Faculty Handbook 2020-21 
    
    Sep 26, 2020  
Faculty Handbook 2020-21

V. FACULTY PERSONNEL POLICIES AND PROCEDURES


V. FACULTY PERSONNEL POLICIES AND PROCEDURES

A.     Criteria for Contract Renewal, Promotion, and Tenure
B.     Appointments, Promotion and Tenure (APT) Committee of the Faculty Operating Procedures for Contract      Renewal,Promotion,  and Tenure                     Consideration
C.     Personnel Procedures for Part-Time Faculty
D.     Early Consideration for Promotion
E.     Contract Renewal and Promotion for Continuing Faculty Who are Administrators
F.      Periodic Review of Tenured Faculty and of Administrators Who Teach
G.     Language Lecturer
H.     Appointment Procedures
H-1. Dual Contractual Appointments
I.     Grievance and Special Review Procedures
J.     Personnel Files in the Office of the Dean of Faculty
K.    Distinguished Visiting Professors
L.     Post-Doctoral Research Fellows
M.    Annual Report by Non-Tenured Faculty Members
N.    Affirmative Action Program
O.    Faculty Retirement Policy
P.     Faculty Workload Policies
Q.     Leaves
R.     Faculty Sabbatical Policy
S.     Released Time Policies
T.     Availability
U.      Student Assistants
V.     Intercollegiate Programs in Africana Studies, Asian American Studies and Chicano Studies  APT Procedures
W.      Joint Science APT Policies and Procedures
 

A.    CRITERIA FOR CONTRACT RENEWAL, PROMOTION, AND TENURE
Pitzer College, first and foremost, values excellence in teaching. Pitzer aims to renew, promote and tenure faculty members who are actively engaged as effective educators, mentors to students, scholars in their disciplines, intellectual resources for colleagues, students, and the community, and responsible participants in College governance. The scheduling of contract renewals, promotion, and tenure is outlined in section 4.6 of the By-Laws. The criteria for contract renewal, promotion and tenure are specified in section 4.4 of the By-Laws. These criteria are organized into three major categories, which are listed below. Teaching and advising is the most important category. Scholarly and artistic activities and service to the college and other communities are equally important categories. Faculty are expected to make contributions to all three areas, with the understanding that expressions may vary by the disciplinary or interdisciplinary nature of the faculty member’s work.

1.Teaching and Academic Advising

Pitzer College expects all faculty members to be effective teachers and advisors. Pitzer College recognizes that there are many different teaching and advising styles, and that effective teaching and advising encompasses a variety of approaches, methods, and activities. Although there are no precise guidelines for evaluating effectiveness in teaching and advising, these can be manifested in a number of ways, such as, but not limited to:

a.Teaching
- effectiveness inside and outside the classroom 
- curricular contributions to the faculty member’s field group
- curricular contributions to the educational objectives of the college
- curricular innovation and development
- non-traditional means of teaching and learning
- supervising student participation in research projects
- teaching, mentoring, or overseeing students in the context of public, campus- or community-based courses or projects

b. Academic Advising
- effectiveness in orienting first year students to the Pitzer experience
- helping students design courses of study appropriate to their interests and needs
- assuring that advisees meet concentration requirements and the educational objectives of the college
- assisting students in establishing summer and post-graduation plans

2.Scholarly and Artistic Activities

Pitzer College greatly values the contributions of its faculty members to scholarship and the arts. Pitzer faculty are expected to show involvement in their field(s) by, for example:


- publication of books, articles, and reviews
- performances and exhibitions where relevant
- presentation of papers at professional meetings
- editing of scholarly journals and publications
- serving as panel chair or as a discussant at professional meetings
- portfolios, products, reports, or artifacts of public, campus- or community-  based scholarship, artistic activities, or other forms of engaged and applied scholarship
- other evidence of ongoing professional activity

The relative importance of particular forms of scholarly or artistic activities differs by field(s) of study. Through the annual review process, field groups, as well as the Dean of Faculty, are expected to provide early and ongoing guidance to colleagues regarding appropriate scholarly and artistic productivity (see Section V.L, below).

3.Service to the College and Other Communities

As an institution committed to self-governance, Pitzer College places a high value on faculty members’ contributions to the governance of the college. It also values the contributions its faculty makes to the intellectual life of the college and the services provided by faculty members to the community. These efforts can be exhibited in a number of ways, such as:

- participation in the governance of the college (e.g., faculty meetings, college council)
- service on college and intercollegiate committees and contributions to college and intercollegiate programs
- service to field group(s)
- acting as an intellectual resource for colleagues, students and the community
- serving as a mentor to other faculty members
-participating in the governance of professional associations
- public, campus-or community-based projects that advance the educational objectives of the College
- facilitating public access to academic knowledge, art, and resources
- participation in public or community-based initiatives

 

B. APPOINTMENTS, PROMOTION AND TENURE (APT) COMMITTEE OF THE FACULTY OPERATING PROCEDURES FOR CONTRACT RENEWAL, PROMOTION, AND TENURE CONSIDERATION

1. THE DEAN OF FACULTY SHALL,

a. In the semester before a faculty member is to be reviewed, notify that faculty member of the upcoming review.

b. At the outset of the semester in which a faculty member is reviewed, notify all Pitzer faculty members that such a review is taking place. Such notification should identify all members of the ad hoc review committee, and include an invitation to provide relevant information to the ad hoc committee.

c. Early in the semester in which a faculty member is to be reviewed, send to all students (including those from the other Claremont Colleges) enrolled in courses taught by the faculty member under review during the preceding four semesters of teaching (excluding any interceding summer courses unless requested by the faculty member), as well as send to all advisees of the faculty member during the period of review, a copy of the core questions (see Appendix C), together with a letter explaining the nature of the personnel process and the importance of student input to the review process. The letter sent to students named by the faculty member in accordance with Section 2.d below will provide them with an option to submit a written response to the Ad Hoc Committee in lieu of completing the core questions.

 

2. THE FACULTY MEMBER UNDER REVIEW SHALL

a. In the case of promotion and tenure reviews, submit a list of three individuals outside the Claremont Colleges who are qualified to evaluate his or her scholarly or artistic contributions. This list shall be submitted no later than June 1 prior to the semester during which he or she will be reviewed. This list will be used for the purpose of establishing contact with potential external reviewers. The faculty member shall also submit a current curriculum vitae that will be sent out to these individuals. These individuals will be instructed not to begin the process of evaluation until they receive the faculty member’s complete dossier of relevant materials.

b. No later than August 15 prior to the semester during which he or she will be reviewed, update his or her personnel file and include a statement of his or her achievements with respect to the criteria for contract renewal, promotion and tenure. The statement shall cover the period since the faculty member’s most recent review, or from the date of appointment in the case of a first review, and be accompanied by a current curriculum vitae and supporting materials such as course syllabi, exams, reading lists, assignments, manuscripts and reprints of articles, books, portfolios, evidence of community participation, and any other material that the faculty member wishes to bring to the attention of the review committee. The faculty member may continue to update his or her statement and accompanying material until the time at which APT discusses the case. Any such new information shall be placed in Part A of the personnel file in time for APT’s consideration of the case.

c. No later than the first week of the semester during which he or she will be reviewed, submit to the APT member of the Ad Hoc Committee a list of up to six faculty members (at Pitzer College or the other Claremont Colleges) other than members of the faculty member’s field group(s) who, in the opinion of the faculty member, are in a position to judge his or her qualifications.

d. No later than the first week of the semester during which he or she will be reviewed, submit to the APT member of the Ad Hoc Committee a list of up to five students (including alumni if desired) with whom the faculty member has worked during the period covered by the review and who are, in the opinion of the faculty member, able to judge his or her qualifications. The named students will receive a letter explaining the nature of the personnel process and the importance of student input to the review process, and that gives them the option of completing the core questions or submitting a written response to the Ad Hoc Committee.

3. THE RELEVANT FIELD GROUP(S) SHALL

- In the case of promotion and tenure reviews, provide to the Field Group representative serving on the ad-hoc committee the names of persons outside the Claremont Colleges qualified to review the candidate’s scholarly and/or artistic contributions.

- Submit a report(s) to the ad hoc review committee in accordance with the procedures described in Section IV.B.2.9 of the Faculty Handbook.

For purposes of contract renewal, promotion and tenure, “relevant field group(s)” means the field(s) of appointment (including intercollegiate departments) of the faculty member under review at the time the review is conducted. For faculty with appointments in more than one field group, a separate report shall be submitted to the ad hoc committee by each field group in which the faculty member holds an appointment. The faculty member under review may also request a report from any field group with which he or she has an active affiliation.

4. THE AD HOC COMMITTEE SHALL,

a. Thoroughly investigate the performance of the faculty member under review with regard to the criteria stipulated in section V.A. All materials, including notes used in the investigation and responses to the core questions (Appendix 2), should be kept and dated. The Dean of Faculty’s office is responsible for promptly collecting and properly filing such material at the close of each review. Following the completion of the review, they should be placed in Part C of the faculty member’s file. The ad hoc review committee’s procedures shall include, but not be limited to, the following:

i.Consult Part A of the file of the faculty member concerned.

ii.Meet with the faculty member concerned, after reviewing part A of the faculty member’s personnel file, to discuss the review process. This meeting will occur by the May 1 prior to the semester during which he or she will be reviewed. A second meeting will occur after the ad hoc committee has reviewed the statement submitted by the faculty member.

iii.Interview or request written statements from all faculty members in the faculty member’s field groups as defined in V.B.3 above and, at the request of the faculty member under review, from intercollegiate departments/programs with which the faculty member has an affiliation.

iv.Request written statements from Pitzer and/or other Claremont Colleges faculty members suggested by the faculty member under review and at least three additional Claremont faculty members who are, in the opinion of the ad hoc review committee, in a position to evaluate the qualifications of the person under review. Written statements received from faculty members responding to the invitation to provide relevant information made in V.B.1.b. shall also be reviewed.

v.Request written statements or completed core questionnaires (in accordance with Section V.B.1.c above). Normally, responses must be received from at least 25 students. For administrators who teach, MLLC lecturers, continuing adjunct faculty, and faculty with administrative responsibilities and reduced teaching loads, the response rate for written statements must be at least 20% of the total number of core questions surveys distributed to students or a minimum of 20 responses. If the total number of received core questions and reference letters fails to meet the specified minimums, the Ad Hoc Committee will make a recommendation to APT, which will decide how best to proceed with the review.

vi.Review all course evaluations for the preceding five semesters of teaching or all available if less than five (excluding any interceding summer courses unless requested by the faculty member).

vii.In the case of tenure and promotion reviews, request and receive a minimum of 4 letters from appropriate persons outside the Claremont Colleges concerning scholarly or artistic activities. A minimum of 2 letters shall be from persons named by the faculty member under review, and a minimum of 2 letters from persons named by the committee. The letters asking for such information will be signed and sent by the chair of the ad hoc committee.

viii.Request from College committee chairs, the deans, members of the administration, and other appropriate persons information about the faculty member’s contribution to the self-governance of the College and other items in V.A.3.

b. As appropriate, in consultation with the faculty member, the ad hoc review committee will also:

i.Request written statements from appropriate faculty and administrators at the other Claremont Colleges.

ii.If there is special reason for doing so, include information derived from written statements of students currently enrolled in courses of the faculty member under consideration.

iii.Include information on any courses offered by the faculty member at other Claremont Colleges.

c.The ad hoc review committee will prepare a written report summarizing all its procedures and findings in relation to the criteria stated in Section V.A. The ad hoc committee will incorporate information derived from interviews and/or written statements of the faculty member under review; from written statements of students, faculty, and administrators; from written course evaluations on file in the Dean of Faculty’s office; from publications provided by the faculty member; from a written statement by the faculty member under review, and from outside letters and the field group report(s). Comments received about the candidate’s personality should not be included in the report unless they bear directly on the candidate’s performance in meeting the criteria. In such cases, the relevance of the comments should be made clear. The text should accurately reflect the distribution of positive and negative evidence received. In its report, the ad hoc review committee must identify any significant difference among different sources of information (including field group report(s)) and attempt to reconcile those differences. The review committee is responsible not simply for gathering and reporting information but for seeking evidence to evaluate and substantiate comments where the committee judges it appropriate. The text of the field group report will be included in the ad hoc review committee report as an appendix. Any procedures additional to those listed above in Sections V.B.4.a and b shall be explicitly identified. The ad hoc review committee shall make no recommendation concerning the faculty member under review. The ad hoc committee chair is responsible for assuring that the above procedures have been followed and that the report fairly and accurately reflects the evidence received. The report, with appendices (if any), will be submitted to the Dean of Faculty, who will make it available to the faculty member under consideration no later than two weeks before the meeting at which the personnel review will be discussed by the Appointments, Promotion and Tenure Committee. The Dean of Faculty will not deliver the report to the APT Committee until the procedures for response and reply set forth in paragraph d (below) have been completed.

d. The faculty member under consideration will have one week in which to respond in writing to the ad hoc review committee report with appendices (if any) regarding any errors of fact or interpretation or problems of omission which he/she believes the report to contain. The ad hoc review committee will be given one week to read the written response (if any) to its report by the faculty member under review so that it may be able to comment, in writing, on the faculty member’s response before the report is sent to the Appointments, Promotion and Tenure Committee. A copy of the ad hoc committee comments in reply to the faculty member’s response (if any) shall be provided to the faculty member under review. The APT Committee will not discuss the report until the faculty member under review has responded to the report in writing, or has had one week to do so, and the ad hoc review committee has had one week to reply to written responses by the faculty member (if any). The report of the ad hoc committee, when it goes to the APT Committee, shall include as appendices the faculty member’s response (if any) and the ad hoc committee’s reply (if any).

e. All information including notes gathered by the ad hoc committee is confidential and, once a review is complete and any opportunity for an appeal is passed, shall be placed in Part C of the faculty member’s file. In order to protect the confidentiality of this material, no copies of this information can be kept outside of a faculty member’s file. Members of the ad hoc committee shall maintain confidentiality and the right to privacy with respect to personnel files (V.I.2.c), content of material gathered in the review process, and respondent identity. The discussion of procedural matters and the reporting of alleged procedural violations are not subject to confidentiality requirements.

f. Notwithstanding the provisions of section V.B.4.e above, the Appointment, Promotion and Tenure Committee shall, as part of its deliberations, have access to all outside review letters solicited by the ad hoc committee. At the close of the review, such letters shall be placed with the other confidential material in Part C of the faculty member’s file.



5. THE APPOINTMENTS, PROMOTION AND TENURE (APT) COMMITTEE SHALL,

a. appoint an ad hoc review committee to consider the case of each faculty member up for contract renewal, promotion, or tenure. Ad hoc review committees ordinarily will consist of three members, one of whom will be a member of the APT Committee, who shall be chair. One of the other two members will normally be chosen from the field of the person under review or from a related field, while the third member will be chosen from an unrelated field. Each faculty member under review will have two “rights of refusal” with respect to the composition of the ad hoc review committee selected by the APT Committee. If the faculty member under review finds the second proposed ad hoc review committee unacceptable, he or she will be asked to submit to the APT Committee the names of three Pitzer faculty members acceptable to him or her. The APT Committee will select one name from that list and appoint two members of its choice (with the stipulation that one member of the ad hoc review committee must be a member of the APT Committee). The committee selected in this manner will be the ad hoc review committee.

b. When an individual comes up for consideration two years in a row, the second time he/she is to be considered the APT Committee, after review of the previous reports on this person, shall have the option of determining what topics it wants additional information on in order to make a second decision and of so directing the ad hoc committee.

c. A member of the APT Committee who has pertinent information concerning a faculty member under review shall furnish that information to the ad hoc committee while its investigation is under way.

d. If a faculty member, a review participant, or the person under review has a procedural concern or evidence of procedural error, it should be brought, in writing, to the attention of the APT Chair who shall circulate it to the APT committee for discussion. The APT committee shall respond in writing, explaining how the concern was resolved. Both the written concern and APT’s written response will be filed in Part A of the Personnel File of the faculty member under review at the time that the APT’s recommendation is forwarded to the President.

e.The APT Committee, at its discretion, may review Part A of the file of the person under review. It may also read letters from outside reviewers solicited by the ad hoc committee, under the provisions of section V.B.4.f above. APT members shall review the guidelines for confidentiality in Section IV.F.3.9. The APT Committee will consider the faculty member’s written statement, curriculum vitae and supporting materials, and the ad hoc review committee’s report (including any appendices). The APT Committee shall base its recommendation entirely upon the information contained in the items listed in this paragraph V.B.5.e. If the APT Committee is presented with what it judges to be an incomplete or otherwise inadequate ad hoc committee report, it may reject the report and return it to the ad hoc committee for additional research and rewriting.

f. In personnel decisions, for all motions, five votes will constitute a majority, regardless of the number of APT Committee members present. If a member of the APT Committee is under consideration, that member will absent himself/herself during the discussion and vote. All votes will be by written ballot.

g. After receipt and discussion of the ad hoc committee report, including any appendices, the APT Committee shall vote on whether or not to recommend the faculty member under review for contract renewal, tenure and/or promotion. Within one week of the vote, the chair of APT must write a letter of recommendation to the President, reporting the outcome and specifying in detail the grounds for the committee’s recommendation. Where appropriate, the chair’s letter will describe how the APT resolved differences between the ad hoc subcommittee report and the faculty member’s response. This letter of recommendation will be approved by the APT committee. The Dean of Faculty will give a copy of the letter to the faculty member.

h. If APT recommends not to reappoint, tenure, or promote, the faculty member may ask to meet with the Dean of Faculty and the chair of APT to discuss informally the reasons which contributed to the recommendation. The faculty member may also, after this discussion, request a written statement from the Dean in addition to the APT’s recommendation referred to in V.B.5.g. However, before a written statement is provided, the Dean of Faculty shall advise the faculty member of the possible adverse consequences of being given such a statement (AAUP. “Statement on Procedural Standards in the Renewal or Non-renewal of Faculty Appointments,” Policy Documents Reports, 1995 ed., pp. 17-18). Once requested, the statement should be issued within one week.

h. Within one month from receiving the letter from APT, the President will communicate in writing to the faculty member his/her response to APT’s recommendation and must give detailed reasons for his/her recommendation, especially if the President’s recommendation diverges from APT’s recommendation.

i.The President must present the written recommendation of the APT Committee, along with his/her own recommendations to the Board of Trustees, at a Board meeting before the end of the academic year in which the review occurs, unless an appeal has been initiated. The President will report to the APT Committee on his/her recommendation to the Board prior to the Board meeting and on the Board’s action afterwards. If the President’s recommendation differs from the APT Committee’s, he/she will explain the reasons in writing and in detail to the APT Committee prior to the Board meeting.

j. If a decision was made not to renew a contract or not to grant tenure to a probatory faculty member, the faculty member is normally granted a terminal-year contract. A faculty member who is appealing a negative recommendation also will normally be granted a terminal-year contract, which remains in force unless the recommendation is reversed.

