1 Kigagal

Csula Library Assignment

Chapter VI

Personnel and Professional Policies


Section D: Teaching Assignments

The Academic Year

(Administrative Code: Section 42751)

Academic year employees will be appointed for an academic year composed of any three quarters out of four consecutive quarters. In campuses on quarter system year-round operation, the period of four consecutive quarters within which an academic year employee serves shall begin with the quarter to which the employee is appointed. For continuing academic year employees, upon conversion of the campus to quarter system year-round operation, the period of four consecutive quarters shall begin with the fall quarter, provided, however, that continuing academic year employees who prior to conversion of their campus to quarter system year-round operation had served full time for the immediate preceding two semesters or three quarters, as the case may be, shall be considered to have served a full academic year for purposes of section 42654.

Teaching Assignments

(Senate: 10/24/89; President: 11/10/89; Editorial Amendment: 9/00, 8/01)

  1. The pattern of instruction for full-time academic year employees at campuses on quarter system year-round operation shall be three quarters of a period of four consecutive quarters, the fourth quarter of which period shall be an off-duty quarter except as otherwise provided in section 42901, subdivision (b).

  2. Following the initial academic year of service, the three quarters which the faculty member teaches, and the time during which a compensating quarter off may be taken, will be considered for each faculty member in light of the needs of that faculty member and the needs of the department/division/school, as mutually agreed to at the department/division/school and college level. If such agreement is not reached at that level, the final decision will be made by the President, consistent with the resolutions of the Board of Trustees.

  3. Assignment of an academic year employee to academic quarters shall be determined at as early a date as is feasible, but in any event at least one full quarter in advance of the beginning of the next succeeding academic year, unless the faculty member consents to a later determination. No such assignment may be made more than three years in advance.

Direction of Graduate Theses and Projects

(Senate: 2/9/07; President: 10/10/07)

The completion of graduate theses or projects may be an important part of the professional development of graduate students.  As such, they demand substantial amounts of faculty time and effort.  Accordingly, in consultation with the college dean, each college and each department/division/school shall develop policies and procedures to provide appropriate recognition of faculty directing graduate theses and projects including policies governing the allocation of units generated by graduate directed studies and theses projects.

Teaching Responsibilities

(Senate: 10/24/89; President: 11/10/89; Editorial Amendment: 9/00, 8/01)

Faculty members meet their assignments during advisement periods and on all instructional days up to and including Commencement.

Faculty members meet all assigned classes as scheduled; share in the advisement assignments; attend all department/division/school, college, and university faculty meetings; and serve on such department/division/school, college, and university-wide committees as required.

Faculty workload is covered in Article 20 of the Agreement.

Teaching an Extra Quarter Assignment

(Administrative Code: Section 42754)

  1. The term "extra quarter assignment" means the assignment given to an academic employee to teach full-time or part-time within the employee's four-quarter period,  a quarter other than one of the quarters which comprise the employee's academic year.

  2. In exceptional instances when the needs of the campus require it,  an academic year employee may teach an extra quarter assignment. The employee will not, as a general policy, teach more than six consecutive quarters, and subject to the exception in subdivision (e)(1), shall not be permitted to teach more than the equivalent of seven consecutive full-time quarters in The California State University.

  3. No academic year employee shall teach an extra quarter assignment unless the employee agrees to do so.

  4. When an academic year employee teaches an extra quarter assignment, the employee may elect whether such work shall be for extra compensation or for a quarter off at a later date. Service for a quarter off at a later date must be full time for the entire quarter. The employee shall make the election by notifying the campus in the form and in the manner and by the time prescribed by the President.

  5. An academic year employee may teach extra quarter assignments either for extra compensation or for a compensating quarter off at a later date; provided that:

    1. For extra compensation - the employee's teaching, including teaching pursuant to this subdivision (e), shall not exceed the equivalent of one quarter for extra compensation nor more than the equivalent of ten quarters during any triad. An exception may be granted by the campus President if an eleventh quarter assignment is essential to the offering of required instruction. No service credit for tenure, retirement, sabbatical leave, sick leave, or seniority will be earned during this extra quarter; and

    2. For a compensating quarter off at a later date - the employee's teaching, including teaching pursuant to this subdivision (e)(1), shall not exceed the equivalent of ten quarters during any triad. Such compensating quarter off will normally be taken during the employee's next succeeding academic year, but may, with the approval of the campus President or designee, be taken at a later time within 36 months of the completion of the extra quarter of service. No service credit for tenure, retirement, sabbatical leave, sick leave, or seniority shall accrue during the period of the extra quarter assignment, but shall accrue with respect to the paid time taken as a compensating quarter off, in the same manner as though the employee had taught during the period of such compensating time off rather than during the period of the extra quarter assignment.

  6. As used in this article, the terms "teach" and "teaching" shall include service during a period of sabbatical leave taken pursuant to Article 5 (commencing with section 43000) and service while on a special leave for research or creative activity taken pursuant to Article 5.1 (commencing with section 43050).

Section E: Employment Policies and Procedures

Equal Employment Opportunity

(Senate: 4/23/68, 4/27/76, 10/24/78, 7/14/81, 7/22/81 [EA], 5/11/04; President: 4/24/68, 5/3/76, 11/8/78, 8/6/81, 10/18/06)

Statement on Equal Employment Opportunity

California State University, Los Angeles affirms its commitment to equality of opportunity for all individuals. This commitment requires that no unlawful discrimination shall occur in the operation of any employment program of this University including recruitment, appointment, retention, tenure, promotion, compensation, benefits, transfers, layoffs, return from layoff, university-sponsored training, education, tuition assistance, and social and recreational programs.  California State University, Los Angeles serves a highly diverse student body in one of the nation's most diverse states.  Diversity among our faculty, staff, and administrators enriches our academic community.

This policy embodies and is intended to implement explicit requirements of State and Federal laws, Presidential Executive Orders, and policies of the California State University with regard to nondiscrimination and Affirmative Action, including Title VII of the Civil Rights Act of 1964, Executive Order 11246 as amended, Title IX of the Education Amendments of 1972, Veteran's Readjustment Assistance Act of 1974, Sections 503 and 504 of the Rehabilitation Act of 1973 as amended, and the Americans with Disabilities Act of 1990.

The Equal Employment Opportunity Compliance Program of the University seeks to attain the following:

  1. The achievement of a work force that utilizes the talents of all of our populations, with adequate representation of ethnic minorities, women, the disabled, and covered veterans.
  2. The elimination of discrimination in employment on the grounds of race, color, religious creed, national origin, gender, sexual orientation, marital status, pregnancy, age, physical or mental disability, medical condition (including HIV/AIDS), covered veteran status, political affiliation, or any legally protected status.
  3. The maintenance of genuine equality of opportunity by ensuring that reasonable requirements and the merits of the individual are the sole criteria for appointment, retention, and advancement of employees.
  4. The provision of opportunities for employees from underrepresented groups, as well as other employees, to improve their qualifications for advancement.

Furthermore, no retaliation shall occur because an individual filed a complaint of discrimination, opposed a discriminatory act, or participated in an investigation related to such a complaint.

The University Equal Employment Opportunity Compliance Program Plan shall be consonant with the CSU plan and shall include these elements:

  1. Analysis of faculty and staff employment utilization.
  2. The establishment of procedures for monitoring and self-assessment.
  3. A process for handling complaints of discrimination.
  4. A process for the dissemination of Equal Employment Opportunity policy and procedures.
  5. Policies and procedures designed to address issues related to nepotism, pregnancy and childbirth, sexual harassment, and discrimination based on religious creed, and national origin.
  6. Policies and procedures for the disable and covered veterans.
  7. Practices that promote the transaction of business with outside firms that observe Equal Employment Opportunity.
The implementation of the Equal Opportunity Compliance Program is the responsibility of , the head of each administrative unit, the central administration, and supervisors and managers at all levels.
The President has overall responsibility and accountability for implementing and maintaining the University's Equal Employment Opportunity Compliance Program, assisting units in complying with it and monitoring and evaluating the University's progress toward its goal.

Policy for The California State University

The complete text of Executive Order 883, "Systemwide Guidelines for Nondiscrimination and Affirmative Action Programs in Employment" as adopted by the Board of Trustees appears in Appendix O.

Policy on Nepotism

(Senate: 8/20/74, 3/5/97, 3/11/03; President: 8/22/74, 10/30/97, 5/7/03)

There shall be no University policy prohibiting employment of more than one member of an immediate family.* However, a faculty member shall not participate on Appointment, Retention, Tenure and Promotion (ARTP) or other peer review or award committees, including Sabbatical Leave Committees, where an immediate family member is to be considered that year. An immediate family member may not certify another member of that family regarding entitlement to salary or other funds. No person shall be denied an administrative position or prevented from carrying out the normal duties of that position, such as scheduling courses or other assignments, because of the presence on the faculty of an immediate family member within the unit being administered. In the event that there are disputes or complaints arising from administrative decisions made by a faculty member in an administrative position because of the presence of an immediate family member in the unit being administered, the complaints should be referred initially to the administrator immediately superior to that faculty member. The intent of this policy is that faculty members and administrators shall incur neither benefits nor harm due to the fact that an immediate family member is employed by the University.

No faculty member shall participate in evaluation of the work of a student who is a member of her/his immediate family.*

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*Members of an "immediate family" are defined as children, siblings, parents, spouse. or domestic partners. System policy appears in Appendix O .

Policy on Prohibition of Sexual Harassment

(Senate: 10/13/81, 10/12/93, 6/25/96; President: 11/4/81, 12/13/93, 9/9/96)

California State University, Los Angeles will take action to prevent and eliminate sexual harassment, as mandated by Chancellor's Executive Order 927 (Appendix P).

Sexual harassment is conduct subject to disciplinary action, including termination. Sexual harassment* includes but is not limited to:

  1. Unwanted sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature. 
  2. Any act which contributes to a workplace or learning environment that is hostile, intimidating, offensive, or adverse to persons because of the sexual nature of the conduct.
  3. Conditioning an act, decision, evaluation, or recommendation on the submission to or tolerance of any act of a sexual nature.

Although this policy focuses on the treatment of persons lacking or holding lesser authority by persons possessing greater authority, it does not preclude the possibility that sexual harassment may also be perpetrated by persons lacking or holding lesser authority, e.g., employee, student, or applicant. In determining whether conduct constitutes sexual harassment, the circumstances surrounding the conduct are considered.

The prohibition against sexual harassment applies to all transactions of University business, whether on or off campus.

Individuals with supervisory authority are responsible for reporting a formal complaint about sexual harassment to a designated complaint investigator.  Failure to do so may lead to appropriate administrative action.

Specific rules and procedures for reporting charges of sexual harassment and for pursuing available remedies are available in the following locations: Office of Human Resource Management; Office for Equity and Diversity; Office of the Vice President for Student Affairs; University Counseling Center; and Women's Resource Center.

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*The parameters of  "Sexual Harassment" are legally defined by state and Federal statutes and court decision.  While the policy set forth above describes actions which fall generally within the scope of "Sexual Harassment," all CSU employees and students are required to conduct themselves in a manner that avoids sexual harassment as defined by state and Federal law.

Consensual Sexual Relations Between Faculty and Students*

(Senate:  7/29/97; President:  12/4/97)

"Sexual relations between students and faculty members with whom they also have an academic or evaluative relationship are fraught with the potential for exploitation.   The respect and trust accorded a professor by a student, as well as the power exercised by the professor in an academic or evaluative role, make voluntary consent by the student suspect.  Even when both parties initially have consented, the development of a sexual relationship renders both the faculty member and the institution vulnerable to possible later allegations of sexual harassment in light of the significant power differential that exists between faculty members and students.

"In their relationships with students, members of  the faculty are expected to be aware of their professional responsibilities and avoid apparent or actual conflict of interest, favoritism, or bias."

It is unprofessional conduct for a faculty member to engage in any sexual relationship with a student while he or she is enrolled in that faculty member's class, or if a faculty member is acting in any other capacity which may directly affect the students academic career.

Failure to follow these standards will be grounds for investigation for disciplinary action.

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*The language in quotation marks is the statement adopted by the 81st Annual Meeting of A.A.U.P.

Policy on Campus Violence

(Senate:  6/25/96; President:  9/9/96)

California State University, Los Angeles is committed to creating and maintaining a learning, working, and social environment for all members of the University community which is free from violence.  The University has no tolerance for violence against and by members of the University community.  To fulfill this policy, the University will work to prevent violence from occurring and will ensure that Federal and state laws, as well as University regulations prohibiting violence, are fully enforced.

