1. University Administration

University Administration

The University of Massachusetts Amherst isthe flagship campus and one of five campuses of the University of Massachusetts system. The School of Public Health and Health Sciences is one of nine schools and colleges within the University of Massachusetts Amherst.

President of the University of Massachusetts – Marty Meehan

The Office of the President of the University of Massachusetts provides overall leadership to the five campuses of the University system pursuant to the direction of the Board of Trustees. https://www.umassp.edu/

Chancellor of the University of Massachusetts Amherst – Javier Reyes

The Chancellor is the chief administrative officer of the Amherst Campus and reports to the President of the University system. The Vice Chancellors, Chief Information Officer, and Associate Chancellors report to the Chancellor. http://www.umass.edu/chancellor/

Provost and Senior Vice Chancellor for Academic Affairs – Michael Malone, Interim

The Senior Vice Chancellor for Academic Affairs and Provost is the Chief Academic Officer of the campus. The Provost provides leadership in all areas of the academic enterprise and is responsible for maintaining its quality. https://www.umass.edu/provost/node/2

Vice Chancellor for Research and Engagement – Laura Vandenberg, Acting

The Vice Chancellor for Research and Engagement advances the research mission of the University. Working closely with the faculty to encourage research and scholarly activities, the Vice Chancellor is responsible for the initiation, review, and implementation of all policies and procedures relating to research. https://www.umass.edu/chancellor/about/leadership-team/research-engagement

Vice Chancellor for Student Affairs and Campus Life – Shelly Perdomo-Ahmed, Interim

The Division of Student Affairs aims to enhance students’ quality of life by helping them take full educational advantage of the University experience in the application of knowledge. https://www.umass.edu/chancellor/about/leadership-team/shelly-perdomo-ahmed

Vice Chancellor for Administration and Finance – Andrew Mangels

The role of the Office of Administration and Finance is to provide the internal and external constituents of the University of Massachusetts Amherst with the highest quality services in the most supportive and cost-effective manner. http://www.umass.edu/chancellor/campus-leaders/andrew-mangels

Vice Chancellor for Advancement – Arwen Staros Duffy

The mission of University Advancement is to create a dynamic environment, which increasingly expands private investment in the University of Massachusetts Amherst.

Vice Chancellor for University Relations – John Kennedy

The broad portfolio of University Relations includes marketing and communications, media relations, government relations, community relations, event planning, economic development and regional partnerships, and WFCR–the region’s premier public radio station. University Relations harnesses the resources and expertise of these distinct entities in a coordinated and strategic way to ensure that the powerful message of the University of Massachusetts reaches all of our varied audiences, both internal and external.

Vice Chancellor for Information Services and Strategy and Chief Information Officer – Christopher Misra

Information technologies at the flagship research campus of the Commonwealth support our core mission of teaching, learning, research, and engagement by using technology to reach new heights of excellence.

Vice Chancellor for Diversity, Equity and Inclusion – Nefertiti Walker

UMass Amherst has a long-standing commitment to social progress and social justice, and these commitments are advanced by the Office of Diversity, Equity and Inclusion. We value diversity and equity and strive for inclusive excellence in our classrooms, research labs, dorms, and beyond. All campus community members seek to uphold the values of diversity, equity, and inclusion. https://www.umass.edu/chancellor/campus-leaders/nefertiti-walker

Vice Chancellor and Chief Human Resources Office – Kevin Kerwood, Interim

The Office of Human Resources (OHR) strives to create an environment where faculty and staff do their best work. Our university is powered by thousands of dedicated faculty and staff who are inspired and motivated by our mission as a world class research institution positively impacting both the commonwealth and the broader society. https://www.umass.edu/chancellor/about/leadership-team/kevin-kerwood

Actions

2. School Administration

The School of Public Health and Health Sciences’ administrative offices are located in Arnold House at 715 North Pleasant Street. The SPHHS is the only state-supported CEPH-accredited school of public health in New England. http://www.umass.edu/public-health-sciences/

The School of Public Health and Health Sciences Complete Administrative Staff listing can be found at https://www.umass.edu/public-health-sciences/about/directory

Dean of the School – Anna Maria Siega-Riz

• Executive Assistant to the Dean – Carey Simos

Associate Dean for Administration and Finance – Donna Falcetti

Associate Dean for Research – Brian Whitcomb

• Research Administration Office – Laura Bergantino, Jose Guaregua, Keith Kittrell, Chris Stanavage, Maricruz Vega

Associate Dean for Graduate and Professional Studies – Katherine Reeves

• Executive Director Professional Programs – Lori Peterson
• Academic Director for Continuing Education Programs – vacant
• SPHHS Graduate Admissions and Enrollment Coordinator – Lauren McBroom

Associate Dean for Undergraduate Academic Affairs – Gloria DiFulvio

• Assistant to the Academic Dean – Connie McCudden

Assistant Dean for Diversity, Inclusion, and Belonging – Rodmon King

Assistant Dean of Academic Success and Career Planning – Torin Moore

• Student Success Advisors – Karin Cooley-Sanieski
• Associate Director for Career Planning – Mary Ellen Liseno
• Assistant Director for Internships and Employer Engagement – Aimee Gilbert Loinaz
• Assistant Director for Career Planning - Rachel Comerford

Director of Development – David Catrambone (UMass Foundation Employee)

Director of Marketing and Communications – Patrick Freeman

• Assistant Director of Communications – Sydney Snow

Director, Office of Public Health Practice and Outreach – Risa Silverman

Director, Information and Technology – Joseph Pasquini

• Technical Assistants – Job Morgan, Nam Phan

Senior Data Analyst – Vacant

Director of Human Resources – Liane Ledger

• Human Resources Coordinator – Sarah Sienkiewicz

Director of Finance – Aaron Tauscher

• Accountant – Hannah Clemente

Dean’s Executive Council – The Dean’s Executive Council is chaired by the Dean and consists of the SPHHS leadership and others invited by the Dean to attend. Current members include Associate Deans, Assistant Dean for Equity, Inclusion, and Belonging, and Department Chairs of Biostatistics & Epidemiology, Environmental Health Sciences, Health Promotion & Policy, Kinesiology, Nutrition, and Speech, Language, and Hearing Sciences. The Council is advisory to the Dean, and meets monthly to discuss matters that relate to the SPHHS, and share information and ideas.

Dean’s Staff Council – This committee is chaired by the Dean and consists of SPHHS key staff stakeholders including the Associate Dean for Administration and Finance, Assistant Dean of Student Success, Director of Development, Director of External Relations, Executive Director of Professional Programs, Director of the Office for Public Health Practice and Outreach, Director of Career Planning, Director of IT, Director of Human Resources, and Director of Finance. The Council is advisory to the Dean providing guidance on infrastructure recommendations and services to the SPHHS community at large and meets monthly. Both the Dean’s Executive and Staff Councils will meet quarterly as the SPHHS leadership to advise on strategic planning and implementation activities of the School which support achieving the academic, research and services goals of the School.

