Revised: June 24, 2004
Revised: November 29, 2007

POLICY AND PROCEDURE MEMORANDUM FACULTY - 1

SUBJECT: Appointments, Promotions, and Professional Activities of the Faculty

1.0...... General Considerations

2.0...... Faculty Career Development

3.0...... Faculty Titles

4.0...... Duration of Appointments

5.0...... Joint Appointments

6.0...... Criteria and Procedures for Appointment and Promotion of Full-time Professorial Faculty

7.0...... Criteria and Procedures for Appointment and Promotion of Full-Time Scientist Track Faculty

8.0...... Criteria and Procedures for Appointment and Promotion of Full-Time Research Associate Faculty

9.0...... Criteria and Procedures for Appointment to the Rank of Instructor

10.0.... Criteria and Procedures for Appointment of Part-time Faculty

11.0.... Processing of Appointments

12.0.... Leave-Without-Pay

13.0.... Affirmative Action and Employment Opportunity

14.0.... Timing of Recommendations

15.0.... Faculty Family Leave Policy

Appendix 1: Appointment and Promotion Procedures – Guidelines for criteria to be applied in evaluating candidates for appointment or promotion primarily upon the basis of their contributions to professional practice.

Appendix 2: Appointments and Promotions Guidelines for Ad Hoc Committees

Attachment: School Approved Form for Faculty Curriculum Vitae

1.0.     General Considerations

1.1.    Purpose

It has been traditional at the Bloomberg School of Public Health that obligations of faculty members and the School to each other be established through informal negotiations and agreements made in good faith between the faculty member, the department chair, and the Dean.  This document sets forth principles, procedures, criteria for appointment and promotion, and other matters pertaining to faculty activities in the School.  It is hoped that it will serve as a framework within which these good-faith interactions may continue, in no way inhibiting direct personal interchanges between faculty members, department chairs, and the Dean on issues related to their mutual obligations and rights.

1.2.    Obligations of the School of Public Health to its faculty members and of the faculty to the School

It is recognized that the School and its faculty members have basic obligations to each other.  These obligations are necessarily constrained by the availability of institutional resources.  It is the responsibility of the department chair, with review by the Dean, to determine how institutional resources can best be used to further institutional goals as well as those of individual faculty.

The obligations of the School to its faculty members are:

a.      To protect the right of each faculty member to academic freedom; that is, the right to pursue knowledge, to write, and to speak freely as responsible citizens without institutionally imposed, arbitrary restrictions.  A faculty member must be judged as a scholar, a teacher, and a public health practitioner on the basis of legitimate intellectual and professional criteria and not on his/her political views, religious beliefs, or other matters of personal preference.

b.      To provide the intellectual and physical environment as well as appropriate time for scholarly growth and achievement.

c.      To provide opportunity for academic advancement according to prescribed criteria and procedures.

d.      To provide appropriate compensation for the services of its faculty members over specific periods of employment.

The obligations of faculty members of the School are:

a.      To carry out duly assigned academic duties that represent an appropriate share of their department’s total academic responsibilities.

b.      To teach with the highest levels of professional competence and with intellectual and ethical honesty.

c.      To develop and improve their professional abilities and achievements in teaching, creative scholarship, and other aspects of their academic responsibilities.

d.      To participate in advisory or committee assignments necessary to the development of academic programs, in advising students, and in governance of the School and to share in its more general responsibilities to the University, the local community, and society at large.

2.0.     Faculty Career Development

2.1.    Principles

The selection of individuals for appointment to the faculty and for promotion must be made to the highest criteria and standards.  Moreover, it must be carried out with the best judgment for the immediate and longer-range needs of the department and the School and, equally, for the best interests of the individuals concerned.  Recommendations for appointment to the faculty and for promotion are made by the department chair through the Dean and the Committee on Appointments and Promotions to the Advisory Board.  Each department chair is expected to develop such recommendations in consultation with a departmental or interdepartmental advisory committee.

The School of Public Health, through the department chairs, will provide guidance and mentoring to faculty to assist them in the development of their academic careers.  It is the responsibility of the department chairs to assure that junior faculty members receive guidance from more senior faculty members and that their progress in teaching, research, and other duties is actively reviewed.  Moreover, all faculty members must be provided continuing guidance and evaluation as to their ultimate potential for academic advancement within this institution in order to give them maximum mobility in seeking career development opportunities.

Tenure is not an automatic consequence of full-time service on the faculty for any given number of years.  Rather, it is a privilege that is earned by merit and conferred on an individual faculty member by action of the Advisory Board, the President of the University, and the Board of Trustees.

2.2.    Criteria for Appointment and Promotion

It is crucial to the academic health of this institution that high standards for promotion be maintained.  The following are important criteria:

a.      A primary consideration for academic advancement is creative scholarship, defined as the substantive contribution of new knowledge.  Scholarship shall involve public health-related research, practice, education, or any combination thereof.  New knowledge can be useful and can influence the thought or work of others only if it is communicated or demonstrated in a form that can be passed on to peers in a given field of study, particularly in written form.  A given number of published communications is not by itself sufficient; the essence of creative scholarship is significance and quality as assessed by peer judgment.

b.      A second criterion is excellence in teaching, whether in the lecture hall, the conference room, at the laboratory bench, or in the field.  Excellence in teaching connotes an objective, current, accurate, and balanced command of the field being taught, effectiveness in communicating its essence, and the willingness to interact and exchange views with students at the highest levels of intellectual integrity.  Excellence in teaching connotes also intangible elements of intellectual stimulation and inspiration.  Promotion committees may seek and evaluate the advice of students on teaching ability of specific faculty members.

c.      A third criterion is excellence in discharging professional service responsibilities in the community, at various levels of government, to professional organizations, and to the global community.  The faculty member’s competence and integrity, his/her national and international reputation as a consultant and advisor, his/her election to professional societies relevant to achievement in his/her field, and his/her appointment to professional service committees constitute important criteria for promotion.

d.      Finally, active and effective participation in various administrative, advisory, and other services to the School and to the University are also elements in judging fitness for promotion.

2.3.    Faculty Searches

The School’s most valuable resource is the faculty and their intellectual talent and productivity.  It is the responsibility of the Dean and chairs to conduct open and thorough searches to identify the best candidate for each faculty position, particularly for professorial positions as detailed below.  An effective search is important for several reasons.  First, it casts the net as widely as possible to identify the best candidate for a position.  Second, it ensures that all persons, regardless of gender, race, age or other factors have equal opportunity to be considered fairly.  Third, the search process exposes existing faculty to new ideas introduced by candidates from varied backgrounds.  Finally, a search process establishes the chosen candidate as the best available person in the eyes of his/her new colleagues and thereby contributes to his/her future success.

A thorough search includes broad advertisement of the position by personal contacts, letters, Web postings, or advertisements in scientific and professional journals.  The thoroughness of a search is not equivalent to the length of time it takes.  A thorough search can be conducted promptly using Web-based and personal contacts.  Neither does it preclude hiring of a local candidate.  In fact, a search is particularly important when the chosen candidate is a recent graduate of the School, because it delineates this person’s new faculty role from their previous student status.

The purpose of searches is to maximize the quality of the faculty.  On occasion, a truly outstanding candidate may become available at a time a search is not underway.  At other times, the search may require an unusually speedy process.  If the successful recruitment of the most desirable person requires rapid response, the search process should not preclude doing so.  However, even in this circumstance, due diligence is required to be sure that the candidate is as truly outstanding as originally perceived.

