Handbook for Faculty and Other Unclassified Staff – 1998

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Personnel Policies and Procedures: Faculty

2. Faculty
   1. Faculty Appointments
      1. Appointment Schedule and Processing
      2. Guidelines for Joint Appointments: Sharing faculty resources across traditional disciplinary lines and/or between budgetary units
      3. Faculty Ranks and Titles
      4. Academic Freedom
   2. Faculty Evaluation
      1. Statement of Policy
      2. Implementation
   3. Promotion and Tenure
      1. Regents Policy
      2. Policy on Interruption of the Probationary Period (Tenure Clock)
      3. Probationary Period
      4. Guidelines and Criteria for Promotion and Tenure
      5. Procedures
   4. Named, University, Teaching, and Regents Professorships
      1. University Committee on Distinguished Professorships
      2. Procedures and Criteria for Appointment to Named and University Distinguished Professorships
      3. Teaching Professorships
      4. Regents Distinguished Professorships
   5. Faculty Code of Rights, Responsibilities, and Conduct
   6. Procedures for Cases involving Dismissal, Infringement of Academic Freedom or Tenure Rights, and Violation of Established Procedures and Criteria for Appointment, Reappointment, Promotion or Non-reappointment
      1. General Operation
      2. Mediation Procedures
      3. Hearing Procedures for Cases of the Dismissal of Tenured Faculty and of Dismissal Prior to the Expiration of Term Appointments
      4. Hearing Procedures for Cases of Infringement of Academic Freedom and of Violation of Established University Procedures Relating to Appointment, Promotion, or Reappointment of a Faculty Member
   7. Resignations and Retirement
      1. Resignations
      2. Phased Retirement
      3. Retirement
      4. Emeritus Status
         1. Employment and research after retirement
         2. Courtesy benefits

C.2.a. Faculty Appointments

Back to TopC.2.a.1. Appointment Schedule and Processing

The University of Kansas, as a member of the Association of American Universities, adheres to that association's policy that no offer of employment as a faculty member shall be extended to a faculty member of another AAU institution after May 1 unless it concerns the second academic year to come.

Recommendation of an appointment originates in the administrative unit in which the appointment is to be made. The academic rank and tenure status of all appointees shall be subjected to peer-review procedures established by the units. Appointment offers are made by the Provost, based upon the originating unit's recommendation and all intermediate recommendations required by University procedures. For appointments across traditional disciplinary lines and between budgetary units, special procedures apply. See "Guidelines for Joint Appointments," C.2.a.2. below.

Board of Regents policy (1985, 1988, 1991, 1995, 1996) requires that all prospective faculty, except visiting professors on exchange for one year or less, shall have their spoken English competency assessed prior to employment and shall have remediation conditions attached to their appointment when necessary.

The majority of faculty appointments are made for the academic year (272 days). Faculty may also hold summer appointments. Some appointments are for the fiscal year.

Tenured appointments will be renewed annually except in the case of faculty dismissed through proper actions and procedures. Probationary appointments will be renewed unless timely notice has been given. Term appointments will be renewed only if new offers of appointment are made and accepted.

Back to TopC.2.a.2. Guidelines for Joint Appointments: Sharing faculty resources across traditional disciplinary lines and/or between budgetary units (Adopted 1992, updated March 1997)

1. Purpose and Background

   The University of Kansas has a record of encouraging multidisciplinary and interdisciplinary activities. Increasingly, a faculty member's interests and expertise are not reflected by the traditional departmental structure. Since this is the case, the faculty member's instructional, research and service potential and the objectives of the University often can be enhanced by a joint appointment (e.g., an appointment across traditional disciplinary lines and between budgetary units).

   Because of the complex structure and mission of the University, many types of joint arrangements are possible. Following is a list of some of the combinations currently in effect:

   • Two academic units within one school (e.g., Human Development and Family Life/Psychology)
   • One academic unit administered jointly by two schools (e.g., Architectural Engineering)
   • Academic units located in different schools (e.g., History/Teaching and Leadership)
   • Academic unit/Museum (e.g., Biology/Museum of Natural History)
   • Academic unit/Research unit (e.g., Geology/Kansas Geological Survey)
   • Academic unit/Administrative unit (e.g., any department or school/central administration)
   • Academic department/Area studies program (e.g., Slavic Languages and Literatures/Russian and East European Studies)

   All possible arrangements cannot be covered in a single policy. However, some general principles can be identified, and guidelines can be established that will facilitate joint appointments and minimize misunderstandings and confusion. The guidelines and policy set forth below are intended to apply to all joint appointments. Three types of positions are affected: non-tenurable, tenure track, and tenured. The policy also considers individuals newly/initially hired into joint appointments, and individuals already employed by the University who wish to enter into joint appointments.

2. General Principles
   1. Employer: An individual is employed by the University, not by departments or major academic units.
   2. Primary unit: In every joint appointment, one of the units involve will be designated the primary unit. Any other unit(s) in which the faculty member serves will be designated as a secondary unit(s). A primary unit is named only to ensure that policies and procedures concerning joint appointments are followed. Such designation does not limit the authority or responsibility of the administrator(s) of the secondary unit(s).

      Except in unusual circumstances, the primary association of a faculty member with multi-unit responsibilities will be obvious. When the primary association is not obvious, the faculty member and the administrators of the units involved will decide which unit will be designated as the primary unit.

   3. Written agreement: Everything possible should be done to minimize complications or misunderstandings that might arise from joint appointments. It is the policy of the University that every joint appointment will be based on a written agreement, approved, in advance, by all concerned parties. Such agreements, whether applied to an initial hire or to a change in the appointment of an individual already employed by the University, must be approved at least through the first level of administration common to all involved units. That level may be the office of a dean, a vice chancellor, the Provost, or even the Chancellor.

      The administrator of the primary unit will be responsible for coordinating the drafting of the written agreement, with final review and approval by the faculty member, the appropriate official(s) in the secondary unit(s), and the relevant administrator(s). The agreement must include, at a minimum, the following:

      1. the term for which the agreement will remain in force.

         Unless a joint arrangement is explicitly understood to be temporary, it is considered permanent so long as the person is employed by the University. The explicit agreement of all parties (individual, departments, directors, deans, vice chancellors, etc.) is required to change the terms of a joint appointment, regardless of the tenure status of the individual involved. (Administrative appointments are an exception. They are not considered permanent and the faculty member involved serves at the pleasure of his/her administrative superior.)

         Whether the term of appointment is specified or unspecified, this provision of the written agreement does not alter the provisions for notice of non-reappointment.

      2. the fraction of the appointment supported by each unit.
      3. the duties and responsibilities of the individual on behalf of each unit.

         Whether the individual involved is newly hired specifically to fill a joint appointment or is already employed by the University, the nature of the appointment and the percentage effort expected in each role must be made clear. The methods, if any, to be pursued in changing the percentage of such appointments also should be made clear. Finally, those who accept joint appointments must be informed of departmental expectations that must be fulfilled if they are to be favorably reviewed for tenure or promotion.

      4. voting rights in departmental and school assemblies, and on University-wide issues. (No faculty member will be permitted to cast more than one vote on a single school-wide or University-wide question.)
      5. the procedure for soliciting input from the secondary unit for merit salary allocations and for promotion and tenure processes.
   4. "Vice" lines:
      1. When an individual who is currently employed by the University in a tenured or tenure-track position accepts a temporary joint appointment (usually, but not always an administrative appointment), a position must remain secured in the unit in which the original tenure-track obligation was incurred. A "vice" line will be established for every currently employed faculty member who accepts a temporary joint appointment. (Before such an appointment is finalized, the academic or research unit should have a clear understanding, in writing, with the academic dean or director of all the budgetary implications of the "vice" line.)
      2. An individual's initial appointment with the University may be as a tenured member of the faculty with a joint appointment in an academic unit and in an administrative or other non-academic position. Such initial joint appointments may involve a 100% administrative appointment and a 0% appointment in an academic or research unit (as is the frequent practice with the Provost, vice chancellors, deans, and directors). In such circumstances, it is unreasonable to expect the academic or research unit to which the individual is nominally attached to establish a "vice" line, and it would not be financially possible for such a line to be established by the Office of the Provost or the Office of the Chancellor. In such cases, the guidelines for joint appointments should be followed to the extent possible, but specific arrangements must be decided on a case-by-case basis. The consequences of not establishing "vice" line, and the restrictions on the flexibility of the individual and the units involved if a change in the appointment is desired in the future, should be considered. If possible, provisions for accommodating changes should be included in the written agreement.
   5. Recruitment: Representatives of all involved units should participate in the recruitment of individuals who will be expected to serve in more than one unit.
   6. Academic rank: The rank held by an individual must be equivalent in all academic departments and/or research units in which he/she serves. The rule of equivalency does not apply to administrative appointments.
   7. Promotion and tenure: As specified "Faculty Senate Rules and Regulations" Section VI, consideration of promotion or award of tenure may be initiated by the individual faculty member or by any of the academic departments in which the faculty member serves. Once a recommendation for promotion or tenure is initiated, each academic department and each school in which the individual serves must act upon the recommendation before it is forwarded to the University Committee on Promotions and Tenure. The case for promotion/tenure will not be considered by the University Committee unless a full description and assessment of the faculty member's contributions in all departments or programs in which he or she serves is included in the dossier.

      A faculty member must hold full-time academic ^[1] employment to be eligible for promotion/tenure. Since this is the case, the full expectations of the academic unit must be met if a candidate is to be successful in a bid for promotion or tenure, if he or she has a partial appointment in a non-academic unit. When a non-tenured faculty member accepts a joint appointment in an administrative position, the University takes the position that such an appointment, viewed as a whole, continues to qualify as a full-time academic appointment.