Civility, understanding and mutual respect toward all members of the University community are intrinsic to excellence in teaching and learning, to the existence of a safe and healthful workplace, and to the maintenance of a campus culture and environment which serve the needs of its many constituencies.  Threats of violence or acts of violence not only impact the individuals concerned, but also the mission of the University to foster higher education through open dialogue and the free exchange of ideas.  The University prohibits and will take decisive action to eliminate verbal harassment, as defined by California and Federal law, violent acts, threats of violence, or any other potentially disruptive behavior.  Such conduct is subject to disciplinary action up to and including dismissal from employment, expulsion from the University, or civil or criminal prosecution as appropriate.

Established University policies and procedures for faculty, staff, and students and department of public safety policy and procedures will serve as the mechanism for resolving situations of violence or threats of violence.   Each allegation of violence or threat of violence will be taken seriously.  Individuals are encouraged to report acts of violence, threats of  violence, or any other behavior which by intent, act or outcome might harm another person as detailed in the procedures.

Policy on Drugs in the Workplace

(Senate: 11/20/90; President*)

Background. The Drug-Free Workplace Act of 1988, mandates that organizations receiving Federal monies (Federal financial aid for students, grants and contracts) develop and implement programs that combat illegal drugs in the workplace. It mandates legal sanctions against any employee convicted of the illegal use, distribution, manufacture and sale of controlled substances (as defined in schedules I through V of the Controlled Substances Act, United States Code 812, as amended) in the workplace.

The Drug-Free Schools and Communities Act Amendment of 1989, (Section 1213 to Public Law 101226), calls for campuses to certify that substance prevention programs, including alcohol, have been developed and a time table established for implementation. This legislation incorporates such issues as the dissemination of information to students and employees, legal sanctions, health risks and available services for students.

Policy Statement. The illegal possession, manufacture, cultivation, distribution, use or sale of any controlled substance is prohibited in and on California State University, Los Angeles, owned or controlled property. Any staff or faculty member determined to have violated this policy on University time or premises will be subject to disciplinary action, up to and including dismissal, or may be required, at the discretion of the University, to participate satisfactorily in an approved counseling or rehabilitation program. Staff and faculty members found to be in violation of this policy will be subject to referral for prosecution consistent with the appropriate local, State or Federal law.

Education Code 89535,** addresses both faculty and staff causes for dismissal, demotion or suspension. The Education Code states the following:

Any permanent or probationary employee may be dismissed, demoted, or suspended for the following causes:

  1. Immoral conduct.
  2. Unprofessional conduct.
  3. Dishonesty.
  4. Incompetency.
  5. Addiction to the use of controlled substances. (Amended 1986).
  6. Failure or refusal to perform the normal and reasonable duties of the position.
  7. Conviction of a felony or conviction of any misdemeanor involving moral turpitude.
  8. Fraud in securing appointment.
  9. Drunkenness on duty.

All the agreements between collective bargaining representatives and The California State University address these issues as either disciplinary action procedures, rules and regulations, corrective action or pre-discipline. The specific language for each agreement should be referenced.

The University recognizes that drug and alcohol dependency are treatable diseases. An Employee Assistance Program is available to all University employees with substance and dependency problems. Faculty and staff are encouraged to seek assistance for drug and alcohol-related problems and may use approved leaves of absence, approved vacation or sick leave for this purpose.

All information regarding an individual's participation in the Employee Assistance Program is considered confidential and will not be disclosed to anyone nor made part of the official personnel file without the individual's consent. A faculty or staff member's job security or opportunity for promotion will not be jeopardized by participation in the Employee Assistance Program or other approved substance abuse counseling or rehabilitation programs.

Special Requirements for Individuals Employed Through Federal Contracts and Grants.   The Drug-Free Workplace Act of 1988, requires that California State University, Los Angeles, faculty, staff members and other employees directly engaged in the performance of work on a Federal contract or grant abide by this policy as a condition of employment. Faculty, staff, and other employees shall notify the University within five days if they are convicted of any criminal drug statute violation occurring in the workplace or while on University business. The Department of Public Safety will notify the Department of Human Resource Management of any such conviction. The University must notify the Federal contracting or granting agency within ten days of receiving such notice of conviction and must take appropriate corrective action which may include requiring the employee to participate satisfactorily in an approved substance abuse counseling or rehabilitation program.

Program Description.   The University has established a Substance Abuse Program for staff, faculty, and other employees. The program specifies (1) the dangers of substance abuse; (2) the availability of employee assistance, rehabilitation and counseling programs; and (3) the potential penalties for substance abuse convictions in the workplace or on University business. Through support of these programs, the University will continue to ensure a good faith effort to maintain an environment free of substance abuse.

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*Returned unsigned by the President on 12/7/90 with the following statement: "I am returning unsigned the proposed policy. The intent of the proposed policy on drugs in the workplace was to issue the statement as University Policy. It is, therefore, certainly not inappropriate for the policy statement to be included in the Faculty Handbook ."

**State of California, Education Code, Volume Three, Title 3, 1981, Chapter 5, Article 1, Code 89535.

Pay Periods

(Senate: 10/17/89; President: 11/10/89; Editorial Amendment: 8/01)

(Administrative Code: Section 42803)

The annual salary of faculty members is paid in 12 monthly installments. Because the State of California does not pay in advance, pay is drawn on the first working day of the month following the month in which the work has been performed.
  Salary checks are disbursed through the academic department/division/school offices where faculty members may obtain the dates upon which the pay warrants will be disbursed for the current year.

Change-of-Status Reporting

(Senate: 10/17/89; President: 11/10/89)

It is the responsibility of faculty members to report any changes in status to the Office of Human Resources Management on the proper forms. Changes of name, address, income tax deductions, beneficiary, or dependents should be reported as promptly as possible because they affect the retirement system and various insurance and health benefit plans.

Additional Employment Assignment and Payments

(Senate: 5/13/68, 11/20/79, 3/19/80, 8/27/85, 1/23/90; President: 5/21/69, 6/26/80, 10/29/85, 3/1/90)

Purpose. The primary responsibility of the faculty member is to perform assigned campus duties effectively. Occasionally, special needs of the community, state, or University may require additional efforts which would be considered an additional employment assignment for which additional compensation may be provided. "Additional employment" is a term used to describe a compensated work assignment in addition to the regular work assignment for which the individual is employed (either of a different nature from or compensated from a different source than the regular assignment). The purpose of these guidelines is to ensure that the assignment will not be incompatible with the additional employment policy of The California State University. Records on all such university-related activities are subject to review by both the State of California and federal auditors.
  Policy on Additional Employment is found in Article 36 of the Agreement.

Employment in External Grants and Contracts

(Senate: 5/13/68, 11/20/79, 3/19/80, 8/27/85, 1/23/90, 7/13/93; President: 5/21/69, 6/26/80, 10/29/85, 3/1/90, 11/3/93; Editorial Amendment: 9/00, 8/01)

Clarification of university policy on employment as it applies to federal or private grants or contracts follows:

  1. Not more than 100 percent of a faculty member's time may be charged to one or more project funds during any given period. This means that any salary payment in excess of a faculty member's base salary, where such salary represents compensation for 100 percent of the faculty member's time and is charged to federal project funds, cannot be allocated and charged to project funds.
  2. Additional employment payments from project funds (up to 25 percent of annual base salary or 33 percent over base salary in any given term) are permissible in conjunction with salary payments from other sources, as long as the total amount charged to the project funds does not exceed 100 percent as indicated in section 1 above, and provided that such arrangement for additional employment has received prior written approval from the department/division chair or school director, the dean of the college, Dean of Graduate Studies and Research and the University Auxiliary Services, Inc. and is permitted by the applicable agency.
  3. Certain federal, state or private grants or contracts may be more restrictive in additional employment payment limitations. These more restrictive limitations shall apply when the faculty member is engaged in certain university-related activities. These are Continuing Education courses; Associated Students programs; and contracts, grants, or research projects or other assigned duties, funded through the University Auxiliary Services, Inc. or the state trusts.

Employment of Graduate Students in Instruction

(Senate:  7/8/08; President:  8/21/08)

The employment of graduate students as Instructional Student Assistants (ISAs), Teaching Associates (TAs) and Graduate Assistants (GAs) provides students with practical work experience directly related to their field of study, while contributing to the educational mission of the university.  To ensure the highest possible quality of instruction, each department/division/school shall, in consultation with Academic Affairs and the Office of Graduate Studies and Research, develop written procedures for the recruitment, selection, training, supervision, and evaluation of graduate students employed in these positions. the definition of ‘peers’ within the department/division/school and the following distinguishing features of these employment classifications shall be kept in mind in the development of such procedures.

Instructional Student Assistants:  Students in this classification perform teaching, tutoring, or grading work under close supervision. Typical qualifications for this classification include the ability to learn and perform assigned duties, work cooperatively with faculty, staff and other students, and work responsibly.  Completion of specific coursework may be required in order to teach, tutor, or grade for a course. 

Graduate Assistants:  Students in this classification provide professional non-teaching assistance to faculty members, including, but not limited to:

  • Supervising or assisting students in a classroom, workshop, or laboratory in which responsibility for instruction lies with a faculty member;    

  • Training students in the use of equipment or other resources;

  • Assisting faculty with research or preparation of course materials;

  • Participating in the evaluation/grading of students’ work; and

  • Tutoring students.

GAs are not responsible for the instructional content of a course or determining term grades, but may assist in instruction by conducting small group discussions, supervising laboratory sessions, workshops, or other course activities, and otherwise clarify course material or content for students. GAs may not be employed to assist in a course in which they are enrolled, nor may they be consulted or involved with the grading of peers.  GAs must have knowledge of the subject matter of the discipline, and must be registered in a CSU graduate degree program.

Teaching Associates:  This classification is distinguished from the previous two by assignments that primarily involve classroom or laboratory instruction.  Responsibility for a course may be vested in a TA, who is listed as instructor of record, under the direct supervision of an appropriate faculty member.  TAs are typically responsible for providing classroom and/or laboratory instruction, preparing course materials, making assignments to students, assessing student performance, assisting students in office hours, and determining course grades.

TAs must be degree-seeking graduate students in the academic department in which they are employed to perform instruction.  Departments/divisions/schools shall ensure that TAs have adequate background in course content and training in pedagogy and relevant university policies. Normally, TAs who are enrolled in master’s programs will teach lower division courses, while TAs enrolled in doctoral programs will teach lower and/or upper division and laboratory courses.  In no case will TAs be assigned a course in which they will teach peers.

Each TA shall work under the supervision of an individual faculty member designated by the department/division/school chair/director. Such supervision shall include meetings between the supervising faculty member and each TA and at least one classroom observation the first term of appointment and at least once per year thereafter. The role of supervising faculty members in overseeing and evaluating the performance of TAs shall be taken into account in the assignment of faculty responsibilities.

Layoff Procedures

(Senate: 11/14/89; President: 12/4/89)

Policies and procedures related to layoff are found in Article 38 of the Agreement.

Participation in the Deliberations Prior to Layoff

(Senate: 2/4/75, 1/9/79, 10/14/80, 11/14/89; President: 4/3/75, 1/15/79, 3/6/81, 12/4/89; Editorial Amendment:  9/99, 9/00, 8/01, 11/07)

  1. Prior to a final decision to layoff faculty, the President shall ask the Provost and Vice President for Academic Affairs to convene an ad hoc committee to consider if special circumstances exist which will lead to an increase in the need for faculty in that discipline in less than five years. If such special circumstances are found, the committee shall specify these in writing to the Provost and Vice President for Academic Affairs. "Special circumstances" here may include predictable attrition through retirement or resignation, forthcoming program changes designed to increase FTES, or similar factors that suggest that the discipline's decline in enrollment is temporary. If no sufficient justification for maintaining the current allocation can be found, the committee will recommend an appropriate reduction. If the decision is not unanimous, a minority report may be filed.

  2. The committee's membership shall be constituted as follows:

    1. one faculty member from each college and the Library and Student Affairs, chosen by a procedure to be established by the college, not from the departments/divisions/schools being reviewed.
    2. the Provost and Vice President for Academic Affairs or designee, who will serve as a voting member; and
    3. the dean of the college in which the department/division/school being reviewed resides, or designee, as a nonvoting member.
  3. Alternates for the college and the Library and Student Affairs representatives will sit in on all committee deliberations. When a regularly elected member of the committee is absent from a substantial part of the committee's deliberations, the alternate will replace that member and will continue through the completion of all committee deliberations of that cycle.

  4. All meetings of the ad hoc committee are open meetings.

  5. The final report of the committee will be made available in the Academic Senate Office and the offices of the college deans.

