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ES as a driver for ID lines. ES is often a driver for ID lines, since there is a series of core foundation courses and a capstone experience. Staffed ad-hoc, problems arise between departments and programs when leaves occur. FYE staffing and advising also complicates the issue. Chris was one of the first 50/50 proportional faculty hired at Middlebury in PS and ES. The popularity of the ES major was the primary driver for creating ID lines at Middlebury. (At Middlebury ES has been the third largest major, with courses often having waiting lists of over 30. Many courses could only be taught once a year with ad-hoc faculty.) Middlebury’s current stability is attributed to having enough lines in ES so the core foundational courses are covered and includes flexibility for leaves and sabbaticals. It is difficult to maintain the number of core courses needed with an ad-hoc staff. Strong departmental advocates helped at Middlebury. The program needs to be able to provide the foundation experience with FYE and advising without heavy reliance on adjunct faculty. It is a disadvantage to have ES faculty teach all introductory courses. ID lines can also help alleviate problems with staffing in small departments. One hundred percent appointments do not pose the same problems that proportional appointments do. Flexibility in the policy is important to allow for the variety of ID programs and differing models. 2. Procedures and Policy. CEPP and CAPT need to be jointly responsible for the integration of ID lines at Skidmore since it is both a policy and a procedural issue. Programs need to be involved in tenure review and their role needs to be determined. At Middlebury, the Program Director is directly involved in the tenure process. Chris provided a handout from Middlebury’s faculty handbook that outlined these procedures in detail. Programs must have a say in recruitment of sabbatical replacements. There was concern at Middlebury that there were too many evaluations of new faculty. If an individual is a “good” professor of history, does it make sense that that same individual is a “bad” professor of Environmental Science? The review process allows for direction and carries a lot of weight. Information can be communicated during the process about scholarship and publishing expectations. Contract needs to explicitly state proportion and program/department affiliations. In hiring proportional appointments, Chris stressed that both parties (departments and/or programs) agree on a candidate up front. That wasn’t always the case at Middlebury, and if there was disagreement the search was deferred. Clarity at the beginning provided stability throughout the process. 3. Volunteer and Contractual Affiliations The differences between faculty that “affiliate” with an ID program voluntarily and those that are contracted was discussed. Welcoming new course offerings in ID programs without claiming “ownership” or a “right” to a particular offering is critical. A variety of courses may come and go. Replacement of a very specific proportional appointment can be problematic if a course is relied upon and an individual leaves or retires. Small departments at Skidmore currently have difficulty with individual affiliations. If a History professor decides to teach an IA course, who fills the history slot? Conversation continued on: • The contrasts between departments and programs and the advantages and disadvantages of each. ES at Middlebury had an option to become a department and chose to retain an interdisciplinary tone. Some departments, or parts of departments have chosen to become programs (Film and Media Culture). Programs often have greater success at securing external funding. Are Programs second-class citizens? Only resource is course release to Program Directors. No staff, even though programs are significant contributors to majors and recruitments of students to campus. • The recognition that many degrees and scholarship of new graduates are already of an interdisciplinary nature. Recruitment is important in those hires that involve very different departments. Candidates need to be in the shared appointment field. Candidates are attracted to ID positions and Middlebury has benefited from large pools. Universities tend not to hire these candidates and more people are being trained in these areas. He acknowledged that there might be more of a workload, however. When Chris was asked if junior faculty on proportional contracts feel that they are stretched too thin, he said that that hasn’t been his experience, but that he wasn’t necessarily informed. • The need to postpone the development of new programs until we can get a policy in place. Currently in IA all foundation courses are taught by adjuncts. An ID policy is needed so we can get away from the current unstable ad-hoc system. • The importance of ID lines to students. More stability in programs; courses can be offered with more frequency, consistency and depth. • The need for department chairs and program directors to work with a five-year teaching schedule. • The similarities and differences between Middlebury and Skidmore. Middlebury hired 15-20 new faculty to accommodate a larger student body five years ago. Eased tensions. 15 ID programs (ES, AS, Film & Media Culture, IP & E, IS, LS, MB, BC, NS, Studio Art, LAS, WAGS, CS, CW, Dance) Cross-listing is avoided at Middlebury. Core courses in ES are not cross-listed. How did Middlebury address the perception that ID programs are getting all of the new lines? Chris stressed the importance of thinking creatively about partnerships with other programs and departments. Small departments can leverage by partnering with other program or departments to gain new lines. Hiring decisions should be enrollment driven. Are departments “losing” lines? The meeting ended with the desire to support the programs and majors that have been established and provide some stability to these areas. 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