SPHHS Advisory & Community Board – The mission of the SPHHS Advisory Board is to provide the opportunity for supportive alumni, community members, and friends to utilize their influence and resources to promote the future success of the School. Advisory Board members advocate for the School and assist the Dean in securing the resources necessary to enhance undergraduate and graduate programs, faculty and administrative support, and excellent research and community engagement within the departments. It is the priority of the Advisory Board to advance the School as a whole in addition to its individual departments. The Advisory Board meets at least twice per year to discuss issues of importance to the School. Members are primarily external to the SPHHS.

Dean’s Student Advisory Board – The purpose of the board is to provide opportunities for student engagement in SPHHS leadership activities through sharing experiences of students within the school related to curriculum, climate, and professional development, insights and ideas for improvement in areas they find lacking, what works and areas where the school can invest time or resources to make improvements. Members make recommendations to the Dean and as appropriate organize student activities to collect feedback and to enhance the SPHHS mission and goals.

Actions

3. Departments

The School of Public Health and Health Sciences is comprised of six departments: Biostatistics & Epidemiology, Environmental Health Sciences, Health Promotion & Policy, Kinesiology, Nutrition, and Speech, Language, and Hearing Sciences.

Biostatistics & Epidemiology

Biostatistics and Epidemiology are complementary disciplines both academically and professionally. These related fields are based on the mathematical, natural, and social sciences. In the Department of Biostatistics & Epidemiology, state of the art M.P.H, M.S. and Ph.D. degree programs are offered. The Epidemiology faculty work closely with the Biostatistics faculty, and are involved in multiple avenues of research, including community-based research, women’s health issues, physical activity, nutrition, and biomarkers. The Department Chair is Professor Lisa Chasan-Taber.

Information on the Biostatistics program and a faculty and staff listing can be found at: https://www.umass.edu/public-health-sciences/about/directory/faculty/program-area/biostatistics

Information on the Epidemiology program and a faculty and staff listing can be found at: https://www.umass.edu/public-health-sciences/about/directory/faculty/program-area/epidemiology

Health Promotion & Policy

The Department of Health Promotion and Policy offers academic programs in Community Health Education and Health Policy and Management that are related academically and professionally. Both fields are based on the social and behavioral sciences. Much of the work in the department involves community-based participatory research and the department faculty are involved in community engagement efforts including several projects in Western Massachusetts. The Department Chair is Associate Professor Sarah Goff.

Information on the Community Health Education program and a faculty and staff listing can be found at: https://www.umass.edu/public-health-sciences/about/directory/faculty/program-area/community-health-education

Information on the Health Policy and Management program and a faculty and staff listing can be found.

Environmental Health Sciences

The Department of Environmental Health Sciences combines the public health sciences of biostatistics, environmental health and epidemiology with natural sciences, mathematics and engineering to provide a quantitative basis to measure and mitigate the effects of environmental stressors on human health. The Department Chair is Professor Song Liang. A faculty and staff listing can be found for the Department of Environmental Health Sciences here. 

Kinesiology

The Department of Kinesiology offers an interdisciplinary approach to the study of human movement, investigating the mechanical, neurological, biochemical, physiological, and behavior components of human movement. Health and wellbeing outcomes of exercise and physical activity are considered for a variety of populations. The department offers programs resulting in Bachelor of Science, Master of Science and Doctor of Philosophy degrees. The Chair of the Department is Professor Richard van Emmerik. A faculty and staff listing can be found here. 

Nutrition

The Department of Nutrition at the University of Massachusetts Amherst is among the most comprehensive nutrition departments in New England, offering training at the bachelor’s, master’s, and doctoral level, along with dietetic internship (DI) experiences and off-campus outreach and education. The Department of Nutrition also includes Nutrition Extension faculty, a program supported as part of the Land Grant status of the Institution. The department’s undergraduate program is accredited with the Academy of Nutrition and Dietetics, ensuring that students achieve national standards of competency. Graduate offerings include the 4+1 Accelerated MS in Nutrition, MS in Nutrition, the PhD in Public Health, Nutrition option, and fully online MPH and MS degrees in Nutrition. The department also offers an online MPH/DI option. The Department Chair is Associate Professor Lindiwe Sibeko. A faculty and staff listing can be found here.

Speech, Language, and Hearing Sciences

The field of Speech, Language, and Hearing Sciences is involved in the study of the normative processes underlying speech, language, and hearing abilities, as well as the effects of disorders and/or differences in any of these areas on communication function. Professionals in the field of speech-language pathology and audiology are responsible for the evaluation and treatment of individuals with communicative disorders. They work with children and adults in education and health care systems, including public schools, early intervention centers, hospitals, rehabilitation centers, and private practice offices. The department offers a wide range of academic programs, including Bachelor’s, Master’s, and Doctoral degree options. The Chair of the Department is Associate Professor Sarah Poissant. A faculty and staff listing can be found here. 

Online Programs

The School of Public Health and Health Sciences offers two fully online Master of Public Health (MPH) degree programs and one blended satellite MPH program in association with the University of Massachusetts Medical School in Worcester, Massachusetts. These programs are designed for working health care, public health, and nutrition professionals. All programs are part-time, flexible, and allow professionals to complete an MPH degree on their own time without the need to leave their current positions. The Executive Director of all online programs in the school is Lori Peterson. More information about the programs and a faculty and staff listing: https://www.umass.edu/public-health-sciences/about/directory/faculty/program-area/professional-programs

MPH-Public Health Practice

This program is one of the first fully online MPH programs in the country and was established in 2001. The program is a generalized degree, where students complete coursework in all five areas of concentration in public health. Students are required to apply what they learn in the field through the completion of a practicum experience and all students complete the degree with a capstone. The Director of the online MPH and Public Health Practice Program is Lawrence Pellegrini. More information about the program can be found at: https://www.umass.edu/public-health-sciences/academics/professional-programs/mph-public-health-practice

MPH-Nutrition

The Master of Public Health in Nutrition was established in 2008, the first fully online degree of its kind. The program incorporates the five core areas of public health with a concentration in nutrition. Students work in interdisciplinary teams and incorporate critical thinking and experiential learning in their course work and receive advanced training in public health nutrition and health program management. The Director of the online MPH in Nutrition program is Heather Wemhoener. More information about the program can be found at: https://www.umass.edu/public-health-sciences/academics/professional-programs/online-mph-nutrition

MPH-Blended Program in Worcester

The MPH-blended program offered in Worcester is designed to work around the demanding lives of medical and public health professionals. The program is blended, offering both on-campus evening courses and online web-based courses. The program offers four different areas of concentration: the general public health practice concentration, epidemiology, health policy and management, and an option specifically tailored for current medical students. The majority of courses are provided online. The director of the MPH-Blended Program in Worcester is Jackie Coghlin-Strom. More information about the program can be found at: https://www.umass.edu/public-health-sciences/academics/professional-programs/blended-mph-worcester-program

Centers, Institutes and Programs

The School of Public Health and Health Sciences provides leadership in several centers and institutes that foster trans-disciplinary research, teaching and service that spans the basic and applied sciences and public health, clinical practice and community applications. Centers reside within school and colleges, and report to the Dean. Institutes cross schools and colleges and report to the Vice Chancellor of Research and Engagement. The SPHHS hosts the following groups:

• The Institute for Global Health (IGH)
• The Northeast Regional Environmental Public Health Center (NREPHC)
• The Center for Community Health Equity Research (CCHER)

In addition, individual departments within the SPHHS host the following centers, institutes, and programs:

• The Center for Language, Speech, and Hearing (SLHS Dept)
• Massachusetts Nutrient Data Bank (Nutrition Dept)
• UMass Extension Nutrition Education Program (NEP) (Nutrition Dept)
• The Biostatistics Consulting Center at the University of Massachusetts Amherst (BioEpi Dept)
• The Center for Program Evaluation (HPP Dept)

Actions

1. University Faculty Governance

The Board of Trustees Statement on University Governance (T73-098 as amended) endorses the 1996 joint Statement on Government of Colleges and Universities by the American Association of University Professors, the American Council on Education, and the Association of Governing Boards of Universities and Colleges and recognizes faculty primary responsibility in academic matters and faculty status. The Faculty fulfills these primary responsibilities at the department, school and college level through appropriate committees, including personnel committees, and at the campus level through the Faculty Senate with its committees and councils.