Procedures for Grievances and Faculty Status Disputes

(Senate: 11/14/89; President: 12/4/89)

Grievance procedures are found in Article 10 of the Agreement.

Disciplinary Action Procedures for Academic Personnel

(Senate: 11/14/89; President: 12/4/89)

This information is found in Article 19 of the Agreement.

Absence Without Leave as Resignation; Reinstatement

(Education Code: Section 89541)

Absence without leave of an academic or nonacademic employee, whether voluntary or involuntary, for five consecutive working days is an automatic resignation from state service, as of the last date on which the employee worked.

An academic or nonacademic employee may within 90 days of the effective date of such separation file a written request with the State Personnel Board for reinstatement. If the appointing authority has notified the employee of the employee's automatic resignation, any request for reinstatement must be in writing and filed within 15 days of the service of notice of separation. Notice may be personally served or it may be served by mail to the last known residence or business address of the addressee and is complete on mailing. Proof of service, either personal or by mail, shall be made by affidavit. Reinstatement may be granted only if the employee makes a satisfactory explanation to the Board as to the cause of absence and failure to obtain leave therefore, and the Board finds that the employee is ready, able, and willing to resume the discharge of the duties of the employee's position, or if not, that consent of the appointing power to a leave of absence has been obtained, such leave to commence upon reinstatement.

Employees so reinstated shall not be paid salary for the period of their absence or separation, or for any portion thereof.

Dismissal

(Senate: 11/14/89; President: 12/4/89)

This information is covered in article 19 of the Agreement.

Section F: Leaves and Vacation

Vacations

(Senate: 5/22/84, 11/20/90; President: 6/21/84, 12/5/90)
(Based on Administrative Code: Section 42901)

Faculty members in academic year classifications are entitled to earned vacation on days falling between the end of their academic year and the beginning of their next academic year. Vacation policy for Ten and twelve month faculty is contained in Article 34 of the Agreement.

 The policy for holidays is contained in Article 33 of the Agreement.

Leaves of Absence with Pay

Sabbatical and Difference in Pay Leaves

(Senate: 4/11/78, 11/1/78, 5/23/79, 7/7/81, 8/7/84, 11/14/84[EA], 11/27/84, 3/12/85, 11/14/89, 11/16/99, 4/12/05; President: 4/26/78, 12/7/78, 7/26/79, 8/12/81, 12/19/84, 2/1/85, 3/20/85, 12/4/89, 12/28/99, 6/17/05; Editorial Amendment: 9/00, 8/01, 9/03, 11/07)

The eligibility for, requirements of, benefits and additional or outside employment during a sabbatical or difference in pay leave are provided in Articles 27 and 28, respectively, of the Collective Bargaining Agreement between the California State University (CSU) and the California Faculty Association (CFA).

Policies and Procedures for Sabbatical Leaves

Sabbatical Leaves shall be awarded for purposes that provide a benefit for the CSU.  Examples of such purposes include scholarly research, creative work in the arts and related areas, the improvement of teaching skills, and other professional activities.

A sabbatical leave may be granted to eligible employees for one quarter at full salary, two quarters at ¾ salary or three quarters at ½ salary.  

A sabbatical of two or three quarters may be implemented within two consecutive years, subject to additional review by the college sabbatical leave committee, the college dean, and approval of the President or designee.

  1. Eligibility for Sabbatical Leave

    A full-time employee shall be eligible for a sabbatical leave if she or he has served full-time for six years at that campus in the preceding seven year period prior to the leave and at least six years after any pervious sabbatical leave or difference in pay leave.  Credit granted towards the completion of the probationary period for service elsewhere shall also apply towards fulfilling the eligibility requirements for a sabbatical.  A leave of absence without pay or service in an academic administrative appointment excluded from the bargaining unit shall not constitute a break in service for eligibility requirements.

    By the end of spring term each year, the academic personnel office will disseminate timelines for the following academic year’s sabbatical proposal submission, review, and notification.  A list of faculty eligible for sabbatical leave will be published by the sixth week of the term prior to the deadline for applications.

  2. Sabbatical Leave Applications

    An application for a sabbatical leave consists of the application for sabbatical leave cover sheet, a statement of purpose for the sabbatical; a description of the proposed project and the CSULA resources, if any, necessary to carry it out; a statement of the time requested, which shall not exceed one academic year; and a vitae covering the applicant’s background and experience.

    The applicant must submit the complete application to her or his department/division/school office.  Only complete applications will be considered.

    An application is reviewed on the basis of its quality, on its impact on department/division/school curriculum and operations, and on programmatic and budget implications.  The department/division chair or school director shall provide a statement to the college sabbatical leave committee and the dean regarding the possible effect on the curriculum and the operation of the department/division/school should the employee be granted a sabbatical.

    The threshold question that each application should answer is whether it provides a benefit for the CSU.  The relative quality of the written application, coupled with the background and experience of the applicant, should support the likelihood of the applicant completing or making significant progress towards the application goals given the sabbatical length, the location(s), and the resources needed.

  3. Criteria for Review of Sabbatical Applications

    The quality of the proposal shall be the primary criterion.  In choosing among proposals otherwise judged to be equal in merit, time accrued towards a sabbatical leave may also be considered by the committee.

    All levels of review shall provide a recommendation for every applicant who is entitled to a sabbatical leave and rank these applicants by taking into consideration the following evaluative criteria:

    Appropriateness.  Sabbatical leave proposals may include, but are not limited to, the following appropriate activities (listed in no particular order):

    • a course of study leading to increased mastery of the applicant’s own field, or the development of an additional area of specialization within the applicant’s field, or the development of a new field of specialization.

    • A plan for professionally beneficial travel that will enable the applicant to further develop knowledge, skill, or expertise in a discipline/field or area of specialization within a discipline/field.

    • Professional development of a scope or nature not possible through a normal workload assignment.

    • Pursuit of a scholarly, research, or creative project of a scope or nature not permitted through a normal workload assignment.

    • Study or experience designed to improve teaching effectiveness.

    • Study or experience designed to improve professional practice.

    Benefits.  Sabbatical leave activities shall be focused on producing results beneficial to students; to the development of the profession or a discipline within the profession; to the University; to the CSU; and/or to the faculty member as a teacher, scholar, or professional practitioner.

    Practicability.  The proposed sabbatical leave activities shall be clearly defined and articulated and the proposal shall state objectives that are realistically attainable.

  4. Guidelines for Evaluating Sabbatical Applications

    Reviews shall place each sabbatical application into one of two possible categories:

    1. Those that meet the criteria and are recommended for funding.  Recommended applications shall be rank ordered based on the criteria listed above and needs of the department/division/school.

    2. Those that do not meet the criteria and are rated as not recommended for funding.

  5. Allocation of Sabbatical Leaves

    Each college will be given a target budget for sabbatical leaves based upon the number of sabbatical-eligible faculty in the college as a proportion of the total amount of funding that the University is able to provide for this purpose.  Colleges will award as many sabbatical leaves as possible within this budget, unless there is an insufficient number of acceptable leave proposals.  Insufficient budget of lack of resources for leave replacement purposes may be cited as a reason for not approving a sabbatical leave proposal only if such approval would cause the sabbatical leave budget to be exceeded.  Although each college must attempt to utilize completely its sabbatical leave budget each year, it is recognized that from year to year individual colleges may exceed or fall short of their target numbers.  Individual college funds that are not allocated in a given year shall be reallocated by the President or designee.

    All applications for sabbatical leaves at ½ salary shall be awarded if they are recommended at all levels of review.

  6. Review Procedures

    The College Sabbatical Leave Committee

    The college sabbatical leave committee shall review all sabbatical applications and provide a written evaluation of each application.  The college sabbatical leave committee shall recommend approval or disapproval of each sabbatical application and rank order all of those recommended for approval.  All applications, written evaluations, recommendations, and rankings shall be forwarded to the college dean no later than the deadline set forth in the academic year calendar of personnel procedures.

    Composition, Election, and Procedures.  The committee shall be composed of tenured faculty and shall be elected by a vote of tenured and probationary faculty within the college according to policies and procedures established by each college.  A faculty member applying for a sabbatical leave shall not be eligible for election to the college sabbatical leave committee.

    The Department/Division/School

    A copy of the sabbatical application shall be sent to the faculty member’s department/division/school.  The department/division chair or school director shall provide a statement to the college dean regarding the possible effect on the curriculum and the department operations should the faculty member be given a sabbatical.

    The College Dean

    The college dean shall review all sabbatical applications, the recommendations of the college committee, and the department/division/school statement and provide a written evaluation of each application.  After considering the recommendations and rankings of the college sabbatical leave committee, the dean shall recommend approval or disapproval of each sabbatical application and rank order all of those recommended for approval.  If the dean does not agree with the recommendations and rankings of the college committee, she or he shall consult with the committee to attempt to reconcile the difference.  The college dean shall forward the sabbatical applications and all college committee and dean recommendations, rankings, and written evaluations to the President or designee no later than the deadline set forth in the academic year calendar of personnel procedures.

  7. Award of Sabbatical Leaves

    The President or designee shall make a decision on each leave proposal and shall notify, in writing, each leave applicant of that decision.  The notification shall include the reasons for the decision and written evaluations provided by the other level of review.  Copies of the notification shall be forwarded to the Academic Personnel Office.

    If a sabbatical leave is denied based on factors other than the merit of the proposal, and such denial results in fewer sabbaticals being awarded than 12% of eligible faculty, not including those approved at ½ salary, then upon request of the faculty unit employee the sabbatical leave shall be deferred to the following year, at which point the leave, if the underlying conditions supporting the proposal remain in effect, shall be granted.  Sabbaticals deferred shall count in the year in which they are taken.

    The applicant must submit a suitable bond or an accepted statement of assets and/or a promissory note that is individually or collectively at least equal to the amount of salary paid during the leave.

    A faculty unit employee shall render service to the CSU upon return from a sabbatical leave at the rate of one term of service for each term of leave.

    Faculty members on sabbatical leave shall not accept additional and/or outside employment without prior approval of the President or designee and the justification must be clearly outlined in the sabbatical proposal.

    Faculty members are required to submit a written report of sabbatical activities to the Office of the Provost within one term after the return from a sabbatical leave.  This report will be added to the personnel action file.

    Faculty on sabbatical leave shall be considered in work status and shall receive health, dental, and appropriate fringe benefits provided by the CSU in the same manner as if she or he were not on sabbatical leave.  Less than full-time leave may have impact on PERS retirement benefits.  Consult PERS for details.

    Faculty on sabbatical leave shall be entitled to accrue sick leave, vacation, and service credit toward service salary increase eligibility, eligibility toward promotion, if applicable, and seniority.

    Requests for a change of the academic term in which the sabbatical leave is awarded shall be submitted to the President or designee for approval to the commencement of the leave.

Policies and Procedures for Difference in Pay Leaves

A difference in pay leave is a paid leave for which the compensation is equal to the difference in pay between an instructor’s or counselor’s salary and the minimum salary of the instructor rank, or the difference between a librarian’s salary and the minimum salary of the lowest librarian rank.

  1. Eligibility Criteria for Difference in Pay Leaves

    A full-time faculty unit employee shall be eligible for a difference in pay leave if she or he has served full-time for six years at that campus in the preceding seven-year period prior to the leave.  Credit granted toward the completion of the probationary period for service elsewhere shall also apply toward fulfilling the eligibility requirements for a difference in pay leave.  A leave of absence without pay or service in an academic administrative appointment excluded from the bargaining unit shall not constitute a break in service for eligibility requirements, nor shall it fulfill the return service obligation.  A faculty unit employee will be eligible for a subsequent difference in pay leave after she or he has served full-time for three years after the last sabbatical leave or difference in pay leave.  There must be assurance that the number of leaves granted in any one term or year are not so great in any department/division/school, or on the campus as a whole, as to disrupt the continued and regular course offerings, or to affect the quality level of the education offered to the students.

  2. Applications and Criteria for Difference in Pay Leaves

    Applications procedures and review criteria for difference in pay leaves are the same as those for sabbatical leaves.

  3. Levels of Review for Difference in Pay Leaves

    The Department/Division/School

    The department/division/school difference in pay leave committee shall review all difference in pay applications and provide a written evaluation of each application.  The department/division/school difference in pay leave committee shall recommend approval or disapproval of each application.  All applications, written evaluations, and recommendations shall be forwarded to the college dean no later than the deadline set forth in the academic year calendar of personnel procedures.

    Composition, Election and Procedures.  The committee shall be composed of tenured faculty and shall be elected by a vote of tenured and probationary faculty within the department/division/school according to policies and procedures established by each department/division/school.  A faculty member applying for a difference in pay leave shall not be eligible for election to the department/division/school difference in pay leave committee.