6. Appeals of non-Reappointment, Tenure, and Promotion Recommendations

The procedures in this section cover claims of improper consideration and inadequate consideration in recommendations of non-reappointment at the end of a specific term of probationary appointment and are not to be confused with procedures concerning termination for cause. In case of termination for cause, the College can rightly be required to justify its position. In the case of non-reappointment, no such burden of proof exists, and the College is to be “accorded the widest latitude consistent with academic freedom, equal opportunity, and the standards of fairness” in discharging its responsibility “to recruit and retain the best qualified faculty within its goals and means” (AAUP. “Statement on Procedural Standards in the Renewal or Nonrenewal of Faculty Appointments,” Policy Documents Reports, 1995 ed., p. 17).

Improper consideration refers to violations of either (i) academic freedom or (ii) non- discrimination policy. Inadequate consideration refers to a lack of adequate consideration. AAUP does not provide a definition of inadequate consideration but provides a series of questions as a guide to determining it (here modified to reflect Pitzer’s governance structure1): Was the decision conscientiously arrived at? Was all available evidence bearing on the relevant performance of the candidate sought out and considered? Was there adequate deliberation by all relevant committees over the import of the evidence in the light of the relevant standards? Were irrelevant and improper standards excluded from consideration? Was the decision a bona fide exercise of professional academic judgment? (AAUP Policy Documents & Reports, page 20).

The considerations relevant to reappointment , tenure, and promotion recommendations are those elements set out in the Faculty Handbook. The College recognizes, nonetheless, that despite every effort to reach such decisions equitably and judiciously, cases of improper consideration or of inadequate consideration may conceivably occur. In cases of claims of improper and/or inadequate consideration, therefore, it has established the following review procedures.

Faculty members who receive a negative recommendation from the President for re- appointment, tenure or promotion can initiate a reexamination of the review process, including the recommendation from APT, pursuant to the appeal procedure that follows. The faculty member shall submit to the chair of FEC a written statement of her/his intention to appeal within two weeks after being informed of the President’s recommendation but no less than ten days before the May Board of Trustees Meeting. The faculty member shall send a copy of the intention to appeal letter to the Dean of Faculty and to the President who in this case will not take the APT’s recommendation (asspecified in V.B.5.j) and his/her recommendation to the Board of Trustees until the appeals process is concluded. The faculty member shall submit an appeals petition to the chair of FEC no later than eight weeks after being informed of the President’s recommendation.2 The petition will set forth in detail the nature of the appeal and specify if consideration is believed to have been improper, inadequate, or both. It will include any information which the faculty member deems pertinent to the case.

Within two weeks of the receipt of the petition, the elected faculty members of FEC will appoint an Ad Hoc Appeals Committee (AHAC), consisting of three tenured faculty members, and one alternate tenured faculty member. The AHAC shall not contain a member involved in a grievance case with the faculty member or a member of any committee or field group that submitted a report or recommendation for the review process that is being appealed. At the time the AHAC is to be constituted, the chair of FEC will consult with the faculty member and the Dean of Faculty about potential conflicts of interest for any of the candidates to serve on the AHAC. In addition, the chair of FEC will ask candidates under consideration for the AHAC whether there are any reasons they might not be able to render a fair judgment. FEC will consider this information when forming the AHAC. The candidate will have the right to replace one of the three appointed committee members with the alternate and will have one week to do so.

Once constituted, the AHAC will begin meeting as soon as possible but no later than the first day of the faculty contractual year (August 15) following the year when the President’s recommendation was made. AHAC will meet with the chair of FEC and the Dean of Faculty to clarify the mandate of the committee, and the definitions and general considerations that constitute claims of inadequate and/or improper consideration. The sole responsibility of the AHAC is to investigate the charge that improper and/or inadequate consideration was involved in the process by which the original recommendation was reached. In pursuing its investigation, the AHAC will not substitute its own judgment on the substantive merits of the case for the judgment of those who made the original recommendation (AAUP. “Statement on Procedural Standards in the Renewal or Nonrenewal of Faculty Appointments,” Policy Documents Reports, 1995 ed., p. 17). The members of the AHAC must treat their deliberations, the materials consulted in the case, and all facts learned in the course of the case as confidential.

The AHAC will explore the faculty member’s claims to determine if they establish a prima facie case that there has been improper and/or inadequate consideration. The AHAC will refer only to the petition to determine whether a prima facie case has been made. A prima facie case has two parts: (a) allegations which, if true, would warrant remedial action or relief; and (b) credible support for the allegations. If the AHAC concludes that the petition fails to do so, the committee will report its conclusion in writing to the faculty member, the chair of FEC, the Dean of Faculty and the President, and no further proceedings will occur. The determination of prima facie will occur within two weeks from the date the AHAC begins meeting. If the AHAC determines that the petition does establish a prima facie case for improper and/or inadequate consideration, the committee will seek to settle the matter by informal methods within three weeks from the date the committee begins meeting 4. The AHAC will meet with the faculty member, the chair of APT, the Dean of Faculty and the President. If the case cannot be resolved by informal methods, the AHAC will then proceed with a formal investigation.

In the investigation the AHAC may read the review case materials, conduct its own inquiry, interview the faculty member and other relevant parties, and gather information subject to the conditions set forth in the personnel files section of this handbook (Section V.I). Other parties with evidence relevant to the petition may request to meet with the committee, and the committee will do its best to obtain all pertinent testimony. In all cases involving an allegation of improper consideration, any faculty, student or staff member who has been charged with improper behavior will be notified of the allegations and have the opportunity to respond thereto. During its procedures, the AHAC will resolve, by majority vote, any issues relating to procedural matters or to its ultimate findings.

At the conclusion of its investigation, the AHAC will produce a recommendation in the form of a written report. AHAC’s responsibility is only to investigate, depending on the allegation in the petition, whether the decision not to reappoint and/or promote resulted from improper consideration or inadequate consideration under the relevant standards of the college. Should the AHAC find by clear and convincing evidence that there was improper and/or inadequate consideration, it will indicate the respects in which it believes the consideration to have been inadequate or improper and make recommendations to the appropriate college body or bodies. If the appeal process can be conducted during the academic year of the APT review, AHAC is to complete its report eight weeks before the May Board of Trustees. AHAC is encouraged to favor thoroughness and fairness over speed. If the appeal process continues in the year after the APT review was initiated, the AHAC report must be completed by the end of the fall semester but no later than eight weeks prior to the first spring semester Board of Trustees meeting of that year. The AHAC report will be given to the faculty member, the chair of FEC, the Dean of Faculty, and the President.

If AHAC calls for a reconsideration of any college body or bodies’ recommendation, the Dean of Faculty will within one week direct the relevant body or bodies to undertake a reconsideration of their recommendation and provide such bodies with a copy of the AHAC recommendation. If the AHAC determines that there was improper and/or inadequate consideration by the President, the AHAC report shall go directly to the Board of Trustees to act upon the AHAC recommendation as it sees fit. The reconsideration directed by the Dean will be completed within five weeks of the date on which the body or bodies received the charge to reconsider. Revised recommendation(s) will be sent to the faculty member, the Dean of Faculty and the President. The President will bring his/her recommendation to the Board of Trustees together with the recommendation from APT (as specified in V.B.5.j) no later than the first spring meeting of the Board of Trustees in the year after the APT review was initiated. The procedures outlined above exhaust the provisions for appeal within the governing structure of the College. Upon completion of this procedure, no further appeal may be initiated within the College.

C. PERSONNEL PROCEDURES FOR PART-TIME FACULTY

TENURE. Normally, no faculty member on less than full-time teaching appointment will be eligible for tenure.

FACULTY STATUS. Persons offering courses for credit at Pitzer College shall be granted faculty status. (See Section II, 1.3 for voting information.)

APPOINTMENTS AND CONTRACT RENEWAL. Normally, a faculty member on less than a full-time but more than a half-time teaching appointment may be considered for an extended contract of up to five years during his/her sixth year of teaching at Pitzer College. Normally, faculty members appointed to less than half-time teaching positions shall be ineligible for contracts of more than one year. Such contracts may be considered for renewal on a yearly basis.

PROMOTION. A faculty member in the instructor or professorial rank with less than a full-time but more than a half-time teaching appointment shall be considered for promotion according to the same time schedule applicable to full-time faculty members.
SALARY. A faculty member not in professorial rank on less than full-time but more than half-time teaching appointment shall be considered for salary increases comparable to those entailed in a promotion on a parallel time schedule.

ONE-PERSON FIELDS. When considering the contract renewal of a part-time faculty member in a one-person field, a report estimating curricular need for the courses offered in that field shall be part of the criteria for arriving at a recommendation regarding contract renewal. Such a report shall be prepared by the Academic Planning Committee. The faculty member under review shall have the opportunity to respond to the report. When a recommendation to deny contract renewal is made on curricular grounds, no appointment may be made in that field for a period of at least two years.

D. EARLY CONSIDERATION FOR PROMOTION

In cases of extraordinary merit, a faculty member may be considered for early tenure and/or promotion (see Bylaws, Article 5, Sections 6 and 7). Such a proposal must originate from outside of the APT Committee. The faculty member or a relevant field group may propose early promotion and/or tenure consideration. Such a proposal should include a detailed statement of the reasons for early consideration. After receiving such a proposal, the APT Committee will determine if the case merits further investigation. If it so determines, the APT Committee shall appoint an ad hoc committee according to normal personnel procedures. If the faculty member is denied early promotion and/or tenure, he or she will be reviewed at the normal time.

Non-tenure-track faculty members at the rank of Instructor, Assistant Professor, or Associate Professor whose faculty contracts are coterminous with administrative appointments (e.g., the academic directors of CCCSI and the Writing Center) will be evaluated for their first contract renewal (normally in the third year) and, if they so desire, promotion without tenure to Associate and Full Professor, according to the criteria, procedures, and schedules established for faculty contract renewal and promotion (V.A. and V.B.), with the exception that these faculty are not expected to serve on ad hoc and standing committees. Review of the performance of their administrative responsibilities will include interviews with faculty, students, and staff who have worked with them in their administrative capacity and with the Dean of Faculty to whom they report. The Appointments, Promotion and Tenure Committee will decide whether to act on the request for consideration for promotion.

E. CONTRACT RENEWAL AND PROMOTION FOR CONTINUING FACULTY WHO ARE ADMINISTRATORS

Non-tenure-track faculty members at the rank of Instructor, Assistant Professor, or Associate Professor whose faculty contracts are coterminous with administrative appointments (e.g., the academic director of CCCSI) will be evaluated for their first contract renewal (normally in the third year) and, if they so desire, promotion without tenure to Associate and Full Professor, according to the criteria, procedures, and schedules established for faculty contract renewal and promotion (V.A. and V.B.), with the exception that these faculty are not expected to serve on ad hoc and standing committees. Review of the performance of their administrative responsibilities will include interviews with faculty, students, and staff who have worked with them in their administrative capacity and with the Dean of Faculty to whom they report. The Appointments, Promotion and Tenure Committee will decide whether to act on the request for consideration for promotion.

F. PERIODIC REVIEW OF TENURED FACULTY AND OF ADMINISTRATORS WHO TEACH

1. Tenured Faculty
a. Each faculty member who has a continuing appointment to the college will prepare a brief annual report, accompanied by a curriculum-vitae update. The report should comment on the year’s teaching and advising, scholarship, and service. It will conclude with a brief self-statement about the year’s achievements, and, if desired, what the college and the faculty member could do to enhance the faculty member’s effectiveness. (A form for this report is included in Appendix F of the Faculty Handbook.) These self-reports are due by August 15, before the next academic year, and will be reviewed by the Dean of Faculty’s office and placed in Part A of each faculty member’s personnel file.

b. A faculty member is responsible for distributing each semester to all students in his or her classes course evaluation forms in each course taught, with the choice of any of the approved Pitzer forms or a form of his or her choice or design. Completed evaluations will be collected by a designated student who will take them to the Dean of Faculty’s office where they will be available by request to the individual faculty member for examination in the Dean of Faculty’s office after the conclusion of a semester. Each semester’s evaluations will be retained for a period of five years in an Appendix to Part A of the faculty member’s personnel file.

c. Reviews of tenured faculty will normally occur at five year intervals. However, if a five-year review would fall within two calendar years of a review of another sort (e.g., a review for promotion), it will not be held.

i. For each five year review, the Appointments, Promotion and Tenure (APT) Committee will appoint an ad hoc committee consisting of two faculty members. The faculty member to be reviewed will have the right to reject up to three of the names proposed by APT for the ad hoc committee.

ii. Purpose. A 5-year review provides the opportunity for self-reflection on the faculty member’s role in the college, and also provides feedback to the faculty member to enhance his or her effectiveness and satisfaction. It should also provide information to the college to acknowledge professional contributions, to adjust a faculty member’s relationship to the college, and to identify opportunities for possible improvements in faculty performance.

iii. A normal five year review will consist of a brief written report prepared by the ad hoc committee that draws on information from 1.a and 1. b above and on a self-statement prepared by the faculty member. This report summarizes the faculty member’s overall contributions to the college during the period under review and forms the basis for APT Committee discussion. A copy of this report is sent to the faculty member under review not less than 10 days before the APT Committee discusses the review.

iv. The ad hoc committee has the responsibility for accurately summarizing material and for reflecting the balance of positive and negative evidence. The ad hoc committee shall make no recommendation to the APT Committee about the adequacy of performance of the person under review.

2. Procedures to be followed in preparing the ad hoc committee’s report.

a. Within the first week of the semester during which the faculty member will be reviewed, the faculty member will prepare for the ad hoc committee an up-to-date curriculum vitae and a written statement reviewing the course of his/her career at the College since the previous review. The statement should address, but not limit itself to, the criteria described in Section V A of the Faculty Handbook, and should include a self-evaluation of the person’s contributions to the College. It should direct the attention of the ad hoc committee to any perceived problems in the faculty member’s relation to the College. The faculty member may choose to provide illustrative materials such as course syllabi, evidence of scholarly or artistic activities and may request that interviews be carried out with students, field group members and other colleagues or both.

b.The ad hoc committee will discuss with the faculty member the self-evaluation and the concerns to be explored in the review. The ad hoc committee shall, at a minimum, consult and incorporate into its report information from the self-evaluation statement,annual reports and teaching evaluations for the period since the faculty member’s previous review that are in the faculty member’s personnel file, as well as evidence of advising effectiveness (once these procedures are developed).

c. If a faculty member has requested at the outset that student interviews or interviews with field group members and colleagues be conducted to supplement the ad hoc committee’s report, the ad hoc committee will follow the same procedures, in selecting and interviewing students (including the use of the Core Questions) and in interviewing field group faculty, prescribed for tenure and promotion reviews in Section V.B.4 of the Faculty Handbook.

d. The ad hoc committee will also characterize in a list any additional material supplied by the faculty member.

e. In the written report to the APT Committee, reference should be made to the criteria in Section V.A, but emphasis should be placed on the overall role of the faculty member at the College. If interviews have been requested, the ad hoc committee should make clear the basis of its information, without identifying individual sources. Comments received about the candidate’s personality should not be included in the report unless they bear directly on the candidate’s performance in meeting expected professional criteria.

f. The report will be submitted to the Dean of Faculty, who will make it available to the faculty member no later than 10 days before the meeting at which the personnel review will be discussed by the APT Committee. The Dean of Faculty will not deliver the report to the APT Committee until the procedures for response (set forth below) have been completed.

g. The faculty member will have one week in which to respond in writing to the ad hoc review committee report regarding any errors of fact or interpretation or problems of omission which he/she believes the report to contain. If the faculty member wishes to write a response to the report, it will be included as an appendix to the ad hoc committee report when it goes to the APT Committee.

h. All information gathered by the ad hoc committee, including notes of interviews if any, are confidential, and once a review is complete notes or other documents shall be placed in Part C of the faculty member’s file. In order to protect the confidentiality of this material, no copies of this information can be kept outside of a faculty member’s file.