Faculty Senate

The Faculty Senate provides oversight and advice to the central administration on most campus matters, including planning, development, budget, and other administrative matters. The Faculty Senate does not exercise responsibility with respect to faculty personnel issues or working conditions, which are bargained by the University administration and the Massachusetts Society of Professors, a union affiliate of the Massachusetts Teachers Association. The Faculty Senate consists of 60-80 elected senators from approximately 20 election districts including all academic departments and the library. There are also more than 20ex officio members, including the President, Chancellor, Provost, Vice Chancellors, and Deans. The Senate’s elected officers include the Secretary, Presiding Officer, Delegate to the Board of Trustees, and two Associate Delegates to the Board of Trustees. The elected officers, plus 4 members elected at-large, comprise the Rules Committee, which elects a Chair from among its at-large members. While the Chancellor is the titular President of the Faculty Senate, the Secretary is the chief operating officer and spokesperson. The Chair of the Rules Committee also plays a substantial leadership role, since the Rules Committee manages the flow of work to the councils and committees, sets the agenda for each full meeting of the Faculty Senate, and meets regularly with the Chancellor and Provost. The Faculty Senate meets approximately every two weeks, but not less than once a month, during the academic year. https://www.umass.edu/senate

Massachusetts Society of Professors

The Massachusetts Society of Professors (MSP), 105 Hampshire House, is the exclusive collective bargaining agent for faculty members and librarians on the Amherst campus. Along with its statewide and national affiliates (Massachusetts Teachers Association and National Education Association), MSP represents unit members' professional and employment rights through negotiation and maintenance of a contract with the Trustees. Membership in or payment of an agency service fee to MSP is mandatory and gives unit members the right to representation in most aspects of their employment covered by the MSP contract. Faculty have the right to be represented in meetings that may result in discipline. https://umassmsp.org/

Actions

2. School of Public Health and Health Sciences Faculty Governance

The Faculty Assembly of SPHHS provides oversight on academic matters related to the School and provides recommendations to the Dean. The Faculty Assembly, and thus its voting members, is made up of all faculty in the School holding a faculty title (tenure track, non-tenure track, research, clinical, or extension track) and having at least a half-time appointment (0.5 FTE) for the full academic year. The Faculty Assembly shall assume primary responsibility, as defined in Trustee Document T73-098, for academic matters and issues of faculty status in the School. This document, as amended on 2/3/1993, states in I. B. Primary Responsibilities in Governance, 2. “Academic Matters: by virtue of its professional preparation and its central concern with learning and teaching the faculty will exercise primary responsibility in such academic matters as curriculum, subject matter and methods of instruction, research, admissions, libraries, and other aspects of University life which directly relate to the educational process.” It further states in I.B. 3. “Faculty Status: The faculty will have primary responsibility for matters of faculty status, such as appointments, reappointments, promotions, tenure, and salary adjustments. “It also states in I.B.1:“Whenever the phrase “primary responsibility” appears in this statement, it shall mean the capacity to initiate recommendations, after appropriate consultation, in accordance with the procedures specified in section II. D below.” The Faculty Assembly develops and evaluates policy recommendations in these areas primarily through its standing and special committees. The faculty as a whole meet at least once each academic semester and has the charge of advising the Dean on academic and administrative matters brought forward by either the Dean or the Faculty Assembly. The Faculty Assembly is governed by the By-Laws of SPHHS (see Appendix 1) and Board of Trustees documents (see Appendix II and III). It should be noted that all decisions of the faculty assembly are recommendations. Currently, each department has created by-laws that incorporate faculty governance aspects that are in line with the MSP bargaining agreement and the University Faculty Senate Policies including the Trustees Document (RED BOOK).

Standing Committees of the School of Public Health and Health Sciences

The School of Public Health and Health Sciences has several standing committees with the ability to create ad hoc committees. The following descriptions refer to the standing committees.

a) School Curriculum Committee

The School Curriculum Committee shall review all graduate and undergraduate courses and concentrations or tracks and shall study and evaluate graduate and undergraduate curricula with respect to their relationship to the Mission and Goals of the School. The Curriculum Committee is formed by one representative of Biostatistics & Epidemiology, Communications Disorders, Environmental Health Sciences, Health Promotion & Policy, Kinesiology, and Nutrition. A committee chair is elected in the first meeting of the academic year. Ex officio and non-voting members include the Associate Dean for Graduate and Professional Studies and the Associate Dean for Undergraduate Academic Affairs.

This Committee will assume duties as outlined in Article VII of the School’s By-laws (see Appendix I).

b) School Committee on Research

The School Committee on Research will facilitate the advancement of research-based goals for the SPHHS. The School Committee on Research shall consist of sixfaculty members, one from each of Departments of Biostatistics & Epidemiology, Communications Disorders, Environmental Health Sciences, Health Promotion & Policy, Kinesiology, and Nutrition. Two graduate students shall be appointed by the Dean, one from Public Health and one from Health Sciences. The Associate Dean for Research shall be an ex officio and non-voting member.

This Committee will assume duties as outlined in Article X of the School’s By-laws (see Appendix I).

c) School Personnel Committee

The School Personnel Committee (SPC) functions as described in the Board of Trustees document (aka the “Redbook”) and the MSP Collective Bargaining Agreement. It operates according to personnel policies as identified by and in accord with university equal opportunity regulations. This Committee studies, evaluates and forwards to the Dean, the Committee’s recommendations on appointment, reappointment, promotion and tenure according to the criteria delineated in the Redbook and in the MSP Collective Bargaining Agreement. No faculty member shall participate in any recommendation or decision relating to the appointment, reappointment, promotion, tenure, or other condition of employment of the university of any person when such participation would represent a potential conflict of interest as stated in Academic Personnel Policy of the University of Massachusetts at Amherst Section 6.6 (pg 17).

This Committeewill assume duties as outlined in Article VIII of the School’s By-laws (see Appendix I).

d) Non-Tenure Track Personnel Committee

The Non-Tenure Track School Personnel Committee (NTT SPC) functions as described in the MSP Collective Bargaining Agreement to study, evaluate and forward to the Dean, the Committee’s recommendations on lecturer promotions according to the criteria established by the MSP Collective Bargaining Agreement. No faculty member shall participate in any recommendation or decision relating to the promotion, of any person when such participation would represent a potential conflict of interest as stated in Academic Personnel Policy of the University of Massachusetts at Amherst Section 6.6 (pg. 17).