    Department/Division Chair or School Director.  The department/division chair or school director shall provide a statement to the college dean regarding the possible effect on the curriculum and department/division/school operations should the faculty member be given a difference in pay leave.

    The College Dean

    Prior to making a recommendation to the President or designee regarding the difference in pay leave application, the college dean shall review the recommendations of the department/division/school committee and the department/division/school statement.  If the dean does not agree with the recommendations of the department/division/school committee, she or he shall consult with the committee to attempt to reconcile the difference.  The college dean shall forward the difference in pay leave applications and all recommendations and written evaluations to the President or designee no later than the deadline set forth in the academic year calendar of personnel procedures.

  4. Award of Difference in Pay Leaves

    The President or designee shall make a decision on each leave proposal and shall notify, in writing, each leave applicant of that decision.  The notification shall include the reasons for the decision and written evaluations provided by the other levels of review.  Copies of the notification shall be forwarded to the academic personnel office.

    The applicant must submit a suitable bond or an accepted statement of assets and/or a promissory note that is individually or collectively at least equal to the amount of salary paid during the leave.

    A faculty unit employee shall render service to the CSU upon return from a difference in pay leave at the rate of one term of service for each term of leave.

    Faculty members on a difference in pay leave shall not accept additional and/or outside employment without prior approval of the President or designee and the justification must be clearly outlined in the difference in pay leave proposal.

    Faculty members are required to submit a written report of difference in pay leaves activities to the Office of the Provost within one term after the return from a difference in pay leave.  This report will be added to the personnel action file.

    Faculty on difference in pay leave shall be considered in work status and shall receive health, dental and appropriate fringe benefits provided by the CSU in the same manner as if she or he were not on a difference in pay leave.  Less than full-time leave may have an impact on PERS retirement benefits.  Consult PERS for details.

    Faculty on difference in pay leave shall be entitled to accrue sick leave, vacation, and service credit toward served salary increase eligibility, eligibility toward promotion, if applicable, and seniority.

    Requests for a change of the academic term in which the difference in pay leave is awarded shall be submitted to the President or designee for approval prior to the commencement of the leave.

Special Leaves for Research or Creative Activity

(Administrative Code: Sections 43050-43053)

Grant and Purpose. The Chancellor may, within the limitation of funds appropriated therefore, grant or may authorize Presidents to grant, with respect to qualified employees at their campuses, special leaves for research or creative activity. (Section 43050)

Eligibility, Terms, and Further Procedures. The Chancellor may establish (a) standards for eligibility for special leaves for research or creative activity, (b) terms and conditions of such leaves, and (c) procedures and guidelines for effective implementation of this Article. (Section 43051)

Obligation to Teach Following Leave. Any academic employee who is granted and who takes a special leave for research or creative activity shall be obligated to teach in The California State University for the equivalent of two terms for each term of such leave, immediately following the conclusion of such leave, provided that the completion of such obligation shall be deferred during periods following such leave, which, pursuant to the regulations of the Board of Trustees, are taken as vacation, sabbatical leave, or leave of absence without pay; and provided further, that this obligation shall be further deferred for any period during which the employee is a "person in military service" as that phrase is defined in the Soldiers' and Sailors' Civil Relief Act of 1940, as amended, of the United States (50 App. U.S.C. section 501, et seq.). This obligation shall be exonerated if the failure of the employee to complete such service following the conclusion of the leave is caused by the employee's death or physical or mental disability. (Section 43052)

Benefits While on Leave. Except as provided in Section 43052, service by academic employees while on leave pursuant to this Article shall be considered full-time service at The California State University for all purposes. (Section 43053)

Sick Leave

(Senate: 5/22/84, 11/20/90; President: 6/21/84, 12/5/90)

The policy governing sick leave is found in Article 24 of the Agreement.

Other Leaves of Absence with Pay

(Senate: 11/20/90; President: 12/5/90)

Policy on other leaves of absence with pay, including paid bereavement leave, jury duty leave, leave to vote, absence as a witness, emergency leave, military leave, and maternity or paternity leaves are covered in Article 23 of the Agreement.

Leave of Absence without Pay

(Senate: 2/23/67, 4/21/70, 5/21/85, 11/20/90; President: 2/28/67, 5/21/70, 8/28/85, 12/5/90)

Policy on leaves of absence without pay are found in Article 22 of the Agreement.


Academic Senate | Faculty Handbook | Chapter 6 TOC | Back to Top

Chapter VI

Personnel and Professional Policies


Section B: Appointment, Retention, Tenure, Promotion, and Evaluation

Recruitment of Faculty

(Senate: 8/10/71, 11/15/77, 11/5/85, 10/17/89, 6/4/92, 3/11/03; President: 8/17/71, 11/21/77, 12/19/85, 11/10/89, 7/11/92, 5/7/03; Editorial Amendment: 9/99, 9/00, 8/01)

Recruitment should be based on explicit long-term (three- to five-year) plans developed on the basis of careful forecasting of curriculum developments for each department/division/school, projected changes in class size limits related to changes in content and methods of instruction in each class, changing needs for each offering, projected student/faculty ratios, projected FTES, and the Statement of Diversity and Inclusivity.

Departments/divisions/schools shall be required to recruit faculty from a wide variety of institutions in order to provide significant breadth of background and experience in each department/division/school. No more than 25 percent of a department's/division's/school's probationary and tenured faculty should have their highest academic degrees from any single institution. Before making a new appointment at variance with this limit, the dean of the college must be satisfied that serious and persistent factors beyond the department's/division's/school's control make the exception necessary. Such factors would include, but not be limited to the consideration of the Statement of Diversity and Inclusivity.

Each college* shall strive to maintain a ratio of full-time to part-time faculty sufficient to ensure that activities requiring full-time faculty are adequately staffed. Specific limits on part-time faculty should be recommended by each department/division/school and approved by the corresponding college, with due consideration given to the requirements of appropriate accrediting agencies.

Before recruitment for any position takes place, explicit and reasonable criteria for evaluating applicants shall be established in writing by departments/divisions/schools and shall be made available in the individual departments/divisions/schools and colleges. Departments/divisions/schools may require additional professional training, vocational experience or education above and beyond the terminal degree. Departments/divisions/schools shall distinguish between required and desired criteria, and shall consider such factors as instructional ability, training, professional potential or achievement, research ability and quality of recommendations. All applicants for a position shall be judged by the same criteria.

The department/division/school shall develop the appropriate vacancy announcement which shall be approved by the college dean or appropriate administrator after consultation with the Office for Equity and Diversity. The vacancy announcement must include the name of the specific terminal degree that is required for tenure and promotion if the possession of that degree is not a requirement for appointment. (For information about equivalency statements, see the section of the Faculty Handbook entitled "Eligibility Criteria for Tenure and Promotion"). Vacancy announcements for tenure track positions shall be disseminated locally, regionally, and nationally.

____________
*Wherever applicable, the term "college" includes the Library.

Appointments

(Senate: 1/4/72, 1/12/81, 2/26/85, 2/4/92, 7/16/03, 5/31/16; President: 1/13/72, 1/26/81, 3/22/85, 3/11/92, 4/6/04, 10/3/16; Editorial Amendment: 9/00, 8/01)

Governing Documents: Article 12 of the Collective Bargaining Agreement between the California State University and the California Faculty Association, Education Code section 89535, and the Chancellor's Executive Order 158.

Vacancy announcements shall be developed by the academic department or equivalent administrative unit (herein department) with the approval of the appropriate administrator and shall be widely disseminated.

Written information concerning personnel policies and procedures is given to each faculty member prior to the time of appointment.

Probationary appointments are normally made at the assistant professor or equivalent rank in accordance with provisions of the Agreement.

Recommendations regarding probationary appointments shall originate at the department. Probationary appointment procedures shall include the following:

  1. Each department unit shall elect an appointments committee of tenured employees for the purpose of reviewing and recommending individuals for probationary appointments.
  2. Each department appointments committee recommendation report shall be approved by a simple majority of the committee casting a vote. An abstention shall count as a negative vote.
  3. The department appointments committee will forward its recommendation of one or more candidates to the college dean.  If the recommendation is not accepted by the dean, the appointments committee will be so informed and given the reasons for such action.  The appointments committee then will either continue to review potential candidates and make further recommendations or abort the search.

The President may appoint a faculty member at a higher rank on the determination of merit consistent with the foregoing provisions.

The appointment of new probationary faculty members is based upon procedures paralleling and anticipating those explained below in connection with retention, tenure, and promotion. Except for special cases, such as a faculty member employed specifically for one year only (normally as a replacement for a faculty member on leave), each newly appointed probationary faculty member is assumed to be a candidate for retention, tenure, and promotion in due course. Hence professional qualifications and performance are scrutinized according to criteria uniform for all faculty members.

No probationary appointments will be made without a personal interview by a qualified representative of the University. A personal interview is considered desirable as a condition of any faculty appointment and colleges are expected to adhere to this guideline except where special conditions (e.g., summer term staffing problems) interfere. Budgetary restrictions on out-of-state travel and interview money will not be considered a "special condition" in this sense.

After considering the recommendation of the department committee and the appropriate administrator, appointments of faculty members shall be made by the President. No faculty member shall be deemed appointed in the absence of an official written notification from the President which shall include: beginning and ending dates of the appointment, classification/rank, number of units, status, assigned department and other employment conditions.

In evaluating candidates for appointment to the faculty, emphasis is put on promise for developing a successful career at Cal State LA. Candidates for appointment at the rank of associate or full professor, or other equivalent rank, must demonstrate considerable achievements.

Faculty members may apply for an appointment at another campus in their field of expertise; however, no faculty member shall be involuntarily appointed at another campus within the CSU.

No individual may be appointed to an academic position who previously had been dismissed for cause, either from a position in The California State University pursuant to theEducation Code, section 89535, or from any other institution of higher education. Any proposal to appoint such individuals shall be submitted to the Office of the Chancellor, Division of Faculty and Staff Relations, together with supporting documentation. The matter will be reviewed and the campus involved will be advised of the determination in each case. (Chancellor's Executive Order 158).

Joint Appointments

An initial appointment may be made jointly in more than one academic unit.  The president shall determine the proportion of assignment in each department for individuals holding joint appointments. The president may change the proportions of each assignment during the duration of the joint appointment. Faculty members with joint appointments shall be considered full-time faculty members in each department in which they hold an appointment.

For joint appointments, the appointments committee shall be composed of a proportional number of tenured faculty representatives from each of the departments within which the joint appointment is held.

Any member of the tenured or tenure-track faculty may request a joint appointment with another department. New joint appointments of existing faculty shall be made by the president or designee following appropriate consultation with the appropriate administrator(s) and faculty of the departments involved. Faculty members who receive joint appointments will be informed of the proportion of the appointment assigned to each department and the department that is assigned as the primary department.

A faculty member with a joint appointment in two or more departments may subsequently request a full-time appointment in one or more of those departments.

Temporary Appointments

The chief factors weighed in evaluating qualifications for appointment of temporary faculty are instructional ability and currency in the field. Temporary appointments may be for one or more terms or years. Their official notifications shall indicate an automatic expiration at the end of the stated period. Such appointments do not establish consideration for subsequent appointments or any further appointment rights. Recommendations for reappointment of temporary faculty originate with department/division chair or school director after consultation with an elected peer review committee composed of tenured faculty members in that department.

Affiliate Status

(Senate: 4/21/15; President: 5/19/15)

The term affiliated faculty refers to faculty who have disciplinary expertise or significant experience related to a program, but do not have a formal appointment in that program. Affiliate faculty may be involved in a program in a variety of ways, such as teaching in the program, mentoring or advising program students, and participating in program governance.

Each academic units that allows faculty to be named as affiliated with that unit shall develop a Policy on Affiliate Faculty that includes but is not limited to the following information: how faculty apply to become affiliated faculty, how applications for affiliate status will be reviewed, the length of time for which affiliate status will be granted, expectations or responsibilities of affiliate faculty, and responsibilities of the program to its affiliate faculty. Units may also have policy that describes how they recruit affiliated faculty.

Personnel Accomplishments Report (PAR)

Faculty members undergoing periodic or performance reviews are responsible for providing the following materials to their working personnel action file (WPAF) before the published file closure date: a current curriculum vitae, a personnel information form (PIF) with a personnel accomplishment report (PAR) that summarizes and describes the faculty member's activities and accomplishments during the period under review, and evidence of these activities and accomplishments. Departments/divisions/schools and colleges may have additional requirements.

