Individual departments or other units of the University are charged with stewardship responsibility for the equipment under their control. However, ownership of University equipment is vested in the University of Oregon on behalf of the Oregon State Board of Higher Education, and not in any specific unit or department regardless of whether the equipment was purchased with University funds or donated by an external agency or private individual. Such items need not be listed on the University's equipment inventory to qualify as University equipment.

University equipment may be used only in the conduct of University-related activities. Except as required for the proper accomplishment of the University's mission or for the obvious and recognized purposes of an individual unit or department, University equipment may not be borrowed by, or rented or loaned to any person or group for non-University purposes without the prior written approval of the Vice-President for Administration, on the recommendation of the appropriate dean or director.

Department heads and unit directors may loan or rent equipment under their stewardship to other units of the University for University purposes and are free to transfer control of equipment to other University units upon the agreement of both unit directors and in compliance with University inventory control procedures.
They also may negotiate with equipment vendors for the trade-in value of equipment they intend to replace in compliance with State Board purchasing policies and procedures.

When an item listed on the University's equipment inventory is no longer needed or when it is judged to be of no value, the Office of Business Affairs shall be notified. The Office of Business Affairs is authorized to declare such equipment surplus or scrap and to determine how it shall be disposed of according to appropriate State Board policies and procedures.

(See also OAR 580-50-035 and FASOM 02.40A[2], 4101, 4102, 4111, 4113, 4150, 4201)

Faculty undergoing review for promotion and/or the granting of indefinite tenure should have knowledge of the general content of their dossier, as well as of the recommendation by their dean, prior to review at the university level. Furthermore, they should be given the opportunity to respond to information that may be inaccurate, misinterpreted or lacking in clarity. This policy allows for release of such information while maintaining the commitment of confidentiality to external referees and others preparing reports and recommendations.

After the dean has formulated a recommendation, but before the dossier is forwarded to the Office of Academic Affairs, the dean or associate dean, if so designated, will meet with the candidate. At this meeting:

1. Faculty shall be given an oral summary of the contents of his or her file and the recommendations made to date, including that of the dean. The oral summary should include relevant information presented in the departmental report, the general content of the outside letters, and the recommendation by the Dean's Advisory, or Personnel, Committee.

2. If the faculty member has not waived his or her right of access, he or she may examine all the contents of the dossier that are open as defined by the formal statement of waiver.

3. If the faculty member has waived his or her right of access, and if requested by the faculty member, the dean shall provide a written version of the oral summary. This document, typically no more than 1-2 pages in length, should accurately reflect the oral summary, and should not be an item-by-item summary of any report, evaluation or letter contained in the dossier.

4. If the candidate believes that his or her record has been misinterpreted, misunderstood, or is incomplete, he or she may submit to the Office of Academic Affairs a written statement of rebuttal. This document will be added to the dossier for review at all subsequent levels.

5. Redaction or substantive summary of material is not undertaken at the school/college level, or provided to faculty during or immediately after his or her meeting with the dean.

Faculty who have waived their right of access may request redacted versions of reports by elected faculty personnel committees and/or substantive summaries of any closed part of the file, but only following a negative decision by the Provost. A proper summary (abstract) is interpreted to mean document-by-document, not a general summary, with the condition that editing and abstracting will maintain the confidentiality of sources who submitted their evaluations with assurance of confidentiality in accordance with the candidate's waiver statement. Substantive summaries shall be prepared by the Office of Academic Affairs and reviewed by a member of the Faculty Personnel Committee.

If, at the time of the initial hire, the faculty member has not been awarded his or her terminal degree, the individual shall be issued a tenure-related contract using the rank modifier "Acting". The transmittal letter shall contain the following paragraph:

"It is anticipated that you will have completed the requirements for your [degree name] degree and will be able to provide this office with a statement or certification from the granting institution of the completion of the degree requirements prior to September 16, [start first year]. (This institution will accept the statement or certification in lieu of actual conferral in recognition of the fact that in some instances actual conferral can be delayed.) The "Acting" designation will be removed upon completion of the [degree name] requirements. Should completion of the requirements not occur by September 16, a one-year, fixed-term contract will be issued to you for the period of September 16, [start first year]. Continuation of this appointment beyond June 15, [end first year] is contingent upon actual conferral of the degree by [end first year]."

The following statement shall be included on the initial contract:

"Continuation of this contract beyond the end of the first academic year is contingent on receipt of the [degree name] degree by [date of end of the end of the first year of the contract]. The "Acting" designation will be removed upon completion of the [degree name]."

If the individual completes the degree requirements and is issued a certification or statement of completion, the tenure-related contract remains in place. Should an individual who is issued the one-year fixed-term contract receive the degree during the first academic year, and upon the recommendation of the department and the dean, a tenure-related contract with a start date of September 16, of the second academic year will be issued, and the tenure clock will commence effective that date.