This Committee will assume duties as outlined in Article IX of the School’s By-laws (see Appendix I).

Actions

1. Faculty Responsibilities in Teaching and Advising

Counseling and Advising Students

Graduate Students: In addition to teaching, research, and service, faculty members are required to maintain office hours for counseling and advising students in their respective academic departments. The schedule and number of hours faculty members dedicate to counseling andadvising are usually determined by the academic department chair.

Undergraduate Students: In most programs, undergraduates are advised by their assigned professional program advisor although some programs rely on faculty to also serve as academic advisors. Undergraduate program directors also assist with advising in addition to their other responsibilities.

The dean with endorsement by the chairs, strongly suggest that all faculty receive the Graduate School Mentor Training.

Teaching Courses

Faculty teach a wide variety of courses, according to specific disciplinary needs. Among the different types of courses offered in SPHHS are lectures, laboratories, discussion sessions, internships, independent studies, honors thesis, colloquia, etc. Teaching is a primary mission of the faculty. Specific teaching loads are set at the departmental level subject to the approval of the dean. Course assignment is the responsibility of the department's chair, subject to the approval of the dean.

All new courses must be approved by the Faculty Senate. Experimental courses require approval by the department chair, school curriculum committee and dean, faculty senate secretary, provost and registrar. Permanent courses also require review by the department curriculum committee and senate councils.

Further information on the process for course development can be found here.

SPHHS Faculty and Staff Resources Teams Site

The school maintains a Microsoft Teams site for communication with faculty and instructors. A single place for current resources and relevant news and information, it includes announcements from the dean, contact information for school leadership, a school calendar of events, classroom communications, etc. There is a separate channel for sharing resources in each of the following areas: business center; human resources; information technology; diversity, equity and inclusion; research; teaching; student success. You will be given access to the Teams site when you are hired; please contact Carey Simos if you are unable to access the site.

Course Websites

UMass is transitioning to Canvas as its sole learning management system for both on-campus and online courses. While you have the option to continue using Moodle or Blackboard during AY23-24, we strongly recommend setting up your courses in Canvas. If you wish to use Canvas for your course, you need to request a Canvas course each semester through SPIRE. When the course’s Canvas page is set up, you have the option to import and reuse a previous course (either your own or a colleague’s, with their permission). Information on getting started in CANVAS can be found here: https://www.umass.edu/it/services/learning-management-systems

Course Requirements, Term Papers and Examinations

The syllabus for each course must include the following elements: course objectives, expectations/requirements, attendance policies, grading criteria including how the final grade is calculated, examination schedule and make-up policies, academic honesty policies, disability/accessibility policies, and contact information for the instructor. A template syllabus for SPHHS instructors is available through the faculty/staff Moodle page. The UMass Center for Teaching and Learning has resources for developing your syllabus following university guidelines: https://www.umass.edu/ctl/resources/how-do-i/how-do-i-write-inclusive-syllabus

Additionally, syllabi within SPHHS must include a statement of commitment to diversity:

Valuing, Recognizing, and Encouraging Diversity: Promoting and valuing diversity in the classroom enriches learning and broadens everyone’s perspectives. Inclusion and tolerance can lead to respect for others and their opinions and is critical to maximizing the learning that we expect in this course. Our own closely held ideas and personal comfort zones may be challenge. The results, however, create a sense of community and promote excellence in the learning environment. Diversity includes consideration of (1) the variety of life experiences others have had, and (2) factors related to “diversity of presence,” including, age, economic circumstances, ethnic identification, disability, gender, geographic origin, race, religion, sexual orientation, social position. This class will follow principles of inclusion, respect, tolerance, and acceptance that support the values of diversity.

Syllabi for courses in accredited programs must also include a listing of any competencies and/or learning objectives met in the class.

All course requirements, including textbooks, papers, and examinations, should be clearly indicated to students in the syllabus at the beginning of the semester. If there are changes, announcements should be made so that all individuals enrolled in the course are informed. The Academic Regulations, which are updated and published each year, provides guidance on when and how final examinations should be administered and when evening mid-terms can be scheduled. The Regulations also provide guidance on how instructors should handle absences due to illness, the observation of religious holidays, and other circumstances that will require students to miss classes or examinations. The link to Academic Regulations is here.

Finally, the Academic Regulations provide guidance for when a student can be given a grade of Incomplete in a course. INC grades should only be assigned if a student is passing the course at the time the Incomplete is requested, and usually only when one or a small number of assignments remain to be completed. An Incomplete contract (available on the SPHHS faculty & staff Moodle page) should always be completed and signed by both the student and the instructor, and a copy should be maintained in the department/program office. Students that do not qualify for an INC should have their final grade reported following the usual procedures and timeline.

Actions

2. University Support for Teaching and Advising

Center for Teaching & Learning (CTL)

The Center for Teaching & Learning offers opportunities and resources for professional development in teaching to enable student learning. Faculty members can use the Center's range of services to assess, enhance, and document their efforts as teachers. The Center for Teaching & Learning’s activities are wide-ranging and include: consultations with individual faculty and departments; award programs; teaching assistant training; annual campus-wide events; mentoring and fellowship programs; resource development and dissemination; faculty workshops; and funded grants. https://www.umass.edu/faculty-development/

Teaching Awards: The Provost’s Office and the CTL manage the selection process for the annual Distinguished Teaching Award for faculty and TAs. The Associate Dean for Undergraduate Academic Affairs and Associate Dean for Graduate and Professional Studies works with the SPHHS Curriculum Committee to manage the selection process for the School Outstanding Teaching Awards (Residential and Online) and Outstanding Graduate TA award. The CTL also sponsors the University’s nominations for national teaching awards such as the U.S. Professor of the Year Award and the Robert Foster Cherry Award for Great Teaching.

Professional development in teaching is further supported by several fellowship and grant programs. They include Lilly Teaching Fellows Program; mutual mentoring funding; Flex grants; TIDE Ambassadors (Teaching for Inclusiveness, Diversity and Equity); and Faculty Grants for Teaching. https://www.umass.edu/ctl/

Instructional Design, Engagement, and Support (I.D.E.A.S)

I.D.E.A.S provides assistance to instructors on a variety of instructional technology tools (including Blackboard and Moodle). They provide webinars and workshops to introduce technologies and technology enhanced pedagogies for teaching and research. One-on-one consultations are also available. https://www.umass.edu/online/ideas

Classroom Technology at UMass Amherst

IT offers many supports for using technology in the classroom, including computer classrooms, multimedia equipment, assistive technologies, lecture capture recording hardware and software, videoconferencing facilities, and audience response systems. https://www.umass.edu/it/classroom-technologies

Providing Student Support

The University offers many resources to support students and student wellness. Below are a few of the highlighted resources that are most relevant to faculty and staff.

Maroon Folder

The University developed a guide, the Maroon Folder, to help faculty and staff recognize and help students experiencing a crisis. Information is provided to assist students that are experiencing problems with substance use/abuse, acts of bias and hate, bullying or harassment, sexual misconduct, depression or suicide. It provides tips on how to respond to students as well as offices to contact for additional support. The last page lists offices on campus for emergencies and counseling.