   8. Budget transfers: If a transfer of budget resources is necessary, the relevant vice chancellor(s), dean(s), and/or director(s) must be involved in the final decision. Even when clear benefits to the over-all mission of the institution can be demonstrated, these may be the most difficult types of agreements to negotiate, and will be especially difficult in times of tight resources. In order to serve the collective good of the University and the best interests of the faculty member, all parties must be willing to reach reasonable accommodation; the good will of all concerned will be essential.
   9. Termination of joint appointments: Although arrangements for most joint appointments are considered permanent, changing circumstances may require reconsideration of these arrangements. Certain terms may require renegotiation. For example, if merit awards among the involved units have not been equal, a disparity may exist in salary among the parts of the appointment. All interested parties--the faculty member, administrators of the primary and secondary units, the appropriate dean(s) and director(s), the relevant vice chancellor(s) and the Provost--must be involved in any such renegotiation.
   10. At least once a year the administrators of the primary and secondary units will discuss with the faculty member his/her duties and responsibilities for the coming year, and, where applicable, that progress that he/she has made toward tenure or promotion.
3. Salary

   The administrators of the primary and secondary units should confer each year in order to come to an agreement on the value of the contributions of a jointly appointed faculty member. When possible, they also should agree on the salary increase to be recommended.

   1. Single budgetary unit: If desirable, a joint appointment may be budgeted within a single unit, the faculty member's primary unit. Responsibility for monetary rewards will lie with that unit. Evaluation for merit salary increases, however, should also reflect the faculty member's participation in the program of the secondary unit(s). The procedure for soliciting input from the secondary unit(s) should be included in the written agreement.
   2. Divided budget responsibility:
      1. "Synchronized" salary awards (equivalent percentage salary increases), decided each year among relevant supervisors, are the preferable arrangement. If this practice is followed, each part of a joint appointment will carry a pro-rata share of the individual's total salary.
      2. However, differential rewards may be the rule in a substantial number of cases, and this should be clearly understood by all parties to the joint arrangement. Lack "synchronization" in salary awards can result from any number of circumstances. For example, one of the units involved may have received a smaller allocation of merit salary funds; the faculty member's contributions to one unit may be more highly valued than his/her contributions to the second or third unit in which he/she serves; or the "market" in one field may be higher or lower than in the other. Thus, a 50%/50% appointment may carry a salary which is not divided equally among the involved units.

         If such is the case, and 1) the percentage of appointment assigned to each unit is changed, or 2) the joint appointment in terminated and the faculty member joins one of the units on a full-time basis, a new full-time salary must be negotiated. The new full-time salary may be increased or reduced, depending on the history of the independent merit awards from each involved unit. For example, if the individual chooses to join a unit in which the merit awards, for whatever reason, have been smaller (e.g., a unit that at the time of the proposed change carries less than 50% of the salary for a 50%/50% appointment), the negotiations could well produce a lower full-time salary. The opposite could result in a higher full-time salary.

      3. Funding in the "vice" lines established pursuant to 2.d above shall be increased annually by the same percentage that the unit increases salary on that portion of the appointment in which the faculty member remains active in the unit. If such funding is not provided, the "vice" lines, which are established to permit a faculty member who has accepted a temporary joint appointment to return, full-time, to his/her unit, will not carry sufficient salary to support the return. The Office of the Provost cannot accept responsibility for allocating additional resource to "vice" lines that have not been regularly incremented.
   3. At the time a joint administrative appointment is agreed upon, there should be a clear understanding among the parties that when the individual involved becomes (or returns to being) a full-time faculty member, his/her appointment will revert to a normal nine-month faculty appointment. Any administrative or other supplement that had been included in the compensation for the administrative appointment will no longer apply. A full-time faculty member would, of course, be eligible for summer appointment in accordance with the procedures of the unit in which he/she serves.
4. Checklist for Written Agreement
   1. Identification of the primary unit.
   2. The term of the agreement.
   3. The fraction of the appointment supported by each unit.
   4. Changes that may be made during the term of the agreement and/or at its conclusion.
   5. The duties for each portion of the appointment, including tenure an promotion expectations (if applicable).
   6. Voting rights.
   7. The procedure for soliciting input from-the secondary unit(s) for merit salary review and promotion and tenure.
   8. Understanding regarding synchronization of salary rewards.
   9. Terms and conditions under which the joint appointment can be terminated.

Back to TopC.2.a.3. Faculty Ranks and Titles

The principal titles granted to faculty by the University are those normally bestowed by institutions of higher education: professor, associate professor, assistant professor, and instructor. The title acting assistant professor is given to those expected to receive a terminal degree soon after joining the faculty. If the degree is not completed within three years, the appointment for the fourth year will be terminal. An earlier terminal degree completion date may be imposed by a specific academic unit. The three-year limitation can be extended only upon the recommendation of the University Committee on Promotions and Tenure.

For those who join the faculty for a short period with the intention of returning to a position at another institution, visiting will be prefixed to the title. The title lecturer is sometimes given to those employed in the classroom part-time or for a short term.

Two other prefixes that may be added to faculty titles are adjunct, for those contributing to the University's mission without remuneration from the University, and courtesy, for those who serve a particular academic unit without remuneration but are otherwise employed by the University. These prefixes are approved for one academic year at a time. Requests for reappointment, if justified, must be initiated by the appropriate chairperson or dean and approved by the Provost. The appointments carry no salary and no credit toward tenure.

Librarians hold faculty status and are appointed at the following ranks: librarian I, librarian II, and librarian III, which are equivalent to the ranks of instructor, assistant professor, and associate professor, respectively.

Unclassified Academic Staff on state-appropriated funds and on externally supported grants and contracts carry titles different from those granted to faculty. (See C.3.b.)

Back to TopC.2.a.4. Academic Freedom

AAUP statement. The University has a long tradition of dedication to the principles of academic freedom and has sought to implement these principles as they are embodied in the "1940 Statement of Principles on Academic Freedom and Tenure" and further developed in later revisions. The University's position on academic freedom is, therefore, fully reflected in the following excerpts from that statement:

Regents Policy. In recognition of the fact that academic freedom includes not only the right of dissent, but also the freedom to pursue academic aims, the Board of Regents has adopted a policy on interference with the conduct of the institution. It is reproduced from page 6G of the Board's Policy and Procedures Manual:

(Approved by Faculty Council on August 29, 1996, by the Chancellor on September 6, 1996, and by the Board of Regents on October 17, 1996.

Preamble

The University of Kansas is committed to recruiting only those faculty who show clear promise of success in the academic setting. The University is committed to the principles of academic freedom and, within those principles, to the system of tenure. Tenure is an important part of academic freedom, but does not accord freedom from accountability. Just as the University is committed to recruit excellent faculty and to insure the excellence of their performance, so, too, is the University dedicated to faculty renewal and development. Thus the concept of regular, rigorous faculty review is a part of the University's commitment to providing support to all its faculty. Therefore we resolve the following:

Back to TopC.2.b.1. Statement of Policy

The Faculty Council of the University of Kansas (Lawrence Campus) hereby recognizes, as outlined in the Handbook for Faculty and Other Unclassified Staff, that the relationship between a faculty member and the University requires adequate performance of certain duties by the faculty member. Tenure, in its protection of academic freedom, while it shields faculty from discriminatory, unfair, arbitrary or capricious dismissal, is not designed to shield them from the consequences of inadequate performance or non-performance of their duties.

Every faculty member's performance is subject to review to determine whether each faculty member has fulfilled his or her duties. Sustained failure of a faculty member to carry out his or her academic responsibilities, despite the opportunities for University faculty development or other appropriate interventions, is a ground for consideration of dismissal from the University of Kansas, by the procedures adopted by the Faculty Code of Conduct for such actions.

Back to TopC.2.b.2. Implementation

1. Evaluation process

   Each unit (department or school if a school has no departments) will adopt by a vote of the faculty a modified process of annual evaluation. The process will include a statement of the overall acceptable level of performance that meets faculty academic responsibilities, a system for annual evaluation of faculty, a provision for faculty development, other measures of institutional support, and a statement of a faculty member's right to due process in the event any disagreement should arise in the course of the evaluation. After approval of the process by the dean and Provost, the policy shall be distributed to all faculty and members of the unit to which it applies. Each unit shall review its evaluation process at least once every three years and any changes shall be adopted by a faculty vote and approved by the dean and Provost. A current copy of each unit's evaluation process shall be kept on file in the Office of University Governance.

2. Individualized goals/expectations

   Consistent with the Regents' policy, the University of Kansas policy provides for differential allocations of effort among tenured faculty in the areas of their academic responsibilities.

   The individual's performance expectations for the period are determined by the allocation of effort and the departmentally-established responsibilities in an academic area. This will then serve as the basis for the individual's annual reviews.

3. Evaluation

   Each faculty member shall be evaluated annually by the unit administrator (department chair or school dean if a school has no departments) using criteria and methods appropriate to that unit for teaching, scholarship, and service. The administrator may utilize the advice, services, and counsel of a faculty committee for this purpose. The evaluation shall be provided to the faculty member in writing prior to its final adoption.

   The administrator shall invite faculty to submit a portfolio of relevant information for the purposes of evaluation. Multiple sources of information must be used to evaluate teaching. The portfolio shall include students' ratings of instruction and such additional sources of information as may be appropriate.

