.g.: if the faculty member left fulltime employment with three years remaining on research-active status, then he/she resumes with three years).

      The Dean of the College, in consultation with the Department Chair, may extend the five-year provision of this policy if extenuating circumstances warrant such an action.

  • 3.5 Graduate Faculty Status

    In addition to the university-wide criteria, the Department of World Languages and Cultures recommends the following criteria specifically for this Department;

    Within a period of five years

    1. Authorship of two or more peer-reviewed articles or book chapters in professional volumes in the field,* or authorship of a peer reviewed book or monograph in the field, plus either:
    2. Presentation of at least three (3) refereed papers to state, regional or national meetings in the field, or
    3. Evidence of ongoing professional activity in the field, such as work on production of a professional journal, or of books or monographs (e.g., bibliography, editing, consulting); or regular reviewing of scholarly publications in professional journals; or holding office in professional organizations, or organizing sessions at professional meetings.

    *The field is understood to mean World Languages and Cultures, and Foreign Language Acquisition.

  • 3.6 Annual Evaluations
    • 3.6.1 Evaluation of Full-time Faculty

      Purpose: The purposes of the evaluations are:

      • to comply with requirements for peer review set forth in the UNC Wilmington Faculty Handbook.
      • to assist the Department Chair in making his or her annual evaluation of individual faculty which is put into the permanent Department and college files.
      • to provide faculty members with feedback and documentation regarding their annual professional performance and progress toward their professional goals (reappointment, tenure, promotion, etc.).
      • to provide the Department Chair with a solid basis for recommending salary increases, based on merit, to the Dean of the College of Arts and Sciences.

      Guiding Principle: Faculty are the best resource for evaluation of their peers.

      Governing Document(s): RPT; CAS III-4 Faculty Research Active Status

      In the year of their reappointment, tenure-track faculty receive their regular two classroom observations, submit their annual activities report form along with any materials that the faculty member wishes to include that were developed after their reappointment dossier was turned in, and are evaluated by the WLC Chair only.

      Candidates who are applying for tenure in the spring semester follow the same procedure as those applying for reappointment.

      In the year of their Post Tenure Review, the faculty member will submit the annual activities report form along with any materials that the faculty member wishes to include that were developed after their PTR dossier was turned in, and are evaluated by the WLC Chair only. They are not assigned regular peer reviewers.

      The annual peer evaluation is a four-step process which includes:

      1. observing peers in the classroom;
      2. compiling and submitting dossiers by individual faculty members;
      3. reviewing dossiers by peer evaluators;
      4. final review of dossiers and their peer evaluations by the Department Chair.

      Assignments of Evaluators:

      Early in the fall semester, each faculty member will be assigned by the Chair of the peer evaluation committee, to the extent possible, four tasks to perform.

      The assignments will be done on a strict rotation basis by the Peer Evaluation Committee. Faculty will be observed and/or evaluated by peers of a mixture of equal and higher rank when possible. To the extent possible, full-time lecturers and tenure-track faculty will perform two evaluations and two classroom observations. Tenured faculty will be assigned one observation and three evaluations to perform.

      1. Dossier submission:

      Peer evaluations are made on the basis of three general areas for tenure-track and tenured faculty— teaching, research, and service—, and on the basis of two general areas for full-time lecturers—teaching and service. Peer evaluations are conducted during the last four weeks of the spring semester. The submission date for the faculty dossiers is April 15.The dossier must include:

      1. the development plan submitted by September 15 by the faculty member;
      2. classroom evaluation (when applicable)
      3. the annual activities report generated through the Digital Measures database, and
      4. supporting documentation for professional activities and accomplishments listed in the report.

      The faculty is required to provide the following supporting documentation: course syllabi; sample writing assignments, exams, peer evaluations of teaching based on classroom observation (where applicable); copies of published books, articles, book reviews; full-text conference papers and print-out or photocopy of conference programs. In addition, the faculty member may include the following material: acceptance letters, programs, brochures, etc.

      Faculty dossiers are made available for review by April 15. It is the responsibility of the faculty member to notify his/her committee where the dossier is located. The hard-copy dossiers may not be removed from the premises of the Department nor kept longer than one full day by any individual faculty member reviewing them. Dossiers may not be reproduced by any means.

      2. Peer evaluation of submitted dossiers:

      A peer evaluation of a faculty dossier must include a brief, candid narrative based on the guidelines and expectations listed on the forms. In addition, peer reviewers must rate the achievements of their peers according to the scale provided on the forms. Completed forms must be sent electronically to the Chair of the Department by May 1.

      3. Final evaluation of faculty dossiers and their peer evaluations by the WLC Chair:

      Before writing his/her annual evaluation, the Chair of the Department will consult the faculty member's yearly development plan, CV, annual dossier with all of its accompanying documents, and peer reviews. The faculty member will receive a copy of the Chair's annual evaluation and may meet with the Chair to discuss the evaluation. The faculty member has a right to append his/her written response to the annual evaluation.

    • 3.6.2 Evaluation of Part-time Faculty

      Purpose: To provide a measure of quality of instruction and a basis for contract renewal

      Guiding Principle: SACS 3.7.2 The institution regularly evaluates the effectiveness of each faculty member in accord with published criteria, regardless of contractual or tenured status.