The chair will provide evidence to the Dean of an open and thorough search for each faculty appointment or explanation of the circumstances that forced an abbreviated process.  This explanation, if acceptable to the Dean, will be forwarded to the Appointments and Promotions Committee along with the rest of the candidate’s materials.  The search process must be documented in the Affirmative Action Form and its compliance monitored by the Dean, and by the Appointments and Promotions and Affirmative Action Committees.

3.0.     Faculty Titles

3.1.    Titles for Full-time Faculty in the School

Professor, Associate Professor, Assistant Professor

Senior Scientist, Associate Scientist, Assistant Scientist

Senior Research Associate, Research Associate

Instructor

The titles of professor, associate professor, and assistant professor are the only ranks potentially eligible for tenure consideration.  Faculty with these titles are either tenure eligible (“on a tenure track”) or not.  The determination of tenure track status is made at the time a Chair requests creation of the position and subsequent recruitment and hiring although tenure eligibility is not visible as part of the faculty member’s title.  All other ranks are not on a tenure track and are not eligible for tenure consideration.

3.2.    Part-time Faculty Titles

Senior Associate

Associate

Lecturer

The titles of senior associate and associate are used by individuals who are not regular full-time members of the faculty but play a major role in the teaching and/or research activities of the School in this or other countries.  Senior associates have significant experience and educational background justifying a more senior level of recognition.  All others will be given the rank of associate.

The title “lecturer” is used for individuals who have a more casual relationship such as giving an occasional seminar or lecture.

Appointments at these ranks are considered by the Advisory Board without previous consideration by the Appointments and Promotions Committee.

Adjunct Professor

Adjunct Associate Professor

Adjunct Assistant Professor

Candidates for adjunct appointments must have qualifications equivalent to those required for candidates for full-time appointment.  Recommendations for adjunct appointments are reviewed by the Appointments and Promotions Committee prior to consideration by the Advisory Board.

3.3.    Visiting Faculty

An individual from another institution or agency may be given the title of “visiting professor”, “visiting associate professor”, etc., as appropriate.  In order to be considered for such a title, he/she must be in residence as a full-time member of the faculty.  Otherwise, the appropriate part-time faculty titles are used.  Visiting faculty appointments are normally limited to three years but may be extended beyond this time upon recommendation of the Appointments and Promotions Committee and approval by the Advisory Board.

3.4.    Emeritus Faculty

Distinguished faculty who have held the rank of professor or associate professor and who have retired from full-time service in the University may be granted emeritus rank with the approval of the President and the Board of Trustees.

4.0.     Duration of Appointments

Professorial faculty are either on the tenure track or not. There is no pre-set time limit on the duration of appointment for non-tenure track professorial faculty.  For tenure track professorial faculty, the appointment durations are as follows.

4.1.    Assistant Professor – Tenure Track

Appointment at the rank of assistant professor (tenure track) may be for terms of one to three years.  No person may hold the rank of assistant professor for more than seven years without specific approval of the Advisory Board.  This time period includes intervals spent in leave-without-pay status, except when leave-without-pay is granted for family leave reasons (refer to PPM Faculty 1 Section 15.) in which case leave periods amounting cumulatively to 12 months or less will not be counted against time-in-rank.

4.2.    Associate Professor – Tenure Track

Appointment at the rank of associate professor (tenure track) is normally for a three-year term but one- or two-year terms may be proposed at the discretion of the department chair. Reappointments for associate professors must be justified by the chair of the department to the Appointments and Promotions Committee.  Except as stated below, appointments at the rank of associate professor are limited to nine years. This time period includes intervals spent in leave-without-pay status except when leave-without-pay is granted for family leave reasons (refer to Section 15.).

Reappointment to the rank of associate professor after a period of nine years of service at that level shall be made only in rare situations where a special term or contractual appointment may be mutually agreed upon by the associate professor and the department chair, recommended by the Advisory Board and approved by the Dean.

4.3.    Professor – Tenure Track

Appointment at the rank of professor shall ordinarily carry tenure, except in situations where a contractual appointment is mutually agreed upon by the professor and the University.  Contractual appointments for non-tenured tenure-eligible full professors may be for a period of up to five years and are renewable.  The number of non-tenured full professors (including tenure track and non-tenure track professors) shall not exceed 15 percent of the total number of tenured plus non-tenured full professors in any given year across the School.

4.4.    Notice of Termination – Tenure Track Faculty

A member of the tenure track faculty with an appointment at the rank of assistant, associate, or tenure-eligible full professor will be given written notice of termination of employment at least one year before the end of their appointment.  If a notice of termination is not given in sufficient time prior to the expiration of a current contract to satisfy the notice requirement, the faculty member shall be offered a further contract for a period of time sufficient to satisfy the notice requirement.

4.5.    Appointments – Non-Tenure Track Faculty

Full-time non-tenure track appointments at the rank of professor, associate professor, assistant professor, senior scientist, associate scientist, assistant scientist, instructor, senior research associate, and research associate are for indefinite periods unless otherwise specified. For all non-tenure track faculty, there is no limitation to the length of time they may remain in each rank.

In rare instances appointment to the rank of instructor carries with it the potential for promotion to assistant professor.  In such cases, the same procedures as applied to the initial appointment of assistant professors will be followed (refer to Section 6.4.).  Such appointments (including reappointment) will normally not exceed a total period of two years.

4.6.    Notice of Termination – Non-Tenure Track Faculty

Non-tenure track assistant professors, research associates, senior research associates, instructors, associate scientists, and assistant scientists will be given a minimum of three months written notice of termination or non-renewal of employment.  Non-tenure track associate professors, professors, and senior scientists will be given written notice of termination of employment of three months or six months according to whether the faculty member is in the first, or higher year of service, respectively.  If a notice of termination is not given in sufficient time prior to the expiration of a current contract to satisfy the notice requirement for persons covered by this section, the appointee shall be offered a further contract for a period of time sufficient to satisfy the notice requirement.

4.7.    Proportion of Non-Tenured Professorial Faculty

4.7.1.  Proportion of Non-Tenured Professorial Faculty within a Department

          The non-tenure track professorial faculty at all ranks in any department shall not exceed 35 percent of the total number of all professorial faculty at all ranks in that department, except under highly unusual and temporary conditions approved in writing by the Dean and with the formal concurrence of the Advisory Board.

4.7.2.  Proportion of Non-Tenured Full Professors within the School

          The number of non-tenured full professors (including tenure track and non-tenure track professors) shall not exceed 15 percent of the total number of tenured plus non-tenured full professors in any given year across the School.

4.8.    Tenure Policies

Tenure is granted to those professorial faculty members in the tenure track who have demonstrated unequivocally a present capacity and potential to contribute substantively and meaningfully until retirement to the broader aims and objectives of the School.  The University, in conferring tenure, and the faculty member, in accepting it, undertake to fulfill important responsibilities and commitments.  Accordingly, the decision to recommend tenure requires careful consideration in regard to the qualities of the individual and the needs of the School.  For the School and the University to assure to the extent possible that it be able to meet its obligations to tenured faculty, the number who may be tenured at any given time is inevitably limited.  This number is determined by the Dean in consultation with the Advisory Board, the President and, appropriately, the Board of Trustees.