   If the evaluation reveals that a faculty member's performance requires improvement in some areas, the written evaluation shall be specific in describing those areas and ways for improving performance in each such area.

   During the annual evaluation, the unit administrator will also review the assignment of differential effort with the faculty member and they will decide what changes are appropriate and practical. If a faculty member's performance requires improvement in any area, the unit administrator will explore, with the faculty member, reallocation of effort from problem areas to areas where performance is more satisfactory, subject to the necessity for the unit to meet its teaching, research, and service obligations and the need for all faculty members to contribute appropriately. Changes in the distribution of effort will be documented in the faculty member's personnel file.

4. Appropriate interventions, including faculty development options

   Faculty development is the term used for the University's investment in its faculty. While primarily relied upon to promote development, it may be utilized for corrective action.

   If a unit administrator ascertains that a faculty member's performance seems to be failing to meet academic responsibilities, the administrator and the faculty member shall develop a written plan of methods to improve the faculty member's performance. The plan may include appropriate provisions for faculty development, such as campus opportunities for faculty continued renewal and development, or for other appropriate interventions, such as counseling, medical leave, or a change in teaching assignments. The unit administrator may call upon the University administration for assistance in constructing such a plan, including provision for additional resources, where needed. A faculty member may reject any plan recommended to aid performance levels, but the faculty member must understand that a sustained overall failure to meet academic responsibilities is a basis for dismissal.

5. Determination that academic responsibilities are not being met

   If a faculty member has been informed that his or her overall performance fails to meet academic responsibilities, the faculty member may request a review by a faculty committee designated to hear such matters in the school. The review committee will issue a non-binding recommendation on the appropriateness of this conclusion to the unit administrator. The administrator may change the evaluation after receiving the committee's decision, or may choose not to do so. In any event, the report of the committee will become a permanent part of the faculty member's personnel file within the academic unit and shall be available to the faculty member.

   Department chairs shall consult annually with the dean, and deans shall consult annually with the Provost, on the progress of any faculty member who falls within the category of overall failure to meet minimum academic responsibilities.

6. Recommendation for dismissal

   Based upon the judgement that there has been a sustained overall failure to meet academic responsibilities, a dean may recommend to the Provost that a tenured faculty member be dismissed. In making this determination, the dean shall consider the nature of the failure to meet academic responsibilities, the reason or reasons for this failure, the number of years that the faculty member has failed to meet academic responsibilities, the level of discernible improvement in the faculty member's performance after being notified of any failure in performance, and the extent to which the faculty member has complied with the terms of any plan developed to improve the faculty member's performance. The Provost will review the case and, if the Provost agrees with the dean's recommendation, the Provost will recommend to the Chancellor that the faculty member be dismissed. If the Chancellor agrees and recommends dismissal, this recommendation will go to the faculty committee on Tenure & Related Problems (T&RP) for a hearing as specified in the Handbook for Faculty and Other Unclassified Staff (See C.2.f.)

   Should any recommendation to dismiss be brought against a tenured faculty member based exclusively or in part on grounds of sustained failure to meet academic responsibilities, both the report(s) of the review committee(s), the annual written evaluation(s) of the unit administrator concerning the faculty member, any outside evaluations, and any germane written response by the faculty member to the charges shall be made available to the Tenure & Related Problems Committee in the dismissal proceedings.

   The finding of sustained failure must not abuse academic freedom or be used as a cover for discriminatory, unfair, arbitrary or capricious dismissal. If on the basis of the faculty member's presentation of the evidence T&RP concludes that such factors were considered in formulating the recommendation to dismiss, T&RP shall recommend to the Chancellor that the proceeding to dismiss be terminated.

The University at all times seeks to attract, retain and reward faculty who consistently perform effectively as teacher-scholars or teacher-artists. Academic promotion is an important means of acknowledging such performance in teaching, research and service. Promotion to assistant professor, associate professor, or professor is awarded for meritorious performance, not for mere length of service or as an incentive to greater effort.

Nominations for promotion and for tenure normally originate with the department, or with the school if the school is not organized departmentally. Recommendations for promotion and for tenure are made by the University Committee on Promotions and Tenure and are transmitted by the Provost to the Chancellor for consideration and eventual approval. The procedures are specified in Article VI of the Faculty Senate Rules and Regulations (see Section C.2.c.5 below).

Back to TopC.2.c.1. Regents Policy

The tenure policy of the Board of Regents (adopted in 1947 from the "1940 Statement of Principles on Academic Freedom and Tenure"of the AAUP and the Association of American Colleges; amended in 1980, 1981, 1982, 1984, 1989, 1995, 1996, and 1997; and found on pp. 44-45, in Section F.8, a-f of the Board's Policy and Procedures Manual) is reproduced here:

Additional local tenure regulation. Pursuant to section c. of the Regents policy, the University has in force one local tenure regulation (approved by the Board in 1976, amended 1981):

Back to TopC.2.c.2. Policy on Interruption of the Probationary Period (Tenure Clock)

• Interruption of the Tenure Clock due to Birth or Adoption

Back to TopC.2.c.3. Probationary Period

In its approach to probation and the awarding of continuous tenure, the University seeks to adhere to the policies of the American Association of University Professors, whose national office, in its Advisory Letter No. 13 (AAUP Bulletin, Spring 1964), thus explained the organization's understanding of the probationary period:

The AAUP's 1964 standards for Notice of Non-reappointment have been adopted by the Regents. Specific time lines and procedures for notice of non-reappointment are set forth in the Rules and Regulations of the Faculty Senate, Article VI, Sec. 6.4.3.

Back to TopGuidelines and Criteria for Promotion and Tenure
(Approved June 1973; revised 1974, 1982, 1986, 1991, 1992, 1995, 2002.)

Over the years, the University has established a reputation for excellence in teaching, scholarship, and service to the state and the nation. This excellence is based in part upon a stream of exceptional students who have achieved an enviable record in earning awards for scholastic achievement. Ultimately, however, the excellence and reputation of the University depend directly upon the quality of the faculty.

Academic promotion and academic tenure are important means of acknowledging meritorious performance by a faculty member. They are never automatic; they must be earned. The criteria for their award must be such that their fulfillment will identify the award as an acknowledgment of professional accomplishment. The added prestige and recognition that the award, based on such standards, confers on an individual is essential to the morale and stature of our faculty and University.

The awarding of tenure to a faculty member is the most critical point in the process of selection and reward for achievement that maintains and improves the quality of the faculty. The review of candidates for tenured appointment, beginning at the department level and moving through channels to the University level, must be careful, deliberate and searching if the standard of excellence to which we aspire is to be attained. The same considerations apply to recommendations for promotion, especially to ranks that normally lead to a tenured appointment.

The criteria for promotion and tenure have been and continue to be teaching, research, and service. Both teaching and research should normally be given primary consideration. Service is also expected of every individual, and its nature and extent may vary widely. It should be the aim of evaluators at every level to ensure that the total contributions of the faculty member to the University are properly recognized. See "Faculty Responsibilities," Article IV of the Faculty Code of Conduct (C.2.e of this Handbook), for more detailed information.

Promotion to a new rank must be based principally upon the evidence of achievement since the last promotion or, for a person's first promotion, since the initial appointment to the faculty. The awarding of tenure must take into account any prior service credited but will be based largely on the evidence of achievement since joining the University of Kansas. Part-time service to the University, however, does not count toward tenure.

Teaching is a prime responsibility of the University. Good teaching requires continual application and effort. Teachers must keep abreast of new developments in their own and related fields and must maintain credentials as scholars so that they are part of the creative process by which the frontiers of knowledge are continually being expanded. Teachers should be enthusiastic about their disciplines and should be able to communicate this enthusiasm to students, thus stimulating both themselves and the students to greater achievement.

For promotion to a higher rank, evidence of effective teaching must be furnished. Student and peer evaluations are required, but multiple sources of information should be gathered. Academic advising is a part of the teaching responsibility of all faculty. To ensure an equitable and substantive review process, departments, or schools where departments do not exist, should provide a standard set of procedures for evaluating teaching. Individuals in the same field should be evaluated by the same means, and multiple measures of evaluation should be used. However, no single format or instrument is prescribed at the University level.

The University prides itself on having exceptional teachers whose merit and service to the University earn them a well-deserved place of honor and respect in our institution. But this criterion alone, to the exclusion of other criteria, does not serve as a basis for promotion or tenure.

Research is understood to include critical evaluation and artistic creation and performance, as well as discovery and interpretation in the social and natural worlds. Research and scholarship have several purposes. They help maintain professors' competence in their disciplines and are a service to the profession and to society. Professors' accomplishments and contributions as scholars bring vital recognition to the University as well as to the individuals.

As an educational institution, the University exists to create, preserve, and transmit knowledge. The creative process of scholarly productivity is an integral and indispensable part of this existence. Promotion in rank is a testimony to and recognition of professional standing and productivity.

Standards for measuring scholarly and creative productivity cannot be applied uniformly throughout the University. In many areas, the evidence for competence is the teacher's conducted research, the results of which are submitted to peers through recognized media for professional evaluation, review, and criticism. In those areas, publication in refereed journals and in books is the most significant measure of scholarly productivity. Publication in in-house media and non-refereed journals is also valued, but not to the same degree.