      Governing Document(s): THE PRINCIPLES OF ACCREDITATION: FOUNDATIONS FOR QUALITY ENHANCEMENT

      i. Classroom observation:

      • PT faculty will be observed each semester by their language coordinator, or if unavailable, by a faculty member designated by the language coordinator or the Chair.
      • The observer will complete a WLC Classroom Visitation Report of the PT faculty member and submit it to the Chair of WLC. If the course was observed by a person other than the section/lower- division coordinator, the coordinator must be copied on the Classroom Visitation Report.
      • The observer and the faculty member will meet to discuss the class that was observed within one week of the observation.
      • The faculty member may send a response about the observation comments to the Chair.

      ii. Semester materials:

      • PT faculty will submit a semester activities report each semester. This will be based on the annual activities report used by the Department, except they need to complete only the teaching portion, unless they would like to report service and/or research activities as well. Along with the semester activities report, PT faculty will submit supporting materials, including a syllabus, a representative test, the final exam, and representative lesson plans.
      • In keeping with the UNCW Faculty Handbook, at the end of the semester, the PT faculty member must submit any unreturned graded materials from the semester (exams, final compositions, etc.) and a copy of the grade and attendance sheets to the Chair of WLC.

      iii. Evaluation

      At the conclusion of the semester, the Chair and the lower division/section coordinator will review the classroom observations, responses to the observation, the Semester Activities Report, and the student evaluations and issue an evaluation letter to the part-time lecturer. If the evaluation shows deficiencies, then the remedies will be drawn from the following If the part-time faculty member is continuing employment in subsequent semesters:

      • Video tape his/her own lesson(s) for analysis/discussion by coordinator and PT faculty member
      • Attend a FL pedagogy or appropriate workshop.
      • Take part in the UNCW Lecturer Society meetings (through the Center for Teaching Excellence)
      • Observation of another faculty member in WLC that teaches at the same level. The PT faculty member then will complete an observation form to be discussed with the lower division/section coordinator.

      Continued deficiencies will affect future hiring decisions. Positive evaluations do not ensure future hiring, as this is dependent upon curriculum needs and budget considerations. All documentation will be maintained in the Department files.

    • 3.6.3 Faculty on Phased Retirement

      Purpose: The University of North Carolina Wilmington Phased Retirement Program provides an opportunity for eligible faculty members to retire and change from a full-time to half-time employment at the university for three years. The goals of the Program are to promote renewal of the professoriate in order to ensure institutional vitality and to provide additional flexibility and support for individual faculty members who are nearing retirement.

      Guiding Principles: The program should be to the benefit of the individual faculty member and the Department as a whole.

      Governing Document(s): UNCW Policy 08.440 PHASED RETIREMENT PROGRAM

      Status

      Faculty members may enter the phased retirement program in accordance with the Faculty Handbook. They shall retain their professorial rank and the full range of responsibilities and rights associated with that rank as described in the Faculty Handbook of the University of North Carolina Wilmington (except for the status of permanent tenure). They also acquire all benefits associated with the status of "retired faculty." Faculty members on phased retirement may serve on departmental committees, but they may not serve on committees that require members be tenured. They retain voting rights on all issues with the exception of personnel decisions. They no longer have priority for departmental professional development funds. Faculty members in phased retirement are encouraged to serve as mentors to the Department.

  • 3.7 Reappointment, Tenure, Promotion (RTP)
    • A. Revision History

      Derrick Miller revised the corresponding sections of “WLC Policies and Procedures 2017-2018 Dec 4 2017.pdf” posted on the WLC website (accessed on 07-23-2019) by removing repeated or extraneous passages, reformatting the remaining text, including subheadings, and making minor updates. References to the Handbook were taken from the 2019 edition posted on the UNCW Faculty Senate website (accessed on 08-10-2019). The department voted to recommend approving this version on 09-11-19.

    • B. Definitions

      Editor’s Note: These definitions are our elaborations of the definitions found in the Faculty Handbook IV.D.2.b. Evalution Areas (p. 80 ff.). DM 08-19.

      1. Research.

      Research is defined as original investigative activities in the discipline that enrich society and contribute to the quality of teaching. Research includes but is not limited to the following: literary, linguistic, cultural, and film analysis or criticism; translations; critical editions; creative work in the target language; encyclopedia entries; textbooks or other pedagogically-oriented scholarship. Research may appear in a variety of forms including monographs and edited volumes, book chapters, articles, reports, software, external grants for the production of original work, and papers presented at professional meetings, particularly when these products are subject to peer review. It may also involve audio and visual productions, and research and reference tools.

      2. Service.

      Service is defined as formal and informal professional activities on behalf of the department, college, university, profession, and the community at large. Examples of such contributions may include but are not limited to the following. Department: participation in department committees as specified by department policies, administrative duties, special assignments from the chair, and student mentoring beyond expected academic advising within the department. College: participation in college-level committees and assignments. University: participation in university-level committees and assignments. Profession: participation in service functions to professional organizations such as committee work and leadership, review of grant proposals, and manuscript review and editing for professional journals. Community: participation in local, regional, national or international community activities directly related to the faculty member’s profession, such as lectures and presentations designed for the general public, news media interviews, and professional advice to nonprofit agencies.

      A smoothly functioning department, college and university depend upon individuals serving on a wide range of committees and other professionally-related activities. This service is also a means of learning about the department, the college, the university and the profession as a collegial process.

