1. The evaluation period is the previous calendar year (January 1 – December 31). In each section, the chair will list established goals and accomplishments for the evaluation period. These accomplishments should be consistent with and contribute significantly to professional, departmental, and/or college goals. The goals should come directly from Appendix I to Form F2.08, the current planning page (discussed in item #11 below).
2. If a chair is either untenured or has not achieved the rank of Professor, he/she should use the guidelines for tenure and promotion developed by his/her department as well as those found in Forms F2.09 and F2.10 as supplemental instructions for completion of the F2.08C CHAIR ANNUAL REVIEW form.
3. Place your name, department, and college in the header so that it will appear on every page of the document.
4. Complete all appropriate demographic information on the first page. The following are examples of activities and contributions to be included under each heading on the F2.08C.
Teaching and Instructional Activities.
Faculty member's knowledge of his /her teaching field and ability to articulate this knowledge.
Significant contributions to the development of courses, curricula and other teaching activities.
Student Evaluations, Peer Evaluations or other external review of teaching.
Other
Research, Publication, Scholarship and/or Creative Activities (indicate refereed items with an asterisk (*) and invited items with a pound sign (#) for both presentations and publications).
Publications (include reprints).
Scholarly/professional works (e.g., production of shows, recitals, recordings, musical compositions, commissions, performances, demonstrations, lighting, and set or costume design).
Scholarly papers presented at professional meetings (include title, any co-presenters, event, location, dates).
A. invited lectures:
B. contributed presentations:
i. Off-campus:
ii. On-campus:
Service as a commentator, panelist, or discussant at professional meetings.
Maintenance of a current perspective in discipline through attendance at professional meetings, workshops, seminars, or credit courses, and completion of additional graduate work, degrees, or certificates.
Direction and leadership of extra-curricular seminars, workshops, demonstrations, or comparable creative activities (not related to regular classroom teaching).
7. List of funded research and scholarly activities by title, funding source, amount, and period of funding.
A. Funded:
B. Under Review:
List of non-funded research and scholarly activities.
Direction of theses, dissertations, and undergraduate research projects, as well as service on committees:
A. Dissertations:
B. Masters’ Theses:
C. Honors Theses:
D. Undergraduate Research Projects:
E. Graduate and Undergraduate (specify) Committees:
Other
Professional Service to the Discipline, University, and/or Community
Professional Achievement.
1. Recognition for achievement in discipline (e.g., honors, awards, medals, commendations from professional academic organizations, educational institutions, governmental agencies or private foundations).
2. Professional service, such as service as an officer in state, national, or international organization, or as chairperson of professional committees.
3. Community service, such as consultation in area of professional competence.
4. Other
Participation in College and University affairs.
Service on department, college and university councils and committees, to include Faculty Senate.
A. Departmental Service:
B. College Service:
C. University Service:
Service as chair of department, college and university councils and committees, to include Faculty Senate.
Service as academic advisor and/or contributions during freshman orientation.
Sponsorship of academic organizations.
Assisting with administrative duties of department or college.
Other
Demonstrated Performance as Leader.
Service in leadership roles in department, college, or university.
Recognition by peers for leadership ability.
Other
Administrative Goals and Leadership
State goals for the department, determined via consultation with faculty as well as the dean, for the next year, and placed in terms of both unit and personal performance.
Examine Unit Productivity – trend data for past 3 years
Students
i. Number of majors
ii. Retention Rates
iii. SCH’s produced & Faculty FTE
iv. Graduation Rates (4, 5, & 6 years)
v. Student Publications & Presentations
vi. Number of Students participating in research – undergraduate & graduate
vii. Employment of graduates
viii. Other
Faculty
i. Publications
ii. Presentations/Scholarly Creative Activities
iii. Research Grants – Internal & External Funding
iv. Teaching/Program Grants – Internal & External
v. Number holding office in national or international organizations
vi. Other
HEAF
i. Goals accomplished
ii. Dollars expended
iii. Major goals for next year
iv. Other
Relate your personal actions to achievement of unit, college and institutional goals.
5. Performance ratings are defined as:
(Level 5) Exemplary Performance – Performance far exceeds the standards set by the college and university. Chair, in the roles of both faculty member and administrator, has made superior contributions to the profession, to the university, to the college and to the basic mission of the department.
(Level 4) High Performance – Performance exceeds the standards set by the college and university. Faculty member/administrator has made major contributions to the profession, to the university, to the college and to the basic mission of the department.
(Level 3) Adequate Performance – Performance meets the standards set by the college and university. Faculty member/administrator contributes to the basic mission of the department.
(Level 2) Marginal Performance – Performance falls below the expectations and standards set by the college and university in one or more – but not all – mission categories. Performance needs some improvement to be adequate.
(Level 1) Unsatisfactory Performance – Performance is unacceptable and requires immediate improvement.
6. The dean will make appropriate comments and will mark an evaluation score for each section. In Section V, the dean will provide a summary comment and calculate an overall composite score based upon workload agreements stated at the top of the page.
7. The completed form F2.08C must be submitted to the dean according to her/his established schedule, but no later than March 10. All forms are due to the provost by April 15. (Note: If any of the dates above fall on a weekend or holiday, then the due date is the first subsequent working day.)
8. The dean is encouraged to provide constructive guidance towards improving the performance of the chair being evaluated. Indeed, comments should be comprehensive, specific, fair, and prescriptive.
9. Any appeals are to be indicated on the first page of the F2.08C and directed to the provost. In case of an appeal, the provost will review the content of the F2.08C and may confer with the dean. The provost may also seek input from department faculty members. The Faculty Handbook (Section 43) includes guidelines under which the faculty development plan must be set in motion as a part of post tenure review.
10. A CHAIR and DEAN PLANNING PAGE (Appendix I to Form 2.08C), through which goals for the current calendar are formulated, must be completed annually by no later than April 10th (and ideally during the performance evaluation conference). The dean will provide each new chair with a preliminary CHAIR and DEAN PLANNING PAGE, to be completed within one month of the employment date. Planning pages may be revised at any time during the evaluation period by simple agreement between the chair and the dean.
11. The faculty member should submit electronically only the F2.08C section of this document (i.e., pages 2-6, Sections I - V, no appendices). The front page of the F2.08C contains all the signatures and should be submitted by hard copy.