March 13, 1981
LAUC-I MEMBERSHP
RE: Criteria for Librarian Personnel Action
Calvin Boyer
CB:mf
IV. SUMMARY COMMENTS ON GENERAL ASSUMPTIONS AND
INTERPRETATION SECTIONS
V. MOUVEMENT THROUGH THE RANKS AND PROMOTION
(document
adapted from
UC Riverside and UC Santa Cruz for use at UC Irvine)
Vl. ACCELERATED MERIT INCREASE (document
adapted
from
UC Davis)
Proper
functioning and
application of the peer review process for librarians at UCI necessitates
that there be a common understanding of career expectation; to provide a
framework for career planning, to guide each librarian toward the superior
achievement and growth outlined in the Academic Personnel
Manual,
and to ensure greater equity in the peer review process. In looking for
ways to achieve this common understanding, the LAUC-I Ad Hoc Commitece on
Academic Librarianship examined the documentation used in the peer review
process on the other eight campuses of the UC system as well as that
available at Irvine. What follows is the Committee's effort at
synthesizing and combining much of the work already done on the matter of
interpretation of the APM criteria as well as the
Committee's own
comments on the general nature of the review process.
In presenting the attached documentation, the Committee hopes that it
will be useful to the incoming librarian in helping him or her arrive at
an understanding of what is expected for advancement and promotion, to
the incumbent librarian who is anticipating the next review and wants to
ensure the most favorable outcome possible, to the unit or department
head as guidance in reviewing the librarians within his or her area of
responsibility, and for the various review committees in evaluating the
documentation presented to them for each review case.
The purpose of this document is to outline a standardized interpretation
of criteria for personnel action in the Librarian Series. It is intended
as an augmentation of the guidelines in Sections 82 and 51-4 of the
Academic Personnel Manual
(APM).
1. Appropriateness of the Academic Personnel
Manual
The criteria contained within Sections 82 and 51-4 of the
Academic
Personnel Manual provide flexible and adequate guidelines for
librarians of varying talents and career goals to advance through the ranks
in the Librarian Series. As LAUC Position Paper No. 1
states:
"expansion of these criteria into detailed lists of expected
accomplishments serves no useful purpose because of the adaptable nature
of the criteria and the individuality of each career." This adaptability
represents one of the major differences between the Librarian Series as an
academic career ladder and other series that require a more rigid and
task-oriented set of expectations. Flexibility concerning the relative
weight of the criteria is a key concept. Section 51-4 e. (3) states:
2. Superior Achievement
Section 51-4 e. (2) dealing with merit increases and promotions
states:
At the time of original appointment to a title in this series,
each appointee shall be informed that continuation or
advancement is justified only by superior achievement and qualities as
manifested by the appointee. Therefore, only librarians of
demonstrated ability and achievement will be continued or promoted
after objective and thorough review. If an individual
has not demonstrated requisite development, there is no
obligation on the part of the University to continue or promote.
The concept of superior achievement is present throughout the
sections of the APM that deal with librarians. An
absolute
definition of the meaning of "superior" is probably not possible or
desirable. One way to understand what is meant is to examine what
is not included. Mere adequacy of performance is not enough;
superior achievement does not mean doing essentially the same work
at the same level of expertise over an extended period of time.
Documented evidence of growth and development is needed. Since the
University is not obligated to promote, it is possible for
individuals to "top out" at certain levels. However, even in these
cases, a continuing high level of performance is expected in order
for an individual to be continued in the series.
Section 89-10 c. states:
Section 51-4 e. (2) states:
By way of introduction to the four categories of criteria upon which
librarians are reviewed, Section 82-10 b. states:
As the librarian advances in the series, he or she should become an
increasingly valuable asset to the Library and to the profession.
The requisite career development must enhance both the quality of
the specific position responsibilities and the overall value of the
individual to the institution. Activities that contribute to this
end must be selected with foresight. This requires judgment on the
part of the librarian and the unit or department head to ensure that
activities are relevant to and of value to the Library. The concepts of
balance, planning, and quality of the contribution serve as
important guidelines for determining relevance.
1. Balance
Each librarian should strive toward a balanced (i.e. complete or
full) career. Balance in this context is developmental. It is not
static and does not imply a leveling. A beginning Assistant Librarian's
career is necessarily unbalanced initially as the individual devotes
the majority of his or her time and efforts toward learning and
carrying out the primary responsibility. However, as the career
develops, the concept of balance should lead the librarian away from
almost exclusive concentration on the primary responsibility toward
increasing involvement with one or more of the activities in criteria
2-4. A balanced and mature career must demonstrate achievement in
one or more of criteria 2-4 as well as superiority in criterion 1.