      3. Teaching.

      Teaching involves not only the transmission of knowledge, but also the development of students’ desire for knowledge, of the skills for acquiring knowledge and for critical evaluation, and of the attributes that enable students to assume responsible positions in society. Teaching involves all aspects of the educative process both inside and outside the classroom. In addition to formal instruction in courses, teaching activities include direct involvement with and instruction of students outside the classroom setting in such contexts as study abroad, honors projects, field work, independent study, thesis advising, student research, and individual academic assistance. Teaching also involves fostering students’ critical written expression in exams, papers, and other exercises.

      Excellent teaching also requires time and effort every semester for review, revision and development of effective course materials, format, and presentation to ensure rigor, range and depth of coverage of subject matter and the effective evaluation of student progress.

    • C. Guiding Principles

      1. The UNCW Faculty Handbook as Guiding Document.

      Department policy must comply with the UNCW Faculty Handbook.

      2. Evaluation of the Candidate’s Cumulative Performance Record.

      The cumulative performance record of the faculty member under consideration is evaluated in three areas: teaching, research/scholarship, and service. The faculty member’s cumulative performance record should demonstrate evidence of steady growth and maturation. A continuous record of activity is more important in determining a faculty member’s contributions than is a short period of intensive activity.

      Editor’s Note: See also Faculty Handbook IV.D.2.d.1 Length of Service, “every consideration for advancement or tenure must involve analysis of the individual's complete record of achievement” (p. 83). DM 08-2019.

      3. Teaching as the Primary Criterion for RTP.

      The primary mission of the university and of the department is teaching its students. Therefore, teaching effectiveness is the primary criterion for reappointment, tenure, and promotion in the department. Faculty must be well-trained, knowledgeable, skillful, and enthusiastic presenters of knowledge.

      4. Flexible Application of RTP Criteria.

      RTP criteria will be reviewed with sufficient flexibility to permit recognition of departmental needs and individual faculty contributions.

      These expectations are guidelines and meeting any quantifiable measures provided does not guarantee a recommendation for reappointment, tenure, or promotion.

      5. Consideration of Candidate’s Potential Future Contributions.

      The department considers the individual’s potential for future contributions to continuing and projected departmental programs.

      6. Responsibility of the Faculty Member under Review.

      Faculty members are responsible for knowing the relevant policies in the Handbook.

      It is the responsibility of the faculty member being reviewed to provide persuasive documentation that qualitative criteria as well as any quantifiable accomplishments have been met.

    • D. Policy

      1. Criteria for Reappointment to the Rank of Assistant Professor.

      The candidate shall demonstrate evidence of progress at or above the level of “at expectations” in the areas of teaching, scholarship/ research/artistic activities, and service.

      It is expected that faculty being considered for reappointment will be able to demonstrate original work in progress and evidence of research as appropriate to the discipline, such as submissions of research, acceptance of refereed-journal articles, awarded external grants, or exhibits that are subject to external peer review.

      Service that contributes to the departmental mission is expected. During subsequent years, the faculty member should strive to make service contributions aligning to the department, college and university mission, and eventually to the profession and to the community at large.

      2. Criteria for Tenure.

      Tenure decisions are more important than promotion decisions, because of their long-term consequences for the university and its faculty. To be granted tenure at any academic level, a faculty member must have evidenced proficiency and a pattern of growth in areas of teaching; scholarship and research/artistic achievement; and service.

      The award of tenure is based primarily on teaching effectiveness. Evidence of teaching effectiveness will include the following: acceptance of teaching assignments to meet departmental program needs; preparation for and meeting assigned classes; keeping office hours and being available to students; curriculum and course development and revision to remain current in the discipline; student evaluations which reflect a stimulating and informative classroom environment; rigor, range and depth of coverage of the subject matter and in evaluation of student progress; and supportive and fair behavior in relationships with students.

      Although the award of tenure is based primarily on teaching effectiveness, it is expected that faculty being considered for tenure will be able to demonstrate original work in progress and evidence of research as appropriate to the discipline, such as acceptance of refereed journal articles or book manuscripts, the receipt of external grants, or exhibits that are subject to external peer review.

      A reasonable record of departmental, college and university service is expected of any faculty member under consideration for tenure. There is no precise way to define reasonable, because different committees and tasks require significantly different amounts of time and effort, but a candidate for tenure is expected to have established a solid record of effective involvement in this area. The quality rather than the quantity of service is of primary importance.

      3. Criteria for Initial Appointment or Promotion to the Rank of Associate Professor.

      The candidate shall show evidence of having developed into an effective teacher, of a continuing pattern of scholarship/research/artistic activities, and service.

      In addition to teaching courses and advising students, what marks the effective teacher are accomplishments above expectations in two or more of the following aspects: revising courses, developing new ones, developing teaching methods; mentoring students in academic matters; Honor College collaboration; theses; including students in scholarship/research/artistic activities; engaging students in applied learning (e.g. DIS, field work, internships, service learning, study abroad); professional development of self and others in a discipline; securing grant-supported funds for educational activities.

      For promotion to the rank of associate professor, a faculty member is expected to demonstrate the ability to communicate ideas and knowledge effectively in different contexts, which might include large and small classes; lecture, seminar and directed individual study; instruction at both the introductory and advanced level. In addition to the criteria for tenure described above, evaluation at this level will include evidence of skills and commitment to counseling or advising students, and involvement in teaching activities beyond the formal classroom setting.