The University provides for a comprehensive post-tenure review of its faculty every three years to encourage, to reward, and to support the continuous development of tenured members of the faculty, and through the process of peer review to identify faculty members who merit special recognition or need special assistance. Two levels of regular, developmental review are required of all tenured faculty who are not evaluated through the established Administrative Review process:

1. A substantive review at the three-year point after a prior major review or after promotion. Other reviews (such as those undertaken for regular salary or merit-pay adjustments) may contribute to the third-year review, but may not be substituted for it.
2. A major review every six years after a prior major review or after being promoted or receiving tenure.

PREAMBLE

A. Faculty Governance and the Responsibility of Educators: The University of Oregon Charter. The Charter of the University of Oregon, adopted in 1872, places the governance of the University in the hands of its faculty, with the President at its head. According to the Charter, "The Faculty, consisting of the President and professors, shall be entrusted with the immediate government and discipline of the University." This system of governance imposes a solemn collective responsibility on the professors of the University of Oregon that is in addition to their individual responsibility to their students, their profession, and the larger society. The procedures described here are prepared with that responsibility of faculty governance in mind. Commitment to faculty governance requires substantial service obligations that must be recognized. The procedures are designed to help each professor, as an educator, more effectively discharge her or his individual responsibilities toward students, profession, and society.

B. The Responsibility of Educators, Academic Freedom, and Tenure

1. Individual Professional Responsibility. Society entrusts individual professors in its institutions of higher education with tasks of immense sensitivity: the education of its young people; the search for knowledge, wherever that search may lead; and the use of knowledge to help individuals and institutions in society progress and improve. To perform these tasks well requires a lifetime commitment to the profession of the scholar.
2. Academic Freedom. To persuade the best scholars to devote their lives to this profession, the University guarantees a healthy measure of freedom in their professional lives. The protection of that freedom -- which is called academic freedom -- is both the precondition to excellence in the professoriate and the precondition to the education of continuing generations of free citizens, in a free society. Therefore, academic freedom is guaranteed not primarily to benefit the professors, but to ensure benefits to society as a whole.
3. Academic Tenure. The primary method by which academic freedom is guaranteed is through a conditional grant of tenure with indefinite term. This grant of tenure is offered only to those professors who make it through a rigorous, probationary period. During that period, they bear the burden of proving their potential for lifelong excellence in teaching, research, and service. Those who sustain this burden of proof are then offered, in return, a commitment that the University will not later dismiss them without itself bearing a burden of proof that they are not performing as expected. Tenured professors are not guaranteed their jobs. They are, however, guaranteed that they will not be dismissed without academic due process. This guarantee is central to academic freedom and the societal benefits that it generates.
4. Evaluation. In addition to the rigorous evaluation undergone by professors who obtain tenure, professors are continually evaluated by their students, by their local peers, and by a wide range of peers in their profession on a national or international basis after they have obtained tenure. Few professions are practiced as "publicly" as the profession of a University professor. Evaluation and review is therefore a continuing feature of the life of every professor.
5. The Dynamics of Professorial Careers. The focus of a faculty member's professional activities may shift over time. The nationally recognized criteria for obtaining indefinite tenure place approximately equal emphasis on demonstrated excellence in teaching and research, and considerably less emphasis on service. As tenured faculty progress through their careers, however, some may redirect their energies. Some may, for example, devote proportionately more time to teaching, advising, administration, and University service than they did as assistant professors. Consequently, expectations for, and the goals of, individual faculty members may also change. For the purpose of post-tenure review, the fundamental criterion is demonstrated excellence in meeting the expectations and goals established jointly by the faculty member and his or her department or program. If, for example, it is in the department's and University's best interest to have a tenured faculty member focus more on teaching and service than upon research, post-tenure review for that faculty member should emphasize, acknowledge, and reward demonstrated excellence in those areas. A key aspect of this program is therefore the collaborative establishment of professional expectations for each faculty member under review.
6. Collective Professional Responsibility for Faculty Development. In addition to their individual responsibilities, the faculty members in each unit (department, program, school, or college) of the University of Oregon have a collective responsibility to help individual colleagues achieve excellence. The purpose of this procedure is to promote a high level of dialogue among individual faculty members, their colleagues, and heads of units, so that each faculty member can draw upon the advice and resources of others in her or his pursuit of professional excellence.

PROCEDURE

1. The third-year substantive review. This review shall be conducted jointly by each individual faculty member and the appropriate dean, department, or program head. The faculty member shall submit by March 15th of the review year an updated vita and bibliography, and a summary statement of activities and accomplishments in the areas of research, teaching and service covering the previous three years.