Changing circumstances and conditions might make concentration on
one particular activity (whether the primary responsibility or one
or the activities under criteria 2-4) desirable or beneficial at a
given time. Such a temporary imbalance, where justified for good
reasons, should not adversely affect a librarian's career. However,
over an extended period of time, single-minded concentration in any
one activity, to the exclusion of other activities, is not enough to
justify continued advancement. Nowhere is it suggested that, as a
librarian advances through the ranks, any long-term decrease in the
level of performance of the primary responsibilities is acceptable.
Balance is not attained by undertaking activities in all four areas
merely to show some activity in each. There is no requirement that
a career must develop in all four areas. A smattering of mediocre
or low-level performance in all the areas would be unsatisfactory.
The activities chosen must be of value and relevance to the librarian's
career and to the Library and should show evidence of planned growth.
2. Planning:
Activities should be selected with reference to overall career
planning so that fragmentation of effort is avoided. To prevent
random or unbalanced career development, the librarian must carefully
plan so that the activities undertaken contribute toward the
achievement of career goals. In planning career development, the
librarinn should made sure that personal goals and objectives are
compatible with and contribute to departmental and institutional
goals and objectives. Career plans should not be rigid. In addition,
the librarian should be prepared to make changes in career
plans as the profession evolves in response to changing circumstances.
What is important is that a random and haphazard approach
be avoided; activities should instead be relevant to the career, of
value to the Library, and should reflect conscious planning.
3. Quality:
There is a direct link between the quality of the career and the
quality of the work performed. Advancement is predicated upon
increasing quality of performance in the primary assignment, the
quality or level of the outside activities, and the quality of the
contribution to them. Obviously, for example, passive attendance at
meetings does not rank as high as active participation (e.g,, chairing
a committee, serving on a panel, presenting a paper, or making
substantive contributions to discussions).
4. Relative Weight of the Criteria
From the previous points and discussions, it should be possible to
arrive at an understanding of this controversial issue. The first
criterion remains of primary importance and in any review action
should be so weighted. However, a librarian's career must grow and
develop as must the quality and quantity of his or her contribution.
This growth and development means that as the career advances,
increasing attention must be given to one or more of criteria 2-4
(though never to the detriment of the quality of performance under
criterion 1). In the review process, therefore, increasing weight
will be given to high quality performance in criteria 2-4 as the
individual progresses within the Associate and Librarian ranks.
The key issue is the quality and development of the
overall career as it
contributes to the improvement of library services and to the
advancement
of the profession. It should be clear that an individual with an outstanding
career will, in the development of that career, have made
substantive contributions to the institutions with which he or she has
been associated and to the profession as a whole. It is important to
state, however, that the emphasis is on service to the institution and
the patrons it serves and to the profession and not on "careerism" or
career building for its own sake. In this context, it is important to
recognize the criteria in the APM for what they
are: essentially artificial and arbitrary categories which are used
in an attempt to provide a degree of order, fairness, and uniformity in
the process of periodic
career evaluation. Librarians should use these criteria to their own
benefit, but should not mold a career simply to fit them. It is for
these reasons that flexibility and judgment are crucial and central to
the APM and to this present document. The
desired
outcome of the process
is a career such as outlined above rather than one which has been tailored
merely to fit the criteria for evaluation.
In carrying out the concepts in this document, it is necessary to
recognize
the important role of counseling. While it is true that each individual
librarian is responsible for his or her own career and for understanding
and striving to fulfill the advancement and promotion concepts outlined
in this document, the Department or Unit Head has the responsibility,
both at the time of the review and during the period between reviews, to
counsel the librarians for whom he or she is review initiator. This is
especially true for individuals who may not be meeting the standards
necessary for continued advancement. Additionally, after a review has
taken place, it is important that the person under review be given feedback
and counseling, especially if the outcome of the review has not been
favorable to the candidate and/or if the librarian under review is in
potential career status and has not been given a merit increase when
eligible.
Several personnel actions are possible: merit, promotion, termination,
and no action (which may result from a deferral of review or which may be
the end result of a recommendation for merit, promotion, or termination).