Competitive awards and grants from agencies of national standing are another useful index of an individual's success in obtaining recognition for research. Scholarly production can also take the form of published reports, studies, and other material for governmental agencies and non-governmental organizations concerned with the operation, evaluation, or improvement of the discipline. Participation in symposia, conferences, and professional meetings is another outlet for publicizing and testing the results of one's research. The presentation of papers often lacks the formal review procedure and critical response provided by publication, and, in those cases, such activity in itself is not sufficient evidence of scholarly productivity. Some measure of scholarly productivity may also be demonstrated by patents in one's area of professional competence or by the documented results of consulting or advice in the practice of the profession, but these activities are insufficient of themselves.

In the creative and performing arts, peer review and recognition through exhibitions, concerts, prizes, and awards can set a standard similar to the kind of recognition another faculty member will achieve through publication in a prestigious national or international journal. Members of professional or practitioner-oriented disciplines share scholarly obligations with the rest of the faculty. However, in cases where administrative or clinical responsibilities involve a disproportionate amount of the candidate's time, the required extent of written scholarship may be modified.

Continuing productivity after the completion of the dissertation, from the time of one's formal entry into a professional academic career, is normally expected. However, a candidate for promotion and tenure will not be disadvantaged in the review by time spent in a position within or outside academia when research productivity was not an expectation of the position. Promotion to assistant or associate professor and the awarding of tenure should be based on sufficient evidence of research and scholarly productivity to document a successfully developing career. For promotion to professor, the evidence must be conclusive that this objective has been realized; consequently, the record of scholarly and creative productivity should be substantially greater at this rank than is expected at the lower ranks. As in the cases of the other criteria, however, excellence in research alone is not sufficient to ensure promotion.

In addition, the University seeks to recognize the service that faculty may contribute to the University, the community, the state, or the nation. Service is of several kinds. Intramural service is expected of every faculty member. It is part of being a good citizen and a participating member of the academic community. Related extramural activities in professional organizations and in public service are encouraged and should be recognized. They add to the professional competence of the individual, provide contacts with a larger circle of peers, and, in turn, make possible greater visibility for the University. "Outreach" activities are not necessarily restricted to service but may contribute to any area of faculty endeavor.

One form of service must be singled out: Because promotion through the professorial ranks is a recognition of professional achievement and because administration is an essential part of our professional well-being, administration is another service that faculty may contribute to the University. Administrators, however, must meet the same standards of academic excellence.

As with teaching and research, service must be evaluated with respect to its quality as well as quantity and to its contribution to the University and the better performance of the University's mission. Neither administrative duties nor other service alone may serve as the basis for promotion.

• Time in rank. While there are no firm rules with regard to the time to be spent in one rank before promotion to the next higher rank, the normal expectations in most fields are:
• From first appointment as instructor to advancement to assistant professor -- two to six years;
• From first appointment as assistant professor to advancement to associate professor -- five to six years;
• From first appointment as associate professor to advancement to professor -- five to six years.
• The same time intervals apply to the equivalent ranks among librarians and the unclassified academic staff.

Promotion at the end of any time period will be determined in accordance with the published guidelines and criteria. A recommendation for earlier-than-customary promotion must include evidence of truly exceptional merit. The word exceptional is not used lightly, because it is presumed that promotion at the end of a normal term in a rank is based upon meeting the criteria more than just satisfactorily, namely, upon reaching some common standard of excellence. It is conceivable that an individual who meets the criteria in one area but not in the other areas will remain in rank longer than normal, if not indefinitely.

Back to TopStandards and Procedures for Promotion and Tenure

The standards and procedures for recommendations for promotion, award of tenure, and notice of non-reappointment of faculty members are established in the Faculty Senate Rules and Regulations, Article VI.

• Faculty Senate Rules and Regulations, Article VI

The University has certain professorships that are bestowed upon faculty particularly distinguished as scholars and teachers. These include endowed professorships, funded in part by a donor or donors and usually named for the donor or a person the donor wishes to honor; University distinguished professorships, funded entirely by the University; teaching professorships, funded in part by private funds; and Regents professorships, funded in part from special appropriations made by the Legislature to the Board of Regents.

Appointments to the named and university distinguished professorships and to teaching professorships are made by the Provost upon the recommendation of an advisory committee and with the approval of the Chancellor. The Board of Regents appoints Regents Distinguished Professors.

Back to TopC.2.d.1. University Committee on Distinguished Professorships (Revised 1992, updated 1996.)

The University Committee on Distinguished Professorships is appointed by the Provost. The committee shall consist of the Provost (ex officio), who shall also be the chair of the committee and who votes only in cases of a tie; six faculty members selected from nominations made by the Faculty Senate Executive Committee and five Named or Distinguished Professors selected from nominations made by the Council of Named and Distinguished Professors. Members shall serve staggered three-year terms, with two members from the faculty at large and one or two Named or Distinguished Professors appointed each year. In appointing members of the Committee, attention shall be given to selecting individuals with recognized scholarly achievements who will provide broad representation of disciplines within the University as well as representation of women and minorities.

The duties of the committee shall be to assist in the recruitment of nominees for named and distinguished professorships, to make recommendations to the Provost concerning the qualifications of nominees for chairs limited to particular disciplines, and, when there is an open competition across disciplines for a chair, to recommend to the Provost a list of candidates who best fit the qualifications for the chair.

Back to TopC.2.d.2. Procedures and Criteria for Appointment to Named and University Distinguished Professorships (Approved June 1976.)

Nominations normally will be initiated at the department level by an individual or group in the appropriate discipline or by an interdisciplinary group. The nomination and supporting materials should be forwarded through the department chairperson or dean for comments and recommendations at each level. Each department and school may, at its option, designate an advisory committee to review and comment on such nominations. Self-nominations may be submitted through the department or directly to the University Committee on Distinguished Professorships in care of the Office of the Provost. Such nominations will be sent to the department or school for review and comment. A detailed list of items to be considered in preparing nominations is available from the Office of the Provost.

The individual or group preparing the nomination is responsible for providing complete information and supporting materials, which should include a list of persons from outside the University who have been asked to evaluate the nominee and all relevant correspondence from such persons.

Back to TopC.2.d.3. Teaching Professorships

There are several Chancellors Club Teaching Professorships that recognize excellence in teaching and are awarded to persons who have demonstrated outstanding teaching competence at the University of Kansas over a period of years. In addition to the university-wide Chancellors Club Teaching Professorships, there are named teaching professorships in several schools and the College of Liberal Arts and Sciences.

Back to TopC.2.d.4. Regents Distinguished Professorships

Since Fiscal Year 1964 the Kansas Legislature has appropriated funds to the Kansas Board of Regents for the employment of outstanding professors as Regents Distinguished Professors. The purpose of the program is to attract to Kansas from outside the Regents system established scholars whose research augments the state's economic and industrial development. The Regents Distinguished Professor designation is appended to a regular faculty line within the institution, and funds associated with the professorship augment the support available through university resources. Typically the University of Kansas has had one or two Regents professorships.

The Board of Regents has adopted detailed procedures and criteria to guide the selection, designation, funding, and evaluation of Regents Distinguished Professors. These procedures are reproduced in section F.4 of the Policy and Procedures Manual of the Board of Regents.

Article I. Title.
This code shall be known as the Code of Faculty Rights, Responsibilities, and Conduct. Nothing in this document shall contravene the University Senate Code, University Senate Rules and Regulations, the Faculty Senate Rules and Regulations, or duly published Board of Regents regulations on conduct.

Article II.
Definitions. When used in this Code:

1. The term "University" means the University of Kansas, and collectively, those responsible for its control and operation.
2. The term "student" includes all persons taking courses at the institution, both full-time and part-time, pursuing undergraduate, graduate or extension studies.
3. The term "faculty member" includes all persons specified in Article IV, Section 1, of the University Senate Code as it may be amended from time to time, other professional members of the library staff, instructors, research personnel of rank comparable to those above enumerated, and any person hired by the University to conduct classroom activities. Determination of a person's status as a "faculty member" or a "student" in a particular situation shall be determined by the surrounding facts.
4. All other terms have their conventional meaning unless the text dictates otherwise.

Article III.
Faculty Rights. The following enumeration of rights shall not be construed to deny or disparage others retained by faculty members as members of the University community or as citizens of the community at large:

1. Freedom of inquiry, expression, and assembly are guaranteed to all faculty members.
2. The right of faculty members to be secure in their persons, offices, papers, and effects against unlawful searches and seizures is guaranteed.
3. Faculty members shall be exempt from disciplinary action except for conduct proscribed in Article V.
4. No disciplinary sanctions listed in Article VI may be imposed upon a faculty member without notice of the charges against him or her and the opportunity for a hearing before the Judicial Board or before the Faculty Senate Committee on Tenure and Related Problems. The Judicial Board shall have jurisdiction if the recommended sanction is a "warning" or "restitution." The Faculty Senate Committee on Tenure and Related Problems shall have jurisdiction in all other cases. At any such hearing, the faculty member shall have all rights afforded under the University Senate Code and the University Senate Rules and Regulations to a party before the Judicial Board.
5. Faculty members, groups, and organizations may invite and hear any persons of their own choosing, subject only to the requirements for use of University facilities.
6. Faculty members shall have the right to participate in the determination of school, department and University policies as stated in Article I, Section 1, of the Faculty Senate Rules and Regulations.
7. Subject to reasonable conditions imposed to regulate the timeliness of requests, to determine the appropriateness of the space and time of use requested, and to insure proper maintenance, University facilities shall be made available for assignment to faculty members, individually or in groups, even though not formally organized; preference may be given to programs designed for audiences consisting of members of the University community.
8. Faculty members, groups, or organizations may distribute written material on campus without prior approval. The person or persons responsible for such material must be clearly indicated. The use of campus mail for political purposes is not permitted. Its use for solicitation requires prior approval by the Office of the Chancellor.