Academic Alerts

For students that are experiencing academic difficulties including low exam grades, poor attendance, limited interactions on the course Moodle site, missing assignments, etc., instructors can submit an Academic Alert. Instructors of many large introductory courses participate in the early alert system (where they are prompted to submit academic alerts at specific points in the semester), but this program is available to all instructors. To refer a student who is experiencing difficulties, watch this one-minute video or read these instructions.

Dean of Students Office (DOSO)

DOSO helps to support a student who is experiencing hardship, crisis, or trauma. If you have a student who you are worried about or if there is a conduct issue, please submit a report to DOSO. A Case Manager in the Dean of Students Office will reach out to the student. For more information on when it is appropriate to submit a referral, please visit their website. DOSO also provides clear guidelines for classroom civility and procedures related to disruptive classroom behavior.

DOSO: https://www.umass.edu/dean_students/

Classroom Civility: https://www.umass.edu/dean_students/campus-policies/classroom

Center for Counseling and Psychological Health (CCPH)

CCPH is located at Middlesex House (telephone: 413-545-2337) and provides a broad spectrum of clinical and skills-related services to all students at the University. Services include psychological counseling and therapy, diagnostic assessment, suicide prevention, behavioral management, and stress management. Center for Counseling and Psychological Health website: https://www.umass.edu/counseling/

Single Stop Resources

UMass lists many of their resources on the Single Stop Resource page: https://www.umass.edu/studentlife/single-stop

Learning Resource Center

Learning Resource Center (LRC) serves as the central academic support unit for undergraduate students. The academic support programs are for all residential undergraduate students, not just those who are struggling academically. Peer Tutors, Supplemental Instruction (SI) Leaders, and ExSEL Leaders are model students trained to assist their peers in achieving academic success. Learning Resource Center (LRC) is located on the tenth floor of the W. E. B. Du Bois Library. Students should visit the LRC website for details about the programs. https://www.umass.edu/lrc/

Student Success

The UMass Amherst Undergraduate Student Success unit was established in 2016 through the active partnership of Academic Affairs and Student Affairs & Campus Life, recognizing the benefits of integrated, cross-functional approaches to student persistence and thriving. Student Success at UMass Amherst website: https://www.umass.edu/studentsuccess/

Actions

3. School Support for Teaching and Advising

Advising for Majors within the School of Public Health and Health Sciences

Each department within the School of Public Health and Health Sciences employs advisors. These advisors help individual students develop academic programs within their respective majors. The contacts for each major/program are:

Public Health Sciences Undergraduate Major (includes Bios/Epi, EHS, and HPP)

Undergraduate Program Director – Sofija Zagarins (zagarins [at] schoolph [dot] umass [dot] edu (zagarins[at]schoolph[dot]umass[dot]edu))

Undergraduate Advisors – Brigid Williams (bwilliams [at] umass [dot] edu (bwilliams[at]umass[dot]edu)) and Jesse Hunsicker (jhunsicker [at] umass [dot] edu (jhunsicker[at]umass[dot]edu))

Honors Program Director – Elizabeth Bertone-Johnson (ebertone [at] schoolph [dot] umass [dot] edu (ebertone[at]schoolph[dot]umass[dot]edu))

Biostatistics & Epidemiology

Graduate Program Directors – Elizabeth Cook (edcook [at] schoolph [dot] umass [dot] edu (edcook[at]schoolph[dot]umass[dot]edu))

Environmental Health Sciences

Graduate Program Director – Alexander (Sasha) Suvorov (asuvorov [at] schoolph [dot] umass [dot] edu (asuvorov[at]schoolph[dot]umass[dot]edu))

Health Promotion & Policy

Graduate Program Director – Jennifer Whitehill (jmw [at] umass [dot] edu (jmw[at]umass[dot]edu))

Kinesiology

Undergraduate Program Director – Eliza Frechette (efrechette [at] kin [dot] umass [dot] edu (efrechette[at]kin[dot]umass[dot]edu))

Undergraduate Advisor – Leeanne Leclerc (leclerc [at] umass [dot] edu (leclerc[at]umass[dot]edu))

Graduate Program Director – John Sirard (jsirard [at] kin [dot] umass [dot] edu (jsirard[at]kin[dot]umass[dot]edu))

Honors Program Director – Tom St. Laurent (tstlaurent [at] kin [dot] umass [dot] edu (tstlaurent[at]kin[dot]umass[dot]edu))

Nutrition

Undergraduate Program Director – Claire Norton (cpnorton [at] nutrition [dot] umass [dot] edu (cpnorton[at]nutrition[dot]umass[dot]edu))

Undergraduate Advisor – Nicole Goldstein (nicolegoldst [at] nutrition [dot] umass [dot] edu (nicolegoldst[at]nutrition[dot]umass[dot]edu))

Graduate Program Director – Zhenhua Liu (zliu [at] nutrition [dot] umass [dot] edu (zliu[at]nutrition[dot]umass[dot]edu))

Honors Program Director – Lisa Troy (lisatroy [at] nutrition [dot] umass [dot] edu (lisatroy[at]nutrition[dot]umass[dot]edu))

Speech, Language, and Hearing Sciences

Undergraduate Program Director – Gwyneth Rost (grost [at] umass [dot] edu (grost[at]umass[dot]edu))

Undergraduate Advisor – Katherine Hanson (khanson [at] umass [dot] edu (khanson[at]umass[dot]edu))

Graduate Program Director – Jill Hoover (jrhoover [at] umass [dot] edu (jrhoover[at]umass[dot]edu))

Honors Program Director – Jennifer Mack (jemack [at] umass [dot] edu (jemack[at]umass[dot]edu))

Online Programs

Director of Online MPH-PHP – Lawrence Pellegrini (lcpelleg [at] umass [dot] edu (lcpelleg[at]umass[dot]edu))

Director of Online MPH-Nutrition – Heather Wemhoener (hmoring [at] umass [dot] edu (hmoring[at]umass[dot]edu))

Director of MPH-PHP Worcester – Jackie Coghlin-Strom (jackie [dot] coghlin-strom [at] umassmed [dot] edu (jackie[dot]coghlin-strom[at]umassmed[dot]edu))

Each of the undergraduate programs/majors enlists students in the respective programs as ‘peer’ advisors.

SPHHS Academic Dean’s Office and the Office of Academic Success and Career Planning

The SPHHS Academic Dean's Office and the Office of Academic Success and Career Planning offer centralized resources for students in the School. We are dedicated to helping SPHHS students achieve their highest potential through thoughtful academic advising and career planning.

