ÃÛÑ¿app

Faculty

Faculty at ÃÛÑ¿app include: Academic Faculty, defined as instructional faculty, librarians and counselors on professional contracts who create and disseminate scholarly information or provide professional services through teaching, counseling, or library services, as their primary responsibility; and Administrative Faculty, defined as those on professional contracts who perform responsibilities related to the formation and implementation of managerial policies or general operations of the college as their primary responsibility. Primary to effective shared governance is faculty representation on committees and an opportunity for academic and administrative faculty perspectives to be shared and understood on topics of joint concern. Thus, faculty (academic and administrative) participation at ÃÛÑ¿app is established at a number of levels (department, division, and institution). Topics requiring a high level of faculty responsibility include, but are not limited to, the following: 

1. Curriculum: ÃÛÑ¿app academic faculty maintain primary responsibility for curriculum development, content matter, methods of instruction, and elements of student life related to educational processes.Ìý
2. Faculty Status: Faculty perspective and recommendations are essential to decisions related to faculty status, including faculty hiring, appointment, reappointment, decisions not to appoint, promotions, the granting of tenure, sabbaticals, and dismissal. ÃÛÑ¿app has committee structures in place that align with NSHE standards and personnel procedures, which typically include a review and recommendation from the appropriate ÃÛÑ¿app Dean and the VPAA, or other Vice President.Ìý
3. Faculty Salaries: Faculty actively participate in the determination of policies and negotiations related to faculty salaries, including increases, equity adjustments, and performance-based enhancements. ÃÛÑ¿app has committees in place for this purpose.Ìý
4. Degrees and Certificates: The Faculty work through NSHE processes and BOR approval to set requirements for degrees and certificates. We acknowledge that as a 2-year college we work to align transfer degrees with university requirements, in particular, requirements set by NSHE institutions. The Faculty determine when requirements have been met and authorizes the president and Regents to grant degrees thus achieved.Ìý

Final decisions on these matters reside with the President, the NSHE Chancellor and, in some instances, the Board of Regents. Although we aspire to reach agreement on matters that may be controversial, when agreement cannot be reached, the reasons will be clearly communicated to the faculty. We will also work to provide opportunities for dialogue on pertinent topics and issues, but in this joint statement, we concur with the AAUP and acknowledge that, "Budgets, personnel limitations, the time element, and the policies of other groups, bodies, and agencies having jurisdiction over the institution may set limits to realization of faculty advice." (AAUP 5.1) 

Faculty Senate

The ÃÛÑ¿app Faculty Senate represents the views of the faculty (academic and administrative), as a collective, on the institution level. In order to do this, the Faculty Senate leadership communicates frequently with faculty senators, faculty constituencies, and administration.Ìý

The Faculty Senate meets unencumbered to discuss issues and consider adopting formal resolutions that serve as recommendations to the ÃÛÑ¿app President on relevant topics. The ÃÛÑ¿app Faculty Senate has a direct line of communication to the ÃÛÑ¿app President. In particular, and in accordance with Faculty Senate Bylaws, all Senate recommendations shall be made directly to the President of ÃÛÑ¿app or to the appropriate administrator. We acknowledge the importance of this structure, and we jointly commit to learning from one another's perspective and working toward consensus, or achieving compromise on items where there is a disagreement between what the administration judges to be good for ÃÛÑ¿app and what faculty recommends.Ìý

When and if the ÃÛÑ¿app President does not agree with Faculty Senate or Faculty Committee recommendations, the ÃÛÑ¿app President shares the reasons for the disagreement of the recommendation with the Faculty Senate, and both parties have the opportunity to reconsider, review, and resubmit their proposals on these matters. If agreement is not possible, the administration and Faculty Senate seek compromise on the matter.Ìý

The Faculty Senate Chair also represents faculty at the Board of Regents meetings, in direct meetings with the Chancellor and his staff, at the Institutional Advisory Council, and with other community organizations that may seek faculty representation.Ìý

Moreover, faculty senators often serve as representatives on ÃÛÑ¿app shared governance committees and have the responsibility to share information and glean the faculty perspective when necessary.Ìý

Faculty Senate executive team leaders work with the administrative executive team to proactively resolve issues, suggest ideas, and even to improve upon the resource base for instruction.Ìý

Nevada Faculty Alliance (NFA) 

The NFA is the sole and exclusive representative for the purpose of collective bargaining activities as described in the Board of Regents Handbook, (NFA-ÃÛÑ¿app Contract Article 1) in negotiating faculty contracts with the administration and represents faculty without reference to membership in the NFA (NFA Contract Article 3.1.2 when there are disputes involving interpretation of the contract.Ìý

From the NFA Contract Preamble: "The intent of both parties in carrying out their responsibilities is to promote the quality and effectiveness of education at ÃÛÑ¿app and to establish an orderly procedure for the resolution of differences between the NSHE and the faculty who are members of the bargaining unit. These objectives are best accomplished by a good faith, cooperative and collegial relationship in the Nevada System of Higher Education (NSHE)." 