Accelerated advancement is warranted when accomplishments during the
review period are unusual and clearly beyond expectations. Denial of
merit at any rank or step does not prohibit later advancement or promotion.
Section 82-10 (APM) sets forth four criteria
against which a
candidate is
to be judged for personnel action:
In all ranks, it is understood that under Criterion 1, all librarians
will be judged on consistency of performance, grasp of library methods,
command of their subjects, continued growth in their fields, judgment,
leadership, originality, ability to work effectively with others, and
ability to relate their functions to the more general goals of the
Library and the University.
Study and research beyond the immediate demands of the position are
essential to continued growth, continuing command of subject, and continuing
ability to relate functions to more general goals. Individuals
should seek opportunities to learn and to contribute to the improvement
of the Library's services. Leadership is demonstrated in activity beyond
the implementation of goals or ideas already in concrete form. The kind
of leadership expected is that which focuses on and identifies goals and
programs, conceptualizes them, and generates and carries out ideas which
prove workable. Originality of ideas or concepts may be demonstrated in
one's area of specialization or in research and writing. It includes
self-motivated study of appropriately selected problems and original or
workable resolution of them. It is also understood that the level of
competence and the scope of contribution required for a one-step merit
increase become greater as a librarian advances in rank.
In reviews of UCI librarians who engage in interdepartmental activity,
the department or unit head reviewing the major portion of a candidate's
performance must take into account evaluations from others supervising a
candidate's work.
In consideration of individual candidates and circumstances, reasonable
flexibility must be exercised in applying the criteria. In this document,
the interpretation and weighting of the criteria are discussed in relation
to six separate phases of movement through the Librarian Series:
In all ranks, there are two possible types of
status: potential career
and career. An appointee is considered in
potential career status until
achieving career status through promotion or upon
successful completion
of the trial period. A career status review must
take place within a
certain period of years depending upon the rank in
which the initial
appointment is made and the step within that rank
at which the appointment is made. If career status is not granted, the
appointee is subject
to termination. For further explanation of these
provisions and time
periods, refer to Appendix A
which quotes the
relevant paragraphs from
the APM Section 82-17 b.
I. Assistant Librarian - Movement through the
rank
Primary emphasis is on Criterion 1, with increased expectations for
breadth and depth of understanding with movement through the rank.
Specifically, emphasis is on:
Consideration of Criteria 2-4 normally will not play a major role in
advancement through the lower steps of the rank. However, since
promotion to Associate Librarian is based, among other factors, on
potential for further growth, the Assistant Librarian should, by the
time advancement to Step III in this rank has taken place, or by the
time of the second review if the individual was brought in at a
step higher than Step I, begin to demonstrate activity in some areas
within Criteria 2-4.
Denial of merit for those in the Assistant Librarian rank may occur
when performance during the review period does not meet the criteria
guidelines established for performance in this rank. If denial of
merit does occur during time in rank and step, and performance does
not improve significantly during the following year, termination
might be an appropriate action according to APM
51-4.
e. (2).
For Assistant Librarians, the conferral of career status does not
occur except in conjunction with promotion to Associate Librarian.
If promotion does not occur within a reasonable trial period, the
individual is subject to termination according to
APM, 82-17. b.
(1).
II. Promotion to Associate
Librarian
Promotion to Associate Librarian is not automatic. It must be
justified by an increasingly higher level of performance through the
rank of Assistant Librarian. Specifically, the recommendation for
promotion is based on:
1. Demonstrated potential for further growth, including assumption
of a broader role in the activities of the Library, the campus,
the University, and the profession.
2. Demonstrated professional skills acquired through performance
of position responsibilities in the Assistant Librarian rank.
3. A solid record of professional competence in assigned responsibilities.
4. Anticipation of competence in the Associate Librarian rank.
III. Associate Librarian - Movement Through
the
Rank
Movement through the rank of Associate Librarian is based on the
achievement of a balance between a continuing high level of performance
and growth in the primary position responsibilities and
significant contributions in areas within Criteria 2-4. The librarian
must demonstrate interest in and ability to contribute to the
overall field, Library, and system. The quality of the contribution,
not just quantity, must be emphasized. Similarly, the level
of the contribution must be higher than at the Assistant rank.
For Associate Librarians, a request or recommendation for deferral
may be appropriate if in the opinion of the individual, the department
head, or the University Librarian, the individual's performance
does not demonstrate the expected balance of activity within the
criteria unless the factors accounting for this imbalance can be
clearly identified and justified. However, requests for deferral
may be denied if reasons specified are not sufficient to warrant a
deferral.