A grant of tenure at this School means that, so long as the position occupied by the faculty member continues in existence, the faculty member alone may occupy it with compensation provided which is appropriate to the faculty member’s rank and responsibilities unless a) the faculty member shall have assumed retirement status; b) the faculty member shall have become physically or mentally incapacitated; or c) the faculty member shall have given just cause for dismissal (e.g., unsatisfactory performance, unacceptable behavior, or fraud in research).  A grant of tenure, however, does not confer the right to permanent or continued employment where the position to which the tenured faculty member has been appointed is eliminated by reason of program change or fiscal exigency (defined as a financial crisis which prevents the School from continuing to provide quality teaching, scholarship, and service).

4.9.    Termination of an appointment with tenure or of any appointment before the end of a specified term, for cause (see PPMs Faculty 7 and 8) will proceed as follows:

4.9.1.  The Dean, with the advice of the Advisory Board, reserves the right to dismiss a faculty member for cause such as unsatisfactory performance, unacceptable behavior, or fraud in research.  Based on the findings of procedures outlined in PPM Faculty 7 (Scientific Misconduct) and PPM Faculty 8 (Unsatisfactory Performance or Unacceptable Behavior) the Dean will bring his/her recommendation for termination to the Advisory Board for approval.  Based upon the recommendations of the Dean and the disclosure of the proceedings outlined in PPM Faculty 7 or PPM Faculty 8 the Advisory Board will vote on termination of the appointment and/or revocation of tenure of a tenured faculty member.  If the Advisory Board votes revocation of tenure, the recommendation will be reviewed by the Provost.  If the Provost concurs with the recommendation of tenure revocation, the President and Board of Trustees will be asked to revoke tenure.  In the case where the Advisory Board votes termination of the appointment of a non-tenured faculty member before the end of a specified term, the faculty member is so notified.

4.9.2.  A faculty member with or without tenure can appeal the Advisory Board’s recommendation of termination in writing to the Provost of the University within seven (7) days of receipt of the Advisory Board’s decision.  Whenever such an appeal is made, the Provost’s decision is final.

4.10.   Termination of tenured and non-tenured faculty based upon fiscal exigency or discontinuation of a program or department of instruction.

4.10.1. In case of financial exigency or discontinuance of a program or department of instruction, non-tenured faculty members will be given notice as soon as possible, and in accord with the provisions set forth in PPM Faculty 1 Section 4.6.

4.10.2. Tenured faculty will be given not less than 12 months notice of termination due to financial exigency or discontinuance of a program or department of instruction.  Where a program or department of instruction is to be discontinued, the appropriate department chair together with the Dean shall seek to identify other employment opportunities within the University and to place qualified affected faculty members in other available, suitable positions if such exist.

4.10.3. Where the appointment of a tenured faculty member has been terminated and where a term appointment has been terminated before the end of the contractual period due to financial exigency or the discontinuation of a program or department of instruction, the faculty member involved may appeal their termination within seven working days to the Provost of the University.  The Provost’s decision will be final.

4.10.4. Where the appointment of a tenured faculty member has been terminated and where a term appointment has been terminated before the end of the contractual period due to financial exigency or the discontinuance of a program or department of instruction, the position previously held by the terminated faculty member cannot be filled by a replacement within a period of at least three years unless the terminated faculty member first has been offered reappointment and an opportunity to accept such reappointment within thirty days.

4.11.   Non-tenure track appointments, part-time appointments, joint appointments, and “visiting” faculty appointments are not subject to tenure regulations.  The period during which a faculty member serves in a non-tenure track capacity, in a “visiting” capacity in the School, or as a part-time faculty member shall not be counted in applying tenure regulations.

5.0.     Joint Appointments

5.1.    General Policy

Joint appointments with other divisions of the University and other departments of this School are encouraged whenever it is believed that such appointments would enrich the programs of the divisions or department involved and/or when it appears to be professionally advantageous to a faculty member.  The faculty member so appointed will continue to have primary academic obligations to the department of primary appointment and it is expected that the major portion of the individual’s effort will be identified with the division of primary affiliation.  Joint appointments should be made only when there is a tangible contribution by the faculty member to the departmental program.  Courtesy appointments should be avoided.  Joint appointments will not be designated as such for individuals holding part-time or emeritus appointments.  Individuals holding two or more part-time appointments will be appointed separately to each department and will not hold joint appointments.  Those holding emeritus appointments do not require formal action for joint appointments.

5.2.    Rank

Joint appointments are made without designation of rank in the department or division of the secondary appointment.

5.3.    Responsibility for Promotion, Tenure, and Salary Level

Responsibility for recommendation for promotion and the granting of tenure rests with the department of primary affiliation and, similarly, consideration of the recommendation with the division of primary affiliation.  The Dean of the division of primary affiliation will establish the annual salary level with appropriate consultation, in case of interdivisional appointments, with the other deans involved.  The amount of the salary paid by each division should reflect the portion of total effort assigned that division.

5.4.    Under no circumstances will service of a continuing nature to one division be regarded as additional effort over and beyond the faculty member’s full-time obligations to another.

5.5.    Procedure for Appointment

Joint appointments are proposed by the chair of the department of secondary appointment with the consent of the chair of the department of primary affiliation and, when appropriate, the Dean of the division in which the primary appointment is held. Proposed joint appointments are placed before the Advisory Board for approval but should be considered primarily as informational, subject to discussion only under unusual circumstances.

6.0.     Criteria and Procedures for Appointment and Promotion of Full-time Professorial Faculty

Recruitment for all professorial positions must be requested and justified by the Chair, discussed by the Advisory Board and approved by the Dean.  Such positions will normally only be filled following a national search (refer to Section 2.3.).  The search process must be documented in the Affirmative Action Form and its compliance monitored by the Dean, and by the Appointments and Promotions and Affirmative Action Committees.  In addition, the position will be designated as tenure track or non-tenure track at the time a Chair requests creation of the position.

Professorial faculty are expected to engage in a combination of research and/or practice, educational activities, and service activities to the School, to the University, and to the larger community.  The first two of these activities (research/practice and education) involve scholarship.  The balance of activities and expectations should be appropriate to the needs of the department and the School.  Appointments and promotions decisions will be based on the needs of the department and School identified by the department for the individual faculty member as well as the faculty member’s success in meeting these goals.  It is anticipated that all professorial appointments will focus on scholarship.  In each case, the Appointments and Promotions Committee will have full information regarding the expectations and balance indicated for the individual faculty member.

“Guidelines for Criteria to be Applied in Evaluating Candidates for Appointments and Promotions Primarily upon the Basis of their Contributions to Professional Practice” are attached in Appendix 1.  While traditionally scholarship is the identification and dissemination of new knowledge, scholarship in professional practice may be evaluated by contributions to and influence on the directions of a public health-related field of endeavor, as documented by the candidate and confirmed by the Appointments and Promotions Committee.

A position on the tenure track is created to provide long-term development in an area critical to the academic mission of the School.  Tenure track faculty are appointed and promoted with the expectation that they will fulfill a central, academically compelling long-term need of the School.  On occasion, opportunities for public health research, education, or practice may arise that require faculty and commitments to specific areas beyond what can be provided by the tenure track faculty.  In these circumstances, faculty will be appointed (and promoted when appropriate) on the non-tenure professorial track to respond to these specific opportunities and others like them that may arise in the future.

