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Executive Committee
Faculty of Arts, Sciences, and Engineering
Higher Education Initiative Review
2001-2002 Appendix A - The Fifteen HEI Working Group Reports
(These are not included here, but they were posted on the HEI web pages.)
Appendix B - The Four Stage 3 Reports
(These are not included here.)
Appendix C Other HEI-Related Materials Provided to the Executive
Committee
Collected and Provided by Michaele Whelan, October 2001
Implementation
Fall 1999-Spring 2000
Strategic Planning for AS&E builds upon the priorities identified in HEI
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Identify the multiple sources needed, both through cost savings and
enhanced revenues, to invest additional financial aid directed at
increasing the number and quality of students of color, students from
middle class families and a limited number of international students.
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Provide stronger support for individualized faculty development through
differential teaching loads, more aggressive use of merit pay, innovative
compensation packages and successful fund raising for faculty chairs.
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Invest in innovative curricula and programs, differentiating a Tufts
liberal learning experience from other high-quality institutions.
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lnvest in implementation of innovative information technology, both to
permit the scholarship and research necessary to maintain our Research I
status, and to provide the best-quality, user- friendly student service
environment.
Spring 2000-Fall 2000
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Walt and later Charles work with EPC on proposed curricular changes. In
spring 2000, there is a transition of deans, from Walt to Charles.
Jurisdiction issues with the LAU Curriculum Committee intervene. Changes
to the curriculum are discussed on the floor of LAU and later A&S, but
specifics remain stalled in the committees. Currently, the roles of EPC
and the Curriculum Committee need to be resolved. Charles moves ahead with
the recommendation to increase the efficacy of CTE, WTS and WAC. Ideas
from the working group on the "Role of Public Service" aid in articulating
the mission for the new UCCPS.
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Rob works with the Graduate School Policy and Program Committee to
improve communication and community among graduate students. The
importance of collective student services and advocacy for graduate
students emerges and results in the Graduate Team in Dowling Hall. Rob
builds on the HEI recommendations and begins to create a strategic plan
for the Graduate School. In 2001, an external review of the graduate
school occurs and specific recommendations are made.
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Bobble Knable brings students complaints about nickel and diming, lack
of loyalty, being sent from office to office to have simple requests
processed, lack of communication about important stages in their
development to the planning group for the student services initiative.
Dean Kristine Dillon and Dean Bruce Reitman work to resolve these issues
through the class teams, E-mail communication, on-line registration and
collective services, student leadership corps, new class orientation and
increased opportunities for students to gather and build spirit: study
break on the bridge, welcome back for seniors. These are ongoing efforts
and the need to create a linkages between the curriculum and the
residences remains a challenge for Dean Dillon.
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Dean Ernst and the HEI Committee on Faculty Development, Teaching
brought forward for action proposed changes in the nature and activities
of the faculty. For example, of the 14 committee recommendations, 3 were
unanimously endorsed by A&S faculty (#1-3 on 12/6/99); 5 were endorsed as
current guidelines by the academic deans(#4,7,10,11,12 on 11/18/99) and 2
accepted as general policy by the administration (#6,13); a subcommittee
on #5 worked on codifying policies on hiring, contracts, titles, re-review
and promotion of non-tenure track faculty and these were approved by
academic deans and chairs; #8 on the creation of the rank of Professor of
the Practice, intended for small numbers of field-specific experts, is
discussed by A&S faculty in spring 2000 and results in being adopted by
the Engineering School and is in continued discussion for A&S. Considering
changes in the mix of teaching and scholarship and the reward structure
for more senior faculty at different career stages (# 9) was voted in
principle by the chairs (2/14/00). #14 is reflected in the faculty guide
and in the deans' work with public relations.
Specific recent outcomes led by Dean Ernst include:
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the Junior Faculty Research Leave Policy for pre-tenure faculty who have
passed their second year review.
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a Handbook on Policies and Procedures for Non-Tenure-Track Faculty. This
handbook also set policies and procedures to implement the recommendations
of the HEI committee including:
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Recommendation 4: department review of non-tenure track faculty.
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Recommendation 5: contract ladders for part-time and non-tenure track
faculty.
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Recommendation 7: when possible and educationally sound "bundle" part-time
positions into full time positions.
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Investigation of Tufts policy on deferral of tenure for maternity with
the support of Academic Cabinet to reinvestigate Tufts policy and to make
and implement recommendations for changes in Tufts policies when
appropriate. New policies in this area should help in our retention of
women and minority faculty.
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a handbook for Programs and Policies for Postdoctoral associates
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a Faculty Research Advisory group that has been instrumental in creating
an interim report on the current research climate in Arts and Sciences
including a description of our research strengths, barriers to research
and desired future growth. This interim report will be the foundation to
our strategic plan for research.
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Increased visibility of Faculty and Student Research and Scholarship by
making it a permanent feature of Tuftalk and working with public relations
to get local, national and international coverage of faculty and student
research and scholarship.
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