1. CREATING A PROMOTION SYSTEM FOR UNIVERSITY-BASED CLINICAL EDUCATORS Colleen Worthington Clinical Professor Department of Hearing & Speech Sciences

2. CONTEXT HIERARCHICAL NATURE OF TRADTIONAL ACADEMIA
NUMBER OF NON-TENURE TRACK FACULTY ON CAMPUS
VARIETY OF ROLES/FUNCTIONS THAT NTT FACULTY SERVE

3. IMPETUS FOR CHANGE ISSUES OF “FAIRNESS”
FROM STUDENT PERSPECTIVE, NTT ARE OFTEN THE “FACE” OF THE UNIVERSITY. “FACES” THAT GET MINIMAL RESPECT AND LOWER PAY CAN STRUGGLE WITH MORALE AND TEND TO BURN OUT QUICKLY.
LOSS OF INSTITUTIONAL MEMORY AND TALENT (see above)

4. ADMINISTRATION BUY-IN
DATA, DATA, AND MORE DATA
IDENTIFY FUTURE SCENARIOS THAT COULD HAVE SIGNIFICANT NEGATIVE IMPACT ON THE UNIVERSITY
IDENTIFY BENEFITS OF TAKING THE INITIATIVE TO INSITUTE CHANGE
BOTTOM LINE = Logical, persuasive argument that benefits of change outweighs the cost of staying the same

5. TASK FORCE Commissioned jointly by Provost and University Senate
Task Force members chosen to represent wide cross-section of units and roles. Subcomittees included:
Policies and Procedures
Faculty Surveys
Database Mining and Analysis
Over a one-year period, the following activities were implemented:
Analysis of existing policies/procedures from all 12 colleges and at campus-wide level. Also from selected peer institutions
Surveys of NTT faculty & unit administrators and listening to focus groups
Analysis of available data from Human Resources and other administrative units

6. RECOMMENDATIONS
Total of 21 recommendations made under four major categories:
Appointment, Rank, & Promotion
Evaluation, Compensation, & Recognition
Governance
Policies

7. MECHANISMS FOR CHANGE
Use existing governance structure whenever possible since it is already recognized and valued (e.g. Campus Senate)
Establish “buy-in” at other levels simultaneously
top→down (messages from Provost to Deans)
bottom→up (messages from individual NTT faculty to chairs)
Make departmental expectations clear and worthy of respect. Adhering to the tenure-track APT model currently in place on campus whenever possible makes this easier.
procedures

8. DAY-TO-DAY IMPLENTATION
Understand that change is hard, especially in a culture of hierarchy and rank. Others have work very long and hard to be successful within the traditional paradigm and may have concerns about such fundamental changes.
Sometimes, names matter. Find a term that describes what this group of faculty is about rather than what they are not. For example:
Professional Track Faculty vs Non-Tenure Track Faculty

9. DAY-TO-DAY IMPLEMENTATION (cont.)
Look at workshops, seminars, awards, and other departmental/college/campus events for inclusion of all faculty. Volunteer for the committees that will be needed to make the change happen as events arise.
Be tuned in to the setting in which you exist - academia. There are expectations of scholarly mindset/work from faculty. Focusing solely on service-delivery aspects of your job will set you apart from the central core of values and expectations, especially outside your department.

10. CHANGING MINDSETS
REVOLUTION ! 
FAIT ACCOMPLI