The School’s commitment to each non-tenure track faculty member is project/program-specific as delineated by the department chair with oversight by the Dean.  A position on the non-tenure track provides a mechanism for recognizing excellence and accomplishments comparable to professorial faculty on the tenure track.  Faculty in the non-tenure track, just as in the case of tenure track faculty, are expected to be recognized nationally and internationally as leaders in their field (or, for the junior ranks, have the potential to become so) and are expected to contribute to research and/or professional practice and to the teaching enterprise of the School.

Promotion on the non-tenure track depends upon meeting the same criteria as on the tenure track, with no expectation or requirement for the development of independent funding.  The academic roles of faculty holding these titles will be defined in the offer of appointment and should be reviewed and revised as agreed upon at the time of reappointment or annual review with the Department chair.

As described in Section 2.3. on Faculty Searches, criteria and procedures used to appoint and promote faculty in the non-tenure track are the same as those used to appoint and promote faculty in the comparable ranks of the tenure track.

6.1.    Selection and Appointment of Departmental Chairs

Whenever possible, at least eighteen months before the position is expected to become vacant, an ad hoc committee of not less than five individuals will be appointed by the Dean.  This committee will include not less than three faculty, none of whom shall be members of the department.  At least one of the members shall be a member of the Appointments and Promotions Committee.  At least two members of the committee shall have expertise in the field. Individuals appointed from the faculty will hold the rank of professor except one who will hold the rank of associate professor.

The committee will have a dual responsibility.  The first will be to review the present program and staff of the department to identify its strengths and weaknesses.  The relationship of the department to other components of the School and the future directions that the department should take will be given careful consideration.  All options will be considered:  (1) the expansion and strengthening of the department or addition of other functions to it; (2) splitting of the department into two or more departments or divisions; (3) combining of some of its activities with those of one or more other departments; and (4) elimination of the department as an organizational unit.  The committee will seek the opinions of all members of the staff and students of the department and other members of the faculty and student body on as large a scale as is deemed appropriate.  It is important that advice from outside the School be sought from eminent leaders in the field of public health in general and in the field in question.

The committee will keep in close touch with the Dean during this period of study and when it has reached a decision, a report will be made to the Advisory Board through the Dean.  If the Advisory Board rejects the recommendations of the committee, it will give explicit instructions to the committee if it desires further study.

Following a decision by the Advisory Board as to the future of the department, the committee will begin the second phase of its activities—the nomination of an individual to chair the department.  Because the new chair might also be given a new professorial appointment, this search committee will also be appointed as an ad hoc committee of the Appointments and Promotions Committee by the chair of the Appointments and Promotions Committee.  It would differ from the usual ad hoc committee for appointment at the rank of professor in two respects:  (1) any member of the search committee who is concurrently a member of the Appointments and Promotions Committee need not be the chair of this ad hoc committee; and (2) one member would be an associate professor.  The position of department chair will be publicly advertised in appropriate professional media and nominations solicited from a broad spectrum of educators both within and outside the School.  Such positions will only be filled following a national search (refer to Section 2.3.).

After careful screening, selected candidates will be invited to visit the School for (1) interviews with the committee, members of the faculty and students of the department, other faculty with a close working relationship with the department, the Dean, and others as may be deemed appropriate, and (2) participation in some type of academic exercise before a reasonably wide audience.

In deciding upon suitable nominees, many factors will be borne in mind.  The nominee should be qualified for appointment at the rank of professor as set forth in Section 6.2.  In addition, the nominee should possess other qualities, including a capacity for leadership and management of a department and an ability to foster faculty development.  Due consideration must be given to the views of existing faculty of the department concerned, since it is they with whom the new chair will be expected to work most closely.  Finally, since it will be necessary that the new chair work closely with the Dean, it is important that the individual be someone in whom the Dean has confidence.

When a decision has been reached, the academic appointment as professor will be recommended by the committee to the Advisory Board through the Dean and the Appointments and Promotions Committee, as is the case with other academic appointments.  Recommendation for the candidate’s appointment as department chair will be forwarded to and approved by the Dean.  The nominee’s academic appointment as professor will be tenured but the post of department chair does not bear tenure.

6.2.    Criteria for Appointment at the Rank of Professor

The most important general criteria are that the candidate should be recognized nationally and internationally as a leader in a field of endeavor related to the public’s health and should exhibit dedication to his/her profession, students, and the School.  (Refer to Section 6.5. Advancement and Ongoing Responsibilities of the Professorial Faculty.)

The candidate should exhibit the qualities of: a scholar through the production of original knowledge and its dissemination; a teacher who is capable of communicating effectively with students; and a leader and active participant in the diverse professional service activities of the School, the University, and the community at large.  Evidence of sustained accomplishments and potential for continued growth in these areas should be clear.  Moreover, the candidate’s particular field of knowledge and skills should be identified as relevant to the School’s fundamental academic responsibilities and goals.

For each individual, scholarship represents original research, innovations in public health practice, or an appropriate balance between the two.  Scholarship involves originality of thinking as well as the ability to communicate effectively with the scientific and professional community at large.  Scholarship is evidenced by continuing publication of original work in respected journals, books, monographs, and original reports.

Evidence of exemplary educational contributions shall be provided in the areas of directing and mentoring graduate students in masters, doctoral, postdoctoral, and professional practice educational programs, designing academic programs, development of educational materials, classroom, and non-traditional teaching venues, and service on departmental, School, and University academic committees.

Because the School of Public Health has a special role not only in the scientific community but also in the broader community, evidence of the candidate’s participation in professional service and practice activities is an important component of the evaluative process.

Within these broad guidelines, it is the responsibility of the Committee on Appointments and Promotions to weigh carefully the attributes of each nominee and to recommend accordingly to the Advisory Board.  More specific guidelines are articulated in the “Appointments and Promotions Guidelines for Ad Hoc Committees” (Appendix 2).

6.2.1.  Procedures

          A recommendation for appointment or promotion to the rank of professor is the responsibility of the department chair and will be submitted by the chair in a letter to the Dean.  This will be done only after consultation with the departmental Appointments and Promotions Committee and with the division director if appropriate.  Whenever a candidate has been considered formally for promotion, it will be the responsibility of the department chair to inform the candidate personally and in writing of the reasons for and the nature of the departmental decision.

          The chair’s letter of recommendation to the School’s Appointments and Promotions Committee should outline the duties to be carried out by the professor and justify the need of the department for an additional professorial faculty member to assume these responsibilities.  The letter should also include comments on his/her demonstrated scholarship, teaching, and general reputation in his/her field.

          In addition to the letter of recommendation, the chair shall provide a complete and current curriculum vitae in the approved School format (attached), reprints of three to five publications of the individual, and the names of at least six referees who might appropriately be asked to write letters of reference.  These external referees should be chosen on the basis of their expertise and standing in their field, and shall not be contacted by the department regarding the promotion. 

          A separate letter shall be submitted to the Dean’s Office indicating the nominee’s sources of salary support for the past five years, if the nominee has been at the School, expected sources of salary support during the next three years, and proportionate amounts each year expected to be received from general funds.  Nominations for professor with tenure will be transmitted to the committee only for those individuals for whom a fiscal plan has been developed that is considered satisfactory by the Dean and the department chair.  In cases where a motion is brought for promotion to professor without a motion for tenure, an explanation will be provided to the Advisory Board.