      4. Criteria for Initial Appointment or Promotion to the Rank of Professor

      The candidate shall have exhibited during her/his career distinguished accomplishment in teaching, a sustained record of scholarship/research/artistic activities, and a significant record of service. An individual with the rank of professor should have a reputation as a distinguished teacher and be recognized as a scholar within her/his professional field.

      In addition to teaching courses and advising students, what marks the distinguished teacher are accomplishments above expectations in three or more of the aspects listed under the expectations for effective teaching listed under “Criteria for Initial Appointment to or Promotion to the Rank of Associate Professor.”

      Teaching excellence is expected for promotion to the rank of professor. It is expected that such excellence will be reflected in teaching performance and content and in teaching activities outside the classroom which may include but is not limited to contributions to the departmental and/or university curriculum, in applied learning (e.g. DIS, field work, internships, service learning, study abroad), Honor College collaboration, and direction of theses. Teaching excellence can also be demonstrated by innovative and up-to-date teaching materials, the sharing of teaching skills through such activities as the mentoring of junior faculty, attendance and presentations at teaching workshops, and scholarship on teaching models and techniques.

      Faculty teaching in other departments and programs are required to submit evidence of excellence in teaching for these courses.

      A faculty member is expected to demonstrate a tangible record of professionally reviewed substantial contributions to the discipline. Although a candidate for the rank of professor is expected to present more tangible evidence of accomplishment than that expected at the associate professor rank, the difference in research expectations for a full professor is not solely quantitative. Greater quality, maturity, significance and originality of research accomplishment in one’s discipline(s) are expected at this rank. Through promotion to the rank of professor it is understood that more weight will be given to research production since tenure and that the weight and reputations of the venues of publication will be taken into consideration.

      The service criteria for promotion to the rank of professor include those for promotion to associate professor. In addition, the candidate must show evidence of sustained service and leadership in the various service areas described above. Leadership for the expectations of full professor may be evidenced by membership or chairing of college and university committees, representing the department, college or university in professional organizations and shared governance, or leadership (elected or non-elected) positions in discipline-specific associations.

      5. Evaluation of Teaching.

      Teaching content and performance shall be formally evaluated from a variety of perspectives, including course evaluations by students and peer evaluation of teaching performance and course materials such as syllabi, tests, sample assignments, and course handouts. Teaching-related activities outside the classroom setting and other evidence of teaching competence shall also be considered. Such evidence might include evaluations by alumni and the accomplishments of students who have worked closely with a faculty member.

      6. Evaluation of Research.

      A faculty member’s research accomplishments will be evaluated for their integrity, originality, and overall quality as judged by peer review.

      Including journal rankings, journal origination date, and acceptance rate or category information can be very helpful for the evaluation of research at all stages of RTP. The MLA Directory of Periodicals, individual journal websites, or journal/volume editors can help provide such information.

      Within the guidelines of the application for tenure, candidates are free to provide additional supporting documentation (such as critical reviews, letters of evaluation, citations, etc.) which evaluates the quality of their scholarship if they so choose.

      7. Expectations for Service.

      Expectations regarding service contributions increase as a faculty member’s career progresses. To every extent possible, tenure-track faculty are not assigned departmental service during their first year of hire.

      Active participation in department meetings is expected of all faculty.

      8. Mandatory and Optional RPT Actions

      The university specifies the semester by which a faculty member must apply for reappointment and promotion to tenure. Under exceptional circumstances, a faculty member who has served at least two years at the rank of assistant or associate professor may apply for permanent tenure.

      For assistant professors, tenure will be accompanied by promotion.

      The faculty member alone decides whether to apply for promotion to full professor. Eventual promotion to the rank of professor is not earned by length of time at UNCW alone, and it is not expected or required that all faculty members attain this rank.

      9. External Reviews.

      The department does not conduct external reviews for candidates for reappointment. Candidates for tenure and promotion to associate professor may request external reviews. The department requires external reviews for candidates for promotion to full professor.

      External reviews address one’s contributions to the profession and the scholarly impact that one’s research has made on the profession. Senior members shall consider external reviews in their determination of the quality and significance of the candidate’s research and scholarship. This assessment may be supplemented by senior members’ own familiarity with the candidate’s areas of expertise.

      The anonymity of external reviewers is essential in assuring candid reviews. Senior faculty and others making decisions on the candidacy shall have access to both the reviewers’ identities and evaluations, but only the content of the reviews shall be made available to the candidate.

    • E. Procedures

      1. Choosing External Reviewers.

      The candidate provides the chair with names of at least three potential reviewers at least four months prior to the application for the RPT action. Four names are often suggested, as one request for letter of external review may be declined. The faculty member may also indicate which articles and areas of research are to be reviewed by each external reviewer. The chair consults with the candidate and any senior members familiar with the candidate’s work and contacts three outside reviewers with expertise in the candidate’s area of research.

      2. Instructions for External Reviewers.

      The chair asks reviewers to evaluate either all or a portion of the candidate’s contributions to the field and to comment on the candidate’s professional competency, the quality and significance of the candidate’s professional publications, and national/international reputation or standing in the candidate’s field.

      The chair asks external reviewers to submit a cover letter identifying themselves, their affiliation, and any personal or professional connection to the candidate. Reviews will be submitted as attachments to the cover letter and should contain no information identifying the reviewers.

      3. Including the External Reviews in the Candidate’s Dossier.

      All three reviews will be included in the candidate’s file. The outside reviewers’ assessments of the candidate are placed in her/his dossier prior to the meeting in which the senior members committee votes on the candidate’s tenure and/or promotion.