3.Responsibilities of the APT Committee

The Appointments, Tenure and Promotion Committee will read and discuss the self- evaluation and the ad hoc committee’s written report. If the APT Committee is presented with what it judges to be an incomplete or otherwise inadequate ad hoc committee report, it can reject the report and return it to the ad hoc committee for additional research and rewriting. It is expected that information from yearly self- reports and from ongoing teaching evaluations, and material supplied by the faculty member, will be sufficient to provide full and constructive evaluation to the faculty member and to the college.

a. After full and fair discussion of the ad hoc committee report, including any appendices, the APT Committee will vote to accept the report or to extend the review by gathering further information in accordance with either the procedures for a faculty contract review and promotion or to implement procedures for a Special Review or the procedures specified in Section VIII. D of the Handbook as appropriate.

b. If the report is accepted, the APT Committee will direct the Dean of Faculty and the chair of the APT Committee to provide the faculty member with oral feedback on the issues raised in the ad hoc committee’s report and the APT Committee discussion. In addition, the Dean will write a letter, approved by the APT Committee, reflecting the outcome of the APT discussion. This letter will be filed in Part A of the faculty member’s personnel file, where it will be available for the faculty member to read. The process will conclude.

c. In most cases, the faculty member’s conversation with the Dean of Faculty and APT Committee chair will focus on minor adjustments, constructive feedback and brainstorming about ways to improve the faculty member’s productivity or relationship to the college.

d. In the rare case that, as a result of evaluation and careful weighing of available information in a five year review, the APT Committee concludes that significant problems are occurring in a tenured professor’s performance that require immediate corrective action, this will be communicated to the faculty member in a written letter signed by the APT Committee chair and the Dean of Faculty and placed in Part A of the faculty member’s personnel file not more than one week after the APT Committee discussion. At its discretion, the APT Committee may make a recommendation for sanctions to the President of the college in accordance with Article 5, Section 9 of the By-Laws. The faculty member will be informed of any recommendation that is made. A recommendation to the President about sanctions based on poor performance, or inadequate professional conduct requires a written ballot; five votes constitute a majority regardless of the number of APT Committee members present. If a member of the APT Committee is under review, that member will absent himself/herself during the discussion and vote and the chair will vote. Any appeal of the APT Committee’s recommendation is directed to the President of the college and must be filed by the faculty member within 30 days from the date on which the faculty member was notified of the APT Committee’s recommendation. The President must inform the faculty member and the APT Committee of her/his action on the recommendation and its appeal, if any, within 60 days of the end of the semester in which it was decided by the APT Committee. The outcome of the appeal and /or the duration and terms of action taken by the President to sanction the faculty member will be final and will be recorded in Part A (or Part B if it involves salary) of the faculty member’s file.

e. If the APT Committee judges that, as a result of a personnel evaluation it has reason to be concerned about serious dereliction of duty, incompetence, or serious misconduct on the part of a faculty member, it is obligated to begin procedures for a Special Review (see Section V.H, below). The Dean of Faculty will inform the faculty member. A new ad hoc committee to investigate will be formed and procedures for a Special Review will commence immediately.

4. Administrators Who Teach

Administrators who regularly teach courses shall be periodically reviewed in their teaching capacity, normally in every third year during which one course is taught, or sooner if requested by the administrator. An administrator is responsible for distributing teaching evaluations in each course taught. Procedures in V.F.1.c also apply to administrators who teach.


 

G. MLLC LECTURER POSITION

1. POSITION DESCRIPTION

A “Lecturer” is a full-time, non-tenure track faculty position with three-year contracts, renewable upon review.  Individuals would teach six classes per year, and engage in professional development activities. Tenure is not a possibility with this position but individuals may be promoted to Senior Lecturer upon review after a specified number of years of service.

2. OVERVIEW
These are non-tenure line faculty positions that are given three-year contracts.  The contracts may be renewed upon review depending on curricular need.  This structure conforms AAUP guidelines by offering contingent faculty the security of a longer-term contract and professional development opportunities. These positions are limited to MLLC.  There is a need in MLLC for such instruction and similar appointments would likely not be appropriate in other disciplines at Pitzer.

3. DUTIES
Lecturers will typically teach six courses a year (tenure-line and full-time visiting faculty typically teach five courses a year).
Lecturers will hold regular office hours for students
Lecturers will be expected to engage in teaching-related professional development by attending conferences and workshops (but there are no research and publication similar to expectations for tenure-line faculty).
Lecturers will engage in curriculum development activities, e.g., develop innovative and effective teaching materials; assist in the development of language curriculum, including community-based and other initiatives; assess students’ language proficiency using the Oral Proficiency Interview developed by the American Council on the Teaching of Foreign Languages  (ACTFL); attend regular language faculty meetings; support the language program activities, etc.

4. STATUS AND BENEFITS
Reviews: APT will conduct reviews for contract renewal (every 3 years).  The review standards will be related to the above duties and will not be as extensive as the reviews for tenure-line faculty.  Annual on-going reviews and at the time of reappointment will be conducted by the field group and the Dean of Faculty.
Sabbaticals: not eligible for sabbaticals since not tenure line
Travel Awards: eligible for faculty travel funds for conferences and workshops that support relevant professional development
Research and Curriculum Development Awards: eligible for curriculum development funds as they become available from TLC, Campus Life or other sources.  Annual Research and Curriculum Development awards are restricted to tenure-line faculty.
Faculty Meetings and College Council: As per the Bylaws, lecturers are teaching faculty and thus eligible for participation in faculty meetings and College Council as voting members
Advisees: Lecturers will not be required to do advising of students.
College committees: Lecturers will not serve on committees.
Other Benefits: Lecturers are eligible for the regular benefits available to full-time faculty (e.g.,reduced tuition for their kids at Pitzer, retirement etc.)

5. CONTRACT RENEWAL AND PROMOTION FOR LANGUAGE LECTURERS

“Lecturer” is a full-time, non-tenure-track faculty position with a three-year contract, renewable upon review. This position is limited to language instructors in Modern Languages, Literatures, and Cultures.

Lecturers teach six classes per year and hold regular office hours. Lecturers are expected to engage in teaching-related professional development by attending conferences and workshops, but there are no research and publication expectations. Lecturers will also engage in curriculum development activities, e.g., develop innovative and effective teaching materials; assist in the development of language curriculum, including community-based and other initiatives; assess students’ language proficiency using the Oral Proficiency Interview developed by the American Council on the Teaching of Foreign Languages (ACTFL); service the field group by attending regular language faculty meetings and supporting curricular and general language program activities. Lecturers will not serve on committees and are not expected to serve as advisors.

 

FACULTY STATUS. Persons offering courses for credit at Pitzer College shall be granted faculty status, including the voting rights and benefits afforded to full-time faculty.  Lecturers are eligible for faculty travel funds for conferences and workshops, as well as for Annual Research and Curriculum Development awards, that support relevant professional development, and for curriculum development funds as they become available from TLC, Campus Life or other sources.  Sabbaticals are restricted to tenure-line faculty.

 

CONTRACT RENEWAL. APT will conduct reviews for lecturers’ contract renewal every 3 years during the first semester of the final year of their contract. There is no limit on the number of terms to which Language Lecturers may be reappointed, depending on continued high performance and the need for the position. The review will follow the procedures for the third-year contract renewal reviews of tenure-track faculty but focusing solely on teaching and contributions to the Field Group. The Ad Hoc Review Committee will consist of two faculty members, including at least one member of the Modern Languages, Literatures and Cultures Field Group. Annual on-going reviews will be conducted by the field group and the Dean of Faculty.

 

PROMOTION. Language Lecturers who have served at least 5 years at the rank may be considered for promotion to Senior Lecturer on their 6th year. Senior Lecturers may be appointed and reappointed for terms varying from three to five years. Senior Lecturer is a position with a higher level of programmatic and pedagogical responsibility, and qualifications for promotion include demonstrated excellence in teaching; demonstrated capacity to carry out administrative and other responsibilities related to the field group; contribution to the training of language instructors; contribution to the development of curriculum for the field group; service to the field group and the College; and evidence of professional growth and activity.

 

H. APPOINTMENT PROCEDURES

1. Appointment and duties of search committees.
a. For tenure-track searches at the college, search committees will be named by the Appointments, Promotion and Tenure (APT) Committee upon recommendation of the Dean of Faculty in consultation with the voting members of the hiring field group. Normally, a search committee will include all tenured/tenure-track faculty members of the hiring field group, and have a minimum size of four. A search committee will have at least one voting member who is a Pitzer student. In searches run by field groups of fewer than three members, the APT Committee, in consultation with the hiring field group, will name additional search committee members. In all cases, the majority of the members of the search committee will be Pitzer tenured or tenure-track faculty. The Dean of Faculty and the APT Committee will ensure that, whenever possible, all search committees include members whose teaching, research and service contribute to diversity.


b.The search committee, with support from the Dean of Faculty’s office, is responsible for the search process, including the posting of advertisements, screening of candidates’ files, scheduling of interviews, arrangement of on-campus visits (including job talks), publicizing job talks to colleagues at Pitzer and the other Claremont Colleges, and making a recommendation to the APT Committee at the end of the process.

c. The search committee’s recommendation to the APT Committee will be the result of a majority vote, and will take the form of a ranked slate of candidates. If the search committee finds one or more of the candidates invited to campus unacceptable, it will indicate to the APT Committee its reasons for not recommending such candidates.d. At all points during the search, the search committee will work with the affirmative action facilitator (AAF) (see Section V.M.4) appointed by the APT Committee to assure that Pitzer’s affirmative action procedures (see Section V.M, below) are followed. In particular, search committees are required to familiarize themselves with, and to follow the affirmative action hiring protocols in Section V.M.7, below.

2. Timeline:

The following time line illustrates the normal sequence of events in a tenure-track job search at Pitzer. Not all searches will follow this model, for reasons that include the timing of national professional meetings and the interdisciplinary character of some appointments. In general, however, tenure-track searches at Pitzer should follow this sequence:

In the academic year prior to campus visits:

- The Academic Planning Committee solicits proposals  from field groups and individual faculty members to fill an open tenure-track slot.

As noted in IV.F.1.2, Field Group proposals for a faculty position must include a Diversity Self-Assessment. This Assessment must include: (1) an evaluation of field group composition in relation to historically underrepresented minorities in the United States within the broader field or discipline, and may include an evaluation in other forms of diversity (sexual orientation, nationality, intellectual tradition, etc.); (2) how their proposed position addresses the College’s overall commitment to diversity, and diversity within the field group.

- APC recommends a position description to College Council after consultation with the faculty at a faculty meeting.
- College Council approves position description.
- Job ads are submitted to relevant disciplinary journals and websites, and to additional venues specified by the Dean of Faculty’s office in order to broaden outreach to women and persons from underrepresented minority groups.

Six months or more prior to campus visits:

- The APT Committee, upon recommendation of the Dean of Faculty and hiring field group approves a search committee.
-APT will appoint one of its faculty members as the Affirmative Action Facilitator (AAF) to serve in an advisory role to the search committee. The AAF will also serve as liaison between the search committee and APT. Due to his/her role as Affirmative Action Officer of the College (as designated in V.M.3), the Dean of Faculty will not serve as the AAF for any search. The AAF must be trained in the Affirmative Action protocol of the College(see below, M.7). The AAF and the Dean of Faculty are charged with ensuring that Pitzer’s affirmative action policies are followed throughout the process.
- The search committee alerts colleagues at the other Claremont Colleges that a search is taking place.   This will include contacting colleagues at the Intercollegiate Feminist Center for Teaching, Research, and Engagement; to the Intercollegiate Departments of Africana Studies, Asian American Studies, Chican@/Latin@ Studies; and to selected minority colleagues both at the Claremont Colleges and in the larger academic community, soliciting their collective help in identifying historically underrepresented minority candidates who might be interested in applying for available positions.

Two or three months prior to campus visits:

- The search committee meets with its designated AAF to discuss affirmative action procedures, and to set out a procedure for going through application.  An invitation is extended to the Diversity Committee Representative assigned to the search to review applications. 
- Search committee members read files of applicants. AAF and DC representative are invited to read the files. As soon as possible after job ad closing date, search committee meets to discuss all candidates. AAF and Diversity Committee representative shall be invited to this meeting, and to any other meetings where the applicant pool is winnowed down.
- The search committee agrees on a s late of 8-15 semifinalists, all of whom must have submitted all required application materials (see 7.b). Normally, these semifinalists will be personally interviewed by the search committee at a national disciplinary meeting, or by phone. In cases where personal interviews are not feasible, the search committee will explain to APT in writing its reasons for following another procedure.
-To the best of her/his ability, the AAF tabulates the numbers of women and minority candidates (both in the overall candidate pool, and in the group of proposed semifinalists) and reports this information to the Dean of Faculty and to the APT Committee.
-The APT Committee approves a slate of semifinalists for search committee interviews. One month or more prior to campus visits:
- The search committee interviews semifinalists, in person (preferably)  or by phone or videoconference. The search committee recommends three - or, in rare circumstances, four –candidates to bring to campus. The search committee may also, at its discretion, name a slate of backup finalists, for consideration should any of its first choices decline. The search committee must include a statement of how the slate of finalists meets the rationale provided in the original request for a position, including qualifications related to diversity.
- The APT Committee approved the slate of  on-campus candidates and any backup slate. The AAF tabulates the number of women and minority candidates on the slate of on-campus candidates.

One or two weeks prior to campus visits:

- The Dean of Faculty’s Office contacts on-campus finalists, explaining the structure and likely audience for a Pitzer job talk. Any special requests (AV equipment, advance photocopying) should be taken care of at this time.
- The search committee contacts students (usually senior or junior majors) and schedules meals or other contacts with each candidate during on-campus visits.
- The search committee contacts relevant colleagues at the other Claremont Colleges and invites them to job talks, as well as to meals and other meetings as appropriate.

During on-campus visits and after:

- Each candidate engages in a formal interview with the search committee and other constituents, as organized by the search committee.
- Each candidate gives a public job talk to which all members of the community (faculty, students, staff). Normally these talks are scheduled at non-class hours.
-  At the search committee’s discretion, each candidate gives an additional teaching talk to be arranged by the search committee. Provided the candidates are given adequate notice and some briefing as to context, and that the talk clearly fits the existing syllabus, this talk may be given to an existing Pitzer class, with APT and search committee members invited to attend. Otherwise, the search committee will arrange a mock class of majors or other students, with APT and search committee members invited to attend.

The search committee shall hold a one-hour Diversity Interview to discuss diversity issues with each candidate. Prior to the Diversity Interview, the search committee, AAF, and the Diversity Committee representative assigned to the search will jointly determine the questions to be asked and procedure to be followed. They may use a semi-structured interview protocol developed by the Diversity Committee or one amended by the search committee. The AAF and Diversity Committee representative assigned to the search shall participate in these sessions. Other members of the Diversity Committee may also attend. In particular, a student member of the Diversity Committee will be invited in addition to the faculty representative. All participants will be furnished with the candidate’s diversity statement in advance of the interview.
- When the last candidate visit concludes, the search committee invites all Pitzer College colleagues who saw all least one of the job talks to give their impressions of the candidates.  This invitation ought to go out several days in advance of the search committee meeting to recommend a hire to the APT Committee.
-The Diversity Committee representative to the search submits to the search committee written comments on the search and/or individual candidates.
-The search committee recommends one or more candidates to the APT Committee.  This recommendation must include a statement pertinent to the rationales generated at the time of the original job proposal, including how the recommended candidate’s teaching, research, and service contribute to diversity. The recommendation must also include as an appendix the written comments submitted by the Diversity Committee representative to the search.
- The APT Committee approved making an offer to a candidate.  The APT Committee must consider how the selected candidate best meets the Mission and Educational Objectives of the College and the needs of the field group. 
- The Dean of Faculty makes offer to a candidate and enters contract negotiations. If these negotiations are successful, the candidate is hired.
- In the event that the offer is declined, and if the APT Committee has approved other on-campus finalists in advance, the Dean may make offers and enter into contract negotiations with such candidates. Otherwise, the APT Committee may (at its discretion) ask the search committee to bring new candidates forward from its semifinalist slate, for approval by the APT Committee and subsequent campus visits. The APT Committee may also (at its discretion) terminate the search.
At any time during the search, if a serious breach in Affirmative Action protocols is detected by the AAF, the Diversity Committee, or any member of the Pitzer College community, this should be reported to APT. APT must respond to the report before the search can proceed.