          For new appointments, an Affirmative Action Form must accompany the nomination.

6.2.1.1. Formation of ad hoc committee

          The chair of the Appointments and Promotions Committee will appoint an ad hoc committee of three members; where circumstances warrant, a fourth member may be added.  The membership will include:

a.      one member of the Appointments and Promotions Committee, who will serve as chair;

b.      two members knowledgeable in the candidate’s field of scholarly activity.

          The department chair will be asked to suggest names of Hopkins faculty members knowledgeable in the candidate’s field.  The Committee on Appointments and Promotions will consider these and other names in selecting the two ad hoc committee members knowledgeable in the candidate’s field.  Usually at least one of these members will have a primary appointment in the School.  The second member might hold a primary appointment in another division of the University or, in exceptional cases, might hold an appointment at another institution.  The chair of the ad hoc committee will not hold a primary appointment in the candidate’s department but one of the other two members may hold such an appointment.  All members of the ad hoc committee must be tenured or tenure-eligible professors unless the nominee is also to be appointed as a department chair (refer to Section 6.1.).  The Committee may recruit consultants as desired, including individuals from outside the School and University.  The “Guidelines for Ad Hoc Committees” contain additional procedural information on the formation, confidentiality, review, solicitation of referees, processing of information requests, final ad hoc review, and Appointments and Promotions Committee action (see Appendix 2).

6.2.1.2. Functions of ad hoc committee

          Immediately after appointment, the committee will meet to decide how it wishes to proceed with its evaluation and what information, letters of reference, etc., it wishes to obtain.

          The chair of the ad hoc committee will have primary responsibility to assure that inquires are made regarding the candidate as the chair and the committee so decide.  This may include personal interviews with referees and the securing of letters of reference.  The letters of reference will be requested by the Dean’s Office.  It is required, however, that there be available at least six letters of reference from recognized colleagues outside the University.

          The letters of reference should include a statement regarding the candidate’s general worthiness for appointment at the rank of professor, reputation and standing in the field, principal contributions to knowledge, teaching and research abilities, a comparison with others in the same field, an indication as to whether at the referee’s institution, the referee would consider the individual for appointment at the rank of professor, and such other comments as might be deemed helpful to the committee in making its decision.  The chair of the department should be given an opportunity to elaborate verbally upon the candidate’s letter of recommendation.

          The ad hoc committee will also evaluate the candidate’s credentials for teaching and student advisement.  The faculty of the School teach in many diverse ways so the teaching cannot be evaluated by a standard “formula” applicable to all candidates.  The ad hoc committee should refer to the “Guidelines for Ad Hoc Committees” for further information on evaluating the candidate’s teaching.  It will include in its recommendation letter to the Appointments and Promotions Committee a summary of how the evaluation of teaching was done and its conclusions.

          Once a decision is made by the ad hoc committee, recommendation is made to the Appointments and Promotions Committee for review.  Barring unusual circumstances, this should be done within nine weeks after the ad hoc committee’s initial meeting.  This committee can take several actions according to the circumstances:  (1) if the ad hoc committee has made a favorable recommendation and the committee concurs, the recommendation is forwarded through the Dean to the Advisory Board for action; (2) if the ad hoc committee has made an unfavorable recommendation and the committee concurs, the chair informs the department chair, who may withdraw the nomination or appeal the matter to the Advisory Board; or (3) if the committee disagrees with the recommendations of the ad hoc committee or desires further information, it will meet with the members of the ad hoc committee to secure the additional information or resolve the differences.  If differences in judgment remain, the committee forwards its recommendations to the Advisory Board along with the report of the ad hoc committee and an explanation of the disagreement.  The recommendations from the Committee on Appointments and Promotions to the Advisory Board will not relate to consideration of tenure.

          A copy of the “Appointments and Promotions Guidelines for Ad Hoc Committees” is attached (Appendix 2).

6.3.    Appointment or Promotion to the Rank of Associate Professor

6.3.1.  Initial Appointment

6.3.1.1. Criteria

          An associate professor is expected to have major responsibilities in his/her department, in the University, and in the community.  Considerations in regard to contributions in scholarship, education, and service are similar to those required for appointment to professor; however, the contributions expected are less (refer to Section 6.5. Advancement and Ongoing Responsibilities of the Professorial Faculty).  If an individual is involved in collaborative research, a careful description of the individual’s contributions to those collaborations should be given.  Importantly, individuals considered at this rank have demonstrated potential for eventual promotion to professor.

          Evidence of exemplary educational contributions shall be provided in the areas of directing and mentoring graduate students in masters, doctoral, postdoctoral, and professional practice educational programs, designing academic programs, development of educational materials, teaching in classroom and non-traditional teaching venues, and service on departmental, School, and University academic committees.

          Because the School of Public Health has a special role not only in the scientific community but also in the broader community, evidence of the candidate’s participation in professional service and practice activities is an important component of the evaluative process.

          Within these broad guidelines, it is the responsibility of the Committee on Appointments and Promotions to weigh carefully the attributes of each nominee and to recommend accordingly to the Advisory Board.  More specific guidelines are articulated in the “Appointments and Promotions Guidelines for Ad Hoc Committees” (Appendix 2).

6.3.1.2. Procedures

          As for professors except that tenure track associate professors may be appointed to the ad hoc committee.  These procedures are detailed in the “Appointments and Promotions Guidelines for Ad Hoc Committees.”

6.3.2.  Reappointments (Tenure Track)

6.3.2.1. Criteria

          As above, plus satisfactory evidence of progressive growth during his/her first term as associate professor.

6.3.2.2. Procedures

          A letter of recommendation from the department chair similar to that written for appointment to a first term is required.  Action will be taken only following consultation with a departmental or interdepartmental committee.  In general, the process of reappointment by the School-wide Appointments and Promotions Committee should take no longer than 4 months without an ad hoc committee and 8 months with an ad hoc committee.  Terminal appointments can be handled in two ways.  An individual can complete their appointment and if not previously notified, be given at least a one-year terminal appointment.  Alternatively, a notice of a terminal appointment can be given at least one year prior to the end of the current appointment.

          A separate letter should be submitted to the Dean’s Office indicating the nominee’s expected source of salary support during the next appointment period and proportionate amounts each year expected to be received from School funds.  Nominations will be transmitted to the Appointments and Promotions Committee only for those individuals for whom a fiscal plan has been developed which are considered satisfactory by the Dean and the department chair.

          Ordinarily, a recommendation for reappointment (through year 6) is reviewed by the Appointments and Promotions Committee without reference to an ad hoc committee.  However, if for any reason the Appointments and Promotions Committee has reservations about the continued appointment of an individual, an ad hoc committee may be appointed, given the same responsibilities and follow similar procedures to those outlined under Sections 6.2.1.1. and 6.2.1.2.

          Ordinarily, individuals are promoted or terminated by the end of their ninth year.  However, provisions may be made for a special term or contractual appointment beyond the ninth year, in rare situations, if mutually agreed upon by the associate professor and the department chair, and approved by the Appointments and Promotions Committee and by the Advisory Board.  Appointments beyond the ninth year at the rank of associate professor are exceptional.