For Associate Librarians, the weighting of the criteria and expected
levels of performance place greater weight on balance among the criteria
with the balance shifting from emphasis on competent performance of
primary assignments, focusing instead on breadth and depth
of professional activity within the Library, the University, and the
profession. Unless significant contributions are shown in other
criteria as identified in the Academic Personnel
Manual, denial of
merit may result, even with competent performance of the primary
position responsibilities. Absence of documented competence and
growth in primary position responsibilities would also result in
denial of merit. Continued performance at an unsatisfactory level,
particularly in potential career status, may make that individual
subject to termination.
Premotion to the Librarian rank is not automatic. The top step of
the Associate Librarian rank may be the appropriate indefinite rank
and step for many librarians. A recommendation for promotion is
based on the following:
Section 51-4 e. (APM) states: "advancement in rank
is possible in
any special field of librarianship. However, an appointee will be
eligible for promotion to the rank of Librarian only if there is
demonstrated outstanding ability. For some, promotion may involve
position change, but will depend on increased responsibility as well
as growing competence and contribution in the same position."
Promotion is possible for candidates with or without administrative
responsibilities. In addition, technical competence or administrative
responsibilities alone are not sufficient for promotion. Accomplishment
in Criterion 1 alone is not sufficient. The candidate must
contribute in areas within Criteria 2-4. Promotion may be recommended for
candidates whose influence, impact, and creative approach
to librarianship through activity in any of the criteria
are outstanding and go beyond the confines of the immediate responsibilities
of the position. Denial of promotion to Librarian does not necessarily
constitute a judgment of unsatisfactory performance.
V. Librarian - Movement Through the
Rank
Movement through the rank to Step IV is not automatic. When a
recommendation for merit action is made, it must be based on
substantive, continued, and extended accomplishment and balance,
specifically showing:
For Librarians, a request or recommendation for deferral may be
appropriate if in the opinion of the individual, the department
head, or the University Librarian, the individual's performance does
not demonstrate the expected balance of activity within the criteria
unless the factors accounting for this imbalance can be
clearly identified and justified. However, requests for deferral may be
denied if reasons specified are not sufficient to
warrant a
deferral.
For Librarians, the weighting of the criteria and expected levels of
performance place greater emphasis on balance among the criteria
than at the Associate Librarian rank, focusing on breadth and depth
of professional activity within the Library, the University, and the
profession. Unless significant contributions are shown in other
criteria as identified in the APM, denial of merit
may result, even
with competent performance of the position responsibilities.
Absence of documented competence in primary assignments would also
result in denial of merit. Continued performance at an unsatisfactory
level, particularly in potential career status, may make that
individual subject to termination.
VI. Advancement to Librarian, Step V
Advancement from Step IV to Step V is reserved for librarians with a
truly distinguished career history, who have demonstrated significant
achievement since obtaining Step IV.
Section 51-4e. (2) of the APH states that "...accelerated promotion is
possible if achievement is exceptional." It is expected that an
accelerated
merit increase or promotion will be rare, reserved for an individual who
has performed in a truly outstanding manner during the period under
review. In judging exceptional achievement, the overall record must be
viewed as exceptional. All areas of evaluation must satisfy the basic
expectation of excellence. In addition, the candidate's performance in
some areas, although not necessarily all, must clearly be ahead of the
performance of other individuals at the same rank and step. If the
candidate has performed his or her primary responsibilities in an exceptional
manner, but has not participated to any relevant or significant
extent in activities within Criteria 2-4, the total performance cannot be
considered exceptional. Equally, if a candidate has achieved an exceptional
performance in activities within Criteria 2-4, yet has not performed his
or her primary responsibilities in an excellent manner, the
overall performance cannot be considered exceptional.
A. DEFERRAL OF REVIEW
A deferral of review may occur upon the initiative of either the candidate
or the department head but only for appointees in career status. The
candidate may decide, for whatever reason, that he or she does not want
to be reviewed at a time when he or she would normally be eligible for
review. The department head may decide that a candidate's achievements
during the period under review have not been sufficiently meritorious to
warrant the normal action and, hence, recommend a deferred review. In
this case, the candidate has the option to proceed with a review which
would then be designated a contested no action. In all cases of deferrals
of review, a no action file must be assembled for the candidate.