      4. Advisory Vote of the Senior Faculty.

      The chair convenes, consults with, and takes an advisory vote of the senior faculty.

      5. The Chair’s Evaluation.

      The chair writes an evaluation of the candidate, which also reports the numerical results of the advisory vote of the senior faculty and states the chair’s recommendation for or against the RTP action.

      6. Notification of the Senior Faculty.

      The chair must notify the senior faculty, by email, whether the recommendation is for or against the action at least five business days prior to forwarding the candidate’s dossier to the dean.

      7. Response of the Senior Faculty.

      If a majority of the senior faculty disagree with the recommendation of the chair, they may submit a separate elaborated recommendation. Only one such recommendation from senior faculty may be submitted, and it must be signed by a majority of the department’s senior faculty.

      8. Forwarding to the Dean’s Office.

      The chair forwards the chair’s evaluation and a separate senior-members recommendation, if any, as part of the faculty member’s RTP dossier to the Dean’s Office.

  • 3.8 Post-Tenure Review Policy

    Purpose: A Post-tenure review policy was mandated by the UNC Board of Governors and guidelines have subsequently been established by the UNCW Faculty Senate with the approval of the Provost. The PTR guidelines places the responsibility of the review at the Department level.

    Governing Document(s):

    PTR will be evaluated in the context of the mission of the College of Arts & Sciences and the Department of World Languages and Cultures.

    Faculty to be reviewed:

    All tenured faculty in the Department will be subject to PTR. The Dean of the College of Arts and Sciences will determine if the Chair is subject to the review.

    All faculty members whose primary responsibilities (50% or more) include teaching and/or research and/or service must undergo PTR review no later than the fifth academic year following their last review, promotion or return to faculty status. All tenured faculty members must prepare, by September 1, at the beginning of their PTR cycle from the fall in which this policy is implemented or they are tenured, in consultation with the Chair, a brief, written five-year plan or set of goals. This plan is modifiable annually in consultation with the Chair. A faculty member under review completes a succinct report of his or her professional activities for the previous five years in relation to these goals. This report is made available to the Post-Tenure Review committee composed of three senior faculty members chosen by the Peer Evaluation Committee in consultation with the Chair. Committee members prepare separate reports which are signed and given to the Department Chair. The Chair reviews the reports and writes the Chair's evaluation, which must note if the faculty member has exceeded, met, or does not meet expectations, and the major reasons for the determination. The faculty member and the Chair meet and sign the evaluation in acknowledgment of its receipt by the faculty member. The Chair forwards a list of the peer evaluators, a copy of the evaluation, and the faculty member's response (if any) to the Dean. For additional information on timetable, procedures, criteria, outcomes, and due process, please consult the UNCW policy on Post-Tenure Review in the faculty handbook.

    The Faculty Member Report

    A faculty member in the Department of World Languages and Cultures who undergoes post-tenure review should prepare a succinct report providing a brief account of their performance in relation to their goals/plan and an unelaborated listing of professional activities limited to the period under review (in most cases, the previous five years).

    This listing must include the following information:

    1. Courses taught (listed in numerical order not chronological order, DIS, INT)
    2. Undergraduate honors theses & Graduate theses · Directed
    3. Documentation of publications and scholarly presentations
    4. Service activities · University · College · Department · Profession · Community
    5. Awards and Grants (teaching, research, service)
    6. Copies of all annual evaluations for the years under review
    7. Attachments · Any peer evaluations of teaching · Official IDEA results will be appended to the faculty member's report by the Chair.

    Timetable:

    At the beginning of the academic year, the Dean will provide the Department with a list of faculty who must undergo PTR for that year.

    The Chair notifies the individual(s) and provides them with the deadlines.

    The Peer Evaluation Committee in consultation with the Chair will select three senior faculty members to serve as peer reviewers for each faculty member under review. The Chair will ensure to the extent possible that at least one peer evaluator be from a related field of expertise. The three peer reviewers will independently review all submitted material and submit independently a written evaluation addressed to the Chair. The function of these evaluations is advisory in nature. The Chair’s evaluation should incorporate summaries of the comments of the peer reviewers.

    The Chair’s evaluation will include a judgment as to the performance of the faculty member. The Chair will consider the following categories:

    • Meets expectations: The faculty member has shown professional competence; conscientious discharge of duties (taking into account the distribution of workload as assigned by the Chair): and efforts to improve performance.
    • Exceeds expectations: The faculty member has sustained excellence in teaching, research and service. The professional performance is substantially above departmental expectations and significantly exceeds the performance of the majority of the Department faculty.
    • Does not meet expectations: Faculty performance does not meet the criteria for being judged satisfactory as outlined in departmental goals and expectations.

    The Chair shall provide a copy of the Chair’s evaluation letter to the faculty member and shall meet with the faculty member to discuss the review.. The faculty member has the option of attaching a written response to this evaluation not later than ten days after the evaluation meeting. Both the Chair and the faculty member sign a cover letter which indicates that the faculty member has received the evaluation and has had the opportunity for a response.