6.4.    Appointments at the Rank of Assistant Professor

6.4.1.  Initial Appointment

6.4.1.1. Criteria

          Appointments to this rank will be extended to individuals who give evidence of competence and promise in scholarship, education, and service.  Appointees to this rank are normally expected to conduct independent scholarship, to participate in academic programs of the department and School, and to participate in service activities.  (Refer to Section 6.5. Advancement and Ongoing Responsibilities of the Professorial Faculty.)

          Evidence of exemplary educational contributions or the potential to do so, shall be provided in the areas of directing and mentoring graduate students in masters, doctoral, postdoctoral and professional practice educational programs, designing academic programs, development of educational materials, classroom and non-traditional teaching venues, and service on departmental, School, and University academic committees.

          Because the School of Public Health has a special role not only in the scientific community but also in the broader community, evidence of the candidate’s participation in professional service and practice activities is an important component of the evaluative process.  Appointments may be for terms of one to three years.

          Within these broad guidelines, it is the responsibility of the Appointments and Promotions Committee to weigh carefully the attributes of each nominee and to recommend accordingly to the Advisory Board.  More specific guidelines are articulated in the “Appointments and Promotions Guidelines for Ad Hoc Committees” (Appendix 2).

          A letter of recommendation accompanied by a current curriculum vitae, in the approved School format (attached), will be submitted by the department chair through the Dean to the Appointments and Promotions Committee.  If an individual is involved in collaborative research, a careful description of the individual’s contributions to those collaborations should be given.  The recommendation will be made only after consultation with the departmental Appointments and Promotions Committee.  The letter should be accompanied by at least two letters from individuals knowledgeable in the candidate’s field of expertise which evaluate the candidate’s qualifications for appointment at the rank of assistant professor.

          A separate letter should be submitted to the Dean’s Office indicating the nominee’s expected source of salary support during the term of appointment.  Nominations will be transmitted to the Committee only for those individuals for which a fiscal plan has been developed that is considered satisfactory by the Dean and the department chair.  Appointment to this rank does not require the formation of an ad hoc committee of the Appointments and Promotions Committee.

6.4.2.  Reappointment (Tenure Track)

          Discretion as to reappointment at the rank of assistant professor during the second to fifth year will rest primarily with the department chair who each year will submit to the Appointments and Promotions Committee a list of all assistant professors whom he/she would propose for reappointment for the following year or years.  Unless the committee has specific cause to evaluate more carefully any nominee, the names will be transmitted without further evaluation to the Advisory Board for formal action.

          Should there be a question about re-appointment of any nominee, the Appointments and Promotions Committee may appoint an ad hoc subcommittee as under Sections 6.2.1.1. and 6.2.1.2.

          No person may hold the rank of assistant professor for more than six years without special approval of the Advisory Board.  The extension of an appointment beyond the sixth year at the rank of assistant professor warrants exceptional justification based on promise of eventual promotion.

          If promotion is envisioned, this should be proposed and justified by the beginning of the sixth year so that, should the recommendation be rejected, a one-year notice of termination can be given.  With the letter should be provided a current curriculum vitae, in the approved School format (attached), information regarding the duties being carried out by the individual, and an outline of his/her scholarly, educational, and service activities.  If an individual is involved in collaborative research, a careful description of the individual’s contributions to those collaborations should be given.

          Each request for extension of appointment at the rank of assistant professor beyond the sixth year must be submitted through the Dean to the Appointments and Promotions Committee in a special letter from the department chair.  Extensions for periods of one to three years may be proposed.  Indication should be given as to which of the following actions are anticipated:  (a) termination of the individual’s service after one-year’s notice, or (b) justification for a special request to the Appointments and Promotions Committee for an extension of the appointment beyond the sixth year.

          The recommendation will be considered by the Appointments and Promotions Committee that may request the appointment of an ad hoc committee for a more thorough examination of the merits of the recommendation.  The ad hoc committee will be comprised as under Sections 6.2.1.1. and 6.2.1.2. except that one of the committee will be at the rank of associate professor and one at the rank of assistant professor.

6.5.    Advancement and Ongoing Responsibilities of the Professorial Faculty

The faculty are the School’s most important asset.  From the time the School was founded, the faculty have been noted for their intellectual rigor, innovation, and an almost unique culture of collegiality and mutual support.  Junior faculty are encouraged to develop their research, professional practice, and teaching agenda as consistent with their rank and title.  More senior and tenured faculty who have established their careers at the forefront of their respective areas provide mentoring and leadership for junior colleagues.

Formalizing the expectations for faculty at different stages of their careers contributes to the ultimate success of the junior faculty in rising through the academic ranks, and clarifies the role of the senior faculty in assisting junior faculty and in more actively participating in the governance and leadership of their disciplines, departments, and the School as a whole.  The primary expectations for all faculty, at every stage of their careers, are scholarly excellence and contributions to educational programs.

6.5.1.  Junior Faculty

          The primary responsibilities of the junior-most faculty (traditionally newly appointed assistant professors) are to:

a.      Familiarize themselves with the research, educational, and professional aspects of the School’s collective enterprise;

b.      Identify important public health-related research and/or practice areas they will pursue—particularly ones in which their training or experience provides them with unique opportunities—that fit within the mission of their department and the School;

c.      Develop skills as educators by participating in educational programs, and seek guidance on how to be effective teachers and how to make efficient use of the time committed to this role;

d.      Seek advice from relevant faculty, deans, their chairs, and a formal mentor or group of mentors (if assigned) on whatever subjects are perceived to be related to their success and goals.  While it is the responsibility of senior faculty and chairs to provide advice, only the junior faculty can recognize when this is adequate to their needs.  Committee chairs, deans, departmental chairs, and senior faculty are interested and willing to provide professional advice.  A faculty member should feel free to seek guidance from whomever they wish.  The School has made an investment in all its faculty and therefore wants them to succeed; and

e.      Orient themselves to the basic mechanics of operating within the centers, divisions, and departments in which they work.

          The faculty should discuss issues of interest and concern with their department chairs and/or a relevant dean, whenever necessary.

          Members of the School’s Appointments and Promotions Committee review the progress of all professorial faculty annually and share their assessment with the department chair as a means of further informing the process.  Department chairs will review every faculty member’s expectations and progress on an annual basis.  This annual review should include a summary of the Appointments and Promotions Committee’s assessment, and provide junior faculty with guidance on their career development.

6.5.2.  Mid-Level Faculty

          As faculty gain experience and seniority (e.g., associate professors), they increasingly assume additional responsibilities to:

a.      Become leaders in their chosen areas by achieving a national reputation;

b.      Make a meaningful contribution to the School’s educational program.  Excellence in teaching is an important component of the promotions process, and a “teaching portfolio” is an important piece of documentation.  Educational offerings might include: taking on existing courses previously taught by others; revamping existing courses; adding new courses; and/or participating with faculty from the same or other departments in developing or modifying courses, symposia, seminars, and the like.

c.      Assume more meaningful assignments within the governance structure of the School (particularly the Institutional Review Boards and departmental reviews).  Some committees (Appointments and Promotions) and most committee chairmanships are reserved for the most senior faculty (full professors); and

d.      Mentor more junior faculty.  It is expected that all faculty will provide guidance and mentor faculty more junior to them, within their areas of relevance and commensurate with their own experience.  The School’s success reflects the collective success of all its faculty; its collegial culture helps to ensure that those faculty who share this culture and thrive in the pursuit of intellectual excellence at the School will succeed.