3. Non-tenure track searches.

The following guidelines are for use by field groups in hiring non-tenure-track faculty who will teach more than 2 courses in one academic year. Such hires include replacements for faculty on sabbatical leaves, primary caretaker leaves, administrative leaves, medical leaves, unpaid leaves of all types, and for courses made available by course releases (such as those for the Scholar in Residence program, or the editing of scholarly journals). The hiring of a non-tenure-track faculty member who will teach at most two courses in one academic year may be approved solely by the Dean of Faculty. In such cases, field groups will follow guideline c below (submitting materials to the Dean of Faculty instead of the APT committee) and may be required by the Dean of Faculty to also follow guideline b):

a.In submitting candidates to the  Committee for temporary hiring, the proposing field group is responsible for presenting sufficient information to support an appointment. Field groups must include a Diversity Self-Assessment as outlined in section IV.F.1.2. Field groups should outline in their requests the steps they took in arriving at the hiring nomination. Such steps might include advertisements, personal contacts, e-mails to local department chairs, review of submitted materials, and any other recruitment or selection activities. In the case of full-time appointments, job postings, job talks, campus visits, or personal interviews are highly desirable.

b.Field groups will provide evidence of compliance with the spirit of Pitzer’s affirmative action procedures. All positions must be announced to the Intercollegiate Feminist Center for Teaching, Research, and Engagement; to the Intercollegiate Departments of Africana Studies, Asian American Studies, Chican@/Latin@ Studies; and to selected minority colleagues both at the Claremont Colleges and in the larger academic community, soliciting their collective help in identifying historically underrepresented minority candidates who might be interested in applying for available positions.   In submitting candidates to the APT Committee, the field groups will provide evidence of the candidate’s teaching abilities (for example: course evaluations, department chair letters, course syllabi, student letters) or an explanation of why these materials are unavailable.

c.The dean of faculty will work with field groups to assure that steps a-c have been followed before the APT Committee considers any replacement request. Inadequately supported requests will be returned to field groups.

H-1. Dual Contractual Appointments

1. Pitzer College does not create future faculty positions in dual contractual appointments.
2. Rather than using a ―one-size-fits-all‖ approach, we recommend Pitzer College address existing DCA using the following two options:
OPTION 1: DCA faculty may choose to leave one of the field groups and become contractually tied to one field group.

a.The faculty member and FEC will agree upon an appropriate exit strategy for faculty leaving their contractual field group. In some cases, FEC may recommend certain remedies such as a development of a Memo of Understanding (see section b) in order to mitigate disruptions to curriculum, advising and service to the severed field group. In other cases, such remedies may be unnecessary. The appropriate remedies, if any, will be determined by the faculty member and FEC.

b. MEMO OF UNDERSTANDING: Faculty will draft a memo of understanding between the Dean of Faculty and a representative of the field group he/she is leaving. The intention is to minimize the impact of the faculty member’s departure from a field group by creating a transition period, during which the faculty member provides curricular and advising support to the field group. The memo of understanding will:

i. Last for 3 years, at which point said faculty has the option to re-negotiate the terms of his/her continued affiliation with the field
group he/she is leaving.

ii. Include courses in field group that the faculty member agrees to teach. iii. Include advising responsibilities to majors in field group being left. The expectation is that, after three years, most declared majors being advised by the former DCA faculty will have graduated.

c. REVIEWS: When it comes to faculty evaluations for promotion, tenure and contract renewals, faculty will be evaluated by the field group with whom they have the contractual arrangement. The affiliated faculty member may request a letter of evaluation from the field group he/she had left.

OPTION 2: DCA faculty may choose to stay as DCA. We recommend that such faculty member and the Dean of Faculty develop appropriate remedies based on rank designed to ensure the DCA does not jeopardize the faculty member’s chances for promotion to the rank of associate professor or full professor. DCA who are full professors may be eligible for compensatory remedies to be negotiated between the DCA and the Dean of Faculty.

3.DCA RETIREMENT or the DCA POSITION VACATED

In order to fulfill the goals noted in recommendations 1 and 2, we recommend that joint appointments not continue past current DCA faculty retirement or if the line is vacated.
The committee recommends the college adopt the following policy:

i. When a DCA retires or if the DCA position is vacated, the two field groups involved in the DCA both return to APC with position requests. The responsibility for allocation of positions will then lie with APC. We recommend that APC include a continued area of specialization in the subsequent position description. So, for example, in the case of a Political Studies/Chicano Studies DCA, if Political Studies is granted the position, it will include Chicano/Latino politics as an area of specialization or, if Chicano Studies is granted the position, it will include Political Science as an area of specialization.

I. GRIEVANCE AND SPECIAL REVIEW PROCEDURES

Pitzer College has two distinct procedures for addressing complaints by, and against, individual faculty members other than matters covered by Section VIII, D of the Handbook.. The Grievance Procedure provides a means by which a faculty member may present a grievance, not related to and therefore not covered by Appointment, Promotion and Tenure procedures, alleging that a decision or action of another faculty member, administrator, ad hoc or standing committee or the institution adversely affects or affected the grievant. The procedure is designed in accordance with AAUP guidelines to mediate grievances in a prompt, informal and amicable way, without the need for formal hearings.

The Special Review Procedure is intended only for complaints of dereliction of duty, professional incompetence, or serious misconduct –including acts of verbal or physical harassment - on the part of an individual faculty member. Special Reviews may be initiated only by a vote of the Faculty Executive Committee.

1. Grievance Procedure

a. A faculty member who has a grievance as described above should present that grievance in writing and in a timely fashion to the Dean of Faculty to enlist his or her assistance in reaching a prompt resolution. The faculty member’s statement should also include her/his proposal(s) for a possible solution. The Dean of Faculty will inform all those named in the grievance. If within two weeks the Dean and the grievant cannot work out a resolution satisfactory to the grievant, the grievant may present a written statement of the grievance to the chair of FEC, indicating the nature of the grievance, identifying those parties against whom the grievance is being filed, and specifying the remedy being sought. If the Dean of Faculty is among the parties against whom the grievance is filed, the Dean will immediately pass the grievance on to the chair of FEC, skipping the two-week mediation period specified above.

b.The chair will promptly inform FEC, in writing, that a grievance has been filed. In a timely fashion (normally at the next scheduled meeting), FEC will consider the grievance. If FEC judges that the grievance charges a faculty member with dereliction of duty, professional incompetence, or serious misconduct –including acts of verbal or physical harassment - FEC may, at its discretion, initiate a Special Review as provided for in Section V.H.2, below. For all other grievances that FEC judges to be sufficiently serious and not satisfactorily resolved, FEC will appoint an ad hoc committee consisting of three tenured faculty members to investigate the situation. If an FEC member is one of the parties against whom a grievance is filed, s/he will be absent from FEC’s discussion of the matter. If a majority of FEC members are named in a grievance, FEC will move directly to appointing an ad hoc grievance committee. In appointing the ad hoc committee, FEC will seek membership that is acceptable to the grievant and the parties named in the grievance. If this effort is not successful, FEC will select at random from eligible faculty and invite the chosen faculty members to serve, continuing until three willing members have been identified or each eligible faculty member has been asked to serve. All tenured faculty are eligible, with the exception of those serving on FEC or APT, those on leave at the time of selection, those on leave the following semester, and those named in the grievance.

c.The ad hoc committee will explore the grievance. It may conduct its own inquiry, interview the grievant and the parties named in the grievance, interview witnesses, and gather information, subject to the conditions set forth in the personnel files section of this handbook (Section V.I). With the consent of the grievant and of all parties named in the grievance, the ad hoc committee may also bring in an outside mediator of its choosing. If outside mediation is chosen, no party in the grievance will be represented by an attorney in the mediation, and the ad hoc committee, as a body, will not consult any attorney on matters of law unless authorized to do so by all parties to the grievance. These conditions seek to balance the rights of individuals to privacy of their personnel files and the rights of other faculty members and of the ad hoc committee’s need for information necessary to carry out its task. Normally, this exploration will be completed within one month.

d. Having explored the grievance, the ad hoc committee will attempt to achieve a resolution that is satisfactory to the grievant and to all parties named in the grievance. If either the ad hoc committee or the grievant believes that mediation efforts have reached an impasse and that further efforts will be unproductive, either may terminate the process.

e.Whether or not mediation proves successful in resolving the grievance, the ad hoc committee shall write a report to FEC describing its efforts. If mediation has bee successful, the report shall be signed by members of the ad hoc committee, the grievant and all those specifically named in the grievance. If mediation is unsuccessful, a copy of the ad hoc committee report summarizing the reasons for failure will be sent to the grievant, who will indicate in writing that he or she has seen the report. If the grievant decides to terminate the mediation process or unilaterally withdraws the grievance, the grievant is required to write a report to FEC summarizing the reasons for this decision. Both the report of the ad hoc committee and any report of a grievant shall be made available for reading to the grievant, to all those named in the grievance, to the President, to the Dean of Faculty, and to members of FEC. Copies of both reports shall be placed in Part A of the personnel files of the grievant and of each of the faculty members named in the grievance. Copies will be forwarded to the College’s Personnel Director and placed in the files of staff members named in the grievance in accordance with staff personnel regulations and procedures.

2. Special Review Procedure

a.Special Reviews pertain only to complaints of dereliction of duty, professional incompetence, or serious misconduct –including acts of verbal or physical harassment - on the part of an individual faculty member. Such complaints include findings by the APT committee during five-year reviews of serious dereliction or incapacity on the part of tenured faculty members, as specified in the Bylaws (Handbook Section II.5.9). Such complaints do not include sexual harassment complaints. Any sexual harassment complaint brought against a faculty member either by the alleged victim or by a Pitzer College representative will be heard under the procedures outlined in the Sexual Harassment Policy (Handbook Section VIII.D). In both Special Reviews and the Sexual Harassment Policy, if a recommendation for dismissal results, AAUP due process procedures will be followed.

b.If the FEC judges that a complaint merits a Special Review under the limits specified by Section V.2.a above, and judges the matter to be sufficiently serious and not satisfactorily resolved, the FEC will appoint an ad hoc committee consisting of three tenured faculty members to investigate the situation. The faculty member to be reviewed will be informed of the impending review, and will have the right to reject up to three of the names proposed by FEC the for ad hoc committee. Before the ad hoc committee begins its work, the FEC will determine the specific areas of concern to be investigated and appropriate procedures to be used in the investigation; these procedures and areas of investigation will be communicated to the faculty member under review.

c.The report of the investigating committee will be submitted to the faculty member under review at least one week before it is presented to the FEC, and the faculty member will have the opportunity to respond in writing to the report. After the FEC has received the ad hoc committee’s report and the faculty member’s response, if any, it will decide whether dereliction of duty, professional incompetence, or serious misconduct has occurred and will make a recommendation to the President regarding any action to be taken. This action may include such things as re-allocations of responsibilities, leave of absence, freezing of salary, or initiation of dismissal proceedings. If dismissal proceedings are initiated, AAUP provisions for due process in formal proceedings will be observed. The faculty member under review will be informed in writing by the Chair of FEC of the FEC’s recommendation to the President. Throughout the special review, the goal shall be to resolve the perceived problem. If at any point during this process the situation is informally settled to the satisfaction of all parties involved, the special review proceedings will be discontinued.

d.The President shall not act on the FEC recommendations for a period of at least two weeks from the date on which the Chair of FEC gives the recommendations to the faculty member under review, to allow for the possibility of the person’s making an appeal for reconsideration. [See paragraph 3.a immediately below.] If no request for reconsideration has been received during this two-week period, the President will then communicate to the faculty member his/her response to the FEC recommendation and his/her decision in writing to the FEC; if the President’s decision differs from the recommendation of the FEC, he/she will explain the reasons in writing to the FEC.

e. In the event a Special Review is initiated against a faculty member while s/he is undergoing review for tenure, re-appointment or promotion, the tenure, reappointment or promotion review shall be suspended immediately, to recommence only once the Special Review has concluded.

3. Conditions for Reconsideration of Special Reviews

a.Within two weeks of notification of the FEC’s recommendation after a special review, a faculty member who has been reviewed may appeal that recommendation. Such an appeal must be made in writing to the President and must explain the grounds for requesting reconsideration. Within two weeks of the appeal, the President will determine whether or not to ask the FEC to reconsider its recommendation.

b.The FEC shall reconsider a special review recommendation when and only when it receives a written request to do so from the President; the President’s request must contain the specific grounds for reconsideration, and must be based on the President’s opinion that

i. significant information relevant to the proceedings was not available to the FEC during its deliberations, or

ii. the information upon which the recommendation was made contained substantial error, or

iii. improper procedures were responsible for the recommendation, or

iv. there is evidence of infringement of academic freedom as defined by AAUP criteria and guidelines.

c.When a case is reconsidered, the FEC has the obligation to act within a reasonable amount of time. When deficiencies in a report or procedures have occurred, the FEC must correct them prior to reaching a new recommendation. The FEC may request the ad hoc committee to undertake further work and the preparation of a new report, or the FEC may address itself to the deficiencies in the report or procedures and write a statement explaining its actions. The faculty member under review will be provided with a revised ad hoc review report or with the FEC document describing how the deficiencies were resolved before the FEC reaches it final decision, and he/she may respond to the FEC in writing. The FEC must then provide the President with a revised ad hoc committee report or a document describing its handling of deficiencies in the first report or procedures. These documents together with the faculty member’s response to FEC, if any, will be sent to the President along with the new FEC recommendation.

d.Disposition of Documents If no evidence is found to support the complaint, all documents relevant to this Special Review will be placed in Part C of the faculty member’s file. Otherwise, the documents will be placed in Part A of the faculty member’s file.

J.PERSONNEL FILES IN THE OFFICE OF THE DEAN OF FACULTY

1.This section describes faculty personnel files maintained in the office of the Dean of Faculty. The policy seeks to achieve three objectives. First, it guarantees both that each faculty member has the fullest possible access to the information contained in his/her file and that each faculty member be protected against improper use of the material in his/her file by members of the College community or anyone else. Second, the policy guarantees the right to confidentiality of those individuals who have provided information with the expectation that their identity not be revealed. Third, it defines the instances when duly appointed representatives of the College may properly use information contained in personnel files as part of College procedures. It is recognized that, from time to time, a faculty member’s right to privacy regarding material in his/her personnel file may exist in tension with the rights of other faculty individuals or the requirements of a review or grievance committee. At such times, even though information contained in the personnel file may be deemed relevant to the case at issue, it is incumbent upon the Dean of Faculty, when considering a request for information from a faculty member’s personnel file, to weigh the right of the individual to the privacy of his/her file against the rights of other individuals and the requirements of a review or grievance committee. In the event that the Dean of Faculty perceives himself/ herself to be placed in conflict of interest in making such a determination, s/he or she shall designate the Chair of FEC or any member of FEC to act in his or her stead. The faculty member concerned will be informed in writing of any decision to allow any relevant committee or individual to have access to the material in his/her personnel file.

2. Parts of Faculty Personnel Files 
a. Part A:

Only the following individuals will have access to this portion of the file: the faculty member concerned, the Dean of Faculty, the President, the members of an Ad Hoc Review Subcommittee and the members of the APT Committee during a personnel review, the members of the APT Committee when hearing an appeal of a relevant personnel review, the members of an Ad Hoc Grievance Committee during its relevant grievance proceeding, the members of an Ad Hoc Appeals Committee during an appeal of a negative recommendation for re-appointment, tenure and/or promotion. An AHGC or AHAC will be granted such access only upon submission of a formal written request to the Dean of Faculty or his/her designated representative (see section V.I.1, above), and upon his/her subsequent written approval of that request.

b.Part B:
Only the Dean of Faculty, the President, and the faculty member will have access to this part of the file. This part of the file will contain only the following:
All contract letters which include salary information, subsequent notices of salary adjustments (e.g., due to unpaid leave), arrangements made during medical leave, and other information about the individual’s salary

c. Part C:
Only the following individuals will have access to this portion of the file: the Dean of Faculty and the President and then only after he/she has informed the faculty member in writing that he/she intends to read a particular item(s) in this part of the file; members of FEC or APT when acting as an appeal committee for a relevant personnel decision; and the members of an Ad Hoc Grievance Committee during its relevant grievance proceeding. An AHGC will be granted such access only upon submission of a formal written request to the Dean of Faculty or his/her designated representative (see section V.I.1, above), and upon his/her subsequent written approval of that request. This section of the file will contain only the following:

i. all confidential letters and statements

ii. all personnel reports written prior to September 1, 1978

iii. all information, including letters from outside reviewers and notes from interviews gathered by Ad Hoc Committees in personnel reviews, grievances, and faculty searches.

3.If a faculty member wishes to inspect or copy material in Part A or Part B of his/her own file, he or she may do so by making an appointment with the Assistant to the Dean of Faculty. Upon request, a faculty member will obtain a summary of the contents of documents in Part C while safeguarding the confidentiality of the sources of his/her file.

4.The Dean of Faculty shall maintain on each personnel file a sign-out/sign-in sheet. Each person using that file will record his/her name, the date and the time he/she obtained the file and the date and time he/she returned the file. The Dean of Faculty shall be exempt from this requirement for normal day-to-day operations of his/her office.