Office of Academic Success

Student Success Advisors support students majoring in Kinesiology, Nutrition, Public Health Sciences, and Speech, Language, and Hearing Sciences who may be experiencing personal or academic difficulties. They also counsel SPHHS Exploratory Track students on transitioning to college and choosing majors. The Office of Academic Success:

• Provides support to students, program directors, advisors, and instructors in each of the School's disciplines
• Provides assistance to SPHHS undergraduates and graduate students experiencing extenuating circumstances and academic difficulty
• Reviews academic requests (e.g., late course withdrawals, third repeat petitions, late course petitions, withdrawals from the University)
• Advises and facilitates exploration of majors for SPHHS Exploratory Track students
• Facilitates exploration of alternative majors if students are struggling to complete major requirements
• Coaches and supports students who are not making satisfactory progress through their major or are referred through the Academic Alert Initiative

Instructors can also contact CSS if there are concerns about a student’s academic performance and well-being. Additional details about the Center’s services can be found on the SPHHS website at: https://www.umass.edu/public-health-sciences/academic-dean-and-student-success

Academic Dean is the Associate Dean for Undergraduate Academic Affairs – Gloria DiFulvio

Assistant to Academic Dean – Connie McCudden

Assistant Dean of Academic Success and Career Planning – Torin Moore

Student Success and Exploratory Track Advisors – Karin Cooley-Sanieski (ksanieski [at] umass [dot] edu (ksanieski[at]umass[dot]edu))

SPHHS Office of Career Planning

The Office of Career Planning is eager to partner with faculty to meet the career development needs of SPHHS students. They are always available to collaborate in the classroom with presentations on a variety of career related topics, including professional writing (resume and cover letter), internship exploration and preparation, career panels, networking, and more. Their trained Career Ambassadors can also provide individualized professional writing feedback for both graduate and undergraduate students and share with students examples of resumes and cover letters. Additionally, the Office has a faculty-focused webpage for a more complete list of ways instructors can partner with the office: https://www.umass.edu/public-health-sciences/career-planning

Director of Career Planning – Mary Ellen Liseno (meliseno [at] umass [dot] edu (meliseno[at]umass[dot]edu))

Assistant Director of Career Planning – Rachel Comerford (Rachel [dot] comerford [at] umass [dot] edu (Rachel[dot]comerford[at]umass[dot]edu))

Assistant Director for Internships and Employer Engagement – Aimee Gilbert Loinaz (aimeegl [at] umass [dot] edu (aimeegl[at]umass[dot]edu))

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4. Multi-Disciplinary Activities

Commonwealth Honors College

In 1999, the Massachusetts Board of Higher Education selected the University of Massachusetts Amherst campus as the location of Commonwealth College, renamed the Commonwealth Honors College at the University of Massachusetts Amherst. The Honors College offers a variety of educational, service, social and advising opportunities to support its over 2,500 academically talented students. Commonwealth Honors College is a campus-wide program; students from all majors in every college are eligible to join the Honors College. Features of the Commonwealth Honors College include:

• The curriculum of the Honors College constitutes at least 20% of a student’s degree program.
• The Honors College requires an honors thesis or honors capstone project.
• Students affiliated with the Honors College are eligible to apply for funds to support independent research and thesis projects.
• The college emphasizes active learning and participatory education by offering opportunities for students to participate in regional and national conferences, Honors Semesters, international programs, community service, internships, undergraduate research, and other types of experiential education.
• The Honors College offers substantial honors residential opportunities:  https://www.honors.umass.edu/student-handbook

International Programs Office

The International Programs Office is located at 70 Butterfield Terrace on the University of Massachusetts Amherst campus. This office handles all international travel for University of Massachusetts students attending classes overseas or students from international institutions attending classes at the University of Massachusetts. If students have questions about visas, please have them reach out to IPO directly. https://www.umass.edu/ipo/

The International Programs student handbook can be found at: https://www.umass.edu/ipo/iss/international-student-handbook-0

Study abroad: If students are interested in studying abroad, they are encouraged to work with their academic advisor early in their academic career to identify which courses they can take abroad. There are over 70-campus sponsored programs on every continent but Antarctica. There are currently two undergraduate study abroad programs that are specifically designed for SPHHS students, offered through the Public Health Sciences undergraduate program. In the spring semester, students and faculty are invited to participate in a study abroad program in Costa Rica. Faculty apply to participate as instructors in these programs to offer intensive (3 week) courses.

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5. Teaching and Advising Awards and Recognition

University Distinguished Teaching Awards

The purpose of the Distinguished Teaching Award (DTA) program, a feature of the UMass Amherst campus for forty years, is to honor exemplary teaching at the highest institutional level. Both faculty and graduate students, nominated by students or alumni, are eligible for this highly competitive award. DTA winners receive a monetary prize and are recognized at both the Undergraduate and Graduate Commencements.

College Outstanding Teacher Awards

The College Outstanding Teacher Awards recognize excellence in teaching and honor individual faculty members for their teaching accomplishments. This program expands, at the college level, the recognition of teaching already provided by the Distinguished Teaching Awards. Each college and school selects outstanding faculty members for recognition. In addition to the College Outstanding Teacher Award, SPHHS also offers the College Outstanding Online Teacher Award to recognize excellence in online education and the Outstanding Graduate Teaching Award.

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1. Support for Research and Scholarly Work

Library System

The Libraries at the University of Massachusetts Amherst are a key partner in teaching, learning, and research. Supporting freedom of inquiry, the Libraries foster a diverse and inclusive environment in which to engage with ideas and acquire the critical skills necessary for life-long learning. By combining the latest information technology with excellent public service, the staff guides and maintains a rich information environment, facilitates access to it, and creates a hub of campus and community scholarly activity. There are two major libraries on the University of Massachusetts Amherst Campus: 1)W.E.B. Du Bois Library-154 Hicks Way. The W.E.B. Du Bois Library houses materials in the social sciences and humanities as well as the Government Documents, East Asian, Map, and Law Collections, and Special Collections and Archives, where the W.E.B. Du Bois Collection is located. 2) Science and Engineering Library-Lederle Graduate Research Center, Lowrise. SPHHS Assigned Librarian: Ellen Lutz lutz [at] library [dot] umass [dot] edu (lutz[at]library[dot]umass[dot]edu)

Office of Information Technologies(OIT)

OIT provides a number of computer services at the University of Massachusetts Amherst including accounts, email, instructional technologies, network connectivity, classroom technologies and online storage and collaboration as well as Spire and Learning Management Systems such as Moodle. This office also has a Support Center for faculty and students. OIT helps faculty and students obtain free and low-cost software and provides support for a wide range of software. https://www.umass.edu/it/

Office of Faculty Development (OFD)

The OFD offers a range of workshops and events designed to help faculty members thrive throughout their academic careers. Programs include New Faculty Orientation and the First Year/First Fridayseries, “I’m a PI, Now What?” series, New Chairs/Heads Academy, LEAD+ (ongoing programming for Chairs/Heads), LEAF (Leadership Essentials for All Faculty), scholarly writing retreats, and events dedicated to various groups of faculty members (e.g., new Associate Professors, faculty members who run labs). https://www.umass.edu/faculty-development/

National Center for Faculty Development and Diversity (NCFDD)

Through the Office of the Provost, SPHHS faculty have access to free memberships in the National Center for Faculty Development and Diversity (NCFDD). The NCFDD is an independent professional development, training and mentoring community of scholars and graduate students from more than 450 colleges and universities. It provides resources and programs “designed to help scholars increase their research productivity and work-life balance.” Membership provides access to monthly webinars; multi-week courses; a discussion forum for peer mentoring and problem solving; writing challenges; and access to the NCFDD member library, which includes past webinar materials, referrals and readings. To activate your membership, visit the NCFDD website.