6.5.3.  Senior Faculty

          By the time faculty have achieved full professorial status, they will have a proven record of scholarly excellence and achieved national and international recognition through successful conduct of research, practice, and educational responsibilities.  They will also have substantial experience providing mentoring to students and junior faculty alike.  At this level of accomplishment, senior faculty are now efficient at these activities.  Specific responsibilities include:

a.      Direct research and/or practice programs relevant to the School that maintain the faculty member as an international leader and that provide support for junior faculty and students;

b.      Take additional responsibility for developing and leading educational programs;

c.      Mentor and support faculty more junior to themselves as an important, formal obligation.  Junior faculty may be assigned a network of mentors and/or a primary mentor.  Every senior faculty member asked by their chair to specifically mentor a more junior faculty member is expected to faithfully fulfill this endeavor to the highest standard.  Senior faculty are also expected to advise junior faculty, when relevant and appropriate, if informally approached by that faculty member;

d.      Assume increasing responsibility for committee assignments.  Chairing major committees and actively participating as members on those to which they have been assigned (e.g., Appointments and Promotions, Institutional Review Boards, etc.) is a critical faculty role in the leadership and governance of the School;

e.      Fulfill other leadership and governance duties assigned to them by the chairs of their departments or the Dean of the School; and

f.       Continue scholarly activities and use sponsored awards to help support and advance the careers of junior faculty and students.

          It is the stated policy of the School that, to the greatest extent possible, leadership and governance of its three-pronged mandate (scholarship, educational, and professional practice) be vested in its faculty.  All faculty assume their reasonable share of these responsibilities.  Senior faculty who, by the nature of their positions, will have successful research, practice, and educational programs have the greatest responsibility for participating in the School’s governance and leadership.  Such participation is considered an explicit and formal part of their ongoing obligations to the collective success of the School.

6.5.4.  Every chair (or his/her designee) will meet annually, on an individual basis, with every professorial-track faculty member of their department, at which time they will review the expectations for that faculty member, the degree to which they are being fulfilled by the faculty member, and any remedial action that might benefit the faculty member and the School, and report progress to the Appointments and Promotions Committee.

6.6.    Review of Professorial Faculty on the Tenure Track

Annually, the Appointments and Promotions Committee shall review with each department chair the academic progress of all assistant professors and associate professors holding primary appointments in the department.  One purpose of this review is to assist the chair in the interpretation and application of the promotion procedures set forth in this section of the PPM.  A second purpose is to provide for extra-departmental review of all non-tenured faculty on a uniform regular basis.  Finally, the review enables the Committee on Appointments and Promotions to execute its duties and responsibilities with efficiency and with equity across departments.  This review in no way alters the promotion procedures outlined above, but it does serve to supplement the overall review and promotion process.

6.7.    Review of Professorial Faculty on the Non-Tenure Track

Annually, the Appointments and Promotions Committee shall review with each department chair the academic progress of all ranks of professorial faculty on the non-tenure track holding primary appointments in the department.  One purpose of this review is to assist the chair in the interpretation and application of the promotion procedures set forth in this section of the PPM.  A second purpose is to provide for extra-departmental review of all non-tenured faculty on a uniform regular basis to ensure appropriate and timely consideration for promotion, which is particularly important in the absence of a “clock.”  Finally, the review enables the Appointments and Promotions Committee to execute its duties and responsibilities with efficiency and with equity across departments. This review in no way alters the promotion procedures outlined above, but it does serve to supplement the overall review and promotion process.

7.0.     Criteria and Procedures for Appointment and Promotion of Full-Time Scientist Track Faculty

The scientist track recognizes stages of career development among faculty working as essential members of teams led by professorial faculty.  The academic roles of faculty holding these titles will be defined in the offer of appointment and should be reviewed and revised as agreed upon, at the time of reappointment or annual review with the department chair.  Three levels of accomplishment are recognized within this non-tenure track:  senior scientist, associate scientist, and assistant scientist.

Academic departments may ask scientist track faculty to 1) serve as primary instructor or co-instructor in formal courses; 2) serve as primary advisor for masters and post-doctoral students; and 3) serve on examination committees.  Service of scientist faculty on examining committees is subject to the regulations governing participation of adjunct faculty on such committees.  The only teaching activity not available to scientist-track faculty is service as primary academic advisor for doctoral students.

Senior, associate, and assistant scientists can also serve on University, School, and departmental committees.  This service may include ad hoc committees for review of new appointments or promotions in the scientist track.

It is the responsibility of the Dean and the Appointments and Promotions Committee to weigh carefully the attributes of each nominee for appointment to or promotion within the scientist track and to recommend accordingly to the Advisory Board.

7.1.    Appointment or Promotion to the Rank of Senior Scientist

7.1.1.  Criteria

          The most important general criterion is that the candidate should be recognized as a major and consistent contributor in an appropriate field of endeavor.

          The candidate should provide exemplary expertise contributing to the success of the program of which they are a part.  Level of accomplishment will be judged based upon achievements in the areas of research, professional practice, and/or education, requiring excellence in at least one of these areas.  Evidence of sustained accomplishments and potential for continued growth in these areas should be clear.

          Appointments are generally for indefinite periods but may be for contractual terms up to three years, are without tenure implications, and are without set limits as to the number of years of service at that rank.

7.1.2.  Procedures

          A recommendation for appointment or promotion to the rank of senior scientist is the responsibility of the departmental chair and will be submitted by the chair in a letter to the Dean.  This will be done only after consultation with the division director, if appropriate, and with the departmental Appointments and Promotions Committee.  Whenever a candidate has been considered formally for promotion, it will be the responsibility of the departmental chair to inform the candidate personally and in writing of the reasons for and the nature of the departmental decision.

          The chair’s letter of recommendation to the School’s Appointments and Promotions Committee should outline the duties to be carried out.  The letter should also include comments on demonstrated accomplishments.

          When the recommendation from the chair is for a change in appointment or promotion, the letter should clearly indicate the reasons or justification for the department’s request for the appointment/promotion in the scientist track.  The chair in his/her letter for a senior scientist must comment also on the qualities of excellence of the individual, and their distinct and exceptional contribution to the program(s) in which they participate.

          In addition to the letter of recommendation, the chair should provide a complete and current curriculum vitae in the approved School format (attached).  For recommendations for new appointments and promotions to senior scientist, the chair shall submit reprints of five publications of the individual, a list of faculty qualified to serve on an ad hoc committee, and letters of reference from four referees, at least two of which will be external to the School.  The letters should comment on the candidate’s reputation, level of excellence and contributions to the field of endeavor.  No more than two letters shall be from the department of the nominee.

          A separate letter should be submitted to the Dean’s Office indicating the nominee’s expected source of salary support in the future, and sources of support for the past five years if the nominee has been at the School.  No Affirmative Action Form is required.

          An ad hoc committee, chaired by a member of the Appointments and Promotions Committee not holding a primary appointment in the candidate’s department, will be formed for new appointments and promotions to senior scientist.  The ad hoc committee may elect to solicit additional letters from external or internal referees.  All members of the ad hoc committee must hold the rank of senior scientist or professor.

7.2.    Appointment or Promotion to the Rank of Associate Scientist

7.2.1.  Criteria

          The most important general criterion is that the candidate should be recognized as a major and consistent contributor in an appropriate field of endeavor, with continuing promise for growth.