Failure to provide these materials shall not in itself be deemed prejudicial. However, unless faculty members provide these materials, evaluation committees may have difficulty evaluating their accomplishments. When submitted, the curriculum vitae, the PIF and PAR are placed in the faculty member's personnel action file, and are used in making retention, tenure, and promotion recommendations.

Personnel Files and Other Employment Records

(Senate: 7/25/67, 3/31/70, 7/3/73, 7/22/75, 5/4/76, 4/5/77, 6/8/77, 1/12/82, 5/15/85, 3/7/89, 11/25/14; President: 9/27/67, 4/20/70, 7/5/73, 7/28/75, 5/28/76, 7/18/77, 3/11/82, 7/9/85, 4/14/89, 12/15/14; Editorial Amendment: 9/00)

Governing document: Article 11 of the Collective Bargaining Agreement between the California State University and California Faculty Association.

The personnel action file (PAF) shall be defined as the one official personnel file for employment information and information that may be relevant to personnel recommendations or actions regarding a faculty member.  Only the official PAF may be used as the basis of personnel actions. The President shall designate an office in which the PAF shall be maintained and designate a custodian (e.g., the college dean). The PAF is a confidential document.  Access to a faculty member’s PAF shall be limited only to persons with official business.  The custodian shall keep a log of all instances of access to a PAF, except those for maintenance purposes, and the log shall be a part of the PAF.

Supplemental materials for evaluation (the working personnel action file—WPAF) submitted by a faculty member shall be deemed incorporated by reference in the PAF.  Faculty members may choose to submit a hard copy of their WPAF or create an electronic version. The faculty member shall provide hard copies of an index of supplemental materials, a current curriculum vitae, and a current personnel information form to the custodian for placement in the PAF. 

If the contents of the PAF/WPAF are stored in electronic format, such information shall be stored securely, and access to the file shall be limited to those individuals authorized to view the file.

Upon request to the designated custodian, the faculty member shall have the right of access to all personnel files and other employment records maintained by the University, including reports, documents, and correspondence collected under the faculty member's name or some other form of individual identification and shall be notified of the placement of any material in his/her PAF.  The faculty member shall be provided with a copy of such material at least five days prior to its placement in the PAF.  In reviewing such records, the faculty member may be accompanied by one other person. If the need for confidentiality demonstrably outweighs the need for disclosure in the interest of justice, then records dealing with the faculty member as a student, medical and police records, communications with University Counsel, material obtained confidentially, and investigatory reports preliminary to discipline and grievance proceedings may be excluded. Denial of access on this ground may be challenged through normal procedures.

If, after examination of the PAF, the faculty unit employee believes that any portion of the file is not accurate, s/he may request in writing a correction of the material and/or a deletion of all or a portion of the material.  Such a request shall be addressed to the custodian of the file.  In deciding whether to remove materials from a faculty member's personnel file at the request of the individual, the dean may refer the request to the appropriate faculty committee. The committee shall recommend to the dean whether the material in question should be removed from the file. The dean shall honor the committee recommendation unless there are compelling reasons to the contrary.  If the request to correct or remove material is denied or the faculty member wishes to appeal a determination for material to remain in his/her file, the faculty member has the right to appeal to the President no later than seven days after the date of such a decision.

Departmental/Divisional/School and College Personnel Documents

(Senate: 7/26/77, 8/16/77, 2/26/80, 12/9/80, 7/29/87; President: 7/29/77, 8/18/77, 3/10/80, 12/22/80, 7/25/88; Editorial Amendment: 9/00; 8/01)

Each college and department/division/school shall establish a formal system of evaluating their faculty. Each system must include methods of collecting information about the evaluation of faculty activities in category A, instructional performance; category B, professional achievement; and category C all other contributions to the University, as described in the section immediately following. Complete department/division/school and college evaluation procedures must be submitted to the Faculty Policy Committee after each new Agreement for review, recommendation to the President, and formalization prior to the start of the next faculty evaluation.

Between the time the department/division/school documents have been approved and the time a new Agreement is signed, the department/division/school and college documents will be kept current by addenda to the standardized document. Addenda to university regulations will be sent to all departments/divisions/schools by the Faculty Policy Committee prior to the start of the evaluation cycle. New regulations which originate in the department/division/school during this period must be submitted, as addenda, to the Faculty Policy Committee for approval prior to the start of the evaluation cycle.

Faculty Archives

(Senate: 2/10/98, 4/4/17; President: 4/24/98, 5/15/17)

Files of all faculty unit employees who are on the faculty five or more years will be kept in the appropriate dean's office for a period of five years after the faculty member has ceased being an active member of  the faculty in any way (including FERPing).   If  however legal action involving the faculty member is pending, the file will be retained for five years following the termination of the legal action.  The faculty member, at the time of separation, shall review the file, indicate any material considered by the faculty member to be sensitive and sign an agreement that the rest may be kept after five years as an historical archive.  Once the five years have passed the sensitive material will be removed and destroyed by the dean or designee, and the file shall be archived in the University Library in perpetuity; faculty members who do not sign the agreement will have their most recent curriculum vitae archived and the rest of the file will be destroyed. Scholars and researchers will be granted access to the archived faculty files under special collections procedures.

Handling of Materials in the Event of the Death of an Active Member of the Faculty

In the case of the death of a faculty member, the next of kin or executor of the estate shall be allowed to review the faculty member's file to identify sensitive material for removal at the end of five years, consistent with archiving policies.  If no such person performs this function, the dean will do so.

Upon the death of a faculty member, the next of  kin or executor of the estate will be allowed to enter the faculty member's office, under the supervision of the dean or his/her designee, to identify and remove personal effects.  The dean or designee will then enter the office to identify and collect all university property and records.   The material remaining will be disposed of by the dean or designee in whatever he/she considers to be an appropriate manner.

Personnel Committees

(Senate: 5/30/89, 4/15/03, 5/31/11, 8/3/11 [EA], 5/9/17; President: 8/8/89, 9/25/03, 8/26/11, 5/30/17; Editorial Amendment: 9/99, 9/00; 8/01)

Collective Bargaining Agreement between the California State University and the California Faculty Association, especially Articles 2, 10, 12, 13, 14, 15, 27, 28, and 29.

A faculty personnel matter is defined as a matter pertaining to personnel recommendations and personnel actions regarding a faculty unit employee.  Such matters may include appointment, retention, tenure, promotion, retreat rights, discipline, grievance, appeals, personal and professional leaves of absence, sabbatical leaves, difference-in-pay leaves, and other awards involving a member of the faculty. Within this same context, a faculty personnel matter is further defined to include incompatibility of employment, nepotism, academic freedom and professional ethics, and other such matters.

In cases where department/division/school, college, and University policy or the CSU/CFA Collective Bargaining Agreement require or permit the involvement of a faculty personnel committee, the following policies on the formation and operation of personnel committees apply.

Eligibility for Membership on Personnel Committees

Membership on faculty personnel committees shall be limited to permanent faculty members.   Exceptions to this restriction shall be limited to those instances in which the CSU/CFA Collective Bargaining Agreement requires the participation of other faculty employees.

Faculty participating in the Faculty Early Retirement Program (FERP) may serve on personnel committees when the committee's work would normally be completed during the period of FERP employment.  However, personnel committees may not be comprised solely of faculty participating in the Faculty Early Retirement Program.

Faculty members on leave for one or more quarters will normally not serve on personnel committees, and must notify the committee chair prior to the beginning of the quarter in which they will be absent.  If a faculty member is available and willing to serve and if there are extraordinary circumstances that make the faculty member's attendance highly desirable, a faculty member may serve while on leave subject to the college dean's approval.

1.  Appointment Committees

When the President has authorized the recruitment of a permanent faculty member in a department/division/school, the department/division/school shall elect an appointments committee of three or more tenured faculty members for the purpose of reviewing and recommending individuals for probationary or tenured appointments.  At the discretion of the President and upon request of the department/division/school, these appointment committees may also include probationary faculty. If the President has authorized recruitment of a tenured faculty member, the appointments committee shall be limited to faculty members at a rank equivalent to or higher than the rank at which the faculty member will be appointed.

Each department/division/school and college shall establish procedures for the consideration of applicants for temporary appointments.  If these procedures involve personnel committees, such committees will be governed by this policy.

2.  Faculty Evaluation Committees

Each department/division/school and each college shall elect one or more personnel committees comprised of tenured faculty members to conduct evaluations of faculty members.  Each department/division/school committee shall have a minimum of three members and one alternate.  Each college committee shall have a minimum of five members and one alternate with no more than three members from any one department/division/school.  For faculty units that are not organized into departments/divisions/schools, the unit-specific evaluations policies will identify equivalents to personnel committees.  A faculty member cannot serve on more than one level of peer review for another faculty unit employee in any given academic year.  If a faculty member is elected to peer review committees at two levels, the faculty member may decline service on either the department/division/school or college committee.

When a member is to be absent from a substantial part of the committee's deliberations, the alternate will replace the member and will continue through the completion of all committee deliberations of that cycle.  A committee member on the college evaluation committee may not be present when the committee is deliberating and voting on candidates from his or her department/division/school.

As established by the department/division/school policy, the chair or director may serve on the department/division/school evaluation committee either as an elected or ex officio voting member, or as an ex officio non-voting member.  If the chair or director is not a voting member of the department/division/school evaluation committee, he or she has the responsibility to write an independent evaluation of the faculty member.

No member of an evaluation committee may participate in the evaluation of anyone who holds a rank higher than the member's rank.  Additionally, faculty members under promotion consideration are not eligible to serve on promotion or tenure peer review committees.

3.  Other Personnel Committee

Other personnel matters that require the involvement of faculty committees shall be handled by the appropriate department/division/school, college, or University committee.

Ballots for Committee Membership

It is the responsibility of the department/division chair or school director (for department/division/school committees) and the college dean (for college committees) to insure that the ballot contains only the names of faculty eligible to serve.  It is expected that all eligible faculty will be on the college and departmental/divisional/school ballot and shall serve if elected. When there are fewer than twice the number of faculty members eligible for election to a personnel committee as are required to serve, the faculty shall add the names of eligible nominees from closely related disciplines, in order to present a slate of nominees with at least twice the number to be elected. Each department/division/school or college shall establish procedures for the selection of additional candidates the ballot.

Committee Responsibilities

Once a personnel committee is constituted, each committee will elect its own chair.  Members of personnel committees shall be familiar with the University's Statement of Diversity and Inclusivity and make efforts to strengthen diversity and inclusivity through the retention, tenure and promotion process.

In matters related to appointment, retention, tenure, and promotion, the role of the faculty personnel committee shall be to make a recommendation to the President or the appropriate appointing authority.

1.  Appointment Committees

Each department/division/school appointments committee shall review and recommend individuals for probationary appointments.  Each committee's recommendation report shall be approved by a simple majority of the committee members.

The department/division/school appointments committee will forward its recommendation of one or more candidates to the college dean.  If the recommendation is not accepted by the dean, the appointments committee will be so informed and given the reasons for such action.  The appointments committee then will either continue to review potential candidates and make further recommendations or abort the search.

2.  Evaluation Committees

Evaluation committees are responsible for evaluating the work of the candidates in all areas based on the information provided in the personnel action file, for making a recommendation regarding retention/tenure/promotion, and for applying the specific criteria and standards of the department/division/school or of the college to the performance of their colleagues in the evaluation process.  When faculty have approved individualized professional plans on file, the committee shall review and take into account such plans in evaluating the faculty member's performance.

For all levels of review, the evaluation committee is expected to consider whether evaluation criteria and recommendations from previous years have been met.  Additionally, the expectation for future growth leading to tenure and/or promotion should be stated to provide guidance in future evaluations.  If deficiencies are found, committees are responsible for making recommendations for improvement.

In addition to the responsibilities detailed above, the department/division/school committee is responsible for conveying to other levels of review the relative merit of the individual candidate's performance from the perspective of the candidate's academic discipline.

The college evaluation committee is responsible for evaluating the materials submitted by the candidate and the recommendations forwarded by the department/division/school and for making a recommendation concerning retention, tenure and promotion the the college dean.

Evaluation committees are required to complete an evaluation report. The evaluation report represents the committee's judgment and rating of the faculty member's accomplishments in educational performance, professional achievement, and service to the University. A specific recommendation for or against reappointment, retention, tenure, range elevation and/or promotion is required when a performance review is conducted.

Each evaluation recommendation and report shall be approved by a simple majority of the membership of that committee.  The reservations of the minority may be written into the full committee report as qualifications or reservations or as a separate minority opinion, which shall always be included with the majority report.

