Work of the Faculty Leadership Team

1. Work of the Faculty Leadership Team An Overview

2. Our Charge • Serving to recommend process • Serving to set up a strategic plan

3. Methods of Communication with Department • Detailed minutes • Timely posting of minutes http://www.kennesaw.edu/english/faculty/FLT/ • Periodic meetings with faculty • Expectations of these meetings • Dedicated meeting time to discuss faculty feedback that week.

4. Our Process Discussion Guidelines to encourage productive deliberation: • Openness • To other points of view • To outcomes • To all representatives

5. Guidelines continued. . . . • Listening • Focus on each speaker rather than prepare your response • No interruptions • Fairness • Speak briefly • Everyone participates

6. Guidelines continued. . . . • Respect • Disagree without being disagreeable • No personal attacks • Commitment • Prepare for each session • Attend each session • Begin and end on time • Get up to speed if absent from a session

7. FACULTY RANKING OF ISSUES IDENTIFIES FROM FOCUS GROUPS AS IMPORTANT TO FACULTY • Strategic Planning (including a shared mission and vision for the department) [23] • Workload [21] • Need to Establish Shared Values (e.g. programs, direction of the department, professional relationships, etc.) [17] • Clarification of Faculty Roles and Ranks [12]

8. continued. . . . • Unprofessional Behavior [11] • Departmental Governance [10] • Clarification of Performance Expectations for Faculty [9] • Developing Skills to Deal with Change More Effectively [8] • Low Morale [8]

9. Shared ValuesWe recommend the following values: • Academic freedom and professional ethics, with AAUP’s being the most widely accepted statement in the academy • Commitment to diversity in programs, curricula, faculty, staff, and students • Devotion to English Studies and a pluralistic approach to English Studies

10. Shared Values continued. . . . • Commitment to academic excellence, in teaching and scholarship at the graduate and undergraduate levels • Contributing service to the university and the extended community • Commitment to professional growth and development • Commitment to interdisciplinarity

11. Shared Values continued. . . . • Commitment to the use of technology in pedagogy and research • Equitable treatment of faculty, staff, and students • Shared governance • Commitment to a climate of open and civil discourse • Commitment to students’ skills in reading and writing and critical thinking

12. Shared Values continued. . . . • Commitment to preparing students for citizenship in larger worlds • Commitment to development of a cadre of professional English teachers and writers • Commitment to fostering an intellectual community

13. Shared Governance We thus proposed a Program Advisory Council that will be a synergistic model of collaboration and counsel among faculty and administration to strengthen: • Department communication and morale • Faculty voice in counsel to the Department Chair • Our programs for the students they serve.

14. Program Advisory Council We recommended that the Program Advisory Council consist of integrated English faculty representatives, whom the Department Chair will appoint in consultation with the Dean and program-relevant faculty. Also, we voted that the Assistant Department Chair will serve on the Council, but in a nonvoting capacity.

15. The Program Advisory Council will consist of: • Director of Composition • Coordinators of English Education • Graduate • Undergraduate • Director of MAPW Program • Coordinators of BA in English Program • Upper-level Writing • Literature, Language, Theory, and Film • Coordinator of Assessment • Assistant Department Chair (ex officio)

16. Council Principles We recommend that the Program Advisory Council work for the entire department, not merely any one program. We also recommended that it operate as a formal structure wherein all department members can participate in decision-making and interact with administration. We see the Council as a process—a system whereby we can conduct business—that the department, not the FLT, must implement.

17. Specific Action Items • Office assignments • Departmental university elections • Process planning for shared governance

18. Recommendations for Office Choice Priorities • Faculty members cannot choose offices that other faculty members choose to stay in. • We must find out those faculty members who want to move, in addition to those faculty members who must move (e.g., the two faculty members with offices in International Services, the twelve faculty members with offices in the Library, etc.) into the new annex.

19. Recommendations for Office Choice Priorities continued. . . . • We must identify any disability-related, administrative, and programmatic needs, in this order, that will govern office assignment. • Rank and seniority within rank will determine who receives first choice of offices after disability-related, administrative, and programmatic needs are met. A lottery will determine who receives first choice among faculty of equal rank and seniority.

20. Timelines for Process Planning We clumped faculty issues together in light of our shared values, setting timelines for their consideration: • Discuss shared governance on March 5 and March 19 vis-à-vis: • The ongoing Program Advisory Council • Search, tenure and promotion, curriculum review, and other committees • Hiring practices

21. Timelines for Process Planning continued. . . . • Clarify faculty roles, ranks, expectations, and situational contexts on March 28, April 2, and April 16 vis-à-vis: • College and university norms • Departmental, programmatic, and individual contexts • Recruitment, support, and retention of faculty • Workload equity, consistency, and transparency