B. DENIAL OF MERIT OR PROMOTION
If, during the period under review, a librarian has not shown the superior
achievement and qualities required for a merit increase, a recommendation
may be made for denial of the proposed action. Both the level
of competence and the scope of contributions required for a merit increase
or promotion become greater as a librarian advances in rank. Even though
performance of specific responsibilities may be superior, it is possible
that an individual's total contribution might not justify a recommendation
for a given review period. If a librarian is not recommended for a
merit increase or promotion when eligible, it does not necessarily mean
that the individual is being considered for termination. It may be
simply that the performance during that review period is not considered
sufficiently meritorious to warrant a recommendation for normal advancement
in the series.
In order to assure fair and equitable treatment for appointees at the
Associate VI and Librarian IV or V steps, a special review should be
conducted after the person has been at step for four consecutive years.
A librarian in potential career status who is not recommended for a merit
increase when eligible should consider that such an action is an indication
that his or her performance may not merit the awarding of career
status.
LIBRARIAN SERIES
(a)
ASSISTANT LIBRARIAN I 1 yr
(3620 - Career Status) II 1 yr
(3621 - Potential III 1 yr
Career Status) IV 1 yr
(3622 - Temporary V 1 yr
Status) VI 1 yr
(b)
ASSOCIATE LIBRARIAN I 1 yr
(3616 - Career Status) II 1 yr
(3617 - Potential III 2 yr
Career Status) IV 2 yr
(3618 - Temporary V 2 yr
Status) VI 2 yr
VII 2 yr
(or--)
(c)
LIBRARIAN I 2 yr
(3612 - Career Status) II 2 yr
(3613 - Potential III 3 yr
Career Status) IV 3 yr
(3614 - Temporary (or--)
Status) V --
Normal Periods of Service
(a ) Assistant Librarian: See Academic Personnel
Manual
Section
82-17-b
(1)
for policy on length of service as Assistant Librarian. The period of
service
at each step is normally 1 year. The first four steps and the
corresponding
salary levels are for normal use. Steps V and VI may be used in
appropriate
situations and with proper justification. The salary for Assistant
Librarian,
Step V, is identical to that of Associate Librarian, Step I. The salary
for
Assistant Librarian, Step VI, is identical to that of Associate Librarian,
Step II. An Assistant Librarian promoted to Associate Librarian after a
year's service at Step V or VI will be advanced to Associate Librarian,
Step
II or III, respectively.
(b) Associate Librarian: The normal period of service in this rank
is 8
years, but the University is under no obligation to promote to the rank of
Librarian. Service at Step VII is normally in lieu of promotion to the
rank
of Librarian and may be of indefinite duration.
(c) Librarian: The normal period of service at step is 2 years in
each of
the
first two steps, 3 years at Step III, and of indefinite duration at Steps
IV
and V. Advancement to Step V will normally not occur with less than 3
years
of service at Step IV, except in unusual cases. Advancement from Step IV
to
Step V is reserved for Librarians with a distinguished career history who
have
demonstrated significant achievement since attaining Step IV.
APPENDIX C
I. The University of California adopted a new personnel policy for
librarians
in 1972 that was published in its Academic Personnel
Manual
(APM) as
Sections 51-4 and 82. The changes in the new code had been adopted after
1engthy discussions and meetings between members of LAUC, the Library
Council, and Systemwide Administration.
A fundamental change in policy was the establishment of titles which
paralleled faculty titles: Assistant Librarian, Associate Librarian, and
Librarian. These new titles replaced the civil-service type title
formerly
used (Librarian I, II, III, IV, and V). The librarians had gained the
University's acknowledgement that the concept of rank in the individual
rather than in the position was a viable one for librarians. Promotion
to the upper ranges of the series could be possible based on academic and
professional achievements, rather than mainly supervisory or administrative
responsibilities, as had been the case previously.
By providing a career ladder which allowed for creative change and
individual
initiative, it was hoped that improved methods of service and a
higner level of personal growth and achievement would result. The
librarian would not be limited by the visions and verdicts of the immediate
supervisor, but would also be judged by peers on the basis of
individual achievements.
II. Academic Review Criteria
Although librarians' titles paralleled faculty titles, there was
significant differences between the review criteria for the two groups.