    Upon completion of the review, no later than ten days after the evaluation meeting, the Chair shall send the following to the Dean:

    • Cover letter with signatures from the Chair and the faculty member
    • A copy of the faculty member’s PTR report
    • A list of the peer evaluators
    • A copy of the evaluation
    • The faculty member’s response (if submitted)

    The Dean will conduct an evaluative review of these materials and provide the Department Chair/school director and the faculty member a written statement reporting the outcome of the review ( exceeds expectations, meets expectations or does not meet expectations) and the major reasons for the determination. The faculty member has the option of attaching a written response and requesting a meeting with the Dean to discuss the evaluation. This written response should be presented within ten working days of the Dean’s written notification to the faculty member.

    If the Department Chair/school director and Dean each conclude that the faculty member’s performance meets or exceeds expectations, the PTR process is complete. In order for a faculty member to receive a final rating of exceeds expectations, the Chair/school director and the Dean must both render a rating of exceeds expectations. Otherwise, the final rating is reported as meets expectations.

    If the Department Chair/school director and Dean agree that the faculty member’s performance does not meet expectations, the faculty member and Chair will, in consultation, create an individual development or career plan that includes specific steps designed to lead to improvement, a specified timeline in which improvement is expected to occur, and a clear statement of consequences should improvement not occur within the designated timeline. More detailed information on the development plan is presented in section “f. Outcomes” of the Faculty Handbook quoted below.

    If the evaluations of the Department Chair/school director and the Dean differ from one another, and either provides an evaluation of does not meet expectations, the PTR process will proceed to the University RTP Committee for an evaluative review. The submitted materials, along with the Department Chair/school director and Dean evaluations, and any written responses by the by the faculty member, should be forwarded to the RTP committee within fifteen working days of the Dean’s notification to the faculty member.

    The Chair of the University RTP committee will provide the Provost a written recommendation reporting the outcome of the committee’s review ( exceeds expectations, meets expectations or does not meet expectations). The committee’s recommendation is advisory to the Provost. The Provost will render a final decision, in writing, to the faculty member, Chair/school director, and Dean. The Provost’s decision completes the PTR process. (Faculty Handbook, Chapter VII: Policies Affecting Faculty, Post-Tenure Review)

  • 3.9 Mentoring

    Purpose: This policy outlines expectations of junior, senior faculty and Chair to engage in formal and informal mentoring obligations.

    Guiding Principle: The role of the mentoring relationship and activities outlined below is to acculturate new faculty members to the Department of World Languages and Cultures and the larger university community, in order to foster success in the areas of teaching, research, service and collegiality.

    All untenured, tenure-track faculty members will be assigned a mentor, either within or outside the Department. Mentors should hold the rank of tenured associate professor or higher. The mentor serves as a resource person and provides advice with regard to professional development in the areas of research, scholarship, teaching, service, or collegiality. For example, a mentor may read and comment on a conference paper or article submission; suggest teaching strategies; advise on service commitments; help the junior faculty member establish a balanced professional profile; or offer advice on relations among faculty, decision making, departmental dynamics, issues and procedures. These are but a few of the topics over which the mentor and junior faculty member may consult. The mentor may also refer the junior faculty to offices on campus, such as the CTE or the Dean of students, for specific issues. Interactions between the mentors and junior faculty supplement, but do not replace, regular collegial interactions with all other departmental faculty and the Chair.

    Since newly-arrived faculty are usually not acquainted with senior faculty and since questions during the first year are often of an informational nature and do not require any real mentoring, the Chair shall serve as the mentor during the first year, unless the junior faculty member requests that someone else serve in this capacity or if the Chair deems it more beneficial. Consistent with UNCW guidelines, Best Practices suggest that the Department Chair should not serve as the official mentor of tenure-track faculty.

    Toward the end of spring semester of the first year, the junior faculty member, in consultation with the Chair, shall choose a mentor. Depending on personal preferences, either the Chair or the junior faculty member will contact the potential mentor to see if she or he is willing to serve.

    At the first meeting, the mentor and the junior faculty member should decide on the specifics of their relationship (frequency and location of meetings, confidentiality, possible areas of discussion, etc.). The mentor should receive a copy of this policy. This relationship will vary greatly from one pair to the next. Some may meet face-to-face every month; others may communicate frequently via email. It is the responsibility of the mentor and junior faculty member to establish a structure that best suits them. As a minimum, however, they should contact each other at least two times each semester.

    The mentor is not expected to take responsibility for the success or failure of a junior faculty member’s reappointment, tenure, or promotion. The mentor must take care to not offer advice that contradicts with Department policies of the junior member. If there is any doubt, the mentor should direct the junior faculty member to the Department Chair, or if there is some problematic interaction with the Chair, to the Dean of the College of Arts and Sciences.

    At any point, the mentor or junior faculty member may request that the mentoring relationship be terminated. The Chair will then oversee the assignment of another mentor.

  • 3.10 Support for Faculty

    Purpose: To outline the decision process for allocating funds for professional development

    Guiding Principle: To support faculty development in the following order of priorities: (1) research, (2) teaching, (3) service.

    Governing Document(s): none

    When fiscally possible, the Department will dedicate a portion of the departmental operating funds to support faculty development, primarily supporting travel for the purposes of enhancing research, with special emphasis on those faculty members whose job is contingent upon research. Faculty development for the purpose of teaching and service will be considered when research needs have been met.

    Faculty may request funding for the following purposes listed in order of priority:

    1. Research dissemination:

    Assistant professors presenting a scholarly paper at one regional, national, or international conference.

    Associate professors presenting a scholarly paper at one regional, national, or international conference.

    Full professors presenting a scholarly paper at one regional, national, or international conference.