K. DISTINGUISHED VISITING PROFESSORS

In accordance with the College Bylaws, Article V, Section 4.3, the President, in consultation with the Appointments, Promotion and Tenure (APT) Committee and the relevant field group(s), shall have the privilege of appointing distinguished individuals as visiting members of the faculty. Faculty members or field groups may also recommend the appointment of distinguished individuals as visiting members of the faculty, subject to the availability of funds and the approval of the APT Committee. Before a candidate is suggested, it should be determined that he/she is available for the semester(s) in question. Suggestions should be accompanied by a vita or some other evidence of the candidate’s qualifications.

L. POST-DOCTORAL RESEARCH FELLOWS

Post-Doctoral research fellows who receive sufficient outside support to cover the costs of normal College benefit programs will receive their stipends through the College payroll system. This means, in effect, that the College will not deduct any amount from the total award for overhead or indirect costs. As long as possible (i.e., as long as it does not seriously interfere with faculty space needs), one faculty office will be assigned for use by post-doctoral fellows and/or faculty research assistants. These individuals will not normally have access to secretarial assistance except to the extent they are working on joint projects with a faculty member.

M. ANNUAL REPORT BY NON-TENURED FACULTY MEMBERS

1.Each untenured faculty member on a renewable contract will submit an annual report to the Dean of Faculty. This report will be submitted at or prior to the end of the second full week of classes at the beginning of the academic year and will cover the faculty member’s performance during the preceding year in the three areas listed as the criteria for personnel recommendation: a) teaching and academic advising; b) scholarly and artistic activities; c) service to the College and other communities.

2.Each semester, the faculty member will distribute course evaluation forms of his or her choice or design, to all students in his or her classes. The faculty member will submit the course evaluation forms completed by students together with the annual report (see above). The faculty member is also encouraged to invite colleagues to visit his or her classes and to discuss the content and design of these courses.

3.The Dean of Faculty will meet annually with the tenured members (if any) of the faculty member’s field group of appointment, to discuss relevant material pertaining to the criteria for renewal and tenure of the individual.

4.The Dean of Faculty and the personnel liaison or a senior member (if any) of the field group of appointment, will then meet with the faculty member to discuss his or her report and any other relevant material. In the absence of a field group member, a senior faculty member agreed upon by the Dean and the faculty member will serve.

5. The faculty member’s report and a summary of the discussion in (4) prepared by the Dean of Faculty, as well as all completed course evaluation forms, will become part of the faculty member’s personnel file; and will be available to the APT or any review committee.

6. The Office of the Dean of Faculty is expected to administer and monitor this feedback process.

N.AFFIRMATIVE ACTION PROGRAM

Pitzer College has achieved a national reputation for its emphasis on cultural diversity and intercultural understanding. In order to maintain this reputation, the College is committed to attracting and retaining a diverse faculty to teach, advise and mentor its diverse student body. We believe that a diverse faculty (i.e., one that includes people of various races, genders, sexual orientations, ages, creeds, physical abilities or disabilities, socioeconomic backgrounds, veteran statuses, and political perspectives) is essential to achieve the intellectual vitality Pitzer seeks to foster. The College is especially cognizant of its role in representing the interests of historically underrepresented U.S. minorities in higher education: African Americans, Asian Americans, Hispanics (Latin@s/Chican@s), and Native Americans.

1. As a step toward furthering this Affirmative Action policy, Pitzer College has adopted the goal of increasing the overall size and diversity of the faculty. To assure gender and ethnic diversity across age and rank, it is expected that some appointments will be made at the Associate and Full Professor levels. It is understood that these are goals and not quotas, and that this policy is to be implemented in congruence with Pitzer’s policy of hiring the most qualified candidate for every position.

2. While the principle of affirmative action applies to all faculty positions, special emphasis shall be placed upon regular full-time and/or multiple year positions.

3. While certain routine responsibilities rest with the Dean of Faculty, the Affirmative Action Officer of the College, and the Affirmative Action Facilitator for each search (see below, paragraph 4) to ensure that regular affirmative action procedures are followed and records are kept, it is recognized that the identification and recruitment of women and minority candidates does not occur automatically as a result of following routine procedures but depends upon the initiative and effort of each field group and every individual faculty member.

4. Affirmative Action Facilitators. All members of the APT Committee must undergo training in the Affirmative Action protocols of the College (see below, M.7). Each year the APT will appoint one of its faculty members as the Affirmative Action Facilitator (AAF) to serve in an advisory role to every search committee. The AAF will also serve as liaison between the search committee and APT. Due to his/her role as Affirmative Action Officer of the College (as designated in V.M.3), the Dean of Faculty will not serve as the AAF for any search. Different APT members may serve as the AAF for different searches. The AAF and the Dean of Faculty are charged with ensuring that Pitzer’s affirmative action policies are followed throughout the process.
5. In furtherance of its commitment to its stated goals of diversity, as stated previously in this policy, Pitzer College is committed to the following strategies for increasing the diversity of its Faculty:

a.In cases in which a Field Group has been authorized to fill a position and it has identified an extraordinary individual who meets the Field Group’s needs and who would also serve to further the College’s commitment to a diverse faculty, that Field Group will make the case to APT that the person proposed is of high quality and offers an unusual opportunity to the College. If APT concurs, that Field Group may proceed without a national search. The remainder of the College’s hiring procedures will be used to consider the hiring of such a person. That is, the person will be invited to submit an application, visit the campus, give a professional talk, and meet with members of APT and other community members. The Field Group will then make a recommendation to APT, and APT, in turn, will choose whether or not to make a recommendation to the President.

b.Pitzer College will develop a Diversity Fund to allow the College to make occasional tenure-track and/or part-time appointments that meet diversity criteria. The Diversity Fund will be a designation for annual fundraising activities as well as any capital campaign(s). In addition, the Budgetary Implementation Committee will include possibilities for funding a Diversity Fund position in its five-year budget cycle. Whatever the source of funding, it is intended that, in its long-range planning functions, the Academic Planning Committee include consideration of Diversity Fund positions. (See Section IV.F.1.3.g. of the charge to the committee in the Faculty Handbook: ―This Committee will consider and recommend to College Council the allocation and description of multi-year positions within the context of long-term planning.‖) The Committee may, as part of the long-term planning process, recommend for College Council approval a Diversity Fund position and manner of funding in consultation with the Budgetary Implementation Committee. Proposers of candidates for such an approved Diversity Fund position may include, in addition to Field Groups, interested cross-disciplinary coalitions. The proposing body will make the case to APT that the person proposed is of high quality and offers an unusual opportunity to the College and that the proposed appointment would serve to further the College’s commitment to a diverse faculty. If APT concurs, the candidacy may proceed without a national search. The remainder of the College’s hiring procedures will be used to consider the hiring of such a person. That is, the person will be invited to submit an application, visit the campus, give a professional talk, and meet with members of APT other community members. The Field Group will then make a recommendation to APT, and APT, in turn, will choose whether or not to make a recommendation to the President.

c.Pitzer College is committed to using some portion of sabbatical replacements as a way of diversifying the faculty and establishes two programs toward this end:

i.Visiting Junior Scholars Program: The College may use sabbatical replacements to further diversity goals by pooling some sabbatical replacement money to fund one-year appointments for junior scholars who would meet these goals and who show special promise or distinction at an early stage in their career. These scholars will be invited to team-teach a course with a faculty mentor in the first semester. In the second semester, the teaching arrangement will depend on where the scholar is in her/his career (i.e., ABD or beyond). Participants in the Visiting Junior Scholars Program will give at least one public talk during their year at the College. Candidates for this program may be proposed by Field Groups, individual faculty members, cross-disciplinary coalitions, or other members of the Pitzer College community.

ii. Visiting Advanced Scholars Program: The College may use sabbatical replacements to further diversity goals by pooling some sabbatical replacement money and seeking one semester or one-year appointments of established scholars who would meet these goals. Such scholars would be expected to teach at least one course per semester and also to offer at least one public presentation for the community. Appointments to the Visiting Advanced Scholars Program may be initiated by Field Groups, individual faculty members, cross-disciplinary coalitions, or other members of the Pitzer College community.

iii. In making appointments under the Visiting Junior Scholars Program and Visiting Advanced Scholars Program, APT will necessarily orchestrate-in conjunction with the Dean of Faculty- particular sabbatical replacement requests with diversity priorities. This orchestration will generally require more lead time in planning for sabbatical replacements. Core curricular areas should be covered each year from within the Field Group.

6.This policy and all affirmative action procedures relating to faculty, including the Affirmative Action Protocols in Section M.7 below, shall be reviewed every five years by a subcommittee appointed by the Faculty Executive Committee, which shall report on progress (or lack thereof) in affirmative action and make appropriate recommendations for change. The Faculty Executive Committee shall, in turn, report to the faculty.

7. Affirmative Action Protocols

The procedures governing tenure-track faculty searches are spelled out in section V.G, Appointment Procedures,‖ above. The affirmative action protocols associated with those search procedures are as follows:

a.To ensure a diverse applicant pool, Field Groups seeking an appointment must include in their position description to the APC an estimate of the number of candidates likely to apply for the position. They must also indicate, on the basis of subject-area demographics, the likelihood of the search attracting qualified persons from historically underrepresented minorities. This statement may include other groups/individuals as specified in their Diversity Self-Assessment.

b.The Academic Planning Committee shall review and approve the wording of all job descriptions. In addition, the following statements (in boldface) shall be added as a matter of policy to all tenure-track faculty job descriptions irrespective of Field Group:

Pitzer College has a strong institutional commitment to diversity in all areas and strongly encourages candidates from underrepresented groups. We favor candidates who can contribute to the College’s distinctive educational objectives, which promote interdisciplinary perspectives, intercultural understanding, and concern with social responsibility and the ethical implications of knowledge and action. Pitzer College is an Affirmative Action/Equal Opportunity Employer. For the successful applicant with the relevant interests, affiliations are possible with the intercollegiate departments of Africana Studies, Asian American Studies, Chican@/Latin@ Studies, and/or the Intercollegiate Feminist Center for Teaching, Research, and Engagement.

To apply, send letter of application, curriculum vitae, selected evidence of excellence in teaching and research, statement of teaching philosophy, description of research, and three letters of recommendation VIA EMAIL to (email address). Additionally, candidates should include a separate statement that addresses how their cultural, experiential, and/or academic background contributes to the understanding of diversity at the College. Electronic documents are required in the following formats: MS Word or PDF. Applicants may but are not required to submit duplicate hard copies to: Dean of Faculty, 1050 N. Mills Ave., Claremont, CA, 91711. The deadline for applying is (Date/month/year) or until the position is filled.

c.The Dean of Faculty and the APT Committee will ensure that, whenever possible and with attention to workload considerations, underrepresented minority and women faculty are afforded the opportunity to serve on search committees.

d.All members of the APT committee will be trained by the Dean of Faculty in the Affirmative Action protocols of the College. At the start of a search (as soon after the position has been approved as possible), the AAF, the search committee, the Diversity Committee representative to the search, and other relevant individuals (as deemed by the APT), will also be trained by the Dean of Faculty in the College’s policies and procedures governing the search. This training will:

(a) provide an overview of the substantive goals of the Affirmative Action policy, (i.e., to enhance our collective ability to achieve the mission of Pitzer College through critical attentiveness to diversity);
(b) systematically describe the Affirmative Action Protocols;
(c) identify the special efforts to be made to attract a diverse pool;
(d) review the Affirmative Action Mailing List for additions and changes; and
(e) discuss methods to collaborate with scholars and intercollegiate departments to develop mechanisms for ensuring a large and diverse applicant pool (including identifying and contacting discipline-specific associations of minority scholars). The Dean of Faculty and the AAF are responsible for upholding the College’s Affirmative Action Protocols governing the search to the best of her or his abilities.

e. All tenure-track searches will be nationally advertised (except as specified in V.M.5a and V.M.5b). In addition, at the start of each search, the AAF shall verify that the search committee has sent a copy of the job description to the Intercollegiate Feminist Center for Teaching, Research, and Engagement; to the Intercollegiate Departments of Africana Studies, Asian American Studies, Chican@/Latin@ Studies; and to selected minority colleagues both at the Claremont Colleges and in the larger academic community, soliciting their collective help in identifying historically underrepresented minority candidates who might be interested in applying for available positions.

f.The Search Committee and the AAF shall ensure that the Affirmative Action Mailing List, located in the Dean of Faculty’s Office, is used for advertising positions, and that positions are advertised in various publications that have a wide distribution among underrepresented minority scholars. Every effort should be made by the search committee to follow up on late or missing letters of recommendation for all candidates in order to assure that no candidate, including underrepresented minority candidates, is overlooked simply because of late recommendations.

g.The AAF shall review all candidate files and compare the composition of the applicant pool with the Field Group’s original estimate provided to the APC when the position was first proposed. If the search has generated a markedly smaller number of applicants or a smaller percentage of persons from underrepresented minorities than originally predicted, the search will be subject to the review of the AAF, who, will make a recommendation to APT and the Field Group as to how to proceed (including the possibility that the search be canceled or postponed).

h.The AAF shall participate in all on-campus search committee meetings and discussions.The AAF and the Diversity Committee representative must attend all search committee meetings in which the applicant pool is winnowed down.

i.The search committee will normally select from the general applicant pool a slate of 8-15 semifinalists to be interviewed at a national disciplinary meeting or by phone or videoconference, and from this semifinalist pool will propose a slate of finalists for on- campus interviews, and (at its discretion) a slate of back-up finalists.

j.The search committee will forward to the APT a statement justifying its selection process and the proposed slate of finalists and back-up-finalists. This statement should describe the qualities, qualifications, and potential contributions of each candidate on the finalist and back-up-finalist slate, including a discussion of how each might potentially contribute to the understanding of diversity at the College. At the same time, each AAF will forward to the APT a report summarizing the recruitment and selection process. This AAF report must include:

i. A description of how the job position was advertised, with a listing of venues and other means by which information about the position was distributed.

ii. A statistical summary of the ethnic/racial/gender breakdown of (a) the applicant pool, (b) the semifinalist pool, (c) proposed finalist slate, and (d) proposed back- up-finalist slate (to the extent to which this information can be ascertained).

iii. To the extent possible, a description of the overall ethnic/racial/gender composition (nationwide) of newly minted PhDs and/or faculty in the advertised field of study, along with a discussion of how the composition of the actual applicant pool obtained in the search compares with these broader populations. iv. The AAF’s report must include a statement that he/she is satisfied that the entire search was conducted in a manner consistent with the Affirmative Action Protocols governing faculty hires. Any departures from these protocols during the search must be explicitly noted in the AAF report.

k.The search committee recommendation and the AAF report will then be forwarded to the Dean of Faculty. The Dean of Faculty’s approval of the AAF report is required before passing these materials along to APT. The APT will not authorize interviews until it has received a satisfactory AAF report.

l.The APT shall review the above materials. Should it accept the search committee recommendations, the finalists shall be invited out for on-campus interviews, following the Appointment Procedures in Section V.G, above.

m.In collaboration with the Dean of Faculty, the AAF shall also ensure that every effort be made by the search committee to have minority and women candidates meet with minority colleagues at the Claremont Colleges during their on-campus visits. Note: These Claremont colleagues should not be members of the Search Committee nor directly responsible for making hiring decisions.

n.The APT serves as the decision-making body regarding faculty hires. The APT shall evaluate the search committee’s hiring recommendation and all associated materials and render a decision, based on the overall ability of the candidate to contribute to the mission of the college and its educational objectives, including how the recommended candidate’s teaching, research and service contribute to the needs of the field group and the college’s commitment to diversity.

o.In negotiating salaries with candidates, the Dean of Faculty is reminded that the normal practice of recommending higher salaries to recruit certain exceptionally well-qualified, sought-after scholars applies as well to minority and women candidates who may be in especially high demand in their particular fields.

p. The Dean of Faculty will submit a written report to FEC at the end of each academic year summarizing the results of affirmative action recruitment for that year.

q.The Affirmative Action Mailing List, the ethnic and gender composition of the faculty, and related materials, are to be maintained in the office of the Dean of Faculty. These materials shall be reviewed and/or updated no less than once every 2 years.

O. FACULTY RETIREMENT POLICY

This policy recognizes that Pitzer College values contributions of faculty members of a variety of ages and interests and at the same time enables the institution to open positions, and, thereby, to continue to bring new individuals, ideas and perspectives to its community.
The retirement policy is designed to widen the range of opportunities available to the Faculty and to the College. Long-term leaves of absence provide opportunities for professional exploration, openings for faculty on a temporary basis, and enrichment of the College in return; early retirement may increase the number of permanent openings for faculty; and optional opportunities to continue teaching or to sustain professional connections with the College in emeritus status will provide educational dimensions previously not available to the College.

The following stipulate the normal conditions of the College’s retirement policy.
1. General conditions for normal retirement, early full retirement, or phased early retirement (All references to age refer to the end of the academic year in which the faculty member reaches that age.)

a. There is no mandatory retirement age. All normal conditions of employment will continue until a retirement date is established by an individual Faculty member.

b. A Faculty member may choose either an early full retirement plan or a phased early retirement plan provided the Faculty member notifies the College at least two years before the start of the academic year in which the arrangement will start.

c. For either early full retirement or phased early retirement, a contract will be drawn up by the Dean of Faculty for recommendation to the President making clear the details of the agreement which will be binding on both parties.

d. Participation in either early full retirement or phased early retirement programs will normally be available only to faculty members who have been employed at the College for at least twenty years.