2. The sixth-year major review. The review should occur during the winter and spring terms. The faculty member to be reviewed will be notified of such by the appropriate dean, department, or program head no later than October 15th of the review year.

a) The procedure for this review relates closely to the regular review process for faculty. In addition to the review for promotion and tenure by the Faculty Personnel Committee, yearly evaluation of faculty members is made by many department heads, deans, or other supervising officers. The sixth-year major review shall be conducted by an elected standing committee of the unit (department, program, school, or college) including three or more tenured faculty members of whom one may be outside the unit. The total number of members shall be determined by the unit. The committee shall include no department head or dean.

b) Each school or college must have an elected, standing oversight committee. In the case of those schools or colleges which have formal departments, the sixth-year major review shall be conducted by an elected committee of the department. In the case of those schools or colleges that do not have formal departments, the sixth-year major review shall be conducted by the elected, standing oversight committee of that school or college, which may be an existing committee or one newly devised for that purpose. In the case of units so small that the creation an elected standing committee of the unit is impractical, the larger unit's oversight committee will make arrangements for the sixth-year major review.

3. Scheduling. The sixth-year major review should occur during the sixth-year following the last promotion in rank, receipt of tenure, or the last sixth-year major review. The appropriate dean, department, or program head shall determine the schedule for years in which faculty members shall undergo third year and sixth-year reviews in accordance with the guidelines outlined in this document, noting the following:

a) Associate Professors. The review will be timed so that the first third-year substantive review takes place in the third year after the awarding of tenure. Any review for promotion shall be substituted for the third-year substantive review or the sixth-year major review.

b) Any faculty member within three years of retirement or on the 600-hour program may choose not to undergo review if that is the policy of the school or college.

c) At the option of the faculty member, the department head, or the dean, an earlier review may be requested. The request for review, submitted in writing, shall include reasons for the earlier consideration. Copies shall be sent to the faculty member, the department head, and the dean. The time for review shall be determined by the review committee.

d) A faculty member may request, in lieu of the sixth-year major review, a special review by the Faculty Personnel Committee be conducted through the regular review process.

e) In practice, some deviations from normal scheduling may occur for a variety of reasons, including hiring, promotion, and sabbatical cycles.

4. Statements and reports.

a) The third-year substantive review. The dean, department, or program head reviews submitted materials then prepares a brief statement evaluating the performance of the faculty member and, for associate professors, commenting on the degree to which the faculty member is on target for promotion. This statement shall be given to the faculty member and signed by the faculty member to indicate that he or she has read it. The faculty member may submit a written response to the statement within thirty days. A copy of the statement and any response by the faculty member shall be filed in the faculty member's personnel file no later than June 15th of the review year.

b) The sixth-year major review. The report of the elected standing committee is submitted to the department head who then reviews all relevant information and prepares a summary sixth-year major report. These two reports shall be given to the faculty member and signed by the faculty member to indicate that he or she has read it. The faculty member may submit a written response to these reports within thirty days. A copy of these two reports and any response by the faculty member shall be filed in the faculty member's personnel file and a copy of these two reports and any response by the faulty member shall be forwarded to the appropriate dean no later than June 15th of the review year.

5. Appeal process. Within the period specified in OAR 571-03-0000 et. seq. the faculty member may appeal to the University Faculty Grievance Appeal Committee after receipt of the statement or report described in 4a or 4b above.

CRITERIA

1. The following criteria (elaborated in the Faculty Handbook) will be used in post-tenure review:

a) Maintenance of high quality of teaching.

b) Continuing professional growth, scholarly activities, creative and artistic achievement.

c) Exercise of leadership in academic and administrative service.

d) Service and activities on behalf of the larger community.

e) Additional criteria as may be established by individual departments.

2. The information to be considered in decisions concerning post-tenure review will include the faculty member's statement of scholarly, scientific, professional or artistic accomplishments, goals, and plans; an up-to-date vitae and bibliography; accumulated annual faculty evaluation reports; the faculty member's responses, if any. Additional information including any of the following may be requested:

a) A statement from the department head, dean or provost summarizing the past duties and responsibilities of the faculty member, including pertinent information concerning the conditions of appointment.

b) Student evaluations and other materials relating to the quality of teaching or administration.

c) In appropriate instances, letters of evaluation from individuals both on and off campus, with particular attention to evaluations by persons specially qualified to judge the contributions of the faculty member over the period of review.

d) Supportive documents such as copies of publications, manuscripts, photographs of art objects, musical compositions, or reviews of performance.

e) Other evaluation statements.

USE OF REVIEWS

1. The third-year substantive review. This review shall be an element of annual salary adjustment decisions.

2. The sixth-year major review. A positive evaluation at the sixth-year major review of a faculty member holding the rank of Full Professor or Tenured Senior Instructor shall result in the recommendation to the Provost of an increase to the base salary of that faculty member comparable in amount and funding source to that given for promotion. Other faculty rewards should also be considered by the review committee for recommendation to the dean or department head. Faculty rewards may include but need not be limited to the following:

a) reallocation of departmental resources on a temporary basis to allow opportunity for development of new sources to enrich the curriculum, or to allow additional research opportunity;

b) additional research or clerical support; and

c) University recognition of individual faculty members for outstanding achievement.