    2. Research dissemination:

    Assistant professors presenting a scholarly paper at a second regional, national, or international conference.

    Associate professors presenting a scholarly paper at a second regional, national, or international conference.

    Full professors presenting a scholarly paper at a second regional, national, or international conference.

    3. Research enhancement:

    Assistant professors conducting archival research or data collection.

    Associate professors conducting archival research or data collection.

    Full professors conducting archival research or data collection.

    4. Research and/or Teaching enhancement:

    Full-time lecturers presenting at a regional or national conference.

    Part-time faculty presenting at a regional or national conference.

    5. Service:

    Participation in fulfilling duties as an officer of a professional organization related to the Department.

    Participation in fulfilling duties as an officer of a professional organization related to the discipline or the university.

    Tenure/tenure track chairing a session at a scholarly regional, national or international conference.

    On a case by case basis, presentations at additional conferences by a faculty member may be considered in the same order as above after funds have been distributed in 1 and 2. Funds for a third conference presentation will be awarded only after group 3 (research enhancement) has received funds.

    6. Attendance at conferences:

    Assistant professors attending a scholarly regional, national, or international conference.

    Associate professors attending a scholarly regional, national, or international conference.

    Full professors attending a scholarly regional, national, or international conference.

    Full-time lecturers attending a regional or national conference.

    Part-time faculty attending a regional or national conference or workshop.

    Procedure

    At the beginning of the academic year, faculty will be asked to submit a Travel Request Form for each trip during that academic year. A deadline for submission, normally August 31st, will allow the Department to allocate funds according to the above priorities. Notifications of assignments will go out a week later.

    The Department Chair will consult with the executive committee if questions arise in the determination of priorities or changes in funding.

    All travel must be authorized prior to the beginning day of travel by completing a separate Travel Authorization form for each employee involved in official university travel.

    A Travel Authorization form must be processed for all travel, even when the traveler is not requesting a travel advance or reimbursement. Additional justification or documentation prior to authorization of travel may be required by the approving authority.

    All travel is subject to availability of funds.

  • 3.11 Policy on Salary Adjustments

    Purpose: This policy outlines the department’s framework for salary adjustments such as merit raises, equity and excellence, and one-time bonuses for full-time faculty.

    Guiding Principles: The primary purpose of this policy is to recognize contributions by departmental faculty while providing the chair with a consistent mechanism to reward excellence in teaching and service for lecturers and teaching, research and service for tenure-track faculty. This policy builds on merit-raise practice in the department. Its second purpose is to standardize merit allocations for full- time faculty. For this policy, full-time faculty is defined by those faculty employees listed on the departmental personnel action spreadsheet. As departmental staff experiences a difference cycle of performance evaluation, they are not considered in this policy. The base for merit raise calculations is annual peer evaluation and the chair’s letter.

    In addition, we recognize that the dean of the College of Arts and Sciences allocates salary funds to departments for merit raises and/or one-time supplements to full-time faculty, according to guidelines set by the state legislature, UNC’s Office of the President, and the UNCW Chancellor. Furthermore, we note that, the chair is responsible for submitting recommendations to the dean on hiring, reappointment, tenure, promotion, and post-tenure review decisions, and for making merit pay recommendations (in accordance with university guidelines). Any salary adjustments put forth to the dean are advisory.

    Governing Document(s): CAS Policy Manual and the UNCW Faculty Handbook

    In compliance with the faculty handbook, merit salary recommendations rely heavily on the most recent written evaluations (IV.H.2. a) and build directly from our departmental peer evaluation process (peer evaluation and chair’s letter) since the last merit or excellence and equity review took place.

    Merit raises are allocated to the faculty based on the numeric score determined by their annual evaluation. Using a 3-point scale (3 rates exceptional, 2 rates above expectations, 1 rates at expectations, and 0 rates unsatisfactory), the number of points is summed for each faculty, then the departmental faculty as a whole. The number of points provides a base on which the chair recommends merit, equity and excellence and one-time bonuses. The chair has the right to consider exceptional years in Teaching and Research for faculty and recognize this exception in merit recommendations, should such funding be allotted through the dean’s office. In consultation with the dean, exceptions may be made in unusual circumstances such as for faculty on administrative assignments receiving merit from another unit.

    * Related merit rubric discussed by department at meeting on August 12, 2016. Approved with policy February 28, 2017.

4.0 Teaching

  • 4.1 Classroom Observation Policy

    All non-tenured instructors of record, including those teaching online courses, must be observed by their assigned classroom observers. Tenure-track faculty, Lecturers and Part-time faculty of the Department are observed once a semester in which they teach. Tenured members of the Department may request classroom visitations by their colleagues. Senior Lecturers of the Department have one required observation per academic year. They may request a second classroom visitation through their language-section coordinator.

    The faculty member has discretion as to the choice of courses to be observed. However, it is in the interest of the faculty member that classroom observations accurately represent a variety of courses taught by him/her during her service at UNCW: undergraduate and graduate levels (where applicable); language, literature, and culture courses; beginning, intermediate, and advanced language courses, etc.

    It is the responsibility of the faculty member who is observed to make arrangements for his/her classroom observation. The observed faculty member may consult with the reviewers in advance of the visit but is not obligated to do so. The responsibility of the reviewer is to write a candid evaluation that addresses both content and formal material delivery aspects of the observed classroom session. The classroom observation evaluations must be completed within one week of the visit. One copy of each evaluation must be sent to the Chair of the Department, and an additional copy must be provided to the faculty member who is observed. The observed faculty member may respond in writing to each evaluation. The evaluations are to be included among the material submitted for review during the annual peer evaluation process and for consideration for reappointment, tenure, or promotion as applicable for tenure-track and tenured faculty, and lecturers.