Article IV. Faculty Responsibilities
The responsibilities of the faculty as a whole are multiple and are not to be construed as narrowly limited to any specific list. The same is true of the responsibilities of individual faculty members. Nonetheless the major responsibilities are traditionally divided into teaching or its professional equivalent, research, and service. These are the criteria used in awarding promotion and tenure, and they are also the criteria used in faculty evaluations. Each faculty member shall be evaluated annually and shall receive from his/her departmental chairperson or dean a written statement evaluating the performance of the faculty member during the preceding year. Typically the faculty member will be evaluated on teaching or its professional equivalent, research and service. Although each faculty member is expected to perform at least adequately in all three areas over time, outstanding effort or performance in any one area because of institutional needs or personal inclinations may, with the approval of the departmental chairperson or dean, offset less effort (but not below acceptable performance) in another area in any given year or approved period of time.

1. Teaching

   Faculty who teach are expected to teach courses in their department or school in accordance with the needs, requirements and expectations thereof and the general requirements concerning the conduct of classes specified in various University regulations.

   Good teaching requires continual application and effort. Faculty who teach are expected to keep abreast of new developments in their fields and must maintain credentials as scholars so that they are part of the creative process by which the frontiers of knowledge and culture are continually being expanded. A teacher should be engaged with his/her particular discipline and should be able to convey to the students the value of the subject.

   Teaching duties of a professor include not only classroom activities, but also such duties as preparing course syllabi, lectures and examinations; being available for consultation; supervising independent work undertaken by students; directing theses and dissertations; evaluating students; advising; and participating in curriculum planning. A professor is expected to treat students with courtesy and to respect their rights, including, but not limited to, academic freedom and those rights as outlined in the Student Code of Rights and Responsibilities.

   Academic advising is a part of the teaching responsibility of faculty who teach. In the case of non-teaching faculty, comparable professional responsibilities shall be those defined by their departments and the relevant standards of their disciplines.

2. Research

   Research includes critical evaluation, artistic creation, and performance, as well as discovery and interpretation. Research appropriate to one's department and field is more specifically defined by each department or field in its criteria for promotion and tenure. For general guidelines concerning research and scholarship, see pp. __ of this Handbook. Publication is the normal outlet for research in many areas other than the visual and performing arts. Scholarship that does not result in publication or public performance may be valuable for keeping one's teaching current, but it does not subject one's ideas or performance to the critical scrutiny of peers necessary for expanding the frontiers of knowledge and culture.

3. Service

   Service covers faculty activity in a number of different areas.

   1. Service to the academic unit. Service to the academic unit is expected of all faculty. It is essential that all members of the academic unit participate in the decision-making necessary for the working, and ultimately, the health of the academic unit. Ideally each faculty member participates regularly and fully in the academic unit's activities. Faculty members are typically expected to attend faculty and unit meetings; to serve on committees; to contribute to planning, development and scheduling activities of the academic unit; where appropriate, to review graduate students; and to refrain from activities that disrupt proper operations of the academic unit.
   2. Service to the School and the University. Faculty members are expected during the period of their employment at the University to bear their fair share of committee work on the levels of the school and the University.
   3. Service to the Profession. Faculty members are expected to be active in their professional fields. This includes belonging to and taking part in the professional activities of their field on the local, regional, national and international levels, although not all faculty will be active on all these levels.
   4. Service to the Community, State, Nation, World. This use of one's academic expertise to help community, state, nation and world is appropriate service, although the extent to which one contributes outside the University depends on one's field, inclination, opportunity, and other relevant factors.
4. Additional Faculty Responsibilities

   Of the many responsibilities of faculty members, the following are enumerated because of their importance for the maintenance of appropriate faculty-student relations:

   1. Protection Against Improper Disclosure. Information about student views, beliefs, and political association that professors acquire in the course of their work as instructors, advisers, and counselors should be considered confidential. Protection against improper disclosure is a serious professional obligation. Judgments of ability and character may be provided under appropriate circumstances, normally with the knowledge or consent of the student. ^[2]
   2. Faculty members shall accord respect to the essentially confidential relationship between the University and its students by preserving to the maximum extent possible the privacy of all records relating to students.
   3. A member of the faculty is expected to meet classes at the regularly scheduled hour and to carry out his or her other academic responsibilities. If a faculty member considers it necessary, for sound academic reasons, to move a class to another time, advance notice must be given to the class and arrangements must be made to assure that the change does not work undue hardship on any member of the class. If prevented from meeting classes or carrying out other academic responsibilities, a faculty member must, if physically able to do so, make satisfactory advance arrangements and communicate, preferably in writing, the nature of these arrangements to his/her chairperson (or dean, if the school in question is not organized departmentally). Such arrangements are subject to the approval of the appropriate chairperson or dean. Each department or school must define what arrangements are considered "satisfactory" in that unit, and appropriately publicize its definition.

Failure to comply with the procedures outlined in the preceding paragraph may result in the placement of the faculty member on administratively determined Leave Without Pay by the Provost. When such Leave Without Pay is imposed, the Provost shall notify the faculty member of the action and provide the reasons therefore. In addition, the notice shall advise the faculty member that the Leave Without Pay shall cease, and the faculty member shall resume pay status, upon the faculty member's notification to the Provost that the faculty member has resumed his/her attendance or academic responsibilities or otherwise made satisfactory arrangements, which resumption or satisfactory arrangements shall be confirmed by the chairperson or dean. Finally, the notice shall advise the faculty member that if he/she believes the Leave Without Pay to have been improperly imposed, review may be sought by requesting a hearing before the Faculty Senate Committee on Tenure and Related Problems pursuant to Article XV, Section 3, item (vi) of the University Senate Code.

Article V. Proscribed Conduct.
Such conduct includes the following categories:

1. Willful failure of a faculty member to carry out his/her academic responsibilities. The gravity of such failures may vary. The failure to meet a class is more serious, as a rule, than failure to attend a committee meeting. Cumulative absences or failures to perform even in less grievous matters are more serious than occasional lapses over long periods of time.
2. Violation of lawful published University regulations.
3. Knowingly furnishing false information to the University, or forging, altering, or misusing University documents or instruments of identification with intent to defraud.
4. Failure to respect the rights or academic freedom of students, staff or of other faculty members.
5. Behavior in the discharge of his/her duties that violates commonly accepted standards of professional ethics as defined, for example, in the statement of professional ethics adopted by the 52nd Annual Meeting of the AAUP, April, 1966. ^[3] (See also the University of Kansas Policy on Consenting Relationships.) Abusive or unprofessional treatment of students, faculty, or other members of the University fall within this category. Repeated infractions of one's responsibilities, whether informal and/or formal admonitions, warnings or reprimands have occurred, are more serious than initial infractions of the same type. Also proscribed is any form of sexual harassment or discrimination on the basis of sex, race, religion, age, national origin, disability, or sexual orientation.
6. Plagiarism, misrepresentation or fraud in classroom presentations, published works, or published presentations.
7. Committing an act that involves such moral turpitude as to render the faculty member unfit for his/her position. As used in this section, conduct involving moral turpitude means intentional conduct, prohibited by law, which is gravely injurious to another person or to society and which constitutes a substantial deviation from the accepted standards of duty owed by a person to other persons and society.
8. If another University tribunal or body exists which might properly entertain a claim or charge of conduct proscribed in Article V, the processes of that body or tribunal normally must first be exhausted before the jurisdiction of the Judicial Board can be invoked. However, in extraordinary circumstances the Judicial Board may exercise original jurisdiction notwithstanding failure to exhaust remedies available in other University tribunals. Whether such extraordinary circumstances exist as warrant the exercise of original jurisdiction by the Judicial Board shall be determined by such Board.

Article VI. Sanctions.
The sanctions listed here are formal sanctions and are steps taken beyond informal complaints about one's performance, verbal admonitions to improve or change one's behavior, and negative comments concerning one's performance as stated in the annual evaluations.

One or more of the following sanctions, listed in order of increasing severity, may be imposed for proscribed conduct by a faculty member. Although listed in order of severity, the sanctions need not be applied serially, and a more serious sanction may be applied without a less serious one having been previously applied.

1. Warning. Notice in writing that continuation or repetition of conduct found wrongful, within a period of time stated in the warning, may be cause for more severe disciplinary action.
2. Restitution. Reimbursement for damage to or misappropriation of property. This may take the form of appropriate service or other compensation.
3. Recommendation of Censure. Recommendation to the Chancellor that a faculty member be formally reprimanded.
4. Recommendation of Suspension. Recommendation to the Chancellor that a faculty member be excluded from teaching and other specified privileges or activities for a definite period not in excess of two years.
5. Recommendation of Dismissal. Recommendation to the Chancellor that a faculty member be dismissed from the University staff for an indefinite period.

Back to TopC.2.f.1. General Operation

The University of Kansas has strong traditions supporting academic freedom and tenure and affirming a collegial method of making decisions that affect a faculty member’s career. The Faculty Senate Committee on Tenure and Related Issues functions as a hearing board in cases alleging violations of academic freedom, tenure rights, and failures to observe established procedures in promotions or non-reappointment. Faculty members who feel that their rights have been violated in any of these areas may seek redress in accordance with the procedures of this article. Therefore, there are special procedures for TRI hearings. For those hearings, those special procedures take precedence over the University Senate Code and Rules and Regulations.