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2. Support for Scholarship and Research through the Office of the Vice Chancellor for Research and Engagement

Internal Grants Program

The Internal Grants Program of the University of Massachusetts Amherst provides funds annually for the purpose of stimulating and developing research and scholarly activities. These monies are made available through multiple peer-reviewed competitions throughout the year. Programs include the Faculty Research Grants, Samuel F. Conti Fellowship, the Healey Endowment Grant, the Public Service Endowment Grant, and the Armstrong Fund for Science. Additional funding is available through the MSP union, and from special programs including fellowships through the Center for Research on Families (CRF), Institute for Social Sciences Research (ISSR), and Institute for Applied Life Sciences (IALS). https://www.umass.edu/research/proposals/find-funding/internal-funding-opportunities

University Support for Grant and Contracts

The university offers support for pursuing and administering grants, contracts, and related commercial ventures through the Office of the Vice Chancellor for Research and Engagement, as noted below.

Research Administration & Compliance

The Office of Pre-Award Services (OPAS) reviews and submits all proposals to funding agencies for externally sponsored programs in research, instruction, and other public service programs as authorized in the university’s Trustee Policy T94-034. OPAS supports and advances the university's mission by providing leadership and expertise in the area of pre-award research administration. Once the grant is awarded, the Office of Post-Award Management (OPAM) supports the administration of the project, ensuring compliance with relevant regulations, reviewing and negotiating award terms, and executing awards and sub-awards on behalf of the university. Research Compliance oversees all compliance requirements related to research under one coordinated unit; areas of oversight include animal use and care, human subject protection, biological and chemical safety, export control, responsible conduct of research, conflict of interest, research misconduct and data security and facility access. https://www.umass.edu/research/about

University Institutional Review Boards

The University has established a series of committees to ensure the proper handling of hazardous materials and to guide faculty through other regulatory processes. These committees include the Radioisotope Use Committee, which oversees the use of radioactive materials as required by the federal government; the Chemical Hazards Committee; the Biological Hazards Committee; and the Recombinant DNA Biosafety Committee. http://ehs.umass.edu/environmental-and-hazardous-materials-management-services

There is also a review board to oversee Human Subjects’ research. All relevant federal guidelines for the protection of human subjects are strictly enforced at the University. The Institutional Review Board (IRB) for Human Subjects Research Review includes faculty, staff, and external members. https://www.umass.edu/research/compliance/human-subjects-irb

An additional review board oversees Animal Research. The Director of Animal Care and Campus Veterinarian is responsible for ensuring compliance with all federal and state regulations covering the use of laboratory animals. The Institutional Animal Care and Use Committee (IACUC) includes faculty, staff, and external members. https://www.umass.edu/research/compliance/animal-subjects

Core Facilities

To facilitate research success, the university offers many facilities as shared services. The Institute for Applied Life Sciences (IALS) offers clinical investigation resources, including bone densitometry, room calorimetry, sleep monitoring, biosensor evaluations in a built home environment including kitchen and living space, and whole-body imaging. Cell culture facilities, animal imaging, and transgenic and gene targeting services are also available through IALS. Details about core facilities, and price structures for the use of IALS facilities, are available online. http://www.umass.edu/ials/core-facilities

High performance computing facilities are also available through the Massachusetts Green High Performance Computing Center. http://www.mghpcc.org/

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3. Support for Scholarship and Research through the School of Public Health and Health Sciences

Internal Grants

Faculty in the School of Public Health and Health Sciences (SPHHS) may apply to the Dean’s office for funding to enhance an existing or new research program. The goal of this award program is to assist award recipients to generate preliminary data needed to strengthen larger extramural grant applications. Applications that represent a new collaboration between SPHHS faculty members are particularly encouraged. We anticipate that the average size of these awards will be $10,000 and we will fund about 4 awards.

School of Public Health and Health Sciences’ Research Administration Office

The Research Administration Office(RAO)for the School of Public Health and Health Sciences is located in the second floor of Arnold House. This office assists with pre-award and post-award functions and work as one unit in the grant process and is jointly overseen by the Associate Dean for Research and the Associate Dean for Administration and Finance. Each SPHHS faculty member is assigned a RAO research specialist who will serve as the faculty’s primary point of contact for both pre-award and post-award research administration needs. In the pre-award area, the SPHHS Research Administration Office helps in preparing the grant or contract for submission. All externally funded proposals as well as Letters of Intent (LOI) must be vetted first through RAO and then the University’s Office of Pre-Award Services (OPAS).RAO Research Specialists will help faculty with application guidelines, confirm that faculty are eligible to apply, work with faculty to create an appropriate budget and verifies that the forms are completed properly. If faculty are applying for grant or contract funding for a project, they must start with a pre-award consultation requested through the webform below preferably 6 to 8 weeks in advance of the sponsor due date. In the post-award area, the SPHHS Research Administration Office handles all requests once the proposal has been forwarded to the granting agency, including once the grant is funded. All internally and externally funded proposals are set up through the University accounting system. The Principal Investigators(PI) receive a project grant number and a speed type with which they can order materials and pay for personnel. The RAO staff will meet with the PI regularly, according to need, to review award spending and to discuss both academic year salary recovery (AYSR; used to fund teaching and research buyouts) and summer compensation from their research grants. Faculty should also request a meeting with their RAO Research Specialist if they need to re-budget an award. RAO staff also assist in submitting annual reports and award close-outs. For further information and to request RAO pre-award or post-award services, please use the webform: SPHHS Proposal Assistance Request Form

Additionally, the RAO teams maintains a Teams channel.

SPHHS Office of Administration and Finance

The HR and Finance staff in SPHHS are responsible for processing a variety of expenditure, budget, and revenue transactions as well as for ensuring the completion of personnel paperwork. Staff are located on the second floor of Arnold House.

SPHHS Information Technology (IT) Services and Support

Computing support for SPHHS faculty, staff and students is available through the SPHHS IT Services. The SPHHS maintains a server, which provides secure hard disk space for research projects. Data stored on the server can be shared with research collaborators, and is backed up daily, with tapes stored off-site. The IT unit also maintains IT equipment available for shared use, including Windows laptops and portable digital projectors. The SPHHS IT unit also facilitates site licenses and hosts a computer lab available for faculty, staff and student use.

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4. Community Engagement

The School of Public Health and Health Sciences has many active projects within the region, and new faculty members are invited to participate and/or identify new potential projects. The Office for Public Health Practice and Outreach (OPHPO), located in Arnold 244, engages students in practice opportunities, outreach and workforce development. OPHPO facilitates the Western MA Health Equity Network along with trainings and other events to support engagement of SPHHS faculty, staff, and students with area communities. The OPHPO also organizes and co-sponsors the Western Mass Health Equity Summit held bi-annually. The summit brings practitioners and community leaders together to take steps to advance health equity in the region by working, learning, and taking action together. Faculty interested in community engagement regionally, and statewide, should set up a meeting with the director of the Office for Public Health Practice and Outreach, in order to understand the scope of current projects locally, regionally and in the Commonwealth. https://www.umass.edu/public-health-sciences/office-public-health-practice-and-outreach

The Center for Community Health Equity Research (CCHER) brings together researchers from diverse disciplines with community partners to investigate health disparities and promote health equity. CCHER aims to improve the recruitment and retention of students from under-represented groups in health-related professions and to develop and implement novel interventions to improve health and build community resilience. https://www.umass.edu/health-equity/

SPHHS faculty and staff also conduct research, teaching, and services in communities through center and institutes, including the Institute for Global Health, UMass Extension Nutrition Education Program, and Center for Language, Speech and Hearing. https://www.umass.edu/public-health-sciences/organizations

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1. General Information

Code of Professional Ethics for Faculty

The University of Massachusetts Amherst has a code of professional Ethics for faculty. The code is contained in the University of Massachusetts Amherst Faculty Guide and applies to all faculty at the University. It is suggested that faculty read this code carefully.