          The candidate should provide exemplary expertise contributing to the success of the program of which they are a part.  Level of accomplishment will be judged based upon achievements in the areas of research, professional practice, and/or education, requiring excellence in at least one of these areas.  Evidence of sustained accomplishments and potential for continued growth in these areas should be clear.

          Appointments are generally for indefinite periods but may be for contractual terms up to three years, are without tenure implications, and are without set limits as to the number of years of service at that rank.

7.2.2.  Procedures

          A recommendation for appointment or promotion to the rank of associate scientist is the responsibility of the departmental chair and will be submitted by the chair in a letter to the Dean.  This will be done only after consultation with the division director, if appropriate, and with the departmental Appointments and Promotions Committee.  Whenever a candidate has been considered formally for promotion, it will be the responsibility of the departmental chair to inform the candidate personally and in writing of the reasons for and the nature of the departmental decision.

          The chair’s letter of recommendation to the School’s Appointments and Promotions Committee should outline the duties to be carried out.  The letter should also include comments on demonstrated accomplishments.

          When the recommendation from the chair is for a change in appointment or promotion, the letter should clearly indicate the reasons or justification for the department’s request for the appointment/promotion in the scientist track.  The chair in his/her letter for a associate scientist must comment also on the qualities of excellence of the individual, and their distinct and exceptional contribution to the program(s) in which they participate.

          In addition to the letter of recommendation, the chair should provide a complete and current curriculum vitae in the approved School format (attached). For recommendations for new appointments and promotions to associate scientist, the chair shall submit reprints of five publications of the individual, a list of faculty qualified to serve on an ad hoc committee, and letters of reference from four referees, at least two of which will be external to the School.  The letters should comment on the candidate’s reputation, level of excellence and contributions to the field of endeavor.  No more than two letters shall be from the department of the nominee.

          A separate letter should be submitted to the Dean’s Office indicating the nominee’s expected source of salary support in the future, and sources of support for the past five years if the nominee has been at the School.  No Affirmative Action Form is required.

          An ad hoc committee, chaired by a member of the Appointments and Promotions Committee not holding a primary appointment in the candidate’s department, will be formed for new appointments and promotions to associate scientist.  The ad hoc committee may elect to solicit additional letters from external or internal referees.  All members of the ad hoc committee must hold the rank of associate scientist, associate professor, or higher.

7.3.    Appointment to the Rank of Assistant Scientist

7.3.1.  Criteria

          Appointments to this rank will be extended to individuals who have shown evidence of competence and promise in research, professional practice, and, if applicable, education in public health, and will function in an important supportive role in professorial-led programs.

          Appointments are generally for indefinite periods but may be for a contractual term of up to three years, are without tenure implications, and are without set limits as to the number of years of service at that rank.

          Appointment to the rank of assistant scientist will not require an ad hoc committee.

7.3.2.  Procedures

          A recommendation for appointment to the rank of assistant scientist is the responsibility of the departmental chair and will be submitted by the chair in a letter to the Dean.  This will be done only after consultation with the division director, if appropriate, and with the departmental Appointments and Promotions Committee.  Whenever a candidate has been considered formally for promotion, it will be the responsibility of the departmental chair to inform the candidate personally and in writing of the reasons for and the nature of the departmental decision.

          The chair’s letter of recommendation to the School’s Appointments and Promotions Committee should outline the duties to be carried out and justify the basis for appointment.  The letter should also include comments on demonstrated accomplishments.

          The chair in his/her letter for an assistant scientist must comment also on the career goals and plans of the individual.  Two letters from individuals knowledgeable about the candidate’s contribution and future potential must be included.

          In addition to the letter of recommendation, the chair should provide a complete and current curriculum vitae in the approved School format (attached).

          A separate letter should be submitted to the Dean’s Office indicating the nominee’s expected source of salary support.  No Affirmative Action Form is required.

7.4.    Review of Scientist Faculty

Annually, the Committee on Appointments and Promotions shall review with each department chair the academic progress of senior scientists, associate scientists, and assistant scientists holding primary appointments in the department.  One purpose of this review is to assist the chair in the interpretation and application of the promotion procedures set forth in this section of the PPM.  A second purpose is to provide for extra-departmental review of all non-tenured faculty on a uniform regular basis.  Finally, the review enables the Appointments and Promotions Committee to execute its duties and responsibilities with efficiency and with equity across departments.  This review in no way alters the promotion procedures outlined above, but it does serve to supplement the overall review and promotion process.

8.0.     Criteria and Procedures for Appointment and Promotion of Full-Time Research Associate Faculty

Research associates and senior research associates are faculty whose primary mission is to support the research and practice enterprises of their department and the School.  The academic roles of faculty holding these titles will be defined in the offer of appointment and should be reviewed and revised as agreed upon, at the time of reappointment or annual review with the department chair.  Research associates will be considered for promotion to senior research associate in recognition of their experience, expertise and contributions to the School’s research and practice activities.

These appointments are not subject to consideration by the Appointments and Promotions Committee.

8.1.    Appointment or Promotion to the Rank of Senior Research Associate

8.1.1.  Criteria

          The rank of senior research associate is reserved for individuals who have demonstrated distinguished achievements above that of the research associate.  Appointments are generally for indefinite periods but may be for a contractual term for up to three years and are without set limits as to the number of years of service at that rank.

8.1.2.  Procedures

          A letter of recommendation for appointment is to be submitted by the department chair, supported with a current curriculum vitae in the approved School format (attached).  The letter should provide information regarding the duties to be performed by the appointee, departmental and School needs for the appointment, and commentary on the qualification of the individual.  No Affirmative Action Form is required.

          Promotion from the rank of research associate to the rank of senior research associate is requested in a letter from the department chair.  The letter should outline the appointee’s experience, expertise, and contributions to the School’s research and practice activities.  The letter will be accompanied by a current curriculum vitae in the approved School format (attached).

8.2.    Appointment to the Rank of Research Associate

8.2.1.  Criteria

          The primary mission of research associates is to support the research and practice activities of the School.

8.2.2.  Procedures

          A letter of recommendation for appointment is to be submitted by the department chair, supported with a current curriculum vitae in the approved School format (attached).  The letter should provide information regarding the duties to be performed by the appointee, departmental and School needs for the appointment, and commentary on the qualification of the individual.  No Affirmative Action Form is required.

8.3.    Review of Research Associate Faculty

Annually, the Appointments and Promotions Committee shall review with each department chair the academic progress of senior research associates and research associates holding primary appointments in the department.  One purpose of this review is to assist the chair in the interpretation and application of the promotion procedures set forth in this section of the PPM.  A second purpose is to provide for extra-departmental review of all non-tenured faculty on a uniform regular basis.  Finally, the review enables the Appointments and Promotions Committee to execute its duties and responsibilities with efficiency and with equity across departments.  This review in no way alters the promotion procedures outlined above, but it does serve to supplement the overall review and promotion process.

9.0.     Criteria and Procedures for Appointment to the Rank of Instructor

The title of instructor shall be reserved for non-tenure track faculty whose primary role is within the educational mission of the School and, except in rare circumstances, will have few responsibilities in either research or professional practice activities of the School.

9.1.    Criteria for Appointments to the Rank of Instructor

The rank of instructor is reserved for faculty members who devote the significant portion of their time to education as their primary responsibility to the School.

Appointments are generally for indefinite periods but may have contractual periods for up to three years and are without set limits as to the number of years of service at t