The Board of Regents, by a Minute of 18 April 1947, adopted without reservation the 1940 “Statement of Principles on Academic Freedom and Tenure” of the American Association of University Professors. Appropriate extracts are quoted in the Handbook for Faculty and Other Unclassified Staff (C.2.c.1). The University has adopted “Guidelines and Criteria for Tenure and Promotion” (C.2.c.4) and “Procedures for Recommendation for Promotion, Award of Tenure, Notice of Non-Reappointment of Faculty Members” (C.2.c.4 and Faculty Senate Rules and Regulations, Article VI). Additionally, the “Procedures” just mentioned include provisions that each school or department shall file with the Secretary of the Faculty Senate a statement of its own procedures for considering promotions and shall make known to its faculty the criteria for evaluation. All these documents taken together describe the general operation of one phase or another of the procedures described below (though some of the operations must be carefully qualified, as will be seen). The procedures attempt to facilitate a just application of the principles and policies.

The procedures are divided into two stages, mediation and formal hearings. If the parties agree to hold mediation, it must be concluded before hearing procedures can begin. When either mediation or formal hearing is invoked, such proceedings shall go forward in as expeditious a fashion as possible commensurate with fairness to all parties. Parties to any dispute are expected to make a serious effort to resolve their differences through mediation and avert the need for further proceedings. The mediation procedures are described in Part 2. The procedures for formal hearings before the Committee on Tenure and Related Issues are treated in Parts 3 and 4, with a division according to the type of case and the consequent placement of burden of proof.

The procedures that are available and the provisions that govern them can be summarized as follows:

1. Non-reappointment of a non-tenured faculty member at the end of his or her term of appointment.
   1. If a violation of academic freedom is alleged, the case can go to mediation (Part 2). In formal hearings (Part 4) the burden of proof is on the faculty member.
   2. If a violation of procedures is alleged, the case can go to mediation (Part 2) and if necessary to formal hearings (Part 4). In formal hearings the burden of proof is again on the faculty member.
   3. If inadequate consideration in terms of established criteria is alleged, the case must go to mediation (Part 2). The Mediator may, if he/she sees fit, seek reconsideration by appropriate bodies of the decision not to reappoint, but the Mediator may not substitute its judgment on the merits of the case. There is no provision for formal hearings.
2. Dismissal or termination of appointment of a non-tenured faculty member prior to the end of his or her term of appointment; dismissal or termination of a tenured faculty member.

   These cases can go to mediation (Part 2) and to formal hearings (Part 3). The Chancellor is the charging party and the burden of proof is on him/her. If a faculty member alleges that he/she was dismissed in violation of academic freedom, the provisions of Part 3 shall apply.

3. Violation of academic freedom that does not involve dismissal of a tenured faculty member or a non-tenured faculty member during his/her term of appointment; violation of procedures for promotion of a tenured faculty member.

   These cases can go to mediation (Part 2) and, if necessary, to formal hearing (Part 4). In formal hearings the burden of proof is on the faculty member.

As a final clarification, it should be noted that the University Senate Code (Article XV, Section 3) gives the Committee on Tenure and Related Issues “original jurisdiction” within the University “over any claim or charge by a member of the faculty that an administrative action constitutes (i) a violation of the tenure rights of a tenured member of the faculty; (ii) a termination without proper cause of the services of a non-tenured member of the faculty prior to the end of the term of his/her appointment; (iii) a violation of established University procedures for the appointment, promotion, or reappointment of a tenured or non-tenured faculty member or the non-reappointment of a non-tenured member of the faculty; (iv) a violation of the academic freedom of a tenured or non-tenured member of the faculty; (v) a censure, suspension, or dismissal pursuant to Article VI of the Faculty Code of Conduct without proper cause; or (vi) the placing of a faculty member on administratively determined Leave Without Pay pursuant to Article IV of the Faculty Code of Conduct without proper cause.” For dismissal resulting from a formal declaration of a state of Financial Exigency, the procedures set forth in Article VII of the University Senate Rules and Regulations apply and in cases of conflict take precedence over the procedures described below.

Back to TopC.2.f.2. Mediation Procedures

For the mediation phase the chairperson of the Judicial Board shall, upon request of the chairperson of the Committee on Tenure and Related Issues, appoint a mediator as provided for in the University Senate Rules and Regulations 6.2.3. Such mediation panel shall proceed as provided for in the University Senate Rules and Regulations 6.2.3 except that the mediator’s report shall be rendered to the chairperson of the Committee on Tenure and Related Issues. Mediation is optional except in cases involving inadequate consideration of established criteria (Faculty Handbook, C.2.f.1.1(c)).

Back to TopC.2.f.3. Hearing Procedures for Cases of the Dismissal of Tenured Faculty and of Dismissal Prior to the Expiration of Term Appointments

Section 1.
As a condition precedent to the institution of hearing proceedings before the Committee on Tenure and Related Issues (hereafter referred to as the Committee), the mediation procedures set forth in Part 2 shall first be exhausted. The faculty member shall notify the Chancellor within two weeks after the termination of mediation procedures of his/her desire to insist upon the formal hearing before the Committee.

Section 2.
After such notification, the Chancellor shall dispatch to the faculty member and the chairperson of the Committee identical copies of a formal communication containing the following:

1. A statement of the Charge or Charges relied upon (i.e., incompetence or moral turpitude), set forth in plain and descriptive English, and
2. A detailed summary of the evidence upon which the Charges are based, and
3. A first list of witnesses to be called (the names of other witnesses to be communicated when they become known), and
4. A copy of the pertinent Kansas statutes and University regulations that govern the faculty member’s procedural and substantive rights, specifically including but not being limited to relevant (a) statutes, (b) by-laws and rulings of the Kansas State Board of Regents, (c) faculty legislation, including (d) statements concerning the proper composition procedures and powers of the Committee, and
5. A statement that the Committee shall conduct a hearing on the Charges, and
6. A statement that the time and place of the hearing shall be set by the Committee, and shall be communicated to the faculty member, and shall be such as shall allow the faculty member adequate opportunity to prepare his/her defense, normally not less than five weeks, nor more than eight weeks from notification of the hearing date, and
7. A formal invitation to the faculty member to attend the hearing, accompanied by academic advisers and legal counselors of his/her choice.

Section 3.
Separate copies of the Statement of Charges shall be sent to the American Association of University Professors and to any other appropriate professional organizations. If the faculty member has no objections, formal invitations to send an observer to the hearing shall be issued by the Committee to the AAUP and to any other appropriate professional organization.

Section 4.
Not less than two weeks before the date set for the hearing, the faculty member shall submit to the Chancellor and to the Committee his/her written Answer to the Charges, containing the following:

1. A detailed summary of the evidence to be used to respond to the Charges and
2. A first list of witnesses to be called (the names of the other witnesses to be communi­cated when they become known).

If the faculty member does not desire a hearing, he/she shall so state in writing to the Chancellor and the committee.

Section 5.
In order to avoid unnecessary testimony and submission of documents, the chair of the Committee shall call a meeting of the parties not less than one week before the hearing, at which the parties shall make a good-faith effort to state what each is prepared to stipulate.

Section 6.
Prior to the hearing a copy of the Answer shall be sent to each of any professional organizations that have been sent copies of the Statement of Charges, or each of them shall be informed that the faculty member does not desire a hearing to be held.

Section 7.
If any evidence is tendered during the hearing to which objection is made on the ground that it is not within the issues raised by either the Statement of Charges or the Answer, the Committee may allow either the Statement or the Answer to be amended, and shall do so freely, especially when the presentation of the substantive issues will thereby be facilitated. Whenever an amendment has been allowed at the instance of one party, and the other party so requests, the Committee shall grant the objecting party a reasonable time within which to prepare his/her case on the new issue or issues that have been raised and to meet the evidence tendered.

Section 8.
If a faculty member fails to answer the Chancellor’s Statement of Charges, or if he/she states that he/she does not desire a hearing to be held, the Committee shall consider whether the alleged grounds constitute adequate cause for his/her dismissal, and the Committee may, in its discretion, (a) request the Chancellor to present proof of the Charges and (b) independently investigate their truth. Ultimately, the Committee shall forward a statement of its decision on each of the Charges, and on the case as a whole, to the Chancellor and to the faculty member, and shall place at least one copy in the University Archives. All documents, including but not limited to the Chancellor’s statement of charges and the Committee’s decision, shall be treated as personnel records, and not disclosed by the parties except as required by law.

Section 9.
The Committee’s decision on the cases of Section 8 above shall be final and binding, and the case shall be deemed closed, unless either the Chancellor or the faculty member seeks to appeal to the Board of Regents.

Section 10.
If the faculty member submits an Answer to the Statement of Charges as contemplated in Section 4, then the following procedures shall apply:

1. The Chancellor or the faculty member each may by written request to the chairperson of the Committee ask, at least two weeks before the date set for the hearing, that no more than two named members of the Committee be disqualified because they are biased or prejudiced or have a personal interest in the case or its outcome. After providing an opportunity to appear and be heard, the Committee shall determine whether cause for the requested action has been shown, and this determination shall be made at least three days prior to the start of the hearing. If cause is found, the regular members of the Committee who have been challenged shall be replaced by other members of the Faculty Senate chosen by the Faculty Senate Executive Committee.

   If cause is not found, but the challenging party disagrees with the Committee’s decisions, he/she can appeal to the Faculty Senate Executive Committee for a review of the decision. The appeal must be made within 24 hours of the decision. The Faculty Senate Executive Committee must respond within one week of the appeal, either by affirming the decision of the Committee on Tenure and Related Issues or by reversing it and providing a substitute member (or members) acceptable to both parties. In the event an appeal is made, the Committee on Tenure and Related Issues shall reschedule the hearing for a date no later than two weeks from the original hearing date.