Evaluation reports must be submitted in a timely manner. At all levels of review, faculty members shall be given a copy of the evaluation report before the report is forwarded to a subsequent review level. The faculty member may submit a rebuttal statement or response in writing and/or request a meeting be held to discuss the report within ten (10) days following receipt of the evaluation report. Evaluation reports from all levels of review and any rebuttals or responses shall be placed in the faculty member's personnel action file, which is maintained in the dean's office, and shall also be sent to all previous levels of review.

Confidentiality of Personnel Matters

Except as otherwise provided by system-wide policy, the deliberations and recommendations of all faculty personnel committees shall be strictly confidential. The results of such deliberations shall be made known only to those to whom a committee is required to report and then only by the committee member or members charged with the responsibility.  The principle of confidentiality shall be observed by all committee members as well as by all other participants in the process.  Failure to preserve the confidentiality of personnel deliberations provides grounds for a charge of unprofessional conduct. In the event that the confidentiality of personnel deliberations is violated, the President may authorize such public statements as appropriate

In those cases where a participant in the process appears before a review committee, to provide testimony to a duly authorized authority, or to otherwise respond to a legally binding request, the principle of confidentiality is waived to the extent required.

In the event that any participant in the process perceives serious violations of University regulations in confidential procedures, that person is relieved of the requirement of confidentiality in order to report that concern to the Committee on Academic Freedom and Professional Ethics for the purpose of obtaining advice, or to those to whom the committee is required to report, for whatever action may be deemed appropriate.

Calendar

(Senate: 5/23/89; President: 8/8/89; Editorial Amendment: 9/00)

The calendar for retention, tenure and promotion is prescribed by the Agreement which specifies the time of the notification of the presidential decision. Annually in the summer quarter the Office of the Provost and Vice President for Academic Affairs shall publish the deadlines for the next review cycle. The deans in turn shall publish college deadlines.

Evaluation of Permanent Instructional Faculty

(Senate: 8/3/76, 5/24/77, 7/28/82[EA], 5/24/83, 11/3/87, 7/25/89, 11/7/89, 8/21/90, 7/30/91, 2/4/92, 10/26/93, 5/10/94, 8/22/95, 5/9/00, 5/10/11, 1/24/12, 5/28/13, 12/2/14; President: 8/16/76, 6/14/79, 9/8/82, 6/14/83, 6/22/88, 8/16/89, 11/24/89, 11/1/90, 10/7/91, 3/11/92, 12/13/93, 6/29/94, 6/24/96, 6/6/00, 7/14/11, 2/23/12, 7/9/13, 1/26/15; Editorial Amendment: 9/00, 8/01)

Governing documents: Articles 13, 14, and 15 of the Collective Bargaining Agreement between the California State University and the California Faculty Association.

In keeping with the terminology utilized in the Collective Bargaining Agreement between the California State University and the California Faculty Association, the term "permanent faculty" shall refer to all probationary (tenure-track) and tenured faculty.  This evaluation policy governs permanent instructional faculty.  Although librarians, counselors, and coaches fall within the faculty bargaining unit, some aspects of their assignments differ from those of instructional faculty and thus they are subject to specific evaluation criteria.  Relevant evaluation policies for each of these groups can be found in their respective evaluation policies elsewhere in this Handbook.

Overview

The purpose of the University's instructional evaluation policy is to maintain and enhance the high quality of the academic programs at CSULA by assuring that all permanent faculty members meet and maintain high standards of performance as teachers, scholars, and members of the campus community.  The policy aims to achieve this objective by establishing criteria for fair, thorough, and consistent evaluation of individual faculty members.

Evaluations of tenure-track and tenured instructional faculty shall focus on the quality and effectiveness of educational performance, professional achievement, and other contributions to the University by the faculty member under review.

The evaluation of an instructional faculty member is based upon a comprehensive review of the individual's qualities, achievements, and promise during the year or years included in the review period.

Attention shall be given to forming a general "profile" or comprehensive estimate of the faculty member's performance and special professional interests and accomplishments.

All reviews shall be based on evidence in the two-part personnel action file, which includes the permanent personnel action file (PPAF) and the working personnel action file (WPAF).  All evaluations will be entered into the faculty member's permanent personnel action file (PPAF).  The permanent personnel action file (PPAF) is maintained by the University.  Reports of peer observations of instruction and quantitative summaries of student opinion surveys are maintained in the PPAF.  The candidate is responsible for providing the following materials to his or her working personnel action file (WPAF) before the published date of the file closure: a current curriculum vitae, a personnel information form that summarizes and describes the candidate's activities and accomplishments during the period under review, and evidence of these activities and accomplishments.

I.  Types of Evaluation

There are two types of evaluations of permanent faculty members:

performance reviews, required for retention, tenure and promotion of permanent faculty, and

periodic evaluations, conducted when an evaluation is required, but in periods in which a faculty member is not under consideration for retention, tenure, or promotion.

Performance reviews serve the dual purposes of determining whether or not a faculty member's performance warrants retention, tenure, or promotion, and of providing the faculty member with constructive feedback on his or her performance in the areas under review.  Periodic evaluations are aimed primarily at providing the faculty member with feedback on his or her performance.  However, they may be considered in subsequent performance reviews.

Permanent (probationary and tenured) faculty members shall undergo a performance review when under consideration for retention, tenure, or promotion.  A permanent faculty member undergoing a performance review shall be reviewed by the appropriate department/division/school peer review committee, the department/division chair or school director (if not a member of the department/division/school peer review committee), the appropriate college peer review committee, the dean, the Provost and the President.

A permanent faculty member undergoing periodic evaluation shall be reviewed by the appropriate department/division/school peer review committee, the department/division chair or school director (if not a member of the department/division/school peer review committee), and the dean.  Periodic evaluations shall include review of a faculty member's performance in all of the same areas as during a performance review.

II.  Evaluative Standards

Permanent instructional faculty members at CSULA shall be evaluated on the basis of their educational performance, professional achievement, and contributions to the University.

Permanent faculty evaluations shall utilize the following official evaluative terms:

Outstanding - describes truly exceptional performance, for a faculty member at the particular rank and career stage.

Commendable - describes performance that is better than satisfactory and that exceed expectations for a faculty member at the particular rank and career stage.

Satisfactory - describes performance that meets expectations for a faculty member at the particular rank and career stage.

Needs Improvement - describes performance that does not meet expectations for a faculty member at the particular rank and career stage, in one or more specified areas of concern.

Unsatisfactory - describes performance that is seriously deficient for a faculty member at the particular rank and career stage.

A review that finds a faculty member's performance to be satisfactory or better in all areas shall be accompanied by a favorable recommendation for retention, tenure, or promotion, when eligible and not applying early.

An evaluation of "needs improvement" does not preclude a reviewer/review committee from recommending retention.  To receive a favorable recommendation for tenure and promotion at least satisfactory performance must be demonstrated in all three categories.

A judgment of unsatisfactory in any one area shall entail a negative recommendation for retention, tenure, or promotion.

III.  Evaluation Timelines

Initial probationary appointments will normally be for two years.  Initial appointments of probationary faculty members who are appointed in a term other than fall shall end in spring term of the second academic year of service.

During the first year of an initial probationary appointment, a faculty member shall undergo a periodic evaluation, with the exception of those appointed in winter or spring term (who will not be reviewed in the first [partial] year of appointment).  During the second year of an initial probationary appointment, a faculty member shall undergo a performance review for retention.

For the purposes of calculating tenure eligibility, the first year shall begin with the first fall term in which a probationary faculty member is employed.

During any probationary year in which a faculty member takes a personal leave of absence (of one or more terms' duration), the faculty member may request to extend the probationary period by one year.  If such an extension is desired, the faculty member must notify the Provost at the time of application for the leave.  If such a request is granted, the tenure eligibility date will be moved forward by one year.

If found to be satisfactory or better during a performance review for retention, probationary faculty members shall be reappointed for subsequent two-year appointment(s) unless they have only one year remaining in their probationary period, in which case they will receive a one-year appointment.  If a probationary faculty member is found to be less than satisfactory, he or she may receive a one-year appointment.  During each year between retention reviews probationary faculty shall undergo periodic evaluations.

Probationary faculty members may request a performance review during any year in which they would otherwise receive only a periodic evaluation.

Consideration for tenure normally occurs during the sixth year of service as a probationary faculty member minus any credit toward tenure.   A probationary faculty member may request to be considered for early tenure.

A faculty member shall not normally be promoted to associate professor and may not be promoted to professor during the probationary period.  Assistant professors who are awarded tenure shall be promoted concurrently to associate professor.

A faculty member must be employed by CSULA and in the current rank for at least two years before applying for tenure or promotion to a higher rank.  A faculty member applying for early tenure or early promotion to associate professor may be recommended for that action only if found to have a record of sustained outstanding performance in categories A and B, "educational performance" and "professional achievement," and at least satisfactory performance in category C, "contributions to the University."

Prior to the final decision for early tenure or early promotion, candidates may withdraw without prejudice from consideration at any level of review.  If a faculty member has applied for and been denied tenure or promotion, the faculty member cannot apply again for early tenure or promotion while in the same rank.

Post-Tenure Performance Reviews and Periodic Evaluations

Once tenured, a faculty member will typically undergo a performance review during the fifth year in rank as an associate professor, for consideration for promotion to the rank of professor.  A faculty member who does not wish to apply for promotion within five years of receiving tenure/promotion to associate professor, must undergo a periodic evaluation in the fifth year in rank.  All tenured professors (at any rank) shall be evaluated at intervals no greater than five years. Participants in the Faculty Early Retirement Program (FERP) shall not be required to undergo evaluation unless an evaluation is requested by either the FERP participant or the college dean.

The faculty member's evaluation for promotion to the rank of professor emphasizes the scope and depth of teaching performance, the degree of professional recognition within and beyond the University, and the distinctiveness of contributions to the general welfare of the faculty members department/division/school, college, and University.  Such a review must necessarily include a careful evaluation of each individual achievement, with the aim of determining its value to the faculty member, the students and the University.  A candidate for early promotion to the rank of professor must have a sustained outstanding record in categories  A and B, "educational performance" and "professional achievement" and be at least commendable in category C, "contributions to the University."

Tenured faculty members may be evaluated more frequently at the request of the faculty member or the President.

Review Periods

Performance Review Periods:

Review:

Review Period Begins:

Review Period Ends:

Retention review for second year faculty

Date of appointment to probationary position

File closure (fall semester of second year)

Retention (probationary performance review years other than second)

File closure of previous performance review

Current file closure (fall semester of performance review years)

Tenure and Promotion

Date of appointment to probationary position

Current file closure (fall semester of tenure elegibilty year)

Promotion to Professor

File closure of tenure and promotion performance review

Current file closure (fall semester of promotion eligibility year)

Periodic Evaluation Periods:

Evaluation:

Evaluation Period Begins:

Evaluation Period Ends:

First year evaluation

Date of appointment to probationary position

File closure (spring semester of first year)

Annual evaluation (probationary years not requiring retention review)

File closure of previous performance review

Current file closure (spring semester of current year)

Post-tenure review

File closure of last review

Current file closure (spring semester of current year)

IV.  Criteria Governing Evaluations of Permanent Faculty

Reviews for retention, tenure, and promotion to associate professor are cumulative in the sense that the progress or growth of the faculty member since joining the faculty is a factor in evaluation.  Generally, the evaluation of a probationary faculty member will take into account all and only the activities and achievements since the initial probationary appointment.  Reviews are comparative in the sense that the faculty member is evaluated against the quality and effectiveness of performance of colleagues taking into account the broad range of activities in which different members of the faculty engage.

Performance reviews for promotion to the rank of professor are similarly cumulative and comparative - i.e., the progress or growth of faculty members while in their present rank is assessed against the quality and effectiveness of colleagues' performance, taking into account the broad range of activities in which different members of the faculty engage.

Permanent faculty members are evaluated on the basis of their performance in the following categories:

  1. Educational Performance
  2. Professional Achievement
  3. Contributions to the University.

Of the three categories, category A normally shall have the greatest weight.  In the case of a faculty member who is appointed or elected to a non-teaching position, special consideration shall be given to performance in that assignment.  In such cases, a faculty member should consider preparing an individualized professional plan; the individualized professional plan is described in section V. B.

Although the criteria governing performance reviews are the same for retention, tenure, and promotion cases, reviewers should recognize qualitative differences between these types of reviews.  This difference, however, is one of degree, not kind, and it may be summed up under the concept of growth or progress.  At the time of the performance review of the faculty member for retention during the probationary period, judgment is based on demonstrated growth, performance and promise in categories A, B, and C.