Students and the Student Government Association (SGA) 

ÃÛÑ¿app students participate responsibly in college governance, and opportunities to do so can benefit student leaders educationally. We concur with the AAUP that, "Ways should be found to permit significant student participation within the limits of attainable effectiveness" and ÃÛÑ¿app provides membership to SGA leaders, or their designees, on key college governance committees. Students have barriers to participation in shared governance, including transitory status and inexperience, especially regarding academic and curricular matters. However, the student perspective can strengthen ÃÛÑ¿app, and we acknowledge that students can offer a "freshness of view, and idealism" (AAUP 6.2) that faculty and administration deeply values.Ìý

We affirm the following AAUP statement: "The respect of students for their college or university can be enhanced if they are given at least these opportunities: (1) to be listened to in the classroom without fear of institutional reprisal for the substance of their views, (2) freedom to discuss questions of institutional policy and operation, (3) the right to academic due process when charged with serious violations of institutional regulations, and (4) the same right to hear speakers of their own choice as is enjoyed by other components of the institution" (AAUP 6.3).Ìý

3. External Relations and Free Speech 

The AAUP notes: "Anyone-a member of the governing board, the president or other member of the administration, a member of the faculty, or a member of the student body or the alumni-affects the institution when speaking of it in public. An individual who speaks unofficially should so indicate. An individual who speaks officially for the institution, the board, the administration, the faculty, or the student body should be guided by established policy" (2d.l).Ìý

Shared governance is most effective when college leaders (administration, faculty leaders, classified, SGA) trust that all share good intentions.   

When unresolved conflicts exist, every effort should be made to negotiate through them in good faith. Disagreements are dealt with in a venue that is constructive and appropriate with the ultimate goal of finding solutions that are in the best interest of the institution and all those served by it, as expressed in the ÃÛÑ¿app Mission and Value Statements, and Strategic Master Plan. College leadership has a responsibility to represent ÃÛÑ¿app fairly and accurately when speaking in public.

The ÃÛÑ¿app President ensures that the views of faculty (academic and administrative), staff, and students, including dissenting views, are presented to the Chancellor and to the Board of Regents on those issues where responsibilities are shared (AAUP 4.4) .Ìý

However, "The right of a board member, an administrative officer, a faculty member, or a student to speak on general educational questions or about the administration and operations of the individual's own institution is a part of that person's right as a citizen and should not be abridged by the institution. There exist, of course, legal bounds relating to defamation of character, and there are questions of propriety" (AAUP 2d.2).

4. Long Range College Planning 

Planning efforts require a broad exchange of information and opinion. As noted by the AAUP, "The channels of communication should be established and maintained by joint endeavor. There is a difference between the institutional system of communication and the authority of and responsibility for the decision-making" (2c.2) 

The emphasis given to various elements of the educational programs at ÃÛÑ¿app involve participation of the Board of Regents, the administration, and the faculty (academic and administrative) prior to final decisions (AAUP 2b.4).Ìý

Decisions about existing or proposed physical resources are collaborative, and the administration will seek agreement with the faculty (academic and administrative) and the BOR regarding facilities that will be used in the educational work of the institution (AAUP 2c.3).Ìý

Budgeting decisions are transparent and solicit appropriate involvement from governing bodies (NSHE, BOR), the president, administrators, faculty (academic and administrative), staff, and when student fees are involved, students.Ìý

5. Hiring and Appointments 

Choosing a new president entails cooperation between the NSHE BOR, the NSHE Chancellor, the faculty (academic and administrative), and takes into consideration opinions of other interested parties (Staff, Students, and Community). The AAUP notes, "The president's dual role requires an ability to interpret to board and faculty the educational views and concepts of institutional government of the other . The president should have the confidence of the board and the faculty" (2c.5).Ìý

The selection of academic deans and vice presidents begins with screening committees that include representation from each campus constituency and include ample representation from faculty (academic and administrative), including the opportunity for the Faculty Senate Chair and/or Chair-Elect to serve when appropriate. The final selection is the responsibility of the president in consideration of recommendations put forth by the screening committee.Ìý

ÃÛÑ¿app Department Chairs are elected by the members of the department following a nomination period and approval of the Dean assigned to the department, as defined in the NFA Contract. The Dean may nominate a qualified candidate to run in a chair election as part of the shared governance process. ÃÛÑ¿app Department Chairs have a special obligation to build departments that demonstrate teaching excellence and high program quality. Because ÃÛÑ¿app Chairs do not supervise full- time faculty and ÃÛÑ¿app Deans are the supervisor of full-time faculty, Chairs and Deans must work closely and effectively to foster great departments.Ìý

Academic faculty appointments, including tenure, are largely based upon recommendations by academic faculty, and in collaboration with the dean assigned as the supervisor to a particular academic faculty. The judgement of academic faculty within a particular field related to an appointment (including tenure and promotion) within that same field are critical to decision making and thus the academic faculty voice is primary in such matters. Such matters also require review and approval by the appropriate ÃÛÑ¿app Dean and the Vice President of Academic Affairs with the concurrence of the President and the NSHE BOR. The AAUP cautions: "The governing board and president should, on questions of faculty status, as in other matters where the faculty has primary responsibility, concur with the faculty judgment except in rare instances and for compelling reasons which should be stated in detail" (5.3). At ÃÛÑ¿app, we will work to ensure that tenure and other changes to academic faculty status permit such disclosure as a condition of those processes to the appropriate faculty and responsible committees (e.g. Department Chairs, Rank Advancement, or Tenure Committees).Ìý

Administrative faculty appointments, are largely based upon recommendations by the supervisor, and in collaboration with the Director, Dean and Vice President of the particular administrative faculty. Such matters also require review and approval by Human Resources and the President.Ìý

In closing, all members of the ÃÛÑ¿app community strive to practice these principles of Shared Governance because doing so sustains our excellence and builds upon our strengths.Ìý

Works Consulted 

• American Association University Presidents (AAUP). . Citations for this source in the document refer to the section number and the paragraph in that section.Ìý
• Nevada Faculty Alliance (NFA) . .Ìý
• Truckee Meadows Community College (ÃÛÑ¿app). ÃÛÑ¿app Bylaws.
• ÃÛÑ¿app Faculty Senate. Faculty Senate Bylaws.Ìý