3. Career Support Program. Upon the recommendation of the review committee, the University shall provide to the faculty member such opportunities to improve the performance as the following:

a) consultation with colleagues for purposes of assistance in problem areas,

b) appropriate reallocation of department assignments to facilitate updating an improvement in teaching or research,

c) access to a center for improvement of instruction or scholarly effort, and

d) personal counseling.

4. The University of Oregon shall "deal firmly but humanely with situations in which a faculty member's competence or vitality have diminished to such an extent that formative opportunities are unable to sufficiently stimulate or assist the faculty member's return to a fully effective state." (IMD 4.002). To preserve the constructive intent of post-tenure review, however, summary post-tenure statements or reports shall not be used in procedures for disciplinary sanctions. The procedures and criteria for sanctions are addressed separately under existing statutes ( OAR 580-021-0320, OAR 580-021-0325, and OAR 580-022-0045).

The University will provide uncompensated salary and OPE on major faculty fellowships according to the following terms:

1. During a sabbatical year, the fellowship is expected to cover the portion of a faculty member's salary not provided by the University. The University will provide 100% of OPE for the faculty member's designated annual salary. The faculty member is eligible for this support every sabbatical year.
2. During a non-sabbatical year the University will provide up to 30% of the faculty member's designated annual salary to cover the difference between the salary support awarded by the fellowship and the regular salary. The University will provide 100% of the OPE for the designated annual salary. The faculty member is eligible for this support once between sabbatical years. With the approval of the appropriate dean and department head, this support may be received immediately before or after a sabbatical leave.

The University will provide uncompensated salary and OPE according to the terms above when the following conditions are met:

1. The faculty member holds a tenure-related appointment of at least .50 FTE
2. The fellowship award period is for at least a full academic term.
3. The total salary compensation paid to the faculty member during the period of the fellowship does not exceed the faculty members usual University salary compensation for that period. This does, not preclude proper additional salary as from consulting, summer salary payments, or special overload payments.
4. The fellowship compensation is paid to the faculty member through the University payroll system as salary using an appropriate account to be established for that purpose.
5. The fellowship leave is approved by the faculty member's dean and department head.
6. The fellowship is one that is intended to support the faculty member's activities appropriately related to research, scholarship, or augmentation of teaching expertise, and it is considered by the Provost to be in the best interests of the University that the faculty member accept the fellowship. Examples of fellowships that might be eligible include:

• Fulbright Scholar
• John Simon Guggenheim Memorial Foundation
• Kellogg Foundation
• National Endowment for the Humanities or Arts

The Provost may make exceptions to this policy when he believes that doing so is in the best interests of the University and the Faculty member requesting an exception.

The University's coverage of OPE costs ensures that the faculty member receives continued health insurance and worker's compensation coverage, continues participation in tax-deferred programs and the 6% tenure-reduction program, and receives credit towards accrued sabbatical time and PERS retirement benefits. The faculty member will also continue to have social security contributions withheld from each paycheck.

At least every two years the University of Oregon shall adopt procedures to review salaries for equity. These procedures may be revised from time to time as necessary.

A faculty member who has assumed responsibility through birth or adoption for a new baby or child may be able to continue to fulfill assigned instructional responsibilities without taking extended sick leave or leave without pay. Parental responsibilities for a new baby or child, however, may lessen a faculty member's scholarship for a period of time. In acknowledgement of this possibility, the University, at the request of the faculty member, will consider entering into a special agreement to extend the probationary period for one year before mandatory consideration for indefinite tenure is given. In cases deviating from normal full-term childbearing, a faculty member can request a similar extension which may be granted at the discretion of the Provost. Requests for an extension may be made for each new baby or child.

Procedure, Period of Leave, and Rescission of Agreement: A faculty member who requests an extension of the tenure probationary period must initiate the request no later than twelve months after birth or adoption of a new baby or child. The request should be addressed to the Provost. Any request for leave without pay that is combined with a request to suspend the tenure clock under this policy shall in no case lead to a suspension exceeding twelve months, as specified above. The agreement for the extension of the probationary period may be rescinded by the faculty member at any time by submitting written notice to the Provost.

The University of Oregon shall determine and publish the salary increase amounts that accompany promotions in rank.

The University of Oregon shall identify separately and record in the faculty member's personnel record any administrative or other special stipends which are to continue only for the time during which the special circumstances occur.

The finalist applicants for an academic position at the University of Oregon shall be informed of factors to be considered in determining the hiring salary.