At the time of candidacy for tenure and/or promotion, however, a faculty member is expected to have demonstrated substantive achievements in each of the three areas; promise of future growth will not be sufficient to warrant a positive recommendation for tenure or promotion.  Special consideration will be given to the continuity and growth of the activities comprising this total performance.

Category A, Educational Performance, consists of two elements:

  1. teaching performance, and
  2. related educational activities.

1.  Teaching performance includes those activities by the faculty member that directly contribute to student learning. Effective teaching can include many pedagogical approaches, such as lectures, individual and group exercises, inquiry-based learning, discussion sessions, and other techniques.  It can also include a wide range of activities such as supervising theses or projects; supervising student learning experiences in academic and community based settings; collaborating with students on research, performance, artistic, and other projects; mentoring students; and tutoring students.

The evaluation of teaching performance is an assessment of the quality and effectiveness of the efforts of faculty members that contribute to student learning.  This evaluation must include multiple measures:

  1. A summary of the quantitative responses to the "Student Opinion Survey on Instruction."
  2. Evaluation of teaching performance based upon a peer observation of instruction.
  3. At least one other source of information, such a course syllabi, instructional materials, assessment methods, assignments (including field assignments), evidence of student work and accomplishments, and signed letters from students.

2.  Related educational activities include, but are not limited to:  academic advisement, curriculum/program development, programmatic assessment of learning outcomes, membership on thesis committees, the development and evaluation of comprehensive exams, and other academic support activities that enhance student retention and student achievement.

The evaluation of related educational activities is based upon such items as surveys of student opinions of advisement, student mentoring, tutoring, field activities, etc.; written reports from the department/division chair or school director, students, faculty, and/or other individuals with first hand knowledge of the faculty member's activities; and other such documentation provided by the faculty member regarding participation in program assessment, curriculum development, and other related educational activities.

Category B, Professional Achievement, is defined as performance of discipline-related activities that include, but are not limited to the following broad areas identified in no particular order:

  • Academic and scholarly contributions to the faculty member's profession and field, that are externally evaluated and published or formally accepted for publication such as research, critical essays and analyses, and theoretical speculations.
  • Innovative use of technology, textbooks, and original teaching or testing materials which are adopted for professional and/or instructional use outside the faculty member's department/division/school.
  • Inventions, designs and innovations that have been favorably evaluated by authorities outside the University.
  • Creation, exhibition, performance or publication in the arts or literature. Producing and directing events in the performing arts, including visual arts, music, dance, and theatre, beyond normal instructional duties.
  • Presentations before meetings of scholarly and professional societies, and presentations as an invited authority in the faculty member's field before  scholarly and professional audiences.
  • Participation in activities of scholarly or professional societies beyond mere membership, such as elective office, fellowship status, committee membership, receipt of special awards, organization of symposia, and chairing of conference sessions.
  • Receipt of fellowships, grants, contracts or other subsidies and commissions for  scholarly activities in the faculty member's field.
  • Holding special appointments such as visiting professorships, lectureships, or consultant assignments in other academic, scholarly, professional, or governmental institutions.
  • Editing or reviewing of scholarly or professional publications.
  • Professional practice that utilizes the faculty member's academic expertise.
  • Service to one's profession, in such cases where the activity is based on one's disciplinary expertise (for example, appointment to a granting agency's review board or service on a professional board).
  • Community based participatory research, community service, and community based activities that involve the academic expertise of the faculty member.
  • In evaluating these contributions as to their relative merits, the quality and effectiveness, and not only the quantity of the contributions in category B shall be the primary consideration.

Category C, Contributions to the University, is defined as all other service to the University, profession, or community that contributes to the mission and governance of the University such as, but not limited to, those activities listed below.

  • Contributions to academic governance such as membership and participation in the activities of department/division/school, college, university, and system committees, and service in administrative capacities.
  • Participation in any student, faculty, professional, or community organization or engagement in any service to colleges and/or the community or engagement in other activities that bring positive recognition to the faculty member and to the University.
  • Delivery of speeches, conducting of colloquia, or otherwise conveying information about the faculty member's scholarship, profession, field and university to community groups.
  • Organization of and engagement in significant university, college and department/division/school activities that improve the educational environment and/or student, staff, or faculty life, such as organization of retreats, conferences, or orientations.

In evaluating these contributions in category C as to their relative merits, the quality and effectiveness, and not only the quantity of the contributions shall be the primary consideration.

V.  Additional Evaluation Policies

A.  External Review

A request for an external review of materials in one's personnel file may be made by any of the parties involved in the review.  Any request for an external review must be directed to the President or his designee and must indicate (1) the extraordinary circumstances warranting external review, and (2) the materials to be reviewed.  For such a review to take place, the faculty member under review must concur with the request for external review.  The dean of the college shall select appropriate external reviewer(s), with the approval of the President or designee and the concurrence of the faculty member under review, and transmit to the reviewers the materials to be reviewed.  A copy of the relevant parts of this policy shall accompany the materials to be reviewed.

Once the external reviewer(s)' report is received, the file is returned to the initial stage of review and the review commences from that level forward with the reviewers' report added to the permanent personnel action file (PPAF).

B.  Individualized Professional Plans (IPP) 

Each faculty member shall have the discretion to develop, in collaboration with his or her chair or director and the appropriate department/division school personnel committee, an individualized professional plan (IPP).  Such plans shall specify the candidate's goals and objectives and may alter the balance or focus of performance among categories A, B, and C for a specified period of time.

A faculty member may choose to prepare an IPP when either his or her work assignment or area of specialization warrants a departure from the usual evaluation criteria, or when the faculty member's work is of a nature that it makes it difficult to apply the established evaluation criteria articulated above.  Such a plan must indicate the time period during which it will apply to the evaluation of the faculty member's performance.  No IPP may be retroactively applied, and in no case shall an IPP exceed three years in duration.  However, an IPP may be renewed.  An IPP must be approved by the faculty member, the department/division chair or school director, the dean, the Provost and the President.  The IPP must indicate (1) the unusual circumstances or work assignment that warrant(s) the creation of the plan, (2) the work plan (and expected outcomes) for the faculty member over the course of the IPP's duration, and (3) where necessary, the criteria by which the faculty member will be evaluated.  An individualized professional plan will still require that a faculty member be evaluated in all areas of expected performance.  Whenever an IPP is approved, it must be placed in the permanent personnel file.  An IPP will be effective upon its approval and will govern only that part of the evaluation period during which it is in place.

C.  Evaluation of Faculty Active in Interdisciplinary Programs

When a faculty member with an appointment in a specific department/division/school devotes all or part of his or her efforts to instruction in or participates in the development and administration of an interdisciplinary program, that faculty member may request an assessment of his or her performance in the activities associated with the interdisciplinary program.  In that case, prior to the file closure date, the coordinator of the interdisciplinary program shall provide a written assessment of the contributions of the faculty member to that program for the faculty member's permanent personnel action file.  This assessment shall be part of the evidence upon which the evaluation is based.

D.  Evaluation of Faculty with Joint Appointment

The criteria for evaluating faculty with joint appointments shall be consistent with those used for comparable evaluations of faculty members appointed to a single department/division/school.

Faculty with joint appointments in two or more departments/divisions/schools or equivalent units shall be evaluated either by the peer review committee, in each department/division/school or by a joint committee of faculty from each department/division/school.  If a joint committee is utilized, this committee will consist of members of all academic units within which the candidate holds a joint appointment.  Each academic unit shall elect the committee members representing the unit and each unit shall be represented in as close to equal proportion as possible to proportion of the candidate's time assigned to that unit.  If not a member of the peer review committee, the chair or director of each academic unit shall write an independent evaluation.  A faculty member appointed in two different colleges will be evaluated by the college-level peer review committee in each college in which he or she is appointed. 

College dean(s), in consultation with the faculty member holding a joint appointment and the department/division chair(s) or school director(s), shall determine whether the faculty member will be evaluated in each department/division/school or by a joint committee; this determination should be made at least 30 days prior to the file closure date for the faculty member's first evaluation.  In subsequent years, changes to the department/division/school-level review process can be effected either at the recommendation of the faculty member with dean's approval or at the discretion of the dean after consultation with the faculty member.  Such changes will become effective for any review cycles beginning 30 days after the change is instituted.

In every case, the department/division/school and college-level recommendations shall be forwarded to the respective dean(s) of the college(s) in which an appointment is held; each dean shall conduct an evaluation and forward a recommendation to the Provost.  For individuals holding a joint appointment, the President shall make a single decision regarding retention, tenure, or promotion.

Evaluation of Permanent Library Faculty

(Senate: 11/6/12; President: 12/11/12)

Governing documents: Articles 13, 14, and 15 of the Collective Bargaining Agreement between the California State University and the California Faculty Association.

Librarians at California State University, Los Angeles are appointed as members of the faculty.  In keeping with the terminology utilized in the Collective Bargaining Agreement between the California State University and the California Faculty Association, the term “permanent library faculty” shall refer to all probationary (tenure-track) and tenured library faculty.  This evaluation policy governs permanent library faculty.  Relevant evaluation policies for instructional faculty, counselors, and coaches can be found in their respective evaluation policies elsewhere in this Handbook.

Overview

Library faculty members represent a vital and visible part of the intellectual life of CSULA. They contribute to the fulfillment of the University’s educational mission by providing access to knowledge resources, teaching, collaborating with other campus faculty to integrate information literacy into the curriculum, managing electronic resources, organizing information and data, developing collections and delivering traditional library services to the University and the broader community.  Library faculty work to foster the development of students in seeking, evaluating, and synthesizing information seeking and ideas across all disciplines.

Permanent library faculty members have the following classifications:

  • senior assistant librarian
  • associate librarian
  • librarian

The purpose of this library faculty evaluation policy is to maintain and enhance the high quality of the academic programs at CSULA by assuring that all permanent library faculty members meet and maintain high standards of performance as library professionals, teachers, scholars, and members of the camps community.  The policy aims to achieve this objective by establishing criteria for fair, thorough, and consistent evaluation of individual library faculty members at all levels of review.

Evaluations of tenure-track and tenured library faculty shall focus on the quality and effectiveness of professional duties and responsibilities, professional achievement, and other contributions to the University by the library faculty member under review.

The evaluation of a library faculty member is based upon a comprehensive review of the individual’s qualities, achievements, and promise during the year or years included in the review period.  Attention shall be given to forming a general “profile” or comprehensive estimate of the faculty member’s performance and special professional interests and accomplishments.

All reviews shall be based on evidence in the two-part personnel action file, which includes the permanent personnel action file (PPAF) and the working personnel action file (WPAF).  All evaluations will be entered into the library faculty member’s permanent personnel action file (PPAF).  The permanent personnel action file (PPAF) is maintained by the University.  Reports of peer observations of instruction and quantitative summaries of student opinion surveys are maintained in the PPAF.  The candidate is responsible for providing the following materials to his or her working personnel action file (WPAF) before the published date of file closure: a current curriculum vitae, a personnel information form that summarizes and describes the candidate’s activities and accomplishments during the period under review, and evidence of these activities and accomplishments.

I.  Types of Evaluation

There are two types of evaluations for permanent library faculty members:

performance reviews, required for retention, tenure, and promotion of library faculty, and

periodic evaluations, conducted when an evaluation is required, but in periods in which a library faculty member is not under consideration for retention, tenure, or promotion.

Performance reviews serve the dual purposes of determining whether or not a library faculty member’s performance warrants retention, tenure, or promotion, and of providing the library faculty member with constructive feedback on his or her performance in the areas under review.

Periodic evaluations are aimed primarily at providing the library faculty member with feedback on his or her performance.  However, they may be considered in subsequent performance reviews.

Library faculty members shall undergo a performance review when under consideration for retention, tenure, or promotion.  A library faculty member undergoing a performance review shall be reviewed by the Library Personnel Committee, the University Librarian, the Provost, and the President.

A library faculty member undergoing periodic evaluation shall be reviewed by the Library Personnel Committee and the University Librarian.  Periodic evaluations shall include review of a library faculty member’s performance in all of the same areas as during a performance review.

II.  Evaluative Standards, Evaluation Timelines, Post Tenure Performance Reviews and Periodic Evaluations and Review Periods

The policies for library faculty regarding evaluative standards, evaluation timelines, post tenure performance reviews and periodic evaluations, and review periods are the same as those for the instructional faculty.

III.  Criteria Governing Evaluations of Library Faculty

Reviews for retention, tenure, and promotion to associate librarian are cumulative in the sense that the progress or growth of the library faculty member since joining the library faculty is a factor in evaluation.  Generally, the evaluation of a probationary library faculty member will take into account all and only the activities and achievements since the initial probationary appointment.  Reviews are comparative in the sense that the library faculty member is evaluated against the quality and effectiveness of performance of colleagues taking into account the broad range of activities in which different members of the library faculty engage.