2. When the membership of the hearing panel has been determined, the committee chairperson shall write to the department chairpersons or school deans of hearing panel members, asking that the University/School/ Department obligations of hearing panel members be reduced, if possible, for the duration of the hearing. The committee chairperson shall also advise those responsible for merit raise decisions affecting the salaries of hearing panel members of the extraordinary service obligation of hearing panel service.
3. The faculty member may, at least one week before the hearing is scheduled to begin, indicate to the chairperson of the Committee his/her desire that the hearing shall be (a) public or (b) private, and the chairperson shall grant the request. However, if the faculty member fails to indicate his/her preference, the hearing shall be private. Material introduced into evidence in a private hearing shall be designated as confidential, if either the Chancellor or the faculty member so requests in writing.
4. Under exceptional circumstances, the committee has the authority to order parts of the hearing closed.
5. The Chancellor, the faculty member, and their respective academic advisers and legal counselors all shall have the right to be present at the hearing at all times, as shall any observer sent by a professional organization in response to a formal invitation.
6. The hearing shall proceed in the following order: The submission of (a) evidence by the Chancellor in support of the Statement of Charges; (b) evidence by the faculty member in support of the Answer; (c) rebuttal evidence by the Chancellor; (d) rebuttal evidence by the faculty member; and (e) closing arguments. However, in rare cases, if the Committee believes that a clearer or more efficient way of exploring the issues can be achieved by varying this normal order of proceeding, it may so order with the agreement of all parties to the charges.
7. The testimony of witnesses and other evidence shall be received by the Committee; however, except where hearsay evidence is resorted to in accordance with Section 10.6, any testimony on which the opposing party is not afforded a reasonable opportunity for cross-examination shall be stricken from the record of the hearing. If a witness is otherwise unavailable, testimony by telephone may be accepted by the Committee subject to the same conditions as testimony presented by witnesses in the presence of the Committee. The rules of evidence applicable in courts of law shall not be binding at the hearing, but may be consulted by the Committee at its discretion. For urgent and unusual reasons, affidavits taken outside the hearing may also be accepted by the Committee. In such cases, each side shall provide to the other the identity of witnesses and copies of statements one week prior to their presentation so that rebuttals can be made. All the evidence shall be duly recorded.

   Both parties, their representatives, and the Committee shall have the right to request the appearance of and to question all witnesses. The Committee may request and the parties may present other evidence relevant to the issues of the hearing. The University shall render all reasonable assistance to the faculty member, and to his/her advisers and lawyers, to obtain information and to require the presence of witnesses and the production of evidence relevant to the issues of the hearing. If the faculty member requests access to information not otherwise disclosed by the administration, reasonably describing the kind of information desired, the administration will make it available to him/her if it is not privileged.

8. In the event the faculty member, through no fault of his/her own, is unable to obtain information or the presence of witnesses or the production of evidence within the University of Kansas community relevant to the issues of the hearing that he/she considers indispensable to the proof of his/her case, the Committee shall make every reasonable effort to assist the faculty member in obtaining such information, presence of witnesses, or production of evidence. If the Committee’s efforts are to no avail, it may take into account the faculty member’s statement as hearsay evidence of what such testimony or evidence would have been if it had been available.
9. The Committee, in its discretion, may exclude a witness from the hearing room except while he/she is testifying.
10. If professional incompetence has been charged, the following procedures shall be followed, unless the Committee determines that extraordinary circumstances in an individual case require deviation therefrom in whole or in part. There shall be admitted as evidence, in addition to individual testimony, a formal report on the work of the faculty member by his/her colleagues in his/her department and in cognate departments of the University; and if the faculty member so requests, there shall be admitted as evidence a report by a committee of fellow specialists from other institutions, selected by agreement between the faculty member and his/her departmental colleagues; and, if the Charges include incompetence in the classroom, testimony from students who have been taught by the faculty member may be received, as may testimony from colleagues who have visited the faculty member’s classes (this, in addition to the formal report alluded to above) and from the faculty member himself/herself.

    Any judgment by the Committee on the point of professional incompetence must be restricted to, and based upon, evidence delimited above, and cannot properly rest upon any other considerations. When extraordinary circumstances exist, the Committee shall set forth in writing its reasons for failing to follow normal procedures.

11. In its discretion, the Committee may proceed independently to secure the presentation of evidence at the hearing, and it may direct the parties, or either of them, to produce evidence on specific issues that it deems significant.
12. The principle of confrontation and full examination of the evidence shall prevail throughout the hearing.
13. The burden of proving the charges shall rest on the Chancellor, and the burden of proving a Charge must be sustained by clear and convincing evidence in the record considered as a whole.
14. A verbatim record of the proceedings shall be made. The record may be made by a recording device or by a stenographic reporter, at the sole discretion of the Committee. A full transcript of the proceedings shall be furnished the Committee and the parties. In the event the record is made by a recording device, it shall be sufficient if the Committee and the parties are furnished the original recording or duplicates thereof in lieu of a written transcript. The cost of making the record and the transcriptions shall be borne by the University.
15. The Committee shall not be bound by the formal procedure of the law courts, including the rules related to the admissibility of evidence.
16. In its discretion, the Committee may adjourn the hearing from time to time in order to permit the parties to obtain further evidence.
17. The Committee may request written briefs from the parties, and shall accept them if they are offered.
18. The Committee shall not be bound by any specific statute of limitations.
19. The Committee should conclude the hearing expeditiously. Only under unusual circumstances should the hearing extend past the conclusion of a semester.

Section 11.
The Committee shall defer its decision until the verbatim record of the hearing has become available, except in a case where the Committee believes that it can render a just decision in the absence of a verbatim record. In all cases, the Committee shall render its decision in the full light of the requirement that the burden of proof of the charges rests upon the party bringing them.

Section 12.
All the decisions of the Committee shall be based solely upon the record of the hearing. Should the Committee conclude that adequate cause for dismissal has not been established but that a sanction less than dismissal would be appropriate, it will so recommend, with supporting reasons.

Section 13.
The Committee shall make specific findings of fact to support its conclusions on each of the alleged grounds for dismissal. A copy of the Committee’s opinion, setting forth its disposition of each issue in the case together with the reasons by which it justifies its conclusions, shall be made available to each of the parties, and to any observer who was sent to the hearing by a professional organization in response to a formal invitation, at the time when the Committee announces its decision in the case, and at least one copy shall be filed at that time in the University Archives. When the hearing was public, the committee’s decision shall be available to the public. Documents in the University Archives related to hearings under these proceedings are personnel records and shall not be disclosed by the parties except to the extent required by law.

Section 14.
The Committee’s decision on the cases of Section 13 above shall be a recommendation to the Chancellor and the Chancellor shall make the final and binding decision. The decision of the Chancellor will be transmitted to the parties and to the Faculty Senate Executive Committee as the University’s final agency action.

Back to TopHearing Procedures for Cases of Infringement of Academic Freedom and of Violation of Established University Procedures Relating to Appointment, Promotion, or Reappointment of a Faculty Member

Section 1:
If a faculty member (hereafter complainant) believes his/her academic freedom has been substantially infringed (excluding cases of infringement of academic freedom resulting in dismissal which are covered by Part III of these procedures), or, if a faculty member believes he/she has been the victim of a violation of established University procedures for the appointment, promotion, or reappointment of a tenured or non-tenured faculty member, or the non-reappointment of a non-tenured faculty member, he/she may seek redress in accordance with the following procedures.

Section 2:
The complainant shall prepare a written Complaint alleging the facts he/she believes constitute the infringement or violation. The contents of the Complaint shall conform to the requirements of USRR 6.3.1.1. A signed copy of the Complaint shall be sent to the Chancellor, the person or persons complained against (hereafter respondents), and to the chairperson of the Committee on Tenure and Related Issues. In accordance with USRR 6.3.1.2, the chair of the committee shall, upon receipt of a complaint, contact the respondent(s) to verify that a copy has been provided.

Section 3:
The mediation phase shall be as provided for in Part 2 above.

Section 4:
If the matter is not concluded by an amicable settlement, the complainant may then request a formal hearing by sending a copy of the Complaint to the Chairperson of the Committee on Tenure and Related Issues, and notifying the Chancellor and the respondent(s) of the request for a formal hearing.

Section 5:
The Complaint must be signed by the complainant, and must allege facts which, if proved, would constitute an infringement or violation described in Section 1 above. If the Complaint does not allege facts that state a claim of infringement or violation, the Complaint shall be dismissed.

Section 6:
If the Committee finds that the Complaint states a claim of infringement or violation, it shall set a time and a place for a formal hearing. Normally the time will not be less than five nor more than eight weeks from the time the Chairperson of the Committee on Tenure and Related Issues received the Complaint.

Section 7:
Not less than two weeks before the date set for a hearing the respondent will submit to the Committee and to the complainant a written Answer to the Complaint.

Section 8:
If no Answer is filed, the Committee shall consider whether the alleged grounds constitute an infringement of academic freedom or a violation of established University procedure relating to appointment, promotion, or reappointment. The Committee may in its discretion, (a) request the complainant to present proof of the allegations, or (b) independently investigate their truth. Ultimately, the Committee shall forward a statement of its decision, including its recommendations for appropriate action, to the parties, to the Faculty Senate Executive Committee, and to the Chancellor for appropriate implementation. The Committee shall place at least one copy in the University Archives. All documents related to the complaint, including but not limited to the Complaint, the Answer, and the Committee’s decision shall be treated as personnel records, and not disclosed by the parties except as required by law. The Committee’s decision on the merits of the case shall be final and binding.

