Faculty Leadership

Faculty leadership is accomplished through two administrative structures, Faculty Senate and the Graduate Council.

Established in May 1987, the Faculty Senate consists of about 80 members elected by and representative of the general faculty. Prior to its formation, the predecessor Faculty Council served in an advisory in an advisory capacity with no real authority or responsibility for University decision-making. Major policy matters were considered by the General Faculty as a whole prior to 1987. A commitment to shared governance was underscored by its creation.

The Faculty Senate has legislative responsibility for general academic and educational policy. It also facilitates communication among faculty, students, and administration, and cooperates with the administration in conflict resolution. The Faculty Senate conducts its business through a system of five councils (Academic Affairs, Faculty Development and Administrative Relations, Governance, Judiciary and Appeals, and University Resource Policies and Allocations) and their committees.

The executive board of the Senate is composed of the president, past president, president-elect, council chairs, caucus chairs from each college, and the secretary. The board provides leadership and planning for the Faculty Senate, especially in the preparation of the Senate’s long-range and annual goals. The board also oversees and directs the preparation of agendas for Faculty Senate meetings, and manages relationships between the Faculty Senate and the university administration and other organizations.

The Faculty Senate has been active in the development and implementation of Iowa State University’s strategic plan since 1990. The president of the Faculty Senate served on the committee that developed the University’s 2005-2010 Strategic Plan. The president-elect served as co-chair of the strategic planning committee for the 2000-2005 plan. This planning process is a continuous activity of the Faculty Senate Committee on University Planning. In addition, the senate has its own strategic plan.

An important activity of the Faculty Senate is to plan, organize and conduct an annual faculty conference collaboratively with the Office of the Provost. The conference brings together selected faculty for a two-day, off-campus retreat focused around a central theme or topic. The first retreat was offered in 1993 and focused on research, teaching, and outreach. Subsequent conferences have explored teaching and learning and internationalization of the curriculum, redefining scholarship, the challenges of the information age, graduate education, and other concepts. The theme for the 2005 Faculty Spring Conference was “University Life for Faculty: Climate, Balance, and Betterment.” The theme for 2006 is “What is “YOUR” Plan for 2010: Changing Landscape for Faculty Responsibilities, Opportunities, Realities.”

Following is an abbreviated list of other Faculty Senate accomplishments:

• Established and implemented procedures for periodic faculty review of central administration

• Drafted and implemented a faculty conduct policy that provides a framework for defining and addressing faculty misconduct

• Established faculty advisory committees to enhance communication with the provost, associate provosts, and vice provost for research; similar committees are being formed to improve communications with the vice president for business and finance and chief information officer

• Drafted and implemented a policy to guide terms of appointment and conditions of employment for nontenure eligible faculty

• Drafted and implemented a reorganization policy to guide and allow for senate oversight of the reorganization of academic units

• Significantly increased faculty presence at the Board of Regents meetings and involvement with Board-level issues; the president of the Faculty Senate attends all Board of Regents meetings as an active participant of the Iowa State University contingent and also serves on the Council of Provosts, both of which have enabled the Senate to be more proactive on major issues and also enhanced cooperation with the Faculty Senates at the University of Iowa and the University of Northern Iowa

• Collaborated with the Office of the Provost to develop the Faculty Effectiveness Plan, which was ultimately approved by the Provost and President; a Board of Regents initiative, the Faculty Senate helped to shift the focus of reports from productivity to effectiveness

• Developed and approved curriculum principles designed for specific expression by individual colleges consistent with their undergraduate educational missions

• Approved adoption of a 6-credit university-wide undergraduate U.S. diversity and international perspectives graduation requirement. As one of only a few university wide graduation requirements (including English and Library), requirement; it was adopted only after lengthy, lively, and civil debate

• Approved adoption of “ISUComm,” a university-wide undergraduate graduation requirement focused on setting and implementing communication goals

• Supported the establishment of a Center for Excellence in Learning and Teaching, which has become a focal point for instructional concerns on campus; the CELT Board is comprised of nine faculty members, recommended by the Executive Board of the Faculty Senate and appointed by the Provost, an example of shared faculty-administration governance

Future initiatives of the Faculty Senate include:

• Implement Faculty Spring Conference 2005 goals pertaining to climate, diversity of people and work and work-life balance

• Review activities of the Office of the President

• Continue to collaborate with with the administration in the implementation of an ombudsmen office

• Continue to monitor and review of the university, college, and department promotion and tenure document, college and department governance documents, the faculty handbook, and other faculty and university policies

Both faculty and administration recognize the importance of the Faculty Senate to university life. Cooperation between the Senate and central administration results in policies that are beneficial to students and serve the goals of the university. The Senate continues to struggle with convincing its members of the value of service to Senate. This service needs to be given significant recognition at all administrative levels. Participation by more faculty members in Senate activities and decision-making would have a lasting, positive impact on the University community as a whole.

The Graduate Council provides a mechanism for interaction among graduate students, graduate faculty members, and the administration of the Graduate College on questions of policy that concern the direction and process of graduate education at Iowa State University. The Graduate Council is a representative body consisting of 15 elected members of the Graduate Faculty

The Graduate Council serves as the executive committee of the graduate faculty, initiating and implementing new graduate school policies, revising existing policies and acting upon questions affecting those policies.The Council evaluates new programs, and submits recommendations to the faculty senate regarding adopting, altering or abolishing courses and curricula involving graduate credit. They also recommend awards of fellowship and graduate scholarship and review and approve candidates for graduate degrees.

Two standing committees—Graduate Curriculum and Catalog Committee and the Graduate Faculty Membership Committee—accomplish most of the work required of the Graduate Council.