Performance reviews for promotion to the rank of librarian are similarly cumulative and comparative – i.e., the progress or growth of library faculty members while in their present rank is assessed against the quality and effectiveness of colleagues’ performance, taking into account the broad range of activities in which different members of the library faculty engage.

Library faculty members are evaluated on the basis of their performance in the following categories:

  1. professional librarian responsibilities;

  2. professional achievement; and

  3. contributions to the University.

Of the three categories, category A normally shall have the greatest weight.  A library faculty member may choose to prepare an individualized professional plan when either his or her work assignment or area of specialization warrants a departure from the usual evaluation criteria, or when the library faculty member’s work is of a nature that makes it difficult to apply the established evaluation criteria articulated below.  Such a plan must indicate the time period during which it will apply to the evaluation of the library faculty member’s performance.

The policies regarding individualized professional plans for library faculty are the same as those for instructional faculty.

Although the criteria governing performance reviews are the same for retention, tenure, and promotion cases, reviewers should recognize qualitative differences between these types of reviews.  This difference, however, is one of degree, not kind, and it may be summed up under the concept of growth or progress.  At the time of the performance review of the library faculty member for retention during the probationary period, judgment is based on demonstrated growth, performance, and promise in categories A, B, and C.

At the time of candidacy for tenure and/or promotion, however, a library faculty member is expected to have demonstrated substantive achievements in each of the three areas; promise of future growth will not be sufficient to warrant a positive recommendation for tenure or promotion.  Special consideration will be given to the continuity and growth of the activities comprising this total performance.

Category A, Professional Librarian Responsibilities, consists of two elements:

  1. professional performance, and

  2. related educational activities.

While library faculty members are distinct from instructional faculty members in their assigned responsibilities, their primary mission is to support student learning.  The contributions of individual library faculty members represent significant diversity in terms of activities performed.

1.  Professional performance includes those activities completed by the library faculty member that contribute to student learning.  These activities, listed in no particular order, include, but are not limited to:

  • Accomplishing professional objectives and fulfilling responsibilities in support of University and Library mission statements;
  • Promoting student learning through the appropriate collection and classification of resources, provision of reference or consultation, and/or implementation of effective delivery systems for access;
  • Providing instruction (e.g., teaching a course in the University’s Catalog; or teaching course integrated information literacy instruction sessions or conducting library workshops);
  • Considering and initiating new ideas, new technologies, or alternative approaches to library procedures;
  • Applying bibliographic techniques effectively to the acquisition, development, classification, and organization of selected information resources;
  • Initiating and carrying to conclusion projects that contribute substantially to the Library mission;
  • Performing effectively in terms of an individual library assignment of responsibility; and
  • Creating library resources in a variety of formats.

For library faculty members who serve as course instructors, the policy governing student input in the academic personnel process are the same as that for instructional faculty.

2.  Related educational activities include, but are not limited to: assisting faculty in curriculum/program development, programmatic assessment of learning outcomes, and other academic support activities that enhance student learning.  Library faculty members provide significant outreach to liaison areas for the purposes of instruction, for example, partnering in course integrated assignments, and curriculum development with faculty outside the library.  Library faculty also work with their liaison faculty in departments/divisions/schools and colleges in the developing collections and may be involved in other teaching related program liaison work (e.g., campus-wide information literacy efforts).

The evaluation of professional librarian responsibilities is based on the following activities, listed in no particular order, which include but are not limited to:

  • Project reports, logs, planning documents, self-studies, or other work product assessments;
  • Faculty and/or student feedback related to a service area or product;
  • Products created in support of student learning, including web pages, guides to web pages, and tutorials, etc.;
  • Feedback from faculty in the assigned liaison department related to collection development and/or outreach; and
  • Surveys of internal/external clients.

In evaluating these contributions in category A as to their relative merits, the quality and effectiveness, and not only the quantity of the contributions shall be the primary consideration.

Category B, Professional Achievement, is defined as performance of discipline-related activities that include, but are not limited to the following broad areas identified in no particular order:

  • Academic and scholarly contributions to the library faculty member’s profession and field that are externally evaluated and published or formally accepted for publication, such as research, critical essays, and theoretical analyses published as a book, chapter, or article;
  • Development of technology, textbooks, and original teaching or testing materials that are adopted for professional and/or instructional use outside the library;
  • Presentations at meetings of scholarly and professional societies;
  • Presentations as invited authority in the library faculty member’s field before scholarly and professional audiences;
  • Participation in activities of scholarly or professional societies beyond membership, such as elective office, fellowship status, committee membership, receipt of special awards, organization of symposia, and chairing or moderating of conference sessions;
  • Receipt of fellowships, grants, contracts, or other subsidies and commissions for scholarly activities in the library faculty member’s field;
  • Holding special appointments such as visiting professorships, lectureships, or consultant assignments in other academic, scholarly, professional, or government institutions;
  • Editing or reviewing of scholarly or professional publications;
  • Professional practice that utilizes the library faculty member’s academic expertise;
  • Service to one’s profession, in such cases where the activity is based on one’s disciplinary expertise (for example, appointment to a granting agency’s review board or service on a professional board); and/or
  • Community based participatory research, community service, and community based activities that involve the academic expertise of the library faculty member.

In evaluating these contributions in category C as to their relative merits, the quality and effectiveness, and not only the quantity of the contributions in Category B shall be the primary consideration.

Category C, Contributions to the University, is defined as all other service to the University, profession, or community that contributes to the mission and governance of the University including but not limited to the following broad areas as identified in no particular order:

  • Contributing to academic governance, such as memberships and participation in the activities of Library, University, and system committees, and service in administrative capacities;
  • Participating in any student, faculty, professional, or community organization, engaging in any service to colleges and/or the community, or engaging in other activities that bring positive recognition to the library faculty member and to the University;
  • Delivering speeches, conducting colloquia, or otherwise conveying information about the library faculty member’s scholarship, profession, field, and University to community groups; and/or
  • Organizing and engaging in significant University, college, and Library activities that improve the educational environment and/or student, staff, or faculty life, such as organization of retreats, conferences, or orientations.

In evaluating these contributions in Category C as to their relative merits, the quality and effectiveness, and not only the quantity of the contributions shall be the primary consideration.

IV.  Additional Evaluation Policies

A.  External Review

The policies regarding external review for library faculty are the same as those for instructional faculty.

B.  Evaluation of Library Faculty Active in Programs Outside the Library

When a library faculty member’s assignment includes significant instruction and activities in an academic program outside the Library, that library faculty member may request an assessment of his or her performance in the activities associated with the academic program.  In that case, prior to the file closure date, the chair/director/coordinator of the academic program shall provide a written assessment of the contributions of the library faculty member to that program for the library faculty member’s personnel file. This assessment shall be part of the evidence upon which the evaluation is based.

Evaluation of Permanent Counselor Faculty

(Senate: 5/8/12; President: 7/23/12; Editorial Amendment: 10/6/16 [EA])

Governing documents: Articles 13, 14 and 15 of the Collective Bargaining Agreement between the California State University and the California Faculty Association; the California State University system E. O. 1053: Policy on Student Mental Health; and the CSU Classification and Qualification Standards for Student Services Professional Academic-Related Series, Part B.

Counselor faculty at CSULA are appointed as members of the faculty.  In keeping with the terminology utilized in the Collective Bargaining Agreement between the California State University and the California Faculty Association, the term "permanent faculty" shall refer to all probationary (tenure-track) and tenured counselor faculty.  This evaluation policy governs  permanent counselor faculty.

Counselor faculty members have the following classifications:

Student Services Professional, Academic Related (SSP-AR) I

SSP-AR II
SSP-AR III

The purpose of the University's counselor faculty evaluation policy is to maintain and enhance the quality of the mental health services and academic programs at CSULA by assuring that all counselor faculty members meet and maintain appropriate standards for performance as clinicians, educators, scholars, and members of the campus community.  The policy aims to achieve this objective by establishing criteria for fair, thorough, and consistent evaluation of individual counselor faculty members.

Evaluations of tenure-track and tenured counselor faculty shall focus on the quality and effectiveness of counseling performance, professional achievement, and other contributions to the University by the faculty member under review.

The evaluation of a counselor faculty member is based upon a comprehensive review of the individual's qualities, achievements, and promise during the year or years included in the review period.  Attention shall be given  to forming a general "profile" or comprehensive estimate of the faculty member's performance and special professional interests and accomplishments.

All reviews shall be based upon evidence in the two-part personnel action file, which includes the permanent personnel action file (PPAF) and the working personnel action file (WPAF).  All evaluations will be entered in the counselor faculty member's PPAF, which is maintained by the University.  For counselor faculty members who serve as instructors in courses, quantitative summaries of student opinion surveys and classroom observations are maintained in the PPAF. The counselor faculty member is responsible for providing the following materials to his or her WPAF before the published date of file closure: a current curriculum vitae, a personnel information form that summarizes and describes the counselor faculty member's activities and accomplishments during the period under review, and evidence of these activities and accomplishments.

I.  Types of Evaluation

There are two types of evaluations of counselor faculty members:

performance reviews, required for retention, tenure and promotion of counselor faculty, and

periodic evaluations, conducted when an evaluation is required, but in periods in which a faculty member is not under consideration for retention, tenure, or promotion.

Performance reviews serve the dual purpose of determining whether or not a counselor faculty member's performance warrants retention, tenure, or promotion, and of providing the counselor faculty member with constructive feedback on his or her performance in the areas under review.  Periodic evaluations are aimed primarily at  providing the faculty member with feedback on his or her performance.  However, they may be considered in subsequent performance reviews.

Counselor faculty members shall undergo a performance review when under consideration for retention, tenure, or promotion.  A counselor faculty member undergoing a performance review shall be reviewed by the department of counseling and psychological services (CAPS) peer review committee, the CAPS director or if vacant, another supervising administrator, for example, the Student Health Center Director,  the Dean of Students, the Vice President for Student Life, and the President. 

A counselor faculty member undergoing periodic evaluation shall be reviewed by the CAPS peer review committee, the CAPS director or if vacant, another supervising administrator, for example, the Student Health Center Director and the Dean of Students.  Periodic evaluations shall include review of a counselor faculty member's performance in all of the same areas as during a performance review; the primary difference is that there are fewer levels of review for a periodic evaluation.

II.  Evaluative Standards, Evaluation Timelines, Post Tenure Performance Reviews and Periodic Evaluations, and Review Periods

The policies for counselor faculty regarding evaluative standards, evaluation timelines, post tenure performance reviews and periodic evaluations, and review periods are the same as those for the permanent instructional faculty.

III.  Criteria Governing Evaluations of Counselor Faculty

Reviews for retention, tenure, and promotion of counselor faculty are cumulative in the sense that the progress or growth of the counselor faculty member since joining the counselor faculty is a factor in evaluation.  Generally, the evaluation of a probationary counselor faculty member will take into account all and only the activities and achievements since the initial probationary appointment. Reviews are comparative in the sense that the counselor faculty member is evaluated against the quality and effectiveness of performance of colleagues taking into account the broad range of activities in which different counselor faculty engage.

Counselor faculty members at CSULA shall be evaluated on the basis of their performance in the following categories:

  1. Counseling Performance
  2. Professional Achievement
  3. Contributions to the University

Of the three categories, category A normally shall have the greatest weight.  In the case of a counselor faculty member who is assigned to a non-counseling position, special consideration shall be given to performance in that assignment.  In such cases, a counselor faculty member should consider preparing an individualized professional plan.  The policy governing individualized professional plans for counselor faculty is the same as that for permanent instructional faculty.

Although the criteria governing performance reviews are the same for retention, tenure and promotion cases, reviewers should recognize qualitative differences between these types of reviews.  This difference, however, is one of degree, not kind, and it may be summed up under the concept of growth or progress.  At the time of the performance review of the counselor faculty member for retention during the probationary period, judgment is based on demonstrated growth, performance and promise in categories A, B, and C.

At the time of candidacy for tenure and/or promotion, however, a counselor faculty member is expected to have demonstrated achievements in each of the three areas;  promise of future growth will not be sufficient to warrant a positive recommendation for tenure or promotion.  Special consideration will be given to the continuity and growth of the activities comprising this total performance.

Student Input in Academic Personnel Process

For counselor faculty members who serve as course instructors, the policy governing student input in the academic personnel process is the same as that for permanent instructional faculty.

Category A: Counseling Performance

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