2.Early Retirement Plan for Faculty (Regular or Phased) -Simplified Summary of Revised Plan, Approved College Council & Board of Trustees, May 2007. For the complete policy, see  Appendix G.
ELECTION DATE: (More rigid time line)
•  For Early Retirement: Must elect in writing no later than 24 months prior to the first July 1 when satisfying both the service and age requirements (20 years & age 60).
Phased: Must elect in writing by July 1, 12 months prior to academic year of participation.
AGE REQUIREMENTS for Participation:Early Retirement benefits may begin:
•As early as age 60 with 20 years of service
•Latest: The July 1 starting the 5th academic year after the later of (a) age 60 and (b) 20 years of service. (May choose from any of the five July 1’s after eligibility date).
If first employed by College at a later age, may still become eligible when attains 20 service years  and at least age 60

Phased:
• Earliest: July 1 of first academic year after attaining the later of age 55 and 20 service years.
•Latest: July 1 starting the 10th year after attaining age 55 and 20 service years.
•No requirement to establish a final retirement date.                                                                                                                                

COMPENSATION: SALARY Payment + 5-Year ARP Value Payment

Early Retirement Payments (Two pay segments)
(1) Paid in final teaching year, as a lump sum in December (or NOV): SPA lump sum is equivalent to 97.5% of specified annual base salary. (Calculation is equal to 75% salary plus 22.5% for ARP benefit = 97.5% total payment). NOTE: checkmark ―NO‖ ARP on this SPA.

(2) Paid beginning July 1 after retirement date and split over 6 months: SPA lump sum is equivalent to 162.5% of specified salary year. (Calculation is equal to 5/4 salary (125%) plus 37.5% for ARP benefit value, equaling 162.5%) NOTE: checkmark ―NO‖ ARP on SPAs.
NOTE: ARP benefit of 22.5% + 37.5% = 60% which is equivalent to 5 years @ 12%
Phased Retirement: Receives 60% of full-time salary for 60% teaching load. ARP paid on actual salary earned.

MEDICAL:  (Same benefit as current policy) College medical plan coverage continues to the extent permitted by the Claremont Colleges Benefit Plan, until the member reaches the Medicare eligibility age. College continues same subsidy rate as for active employees. Spouse is covered when needed.

OTHER BENEFITS:
Early Retirement: Medical only. No other benefits are included. (Death benefit for beneficiary.)
Phased Retirement: All benefits continue while on 60% phased retirement to the extent allowed by benefit plan document. Life insurance benefits may be affected by reduced salary. LTD is not available to 60% time if hired after 9/30/96 (must be at least 75% FTE to qualify for LTD).                                                                                 
Questions regarding the new payment plan for Salary & ARP: Salary Benefit:
Under the old plan, the salary benefit was spread over two years after departure.
Question: Why are payments under the new policy set up to happen during the last teaching year  (in December) and in 6 installments beginning July 1 of the next calendar year after the June 30 retirement date?
Answer: The IRS says that for all monies paid to individuals after termination (and when no longer performing services), the tax burden becomes fully taxable in that calendar year. By paying out the benefit under the new policy, it spreads the tax burden over two calendar years. In the first year, while teaching, the person’s salary earnings will be above the Social Security Base, therefore providing some savings on taxes above the base. (We could still spread payments over two years after departure, but the whole tax burden must fall in the calendar year of termination and persons would not yet have the cash available for use or for payment to IRS.)

ARP Benefit:
Under the old plan, ARP was paid through the end of the academic year in which the faculty member turned age 65, based on 12% of the salary amount the faculty member “would have received if they had been working” (therefore the benefit grew each new fiscal year).
Question: Now that the faculty member has five July 1’s to choose from as a retirement date, if s/he chooses to retire later than age 60 (e.g. the 2nd or 3rd or 4th July at age 62, 63, 64 or 65) will s/he still receive 5 years worth of ARP?
Answer: YES. The new benefit is based on a specific year’s salary but the value does not grow throughout the designated period (usually 5 years).
3. Emeritus Status
Normally, all tenured Faculty members who retire under the provisions listed above shall be granted emeritus status. The intent of the recommendations that follow is a) to encourage prospective emeriti to continue an active and productive professional life in association with the College, and b) to encourage early retirement in instances when the College considers such early retirement desirable.
4. Emeriti Perquisites

a. Office space or desk space in an “emeriti office” with telephone and secretarial service will be provided on an “as available” basis.

b. Authority to use college stationery and to use the institution for purposes of identification and grant administration, the latter through normal committee and staff office channels.

c. Library and other privileges designated by the Faculty Executive Committee.

This policy will be reviewed at least every five (5) years and modified, if appropriate. Faculty members are governed by whatever retirement policy is in effect at the time they conclude a retirement agreement with the College.

 

P. FACULTY WORKLOAD POLICIES

1. Course releases and overloads

a. Each faculty member teaches five courses per year as a normal workload. On the recommendation of the Dean of Faculty, and with the approval of the Curriculum Committee, a faculty member may teach a six-course, a four-course, and a five-course over a three-year period.

b. At his/her own request, and with the approval of the Dean of Faculty and of the Curriculum Committee, a faculty member shall be allowed to teach more than the average of five courses per year at no additional salary.

c. In emergency situations, such as faculty illness which would otherwise result in course cancellation, at the request of the Dean of Faculty, with the approval of the Curriculum Committee, and with the consent of the Instructor, a faculty member shall be allowed to teach more than the average of five courses per academic year at the salaries below for each additional course. These salaries shall be reviewed every year:
Course overload as of 2018-19 –$7,500

d. With the approval of the Dean of Faculty, faculty members in their first year of a tenure-track appointment with the College are allowed to teach four courses at full. In such instances, the faculty member is not obliged to make up the course. Such faculty will also be exempted from standing committee service and advising responsibilities for that first year.

e. The chairpersons of the Faculty Executive Committee and the Appointment, Promotion and Tenure Committee shall be each granted one released course or equivalent stipend.

f. A full-time faculty member may be granted a maximum of two courses of released time for professional activities during an academic year with a 20% reduction of salary for each released course. A faculty member who is granted such released time must be available for all other responsibilities normally associated with full-time faculty status. Thus, grantees will be expected to be in residence and to continue full involvement in such activities as academic advising, field group matters, College governance, and the like. Under this provision, two courses of released time will be regarded as the equivalent of a semester’s professional leave for purposes of determining subsequent sabbatical leave eligibility.

g. Faculty members who are presented with certain extraordinary professional opportunities may be eligible for course releases at no loss of salary under the college’s general policies on released time - see Section V.R, below.

2. Course Flexibility in Teaching Credit for Laboratories/Workshops/Art Studio/Experimental Sections
Normally, a Pitzer course meets 150 minutes per week. There are various assignments required outside of the classroom as appropriate to the class. For students, reading, writing, drawing, watching films, etc.; for faculty, preparation, grading, conferences with students on subject matter and writing, etc. In some cases more in-class time is balanced with less out-of-class time in preparation for both faculty and students. Beginning language classes, for example, have more contact hours justified on the necessity of hearing and speaking the language more frequently.

There are other classes, such as the sciences, that have always required labs as part of the learning process. Students in Claremont (with the exception of HMC) receive one course credit for a lab course even though the in-class time is substantially higher than other courses. Joint Science faculty have worked out a complex scheme by which they count teaching labs as teaching credits in their own work load.

Art praxis in Art Studio courses require in-class time substantially higher than other courses.  Many Art Studio courses include additional coursework in art theory and/or art history along with the required art praxis.  For these cases, an additional 120 minutes or more per week of in-class time will count as 0.25 teaching credit.  Students will continue to receive only one course credit for the course.

Some classes have required labs or other experiential learning activities associated with the normal class format. Assuming a regular class schedule (150 min./week) the additional time necessary for setting up and teaching labs will be counted at the rate of ¼ course for every 1-1½ hours (60-90 minutes/week) of in-lab time. In addition to the increased class time, additional written work or experimentation that complements the normal course requirements and that has its own defined purpose and integrity would be expected. Students will continue to receive only one course credit for the course including the lab.
Approval: Such course accounting requires the approval of the Field Group and the Curriculum Committee.
Implementation: The Dean of Faculty’s Office will oversee the course accounting required for the ―lab/workshop/experiential‖ segments of courses.

3. Part-time appointments of tenured faculty
Pitzer is a residential college and expects full-time faculty presence. However, in recognition of the fact that at times extraordinary situations arise which may result in the desire for a long-term, part-time appointment, it is recommended that such exceptions be granted by the President on the recommendation of the Faculty Executive Committee. Salary will be commensurate with 20% off per course, assuming maintenance of non- teaching duties.* Since this provision concerns long-term decisions on the part of the faculty requesting it and on any replacement, either the amount of time must be specified or request to return to full-time must be made three years prior to returning to full-time status.
*NOTE: TIAA/CREF contributions are based on percentage of paid salary.

4. College committee service

a. No faculty member shall have more than one standing committee membership, except as required by the charge to his/her assigned committee.

b. Faculty members may serve on ad hoc, intercollegiate, and Board of Trustee committees, or as special resource persons, in addition to standing committees.

c. The list of nominations for elections to the Faculty Executive Committee (FEC) and the Appointment, Promotion and Tenure Committee (APT) shall consist of those faculty members eligible to serve, as specified in the College Bylaws. After the initial ballot for each committee, a run-off election consisting of twice the number of candidates needed shall be held. These elections will be held in the fall semester of the year prior to service and the election for APT will always take place first.

d. Faculty members who are scheduled to be on sabbatical leave for the following academic year may petition the Faculty Executive Committee to have their names removed from the roster of candidates for election to FEC and/or APT. As specified in the College Bylaws, persons serving on FEC or APT for two years are ineligible for election to the committee on which they served for a period of three years following the expiration of their terms. Faculty members who are elected to FEC or APT are expected to accept the assignment as they would any other committee assignment.

Q. LEAVES
1. Limits

There shall be limits on the number of faculty members appointed in a given field group who may be out of residence during the same semester (e.g., on leave, external programs). The limits are as follows:

a. One faculty member out of residence during the same semester in fields with regular appointments of three or fewer FTE faculty.

b. Two faculty members out of residence during the same semester in fields with regular appointments of four or five FTE faculty.
c. Three faculty members out of residence during the same semester in fields with regular appointments of six or more FTC faculty.

Field groups are expected to adhere to these limits in considering whether to approve leave requests from individual faculty members, and in planning their curricula. In considering such requests, field groups should make every consideration for students continuing their studies (e.g., the staffing of required courses). Leaves are awarded by the President on recommendation of the Faculty Executive Committee.

2. Non-paid Leaves
Faculty members planning unpaid leaves should inform their field groups of the implications well in advance in order to facilitate field group planning. After consultation with his/her field group, a faculty member may apply to the Executive Committee for an unpaid leave. Normally, such leaves are granted for a semester or a year, and no faculty member may be out of residence for more than two years in any five-year span, unless otherwise provided for by law. Faculty members who take a semester non-paid leave shall teach three courses during their non-leave semester and be paid one-half of their annual salaries. Faculty members may request that the unpaid leave semester not be counted in the number of semesters of College employment prior to a contract renewal, tenure or promotion review - that is, the ―ticking‖ of the tenure clock during unpaid leaves is at the faculty member’s option. The semester of unpaid leave can be combined with a sabbatical or a primary caretaker leave per the descriptions in Sections V.Q.2.d and V.P.3. During an unpaid leave, the faculty member’s salary will keep pace with the faculty member’s cohort. During unpaid leaves, the faculty member is eligible to maintain coverage through the College’s medical plan to the extent permitted by the Claremont Colleges Benefit Plan. The College will maintain the College’s contribution towards the faculty member’s medical plan for up to two semesters in any five-year span. Courses lost to unpaid leaves will be replaced: two courses for a semester non-paid leave and a year full-time replacement or equivalent for a year non-paid leave.

3. Primary Caretaker Leaves
Purpose: The primary caretaker leave policy is designed to provide partial paid time off for faculty members in the first six months after the birth or adoption of a child. The maximum duration of the compensated leave is one semester. It is expected that the faculty member receiving a primary caretaker leave will return to teach at Pitzer College in the semester following the leave. If the faculty member does not return to teach after the leave, that faculty member will be responsible for reimbursement to the College of the leave semester salary. The faculty member will be required to sign an agreement accepting responsibility for such repayment prior to taking the leave. In the case of circumstances beyond a faculty member’s control, the requirement of repayment will be waived. Details of the leave (see notification section below) should be arranged so as to minimize disruption to the academic program.

Definition: A primary caretaker is defined as the person who assumes the principal role of caretaker during the period of the leave.
Eligibility: Available to all full-time faculty members on tenure-track or tenured appointments, after completing one year of service. Female or male faculty members may apply. The person taking the leave must be the only primary caretaker, and if both parents are employed by Pitzer they are eligible for one leave period, which may be shared, or used by either parent. The person applying for the leave must apply in writing to the Dean.

Notification: In order to facilitate adequate planning, the faculty member should notify the Dean of Faculty as soon as possible to arrange for the appropriate leave. The leave is arranged between the Dean and the faculty member to determine the best type of leave, or most appropriate semester to be designated for the leave, based on the timing of the birth or adoption. The following guidelines will inform these discussions. The Dean will keep the Faculty Executive Committee informed about the details of all requested leaves.
Guidelines for Choosing a Leave Option: The faculty member may select option 1 or 2 below, with option 3 available if a continuation of the leave is desired.

1. A full, 2-course, semester’s leave  would be compensated at three-fourths of the faculty member’s semester salary with full benefits. The Academic Retirement Plan benefit would be based on the actual salary paid during that semester. Both courses lost to the primary caretaker leaves under this option will be replaced by the College.

2. A six-week leave  would be compensated at a faculty member’s full salary with full benefits. The six-week leave would be coordinated with the short-term disability program (VDI) when appropriate. (Neither adoptive parents nor males are covered by the short- term disability program.)

3. Unpaid Leave: The College will also consider requests for an unpaid leave that would extend beyond the semester of the compensated leave (See V.P.2, above). A primary caretaker leave can be combined with a semester unpaid leave (V.P.2)( or a sabbatical leave (V.Q.2).“` These two semester leaves would combine to make a full year leave if taken in the same academic year. In accordance with V.P.2, V.P.3.1, and V.Q.3.j, in the case of these combined leaves, the College will replace two courses for the primary caretaker leave plus either two courses if combined with a semester unpaid leave or one course if combined with a sabbatical leave.

Contract Renewal, Promotion and Tenure: Faculty members can elect to have the year in which the leave occurs not be counted in the number of years of college employment prior to contract renewal, tenure or promotion review.  The faculty member may elect this option until the end of the second full week of classes of the Spring semester prior to when he or she is scheduled to be reviewed. The faculty member will not receive credit toward a sabbatical leave during a primary caretaker leave.  During a primary caretaker leave, the faculty member’s salary will keep pace with the faculty member’s cohort.

The Pitzer College Policy is intended to go beyond what is mandated by Federal and State law. For informational purposes, the Federal and State regulations are listed below.
Federal and State Law: Both federal and state laws (Family Rights Act of 1991, amended 1993, and the federal Family and Medical Leave Act of 1993) require employers to provide for up to a total of 12 work weeks of unpaid leave in any fiscal year. The legislation was designed to provide leave for the birth or adoption of children as well as other serious medical conditions (see policy on Family and Medical Leave for information about illness leaves). Pitzer’s policy goes beyond the expectation of the law.

4.Faculty Medical/Disability Leaves:
Normally, the College shall hold the tenured or tenure-track position ―open‖ for two years from the start of the disability, filling it, if necessary, with interim appointments until the beginning of the semester in which the faculty member returns to full-time employment. At any time during the two-year period the faculty member may, by formal request, seek to be reinstated on the basis of competent medical advice. The College shall respond promptly to such a request. Upon receiving such a request, together with appropriate medical verification of the faculty member’s ability to return to full-time work, the faculty member will be reinstated to full-time status at the beginning of the following semester. If, at the expiration of two years, the individual has not been reinstated, the position will no longer be held ―open for him or her and employment will be terminated. Faculty members can elect that the time spent on medical leaves of absence not be counted in the number of years (rounded up)  of College employment prior to a contract renewal, tenure or promotion review - that is, the ―ticking of the tenure clock during medical leaves of absence is at the faculty member’s option. The faculty member may elect this option until the end of the second full week of classes of the Spring semester prior to when he or she is scheduled to be reviewed. During a Medical/Disability leave, the faculty member’s salary will keep pace with the faculty member’s cohort.

Short-term Disability Insurance (VDI)
California requires that employees participate in a short-term disability insurance plan. Premiums are paid through payroll deduction. The plan is fully paid for by these premiums. With permission and under guidelines from the State, The Claremont Colleges self- administer the short-term disability plan for its employees. Therefore, the plan is referred to as a Voluntary Disability Insurance Plan, or VDI - ―voluntary‖ refers to the fact that the Colleges voluntarily administer the plan on behalf of the State. VDI provides a partial wage replacement benefit during a period of disability, which is certified by a medical provider. VDI benefits are not taxable to the recipient. The College’s portion of health benefits continues to be paid during this disability period.

