Strategic Plan:
KRA6. Enhancing Faculty Performance

DRAFT

2010 Key Results

1. The efficient and equitable allocation of faculty time and resources taking into account any disparities identified in a baseline survey, as well as agreed-upon strategic goals.
2. An annual evaluation and reward process for all tenured, tenure-track, non-tenure-track, and adjunct faculty that: a) sets mutually agreed-upon goals for enhanced performance and professional development; b) reviews progress on those goals at year end; and c) allocates recognition and rewards commensurate with that progress.
3. An overall student-faculty ratio, calculated by ABA standards, that has improved from the 2005-06 level of 16.04: 1.
4. A larger faculty of full-time, tenure-track professors that has increased from 33 in 2005-06, to at least 35.
5. A student-faculty ratio for Legal Research and Writing and Legal Drafting Instructors that achieves the 45:1 student-faculty ratio for Legal Writing Instructors recommended by the ABA’s Sourcebook on Legal Writing Programs. (Based on 2005-2006 staffing and student enrollment, an increase of 1.5 full time Instructors will be needed by 2010).

2006-2010 Strategic Work

1. Conduct a baseline survey of how faculty currently engage in scholarship, teaching, and service, identify all activities that necessitate tenure-track faculty involvement in light of educational and strategic needs, and allocate those activities appropriately among the faculty.
2. Contract with non-tenure-track faculty members who wish to participate in the supervision of student activities that are currently supervised by tenure-track faculty (e.g., advising a moot court team; acting as an expert for Law Review papers).
3. Engage in a continuing dialogue between the Dean and faculty regarding the structure, content, and efficacy of the annual evaluative processes. The Dean will carry out the evaluation of all tenured and tenure-track faculty based on performance in the areas of teaching, scholarship, and service.
4. Enhance faculty teaching strategies, scholarly achievement, and service opportunities, for example, by taping faculty presentations and offering training sessions by experts secured by the Associate Dean for Faculty and Student Development.
5. Procure new resources, explore the creation of incentives for faculty retirement, and reallocate resources made available by the retirement of current faculty members, in order to hire additional faculty and legal writing instructors. Thereafter, hire and deploy them.

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