Criteria for faculty in the professorial series emphasized teaching and
research, listing "professional competence" third in the hierarchy of
review values listed in APM Section 51-1. Academic
criteria in APM
51-1d. (1) through (4) are as follows:
(1) Teaching
(2) Research and Creative Work
(3) Professional Competence and Activity
(4) University and Public Service
By contrast, the specific criteria for librarians emphasized
professional
competence in APM Section 51-4e. (3) (a) through
(d).
(a) Professional competence and quality of service within the
library
(b) Professional activity outside the library
(c) University and Public Service
(d) Research and other activity
In the lengthy explication of "Professional competence and quality of
service within the library" (51-4e. (3) (a)), it was recognized that
contributions may vary considerably, depending upon which
of the five
major areas of librarianship one might be engaged in. Additionally, this
section states:
These guidelines are vague and are based on the recognition that teaching
and research as traditionally defined are not the primary duties of
librarians. Suggested methods of measuring performance are equally
vague, and rely heavily on the opinions of others as to the evidence of
effective service.
III. Interim Effects of Personnel Policy Changes
Following adoption of the new policy, interpretations of the criteria in
51-4 raised many questions. Local LAUC divisions and statewide groups
grappled with problems of equity and uniform interpretation within each
library and throughout the system. Statements were adopted and incorporated
into LAUC Position Paper No. 1 which were intended
to clarify some of the
issues.
Since the adoption of APM Sections 82 and 51-4,
considerable emphasis has
been placed on the first criterion, professional competence in the primary
position assignment. This more closely parallels practice, in which
the individual's ability on the job is the main consideration for merit
increase and retention, than a truly academic pattern of review. However,
no systematic educational program bridged the gap of understanding
between the old system of review and the new one.
APPENDIX D
IRVINE: OFFICE OF ACADEMIC AFFAIRS
March 1, 1979
TO: CHAIR OF THE AD HOC REVIEW COMMITTEE
RE: Ad Hoc Committee Reports
The attached outline is intended to provide a format for ad
hoc
review reports. In view of the Roberti legislation (S.B. 251),
which is presently being contested by the Regents, it is desirable
that the reports of review committees be on a clear basis and speak as
exactly as possible to the relevant areas of consideration. The outline
was designed with this in mind. (If the committee has any suggestions
for modification of the outline which would assist the deliberations
or reports of ad hoc review committees in the future,
please let me know.)
In a case involving a recommendation for promotion, the committee needs
to keep in mind the scope of the review; the committee should examine the
dossier carefully with regard to the achievements of the individual for
his or her entire period at rank. In the case of a proposed merit
increase, the committee will be concerned with the time since the last
review. Accelerated actions require particularly strong justification
and support. (A recommendation made sooner than the "normal" time is
accelerated in time.)
The Library Review Committee has responsibility for an overall view of
all recommendations for academic personnel actions. The ad hoc
committee
has more specialized functions. The ad hoc committee should
ask
specifically what achievements there have been since the last relevant
advancement and what the value of these achievements is. The committee
should not hesitate to request further evaluation of publications or
other accomplishments if this seems necessary.
The review committee is asked to make a clear recommendation with regard
to the proposed action (promotion, merit increase, no action, or
termination).
If a committee cannot come to a unanimous decision, the division of the
committee and the reason therefore should be communicated either in the
body of the report or in separate statements by individual members,
submitted
with the main report and with the cognizance of other committee members.
Attachment
IRVINE: OFFICE OF ACADEMIC AFFAIRS
ADMINISTRATIVE CONFIDENTIAL
JAMES L. MC GAUGH, EXECUTIVE VICE CHANCELLOR, ACADEMIC AFFAIRS
RE: Recommendation for (person)_________________ for (action)
______________
According to the criteria, a candidate for promotion or merit increase
in the librarian series shall be judged on the basis of (1.) professional
competence and quality of service rendered within the Library;
(2.) professional activity outside the Library; (3.) University and public
service and (4.) research and other creative activity.
Using these criteria, the committee examined the evidence in the dossier
and present their findings as follows:
I. Professional Competence and Quality of Service Rendered
Within the Library. (Included in this criterion are such
qualities as demonstrated superiority of performance of
responsibilities covered in the position profile, including
demonstrated professional growth and accomplishment and/or
the assumption of a breadth of concern. Superior professional
ability and attainment are indispensable qualifications
for promotion. Membership on administrative and ad hoc
committees is included in this criterion as is evidence
of continuing education in the area of specialization
through attendance of institutes, workshops, etc., the
focus of which is on in-service training in the particular
area.)