Long-term Disability Insurance (LTD)
Pitzer College provides long-term disability insurance at no cost to employees who work at least 30 hours per week. The insurance is purchased through TIAA/CREF and is administered at the discretion of this entity. The College Human Resources office will function as an advocate for faculty members on disability
The LTD benefit provides a partial wage replacement that is 66 2/3% of the disabled employee’s monthly salary at the time of disability, to a maximum of $10,000 per month. This benefit is adjusted by any other benefit, such as VDI or Social Security, for which the disabled employee might be eligible. In addition, LTD continues contributions at 12% of the salary when last at work, into Academic Retirement Plan accounts with TIAA/CREF.

Medical Leave of Absence
This program is available to tenure-track Pitzer faculty with a minimum of one-year of service at the College.
When it is necessary for a faculty member to cease provision of services to the College due to a period of disability which is certified by a medical provider, s/he must apply for short-term disability benefits.
The College will continue monthly salary payments for the first six months of a certified disability, reduced by the amount of the VDI benefit to equal the faculty member’s base monthly pay at the time of disability. This is referred to as coordination of salary and disability benefits to equal full monthly pay.
Should the disability persist for six months and appear to be ongoing, meaning the prognosis is that the faculty member shall not be able to return to work in the near future, s/he must apply for long-term disability benefits through the TIAA/CREF plan. Normally, application for LTD benefits must be made earlier than the sixth month of disability, but the Benefits Section staff at Personnel Services will assist the faculty member in determining when and if application should be made based upon the circumstances of the case.
If the faculty member’s disability continues beyond six months, and only if application for benefits was made in a timely manner and the carrier does not immediately accept the claim, the College will continue to coordinate monthly salary with monthly VDI benefits equal to 66 2/3% of the faculty member’s monthly base pay at the time of disability, to a maximum combined benefit of $10,000 per month, for up to an additional six months. When/if the  carrier accepts the claim during the second six months of disability, the College will cease payment of any salary. After 52 weeks, from the date of disability, the College’s subsidy for medical plan coverage ceases and the faculty member is responsible for 100% of the cost of continuing coverage.

Normally, the College shall hold the tenured or tenure-track position ―open‖ for two years from the start of the disability, filling it, if necessary, with interim appointments until the beginning of the semester in which the faculty member returns to full-time employment. At any time during the two-year period the faculty member may, by formal request, seek to be reinstated on the basis of competent medical advice. The College shall respond promptly to such a request. Upon receiving such a request, together with appropriate medical verification of the faculty member’s ability to return to full-time work, the faculty member will be reinstated to full-time status at the beginning of the following semester. If, at the expiration of two years, the individual has not been reinstated, the position will no longer be held ―open for him or her and employment will be terminated. Faculty members may request that the time spent on medical leaves of absence not be counted in the number of semesters of College employment prior to a contract renewal, tenure or promotion review - that is, the ―ticking of the tenure clock during medical leaves of absence is at the faculty member’s option.
During a medical leave of absence, the College considers the faculty member to have exercised her/his right to Family Care Leave as defined by the Family Medical Leave Act and the California Family Rights Act. The amount of leave taken shall be counted as part of the faculty member’s 12-week, annual entitlement.

A Request to Return to Tenured Position
Prior to expiration of the medical leave, should the tenured or tenure-track faculty member request to return to service, s/he must provide a Medical Release from a licensed physician indicating that he or she is capable of resuming full-time faculty status. The College retains the right to obtain a second medical opinion in such circumstances.

R. FACULTY SABBATICAL POLICY
These policies will be administered in the following way: Faculty members will make application to the Faculty Executive Committee, which will make recommendations to the President.

1. GENERAL POLICY
Sabbatical leaves will be treated as a privilege to be granted to faculty members, taking into consideration the needs of the College, the past contributions of the faculty member to the College, and the probability of the sabbatical producing benefits for the College and for the person to whom the leave is granted.

2. SABBATICAL OPTIONS
Eligible full-time faculty members may apply for any one of the following sabbatical options.
Faculty members on continuing part-time (but not less than half-time) contracts are entitled to the same sabbatical benefits, subject to the same specific policies and procedures for implementation, as full-time faculty members, except that their sabbatical salaries shall be determined on the basis of actual part-time salary.

a. After three years of full-time or not less than half-time teaching, a faculty member on a continuing contract may request a one-semester sabbatical leave at full pay. A faculty member taking a semester sabbatical at full pay will teach three courses during the year and will assume normal committee and advising responsibilities during the other semester of the sabbatical year. In other words, a semester sabbatical must be taken during a faculty member’s two-course semester. In addition, faculty will be expected to teach courses which involve the largest number of Pitzer students and/or which are basic to the curriculum (e.g., courses required of majors). Field groups, in conjunction with the Dean of Faculty, will ensure that such courses are taught during the faculty member’s three-course semester.

b. Initially after three years, and subsequently after three years of full-time or not less than half-time teaching, in lieu of a semester sabbatical, a faculty member may request three courses released time (which may be taken over a two-year period) with no released time from non-teaching responsibilities. The faculty member will be considered to be on sabbatical only during the first semester of such a plan, and the sabbatical clock will begin ticking again after the end of that semester.

c. After six years of full-time or continuing part-time (not less than 50%) teaching, a faculty member may request a full year sabbatical leave at 80% of regular salary. Alternatively, a faculty member may at these times request a full year sabbatical leave at 100% of regular salary with the provision that he/she will teach a sixth course in the year preceding or the year following the sabbatical leave.

3. SPECIFIC POLICIES GOVERNING SABBATICAL OPTIONS

a. Sabbatical credit will accrue from the date of full-time or continuing part-time (not less than 50%) employment, and accrues only when a signed contract is in effect for the year in which the sabbatical would occur. The sabbatical period itself will not be counted as time accrued toward the next sabbatical (i.e., a faculty member will begin accruing time toward a new sabbatical when he/she returns to full-time or continuing part-time teaching).

b. In all cases, normally at least four semesters of full-time or continuing part-time (not less than 50%) teaching and other College responsibilities must elapse between sabbaticals

c. Normally, faculty members must use the option for a one semester sabbatical with full pay no later than the tenth accrued semester. After the tenth semester, one of the full year options will be used. That is, at no time will it be possible to take two consecutive sabbatical semesters at full pay, except in the case of the second part of Option 3 above. However, where the delay of sabbaticals for the good of the College has confused or jeopardized a faculty member’s sabbatical benefits in relation to this rule, these situations will be negotiated on a individual basis with the Dean of Faculty, subject to ratification by the Executive Committee, and approval by the President.

d. A faculty member receiving a sabbatical will return to Pitzer for a minimum period equal to the length of the sabbatical taken. Should the faculty member not return he/she will, at the discretion of the College, forfeit his/her sabbatical award.

e. The College considers the income provided to the faculty member during a sabbatical leave to be an award in support of those activities for which the sabbatical was granted, not a salary in the usual sense.

f. No leaves will count toward sabbatical. That is, the sabbatical clock will not tick while a faculty member is on professional or any other leave.

g. Faculty members who accept temporary administrative positions at Pitzer College are eligible for sabbaticals under the same rules as other faculty.

h. The Faculty Executive Committee will make every effort to assure that no more than 15% of persons holding continuing faculty appointments will be on sabbatical in any given semester.

i. In the interest of adhering closely to this guideline, when the number of faculty applying for sabbatical leave exceeds 15% in any given semester, and/or when severe curricular problems may result, then the Faculty Executive Committee will make every effort to encourage applicants and Field Groups to reschedule the sabbaticals necessary to alleviate the problem(s). If this voluntary effort is unsuccessful, the Faculty Executive Committee may require faculty members to change the semester (within the same academic year) in which the sabbatical is to be taken. When this occurs, the faculty member will accrue time toward the next sabbatical from the semester of his/her normal eligibility.

In deciding whether or which faculty members shall be asked or required to change the semester of sabbatical leave, the Executive Committee will take into consideration all relevant factors, especially those considered significant by the applicant(s) and the Field Group(s) concerned.

j. Normally, the Curriculum Committee will replace one-half of the aggregate courses lost to sabbatical leaves, with an attempt to replace more courses for smaller Field Groups. Decisions on which specific courses are to be replaced will be made by the Curriculum Committee, in consultation with the Dean of Faculty and the affected field group(s).

4.TIMING OF IMPLEMENTATION
a. At the beginning of the academic year, the Dean of Faculty will circulate a list of faculty eligible for sabbatical leave during the next two years.

b. Faculty members will submit their applications for sabbatical leave to the Faculty Executive committee by October 1 of the year preceding the one in which the leave is to be taken.

c. Each year by November 1, the Faculty Executive Committee will prepare or revise a sabbatical schedule for the next two years, and will prepare a list of sabbaticals for the following year to be recommended to the President, who will inform the Curriculum Committee of the final list.

d. By the end of the semester following a sabbatical leave, the faculty member will submit to the Executive Committee a report summarizing sabbatical activities.

S. RELEASED TIME POLICIES
1. General Policy on Released Time


Purpose: Pitzer’s primary dedication is to teaching and advising. All faculty members are further expected to remain intellectually and professionally active, through research and publication or other professional activities as appropriate to their disciplines, in order to advance knowledge and to make available to students the opportunity for research. Faculty members also share the heavy and important responsibility of governing the institution.

Nonetheless, the College recognizes that a faculty member may be presented unexpectedly with a professional opportunity which is truly unusual, which is beyond the institution’s normal expectations of its faculty, and which would play a significant role in that individual’s professional development. If such an opportunity could not be pursued without released time or other commitment from the College, and the opportunity is judged to be in the best interest of the College, it may be possible to alter for a limited time the normal contractual relationship between the College and a faculty member.
In such circumstances, the Faculty Executive Committee will consider requests from faculty members to restructure temporarily (without adjustment in salary) their normal responsibilities to the College, in order to pursue truly unusual professional opportunities.
This would customarily mean time released from governance, advising, and teaching, in that order of priority. Only those situations in which it can be clearly demonstrated that there is potential benefit to the College will be considered.

Such requests will be considered individually as these unusual opportunities arise. Each request will be evaluated for its importance to the College and its impact on the Pitzer academic program, as well as its anticipated benefits to the individual faculty member.
This policy is not meant simply to be workload-relieving, but is intended specifically to facilitate extraordinary projects. Examples might include, but are not restricted to, the editing of a major scholarly journal; principal responsibility for chairing the program of a national professional meeting; a limited period of intensive research on a project where the timing is constrained by external considerations.
Procedure for requesting released time: Requests should be made in writing to the Faculty Executive Committee and should include:
1. A statement from the faculty member containing:

a. a full description of the professional opportunity, the role to be played by the faculty member, and the expected benefits to the faculty member and the College; assignments, advising, teaching load, etc.

b. the faculty member’s assessment of the released time required, such as reduction in committee assignments, advising, teaching load, etc.

c. the faculty member’s assessment of the curricular impact of the request;

2. A statement from the faculty member’s primary field group, evaluating the request and its likely curricular impact.

3. Letters and documentation, as appropriate, from outside the College.
The Faculty Executive Committee may, at its discretion, ask for additional evaluation of the proposal from other relevant reviewers such as the Curriculum Committee, appropriate Intercollegiate Field Groups, and outside consultants.

For all requests, the following conditions should be carefully noted:

a. The policy stated above is not intended to support regular faculty research and publication, which is considered a normal responsibility and is already supported through college research and curriculum development awards, the Scholar-in- Residence program, summer grants, and the sabbatical leave policy.

b. Only under the most unusual of circumstances will a faculty member be offered released time from teaching responsibilities. The normal form of support will be freedom from some governance and/or advising duties. A faculty member who wishes to alter teaching responsibilities already has that option in currently existing policy as stated in the Faculty Handbook, Sections V.O, V.P and V.Q, above.

c. Only faculty members on full-time, continuing contracts with the College will be eligible for consideration.
d. This policy will apply only to applications for released time wherein the faculty member’s salary will continue to be paid from the instructional budget. It does not preclude the possibility of other arrangements which an individual faculty member may make with the College. Any time a course is lost due to the awarding of released time under this policy funds will be made available to replace this course.

2. Scholar-in-Residence Program
Each year one faculty member will be chosen to be Scholar-in-Residence for a semester. During that semester the faculty member will be released from all committee and teaching responsibilities to work on his or her research and to offer a seminar. The seminar will be open to both students and faculty and will center on the faculty member’s own research. The Scholar-in-Residence will present frequent reports on the progress of his or her research, and students enrolled for credit will respond to the faculty member’s work with written comments on a regular basis. The aim of the seminar is to engage students in the process of creating knowledge and to enable the faculty member to produce a publishable paper by the end of the semester.

Selection. The Scholar-in-Residence will be chosen from the applicants by a committee consisting of faculty and student representatives from the Curriculum Committee and the Faculty Executive Committee, with the Dean of Faculty an ex-officio member. This committee should make its selection before field groups meet to organize their curricula for the following academic year. Applications should consist of proposals outlining the nature of the research, the topics likely to be covered, and the value of the seminar to the curriculum. Selection will be based on the following criteria:

1) The value of the seminar to the curriculum

2) The breadth of appeal of the topic

3) The feasibility of the research project

4) The faculty member’s research, service and publication record

Eligibility. All full-time faculty on multi-year contracts are eligible to be Scholar-in- Residence, with the following exceptions: (1) Faculty members who have held the Scholar-in-Residence position during the previous five years; (2) Faculty members who will be on leave for one or both semesters of the academic year during which the Scholar-in-Residence semester falls; (3) Faculty members who took a leave in the spring semester prior to the academic year in which the Scholar-in-Residence semester falls; (4) Faculty members who otherwise would be serving on APT or FEC during the year of the Scholar-in-Residence award. Preference will be given to faculty members not on leave during the year prior to the academic year during which the Scholar-in-Residence semester falls, and to those not eligible for leave during the academic year in which the Scholar-in-Residence semester falls.

Other provisions. The Scholar-in-Residence will accumulate credit for the semester toward her/his next sabbatical leave. The Scholar-in-Residence semester will count in the number of semesters of College employment prior to a contract renewal, tenure or promotion review - that is, the tenure clock will continue to ―tick.‖ During the Scholar-in- Residence semester, the faculty member’s salary will keep pace with the faculty member’s cohort.

T. AVAILABILITY

1. Faculty members are expected to be available four out of the five normal working days for normal responsibilities (e.g., classes, student conferences, committee work, field group business). The Executive Committee considers availability to students and colleagues as falling under sections V.A and V.B respectively of the criteria for contract renewal, promotion, and tenure, and gives it serious consideration when reviewing personnel cases.

2. Faculty members who need to be absent from the College during the academic year (from the first faculty activities scheduled before classes begin in the fall through Commencement) must clear in advance with the Dean of Faculty the arrangements they have made for taking care of their classes, advising, grading, and other official responsibilities.

3. Faculty members are expected to keep and post office hours. A minimum of three hours spread through the week should be scheduled.

4. Faculty members are expected to consult with the Dean of Faculty before accepting employment with a significant time commitment outside the College during the academic year, including teaching positions at other institutions. The Dean of Faculty will ensure that any such outside employment does not interfere with the faculty member’s Pitzer classes, committee work, availability to students for advising and office hours, or with the ordinary responsibilities of Pitzer teaching (e.g., the timely return of graded papers, exams and other assignments).

5. Exceptions to the above norms may be negotiated with the Dean of Faculty, subject to ratification by the Faculty Executive Committee and approval of the President.

U. STUDENT ASSISTANTS
The guidelines below apply to faculty use of student assistants and student academic interns as part of a field group’s instructional program. We distinguish between student assistants and student academic interns in that the former do not receive academic credit for their contributions, whereas the latter do. These guidelines are based on the following assumptions: a) Professors are responsible for teaching their own courses and evaluating their own students; and b) the use of student assistants should benefit students in the class, as well as the student assistant.

1.Teaching: We would like to preserve the opportunity for students to contribute to courses where appropriate, but we would emphasize that the faculty member is responsible for the course (including lecture material, design of laboratory exercises, readings, assignments, grading, and other evaluation). The instructional function of student assistants should be a supplementary one as, for example, conducting review sessions, discussion sections, problem-solving sessions, etc.

2.Grading: Marking should not be done by students unless the material or activity is relatively unambiguous (true/false, multiple choice, vocabulary, answers to mathematical problems). That is, the use of a student assistant is most appropriate where the assistant’s response would be the same as the faculty member’s. For work of this kind, students should not be given academic credit. Students should not be asked to evaluate or make critical comments on such things as term papers, essays, or experimental methods.

A faculty member intending to use a student assistant must indicate in advance to the Curriculum Committee the nature of this assistance. This information must be included when the annual curriculum proposals are submitted to the Curriculum Committee.