    Formative Observations:

    The Department of WLC offers an option of formative observations to all faculty who so desire. The purpose of a formative observation is to encourage pedagogical improvement and self-reflection. These observations are optional and thus shall not be a substitute for a mandatory, formal classroom observation.

    A formative observation consists of:

    1. an optional short pre-observation meeting between the observed faculty member and the observer;
    2. the classroom observation;
    3. an optional post-visitation meeting, in which issues of both content and presentation are discussed.
  • 4.2 Office Hours

    Purpose: This policy outlines expectations of all faculty in regards to office hours and availability to students.

    Guiding Principle: Students need sufficient opportunity to meet with professors concerning their class, the subject matter and their academic record.

    Governing Document(s): UNCW Faculty Handbook

    Although the university has no specific requirements regarding faculty office hours, each member of the faculty is expected to be available to students and advisees for at least two hours per day during the regular academic year, and at least one hour per day during the term of a summer session in which a faculty member teaches. Office hours should be posted on office doors and should be at times convenient for students. On any occasion when an unavoidable conflict arises, faculty should post a note (or have the secretary post a note) on their office door.

    Policy

    All faculty must hold office hours of at least 2 hours weekly per 3 credit hour course. The faculty member must post the office hours on their office door and in their syllabus.

  • 4.3 Leave of Absence from the Classroom

    Purpose: This policy outlines the steps the faculty member will take for either: A) Illness B) Professional development C) Religious observation.

    Guiding Principle: Based on state guidelines, students are entitled to a designated number of instructional hours and these are built into the semester plan. A faculty member should not be absent from the classroom for more than 2 weeks per semester. The first and the last week of class are important for the integrity of the class.

    Faculty Handbook: http://www.uncw.edu/fac_handbook/responsibilities/teaching/absences_fac.htm

    Any faculty member who contemplates being absent from regular campus duties is expected to make arrangements in advance with the Department Chairperson. Where possible, the faculty member should prepare an assignment for each class affected and should arrange for a colleague to provide instruction.

    In the event of an absence caused by an emergency or sickness, the faculty member should inform the Department Chairperson.

    Absence based on illness or emergency:

    In case of unanticipated illness or emergency, all reasonable effort should be made to contact the Department Chair and the administrative assistant(s) prior to the class.

    In case of anticipated or longer termed illness, the faculty member must contact the Department Chair and together they will determine how the instructional time will be all covered.

    If it is determined that the absence will be longer than two weeks, then the faculty member will have to apply for Family Medical Leave/Faculty Salary Continuation.

    If the illness is longer than the 12 weeks of FMLA, then the faculty member must apply for short-term disability, and the Chair will consult with the Dean concerning long-term coverage of classes.

    Absence based on professional development:

    A faculty member should give timely notification and request for approval for absence from class, but in any case the faculty member must request approval from the Chair in writing at least one week in advance of the anticipated absence indicating the nature of the activity, the length of absence, and the arrangements that have been made to cover the instructional time.

    No approval will be given for a period longer than two weeks.

    Absence based on religious observation:

    A faculty member may be absence from class for purposes of religious observation and must notify the Chair at the beginning of the semester and indicate the arrangements for covering the classroom instruction.

  • 4.4 Assignment of Summer Teaching

    Assignment of Summer School Courses

    At least one month prior to the deadline for submission of the summer schedule, the Chair will send faculty a form through which they may request summer school teaching assignments. After faculty requests have been gathered, the Chair will consult with the Executive Committee, then will make assignments, based on the following criteria (in order of importance): (1) program needs; (2) allowing one course to everyone who has requested it, to the extent possible. Where not everyone can be assigned a course, or where additional courses are available, assignments will be offered on the following criteria (in order of importance): (a) rank and (b) seniority will take precedence; then (c) those who have not taught the year previous will take precedence over those who have. Requests from full- time faculty will take precedence over those presented by part-time faculty.

    4.4.1 Assignment of Summer Teaching – Spanish

    Full-time faculty are not obligated to teach during summer school but their requests to do so are prioritized according to rank and tenure in rank.

    (1) The pool of potential instructors for summer sessions will be made up of FT faculty members who have submitted requests for teaching in the upcoming summer sessions. Part-time lecturers will be extended the opportunity to teach only when the requests of FT faculty members have been granted and the need for instructors remains.

    (2) No FT faculty member will be assigned to teach two classes on campus unless every FT faculty member who has requested one class has been assigned one class. The assignment of a second class will follow rank and tenure in rank of those who have requested a second class. No one will receive three assignments unless every FT faculty member who has requested two has received them etc.

    (3) Faculty members teaching two classes in a summer study-abroad program are considered to have reached their maximum number of teaching assignments for that summer session. If the study-abroad program of such an instructor is cancelled, the instructor will be offered the same number of courses that he or she would have taught in study-abroad.

    Note: courses will be assigned provisionally in the event of a canceled study abroad course.

    (4) FT members who did not teach in the previous summer will receive priority for teaching one class. The assignment of a second class will then be made in the normal order of rank and tenure in rank of those who have requested two classes.

Updated 09/2019