A. Evaluation of the evidence of professional competence
and service rendered within the Library as presented
in the dossier.
B. Evaluation or areas where improvement is needed
including the absence of evidence presented in the
dossier.
C. Additional comments and conclusions reached in the
evaluation of this criterion.
II. Professional Activity Outside the Library. (Included in
this criterion are activities and contributions to
scholarly or library organizations outside the Library,
including but not limited to CLA, ALA, MLA, SLA, ASIS,
IFLA, etc.)
A. Evaluation of the evidence of professional activity
outside the Library as presented in the dossier.
B. Evaluation of areas where improvement is needed
including the absence of evidence presented in the
dossier.
C. Additional comments and conclusions reached in the
evaluation of this criterion.
III. University and Public Service. (Included in this criterion
are activities such as participation in LAUC and LAUC-I;
membership and activities on formal or informal Systemwide
committees and groups, or library networks; service in
community, state, or national organizations, including but
not limited to Friends of the Library, League of Women
Voters, city, county, state and national commissions and
boards, etc.)
A. Evaluation of the evidence of University and
public service as presented in the dossier.
B. Evaluation of areas where improvement is needed
including the absence of evidence as presented
in the dossier.
C. Additional comments and conclusions reached in
the evaluation of this criterion.
IV. Research ant Creative Activity. (Included in this criterion
are activities such as development and delivery of instructional
programs and courses; participation in projects of demonstrated
benefit to library service or users, e.g., the synthesis of new
technologies and traditional patterns of service; acquisition
of credits or advanced degrees in a specific field, with a
commitment to specialization in the field; publication of
monographs, research findings, bibliographies, indexes or
articles in scholarly journals or other recognized publications;
grant activities, other significant creative contributions
appropriate to an academic environment,)
A. Evaluation of evidence of research and creative activity as presented
in the dossier.
B. Evaluation of areas where improvement is needed including the absence
of evidence as presented in the dossier.
C. Additional comments and conclusions reached in the evaluation of this
criterion.
In conclusion, the committee....
University Librarian
University of California, Irvine
The Library
5 February 1981
B. Normal Periods of Service - From the Librarian Salary Scale
C. A statement of background information on the peer review process
D. Memo dated March 1, 1979, from Associate Vice Chancellor Carl
Hartman to the Chair of the Ad Hoc Review Committee regarding
Ad Hoc Committee Reports. This document, currently in force
at Irvine, provides guidance and definition regarding the kinds
of activities to be included under each criteria in the review
process.
I: INTRODUCTION
II. GENERAL ASSUMPTIONS
3. Career Growth
4. Relevance of Activities to Criteria
III. INTERPETATION
IV. SUMMARY COMMENTS ON GENERAL ASSUMPTIONS AND
INTERPRETATION SECTIONS
V. MOVEMENT THROUGH RANKS AND PROMOTION
In the Associate Librarian and Librarian ranks
(and to some degree in the
highest steps of the Assistant Librarian rank),
the concept of balance
between Criterion 1 and Criteria 2-4 is extremenly
important. It is
recognized that occasionally, for any one review
period or portion thereof,
organizational or professional pressures, etc.,
may make the optimum balance difficult to achieve. In this situation, the
department head and
the candidate should work together to restore the
balance. However, a
temporary imbalance, where the factors accounting
for it can be clearly
identified and justified, should not adversely
affect the merit action.
V. ACCELERATED MERIT INCREASE
VII. NO ACTION
APPENDICES
APPENDIX A.
82-17b.
Appointment and Promotion (continued)
b. The following principles and procedures shall be applied to
appointments, promotions, and terminations of potential career or
career appointees:
Rev. 10-31-77 82-17 b.(6)
APPENDIX B
Normal
Period
Title Step at Sal.
Carl F. Hartman
Associate Vice Chancellor
The ad hoc committee appointed to review the proposed_____________
for_________________ from________________, Step_________,
to_________________, Step___________, met and reviewed the dossier
under the guidelines or Section 82 and 51-4 of the University
of
California
Academic Personnel Manual.
On the basis of the evidence and our evaluation of it, this committee
recommends
that________________________________be_____________________.
In addition, we recommend that_______________________be informed of
the
following needs for improvement: (This should be understood to
include
any
relevant concerns resulting from ad hoc deliberations.)
________________________________ ______________________________
________________________________
(Chair)___________________________