V. INTERCOLLEGIATE PROGRAMS IN AFRICANA STUDIES, ASIAN AMERICAN STUDIES,  AND CHICANO STUDIES APT PROCEDURES
The academic deans reaffirm their commitment to strong intercollegiate programs in Africana Studies and Chicano Studies. However, we recognize that differing understandings of the procedures by which to implement this commitment have evolved. In an effort to create a common approach to matters of personnel and curriculum in the intercollegiate ethnic studies programs, we have agreed to the guidelines below. In so doing, we confirm the importance of these two intercollegiate programs to our colleges, singly and collectively.

1. The academic deans will review at least every five years the curricular offerings in Africana Studies and Chicano Studies.

2. When a faculty position opens which includes membership in one of the intercollegiate departments, the dean of the college at which the position is located will inform the ADC and the faculty of the intercollegiate program, and the intercollegiate department will participate in determining whether to retain or redefine the position. If the position continues to involve membership in an intercollegiate department, that department will participate fully at every stage of the search (job description to hiring). Likewise, the intercollegiate programs are encouraged to keep the deans informed, through the lead dean, of curricular needs and developments which may have staffing implications. The dean of each college will make every effort to encourage those in charge of faculty searches (for continuing, temporary, full-and part-time positions) to consider candidates whose teaching and research interests would support the intercollegiate ethnic studies programs and who might become members of those intercollegiate departments.

3. In matters of appointment, renewal, promotion, and tenure of persons who regularly teach in these programs the advice and recommendations of the relevant program’s faculty will be sought in the same manner as that of the academic department (or its equivalent) of the college, and will be given substantial weight.

4. At each college the dean and department chair (or equivalent) will consult well in advance of the process with the chair of the intercollegiate department to insure that the opinions of appropriate faculty, students, and related professionals will be sought in the appointment or review; additionally, at that meeting, the intercollegiate chair shall review his/her department’s procedures for evaluation of the candidate.

5. As in the past, decisions in faculty personnel matters shall be made in a manner consistent with the policies and procedures of the college at which the appointment is held. Final decisions in these matters rest with the college.

W. JOINT SCIENCE APT POLICIES AND PROCEDURES
This statement establishes the standards and procedures by which faculty are appointed to the Joint Science Program and subsequently considered for reappointment, tenure, and promotion. It has been designed to provide fair consideration for all candidates while ensuring the vitality of the three cooperating colleges as institutions of higher education.

STATEMENT OF CRITERIA
The academic profession demands several loyalties of its members. They share a local attachment to an institution of higher education and a field attachment to an honorable profession. On the one hand, faculty members are responsible for the educational advancement of their students and for the well-being of the institution of which they are members. On the other, they are active participants in fields of inquiry. The Joint Science Program, as a vital center of undergraduate education, seeks to evolve the model of the teacher-scholar whose ability and interest in teaching are maintained at a high level and whose scholarly activity is of genuine professional value to his or her discipline. Service, in the sense of sharing in the responsibilities of institutional life, is an integral but lesser part of the teacher-scholar’s relationship to the Colleges. Lack of service can, however, play an important role in the denial of promotion and tenure. Activity and accomplishment in each area is necessary for the growth and advancement of the individual and of the Colleges.

I.Reappointment, tenure, and promotion are determined by the value of the faculty member`s activities in the areas of teaching and academic advising, scholarship, and service. Reappointment and tenure may be denied or not considered, however, if the staffing needs of the Colleges do not warrant continuation of the position occupied by the candidate.

A. Teaching and Academic Advising: Teaching derives from a thorough and demonstrated knowledge of one’s field and recent developments in it, from the ability to present that knowledge systematically and coherently, and from the ability to develop new and original curricular concepts. The effective teacher communicates his/her own enthusiasm for the subject to his/her students, and seeks always to increase their capacity for independent and creative thinking and working. Thoughtful academic advising is an important element of teaching at these colleges. Faculty are expected to make themselves available to students as a resource and to participate actively in academic advising activities.

B. Scholarship: Scholarship is reflected in substantial distinction achieved in science.This normally takes the form of original contributions in one’s field in refereed journals but may include development of curricular materials that leads to publication in refereed journals. Other manifestations of on-going research projects are also accepted such as publication of books, monographs, papers, and articles, presentation of papers and participation on panels at professional meetings, or presentation of public lectures. Scholarship is also evidenced by the individual’s sharing of ideas and serving as a valued intellectual resource for colleagues in the Joint Science Program, the Colleges, and the scholarly community at large.
A candidate’s scholarly work is evaluated for its originality, significance, and the nature of contributions in collaborative projects, not mere quantity. It is recognized that the rate at which a research project develops varies considerably from project to project, and that this should be taken into account when evaluating a candidate’s research effort. If by the 3year review, a candidate’s recent work has not resulted in publication, it will be the candidate’s responsibility to demonstrate in other ways significant promise of establishing an ongoing research program.
Scholarship is also valued for its contribution to undergraduate education, the major emphasis in the Joint Science Department. Joint Science faculty are expected to show energy and initiative in establishing a research program and in involving students as participants either in that program or in other significant research projects likely to lead to publication.

C. Service: Service includes participation on Joint Science, collegiate, and intercollegiate committees, participation in the governance of professional associations, and, where related to one’s scholarly pursuits, participation in public affairs at the local, regional, or national levels.

II. The timing of various reviews, along with the special features which characterize each review level are as follows:

A. Reappointment: The initial contract is normally for three years. Consideration for reappointment occurs during the third year, and a one-year terminal contract is offered if the decision is negative.
Reappointment is normally the first of three major faculty advancement decisions. It is a serious decision to be made with the standards for tenure in mind, but it differs from the tenure decision in that promise, as well as performance, may be invoked. A candidate who shows strong promise as a teacher and a scholar may be granted a full three-year reappointment. Where serious reservations are expressed about a candidate’s performance or promise in teaching or scholarship, the candidate should be offered a terminal contract. In some cases, where opinion is mixed, or the evidence of teaching and scholarship too incomplete, the candidate may be offered a two-year probationary contract. In no case should reappointment be tantamount to tenure by AAUP procedures.

B. Promotion to Associate Professor and Tenure: Consideration for promotion to Associate Professor with tenure normally occurs during the third year of the second three-year contract, with an additional terminal year offered if promotion and tenure are denied.
Only by meeting high standards of teaching and scholarship does a candidate qualify for promotion and/or tenure at the Colleges. Candidates must be skilled in communicating their knowledge to students and in contributing to their students’ intellectual growth. In their scholarship, candidates must have demonstrated a mastery of an area of knowledge by making contributions of obvious professional value to their discipline.

C. Promotion to Full Professor: Consideration for promotion to Full Professor occurs during the seventh year in rank as Associate, with promotion, if granted, effective the following academic year. If a promotion decision is negative, the candidate may request reconsideration no sooner than two years thereafter.
Promotion to Full Professor is not automatic. Before promotion to Full Professor occurs, clear signs must exist that a candidate’s teaching effectiveness, scholarly activities, and other contributions to the Colleges have reached and are continuing at a high level.

D. Periodic Review of Full Professors: Periodic review of Full Professors occurs every seven years. Although specific decisions (e.g., tenure or promotion) do not result, the information gained from the Professorial review is useful in providing systematic feedback to the Professor for his/her own benefit and professional growth.

OPERATING PROCEDURES FOR PERSONNEL CONSIDERATIONS
I. Initial appointments:
Authorizations for positions in Joint Science are given by the three Presidents upon recommendation by the Deans of Faculty and the appropriate college committees. The JS-APT will select the search committee and the search will be conducted according to the Affirmative Action procedures of the lead college. Each search committee will include one non-science faculty member of the JS-APT who will serve as the Affirmative Action officer. The committee is charged with developing a short list of candidates to interview. Authorization to bring candidates to the college for interview rests with the Chair of Joint Science and the Dean of the lead college. Candidates will normally be interviewed by the search committee, members of the Department, the three Deans, and other members of the JS-APT or faculty from the three colleges who wish to be included.
On the basis of the recommendation from the discipline, the Department will recommend to the JS-APT a list of finalists, listed in order of preference, and accompanied by their resumes and a brief statement of rationale explaining the Department’s position. The Deans may eliminate or modify the order of names on the list in making their final recommendation to the Presidents. Contract negotiations are undertaken by the President and/or Dean of the lead college.

II. Review for reappointment, promotion, or tenure:
At the end of each academic year the Chair of Joint Science shall consult with the three Deans to determine which science faculty are eligible for review during the following year. Within two weeks of the beginning of school the Dean of the lead college shall notify all candidates in writing of their pending reviews. At its first meeting in the fall the JS-APT Committee shall establish a timetable and appoint the Ad Hoc Review committees from its membership for all personnel cases to be considered during the year. The Ad Hoc Review committee shall consist of three members (one from each college one of whom is a faculty member of the Joint Science Department). In some instances, such as a heavy review schedule, faculty may be sought from outside the JS-APT Committee. Candidates have the right to ask this Committee to reconsider the choice of its members. The Joint Science faculty member will be the convener of the Ad Hoc Committee. The Ad Hoc Committee will investigate the case of each faculty member under consideration for reappointment, promotion, and/or tenure.

A. The Faculty Member under review should:

1. Prepare a personal statement outlining his/her goals and achievements in teaching and  academic advising, scholarship, and service.

2. Prepare a teaching portfolio to supplement and expand the discussion of teaching presented in the personal statement. The portfolio should contain materials that will help the members of the department and the APT committee to become more familiar with the candidate’s teaching. Such materials normally include samples of syllabi, lab exercises, reading assignments, projects, graded materials, exams, and teaching evaluations. The portfolio is intended to help link teaching philosophy with practice. The portfolio should be updated each year so that the candidate and the department chair can refer to it in confidential discussions of progress towards promotion.

3. Ensure that his/her personnel file is up-to-date and includes copies of publications, papers presented, participation in colloquia, etc.

4. Supply the Ad Hoc Review Committee with the names of the following from whom statements will be requested:

a. A minimum of three faculty and eight students (four current students and four alumni, if possible) who are knowledgeable about the candidate’s teaching. The list of faculty members may include individuals no longer in the Joint Science Department or faculty from the other departments at any of The Claremont Colleges.

b. A minimum of six faculty members or professional colleagues who are qualified to evaluate the candidate’s research. At least two of these should not have an appointment at The Claremont Colleges. For each name submitted, the candidate will indicate the nature and extent of contact. The Ad Hoc Committee will select four names from the group of six faculty.

c. Between three and five faculty members and/or administrators who can evaluate the service contributions of the person under review.

5. Make available to the Ad Hoc Review Committee any additional information(student rosters, advisee lists, letters, awards and honors, etc.) which will help them in their task.

B. The Ad Hoc Review Committee:

1. Should meet at the beginning of the review process to agree upon a list of individuals who will be asked to evaluate the candidate.

2. Shall thoroughly investigate all those areas about which the discipline and the Joint Science APT Committee are expected to form judgments. Toward that end, the Ad Hoc Review Committee shall:

a. Consult the personnel file of the candidate, with the exception of documents dealing with salary information.

b. Read the personal statement prepared by the candidate.

c. Review the candidate’s teaching portfolio, including teaching evaluations.

d. Interview the candidate.

e. Request confidential evaluations in writing or by interviews from the following:

Teaching
(i) the three faculty members suggested by the candidate.

(ii) additional Joint Science faculty members who wish to contribute information or from whom the Ad Hoc Committee solicits comments. All Joint Science faculty, including laboratory instructor-coordinators, are encouraged to review the candidate’s personal statement, teaching portfolio, and publication file, and to submit letters to the Ad Hoc Review Committee. Included in each letter should be a statement explaining the basis of the comments. In order to preserve confidentiality, faculty members do not have access to letters from students or other faculty members.

(iii) the eight students suggested by the candidate.

(iv) thirty additional students selected by a random process from candidate’s enrollment lists by the Ad Hoc Review Committee so as to include majors in the candidate’s discipline, non-science majors, those who have participated in research projects with the candidate, and advisees. At least five of these should be alumni who took one or more major courses and/or did research with the candidate. The Ad Hoc Review Committee should make every effort to include appropriate representation from all three colleges.

Research/Scholarship:

(i) four of the faculty members/professional colleagues suggested by the candidate.

(ii) four additional individuals not suggested by the candidate, who are qualified to evaluate the candidate’s research. At least three of the references must have appointments outside The Claremont Colleges. Service: The faculty members/administrators suggested by the candidate.

f.The Ad Hoc Review Committee may seek additional information from faculty members, professional colleagues, administrators, or students if deemed necessary. It must seek additional information if the number of responses received falls below the following minimum levels:

(i) Teaching -at least five responses from faculty members (including outside reviewers of the portfolio) and at least 25 responses from students/alumni. If students do not respond in writing, they should be interviewed in person or by telephone using a standard list of questions. Survey data will include the grades received by each interviewed student (current or alumnus/a) in the pertinent courses.

(ii) Research - at least four responses from individuals who are qualified to evaluate the candidate’s research, at least three of whom were not suggested by the candidate and two of whom do not have appointments at The Claremont Colleges.

(iii) Service - at least three responses from faculty members or administrators.

g. if there is significant mixed response in the data gathered from either faculty or students, the Ad Hoc Review Committee shall obtain additional information as necessary.

h. As appropriate, in consultation with the candidate, members of the Ad Hoc Review Committee may also obtain any additional information which sheds light on the candidate’s qualifications.

3. The Ad Hoc Review Committee will include in its report a written statement of its procedures and findings. Copies of letters soliciting information shall be submitted, and any procedures additional to those listed above shall be explicitly described. The report should identify any significant differences among sub sample responses. The function of the Ad Hoc Review Committee is to gather and summarize the data; its report does not include recommended action. The report should not identify any respondents by name.

 

The Members of the Candidate’s Discipline: 

1. Shall have access to the candidate’s portfolio, vitae, personal statement, and to the Ad Hoc Review Committee’s report on the candidate.

2. Will meet together as a group to discuss the candidate’s research accomplishments and to evaluate the particular contributions which the candidate brings to teaching and curricular planning within the discipline.

3. Will submit a letter of evaluation to the Ad Hoc Review Committee, summarizing their collective views and recommending either a positive or negative decision. The Section V. Faculty Personnel Policies and Procedures - rev 8/16/2011 51 letter should be signed by all members of the discipline and, if necessary, a minority report may be included. In addition to evaluation, the letter should mention specific areas in which improvement is needed, if such are detected.

D. The report of the Ad Hoc Review Committee and the letter from the discipline shall be made available to the candidate, who will have at least one week to respond in writing. Any such response will become a permanent part of the reports submitted to the JS-APT Committee.

E. The Joint Science APT Committee:

1. Shall receive the materials prepared by the candidate, along with the report of the Ad Hoc Review Committee (including the report made by the candidate’s discipline and the candidate’s response). These materials shall be distributed to all members of the JS- APT at least three days prior to its meeting to discuss the case. APT members will have access to all original materials collected in the review process and should read them.

2. If necessary, the Joint Science APT Committee will invite Ad Hoc Review Committee members who are not JS-APT Committee members to be present during the discussion of the report but not during the voting. The Deans of faculty must attend this meeting.

3. Voting members of the committee are the six faculty from outside the Joint Science Department and the three faculty from within the Department. On personnel decisions, voting will not be secret with no abstentions allowed. For voting purposes, a quorum of seven members must be present, and five votes constitute a majority decision. If neither position gains five votes, no action can be taken, and the committee will convene at a later date to reconsider the case. Personnel decisions must be resolved by the end of the academic year in which they are initiated.

4. The Chair of the Committee will communicate the Committee’s recommendation to the President and Dean of the lead College in writing, summarizing the issues which emerged during discussion and including a report of the numerical tally of the votes. This report should be approved by the Committee prior to transmittal. The three Deans will write an independent assessment, including each Dean’s recommendation, to the President of the lead College.

5. The Chair may indicate to the candidate and to the discipline members the nature of the Committee’s recommendation, but will not discuss specific reasons for the decision prior to the feedback session by the President and/or Dean of the lead college.

F. The Presidents
1. The three Presidents will meet together as soon as possible to act on the JS-APT recommendation.

2. The President of the lead College will inform the Joint Science APT Committee of the Presidents’ decision. In the case of a reversal of the disciplinary or Joint Science APT recommendations, the President will consult with the Joint Science APT Committee before the decision is announced.

3. The President’s decision will be communicated to the candidate in writing by the President of the lead college.

4. The President and/or Dean of the lead college will hold a feedback session with the candidate to discuss the basis on which the decision was made.
5. After favorable action by the Boards of Trustees, the candidate will receive a formal letter of contract indicating the terms of reappointment, and/or promotion and tenure.


[1] Hereafter, the term underrepresented minority will refer to a person who comes from the following racial/ethnic backgrounds: Black, Latino, Asian or Pacific Islander, Native American Indian or Alaskan Native.
[2] Figures based on an Affirmative Action report written by Tom Ilgen, March 21, 20003
[3] For the purpose of this provision, academic rank is open.
[4] This program should be designed in a way that minimizes the net loss of course offerings. [5] These full-time appointments may be compensated as teaching/research internships.
[6] See footnote #1.
[7] Searches for these positions will be conducted by the Appointment, Promotion and Tenure Committee and the relevant Field Group(s) and/or intercollegiate departments when appropriate.