Section 9:
If an Answer is filed, the Committee will proceed to a hearing in accordance with the procedures set out in Part 3, Sections 3, 5, 6, 7, 10 (1, 2, 3, 4, 5, 7, 9, 11, 12, 14, 15), 11, 12, and 13, with such alterations in those sections as may be necessary to reflect the facts that the complainant faculty member and not the Chancellor is the charging party and that the issues may relate to infringements or violations not involving dismissal. The complainant shall have the burden of proof to establish by a preponderance of the evidence the elements of a claim of infringement of academic freedom or procedural violations associated with appointment, promotion, or reappointment. If the complainant claims violation of procedures with respect to the non-reappointment of a non-tenured faculty member, the elements of the Complaint must be established by clear and convincing evidence.

Section 10:
If the Committee finds that the rights of the complainant have been substantially infringed or violated, a statement of its decision, including its recommendation for appropriate action, shall be transmitted to the parties, to the Faculty Senate Executive Committee, and to the Chancellor for appropriate implementation. The Chancellor’s decision on the merits of the case shall be final and binding.

Back to TopC.2.g.1. Resignations

The University shares the views expressed in the "Statement on Recruitment and Resignation of Faculty Members" endorsed by the AAUP (1961, 1990), which includes the following standards pertaining to resignations:

Resignations from the faculty should always be submitted in writing to the department chairperson or, where no department exists, to the dean of the school. Letters of resignation will be forwarded through the dean to the Provost, who will acknowledge the resignation on behalf of the University. For purposes of the orderly transaction of business, a letter of resignation normally should identify the faculty member's future location.

Unless an earlier date is specified, the effective date of a resignation shall be the termination date of the faculty member's appointment current as of the date of submission of the resignation. If a resigning faculty member holds research grants or contracts from outside agencies, the Office of Sponsored Programs should be consulted in order that proper arrangements may be made for the liquidation or transfer of the grant and the disposition of any equipment secured under the grant or contract.

In accordance with Board of Regents policy, faculty members who are granted sabbatical leave agree to serve their institution for a period of at least two years immediately following the end of the sabbatical leave. A faculty member who resigns his or her position immediately after the conclusion of the sabbatical leave must reimburse the university the full amount of sabbatical pay. A faculty member who resigns after less than two full years of service following the sabbatical leave must refund a proportion of the leave salary equal to the proportion of time not served. (See "Sabbatical Leave," Section I.1 of this Handbook.)

Back to TopC.2.g.2. Phased Retirement

In accordance with Kansas statute and Regents policy approved in 1994, it is possible under certain conditions for faculty or unclassified staff members to enter into a voluntary phased retirement program. Tenured faculty members who enter into the program retain tenure. The Regents policy is as follows:

Participation in the phased retirement program is subject to a number of conditions established by state, Regents, and institutional regulations and policies. To be eligible, employees must have completed at least ten years of full-time service to institutions in the Regents system. A phased retirement agreement must be mutually agreed upon by the faculty or unclassified staff member and the appropriate institutional officer, and the reviewing officer must indicate that the agreement is in the best interest of the university. The agreement then will be recommended to the Chancellor. The maximum length of a phased retirement agreement is five years. An appointment under a phased retirement agreement must be at least 25 percent of full time. Individuals who participate in the phased retirement program and are entitled to KPERS prior service benefits will have their final average salary calculated using full-time-equivalent salary.

Normally, the University will continue to provide office or laboratory space for faculty who participate in the phased retirement program.

Faculty and unclassified staff members who wish to have more detailed information about the phased retirement program and about relevant Board of Regents and university guidelines should contact the Office of the Provost and should consult with the Office of Staff Benefits.

Back to TopC.2.g.3. Retirement

Faculty and members of the unclassified staff have no mandatory retirement age. In accordance with the retirement plan for Kansas Regents institutions, members of the faculty and unclassified staff who have completed at least ten years of eligible service may retire from age 55 on. The retirement plan is reproduced in full in Appendix E of the Policy and Procedures Manual of the Board of Regents.

Individuals who are contemplating retirement are advised to consult the Office of Staff Benefits to discuss such matters as beginning retirement benefits, continuation of health insurance, payment of unused sick leave, conversion of life insurance, etc.

A faculty member who has decided to retire should provide written notice, including the proposed date of retirement, to the department chairperson. Where no department exists, notice should be sent to the dean of the school. Letters of retirement will be forwarded through the dean to the Provost. Members of the unclassified academic staff and unclassified professional staff should write to the dean or director of their unit, who will forward the information through channels to the Provost or other administrator as appropriate. To aid in institutional planning, faculty and staff members who have selected a retirement date are encouraged to notify the university at the earliest possible date.

Back to TopC.2.g.4. Emeritus Status

According to the Board of Regents policy, emeritus status is an honorary title awarded to a retiring faculty member or administrator for extended meritorious service. Each institution is required to establish its own criteria for the award of emeritus status, and emeritus status may be approved by the institution's chief executive officer. There is no salary or emolument attached to the status other than privileges as the institution may wish to extend.

The University of Kansas, Lawrence, will recommend the award of emeritus status to retiring members of the faculty and unclassified staff provided that the following criteria are met. Normally, candidates for the award of emeritus status must be at least 55 years of age, must have a minimum of ten years of full-time, continuous service at the University of Kansas, and must have a record of significant contributions to the welfare of the University. Emeritus status will not normally be recommended for persons who are leaving the university in order to accept full-time service at another institution of higher education, even if the age and service criteria are met. Faculty and staff members need not hold full-time appointments at the time of retirement, so long as the requirement for ten years of full-time service was fulfilled earlier in their careers.

Recommendations for the award of emeritus status must be forwarded to the Chancellor through the appropriate administrative channels and must have the endorsement of the Provost, or, if outside the Provost's area, the appropriate administrator.

Back to TopC.2.g.4.a. Employment and research after retirement

University policy provides that a retired faculty or staff member may be reemployed for limited service. The University encourages retired faculty members to continue their research activities and supplies them with the needed facilities if these are not required by students or other members of the department for their teaching and research. Retired faculty members may apply through the Office of Research Support and Grants Administration for externally sponsored research grants and contracts. See Sections __ and __ for more detailed information about employment and research after retirement.

Back to TopC.2.g.4.b. Courtesy benefits

A number of university units extend courtesy benefits to retired members of the faculty and staff. Further information is available from the Office of Staff Benefits or the Office of the Provost.

1. Joint Appointments in certain service and research units (for example the University's museums) are traditionally considered academic appointments. Such appointments will continue to be so construed for the purposes of these guidelines.
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2. Endorsed by the AAUP in 1968 (54th Annual Meeting) and revised in 1990. The statement was formulated and endorsed by the AAUP, the United States National Student Association (now the United States Student Association), the Association of American Colleges (now the Association of American Colleges and Universities) the National Association of Student Personnel Administrators, and the National Association of Women Deans and Counselors (now the National Association for Women in Education) and by a number of other professional bodies.
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3. The 73rd Annual Meeting of the AAUP (1987) endorsed the following "Statement on Professional Ethics." It is a revision of a statement originally adopted in 1966. Many other professional organizations also have adopted codes by which unethical conduct can be judged.
   1. Professors, guided by a deep conviction of the worth and dignity of the advancement of knowledge, recognize the special responsibilities placed upon them. Their primary responsibility to their subject is to seek and to state the truth as they see it. To this end professors devote their energies to developing and improving their scholarly competence. They accept the obligation to exercise critical self-discipline and judgment in using, extending, and transmitting knowledge. They practice intellectual honesty. Although professors may follow subsidiary interests, these interests must never seriously hamper or compromise their freedom of inquiry.
   2. As teachers, professors encourage the free pursuit of learning in their students. They hold before them the best scholarly and ethical standards of their discipline. Professors demonstrate respect for students as individuals, and adhere to their proper role as intellectual guides and counselors. Professors make every reasonable effort to foster honest academic conduct and to assure that their evaluations of students reflect each student's true merit. They respect the confidential nature of the relationship between professor and student. They avoid any exploitation, harassment, or discriminatory treatment of students. They acknowledge significant academic or scholarly assistance from them. They protect their academic freedom.
   3. As colleagues, professors have obligations that derive from common membership in the community of scholars. Professors do not discriminate against or harass colleagues. They respect and defend the free inquiry of associates. In the exchange of criticism and ideas professors show due respect for the opinions of others. Professors acknowledge academic debt and strive to be objective in their professional judgment of colleagues. Professors accept their share of faculty responsibilities for the governance of their institution.
   4. As members of an academic institution, professors seek above all to be effective teachers and scholars. Although professors observe the stated regulations of the institution, provided the regulations do not contravene academic freedom, they maintain their right to criticize and seek revision. Professors give due regard to their paramount responsibilities within their institution in determining the amount and character of work done outside it. When considering the interruption or termination of their service, professors recognize the effect of their decision upon the program of the institution and give due notice of their intentions.
   5. As members of their community, professors have the rights and obligations of other citizens. Professors measure the urgency of these obligations in the light of their responsibilities to their subject, to their students, to their profession, and to their institution. When they speak or act as private persons they avoid creating the impression of speaking or acting for their college or university. As citizens engaged in a profession that depends upon freedom for its health and integrity, professors have a particular obligation to promote conditions of free inquiry and to further public understanding of academic freedom.
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