I. Professors recognize the special responsibilities placed upon them. Their primary responsibility to their subject is to seek and to state the truth as they see it. To this end they devote their energies to developing and improving their scholarly competence. They accept the obligation to exercise critical self-discipline and judgment in using, extending, and transmitting knowledge. They practice intellectual honesty. Although they may follow subsidiary interests, these interests must never seriously hamper or compromise their freedom of inquiry.

II. As teachers, professors encourage the free pursuit of learning in their students. They hold before them the best scholarly standards of the discipline. They demonstrate respect for the student as an individual, and adhere to their proper role as intellectual guide and counselor. They also avoid any personal exploitation of students, staff, colleagues and others and will not abuse their position as members of the academic profession. They make every reasonable effort to foster honest academic conduct and to ensure that the evaluation of students reflects their true merit. They respect the confidential nature of the relationship between professor and student. They avoid any exploitation of students, staff, colleagues and others for their private professional advantage and acknowledge significant assistance from them. They protect their academic freedom.

III. As colleagues, professors have obligations that derive from common membership in the community of scholars. They respect and defend the free inquiry of their associates. In the exchange of criticism and ideas they show due respect for the opinions of others. They acknowledge academic debts and strive to be objective in their professional judgment of colleagues. They accept a share of faculty responsibilities for the governance of their institution.

IV. As a member of their institution, professors seek above all to be effective teachers and scholars. Although they observe the stated regulations of their institution, provided they do not contravene academic freedom, they maintain their right to criticize and seek revision. They determine the amount and character of the work done outside the institution with due regard to their paramount responsibilities within it. When considering the interruption or termination of service, they recognize the effect of the decision upon the program of the institution and give due notice of their intentions.

V. As a member of the community, professors have the rights and obligations of any citizen. They measure the urgency of these obligations in the light of responsibilities to their subject, to their students, to their profession, and to their institution. When they speak or act as a private person they avoid creating the impression that they speak or act for their college or university. As citizens engaged in a profession that depends upon freedom for its health and integrity, professors have a particular obligation to promote conditions of free inquiry and to further public understanding of academic freedom.

VI. As members of the faculty, professors respect the rights of others, regardless of gender; race; age; physical and language handicap; prior civil disability; sexual and religious preference; marital and socio-economic status; or national origin, citizenship and allegiance. Professors avoid such extraneous considerations in the evaluation of peers, students, or in the assignment of duties and responsibilities in the University. Professors promote the ideals of a learning environment that fosters individual right and encourages mutual respect.

Faculty Workload

The workload of each faculty and staff person is constructed according to the nature and specifics of the individual appointment. The department workload outline is set up to distinguish faculty on the tenure track from other appointments. The annual evaluation system is constructed according to departmental workload expectations and University promotion and tenure criteria.

Within the School of Public Health and Health Sciences, the standard class teaching load for tenure track faculty appointed 100% in the department is the equivalent of 3 courses per 9 month academic year. This load is seen as a 40% teaching assignment for the year. This load is based on the assumption that the courses taught are either 3 or 4 credits per class. Partial teaching credit is awarded for instructors of 1 and 2 credit courses. Exceptions to this load distribution may be made for administrative or special department assignments, grant buyouts, dispensation for new or junior faculty, and for other reasons determined by the Department Chair, subject to review by the Dean. The maximum course buyout for faculty on 100% appointments in the department is two courses per year given that all faculty are expected to teach at least 1 course (3 or 4 credits) per year.

Thus, the balance of the workload for tenure track faculty in SPHHS is typically viewed as 40% class teaching, 50% research and 10% service, where in effect the research time includes supervising student research (e.g., honors research, master’s thesis, and dissertation work). Faculty with joint appointments in other units will have their class teaching responsibility reduced in relation to their percentage appointment in the department. Course releases are typically not provided for committee responsibilities or for coordinating lecture series. Faculty not engaged in research or scholarship may have their class teaching load increased beyond that specified by the standard workload.

The primary responsibility of non-tenure track faculty is teaching. Many non-tenure track faculty teach in the undergraduate programs but they can also teach at the graduate level and online. The maximum full-time teaching load for an instructor with 100% teaching responsibilities including service is 3-4 courses per semester. Many lecturers on a 100%-time appointment have additional service responsibilities and should have a commensurate reduction in teaching load. Exceptions to this workload arrangement may be negotiated with the department, subject to review by the Dean.

STRIDE Training for Faculty Recruitment

STRIDE (Strategies and Tactics for Recruiting to Improve Diversity and Excellence) workshops are intended for faculty members with an important role in faculty recruitment efforts (e.g., search committee chairs and members and other key faculty). These two-hour workshops review research driven best practices to recruit for diversity and excellence across every stage in the search process and are designed to help faculty produce diverse candidate pools and run effective searches. These trainings are facilitated by the Office of Equity and Inclusion. More information can be found here: https://www.umass.edu/diversity/stride-faculty-recruitment-workshops.

The SPHHS encourages all faculty members to become STRIDE certified by completing a workshop, regardless of whether or not they are a member of a search committee, and to maintain their certification which should be renewed every three years. This practice will ensure a timely and efficient recruitment process without delay.

Graduate School Mentor Training

The Graduate School offers training for mentors of graduate, postdoctoral, and undergraduate researchers. They use the curriculum developed by the National Research Mentoring Network (NRMN). The efficacy of this program for mentors and their mentees is supported by both qualitative and quantitative data (learn more from the Center for the Improvement of Mentored Experiences in Research, or CIMER). For more information please visit their website. The SPHHS encourages faculty members to enroll in this training.

Adjunct Teaching Appointments

Adjunct appointments are made at the department level and require the approval of the dean. Appointments are created for explicit teaching, mentoring, service and research needs of the department. The length of appointments ranges from one to three years. Adjunct’s will need to be set-up with a NENS account maintained by the department in order to access UMass resources, platforms for teaching, and a UMass email. For assistance, please contact the dean’s office to be referred to the right department to set up a NENS account or if you have an inactive account and need it reactivated.

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2. The Review of Faculty

The University has established formal policies and procedures for review processes and decisions involving faculty appointment, promotion, and tenure. Standards, criteria, and procedural guidelines are contained in the "Academic Personnel Policy of the University of Massachusetts" (see Appendix 1). These policies are consistent with AAUP standards for annual review, promotion and tenure and traditions of faculty primary responsibility in matters of faculty status. An annual memorandum from the Provost provides supplemental instructions on the process for recommending personnel actions. Many schools and colleges and the Office of Faculty Development provide supplemental guidance to the faculty as well. All faculty members are encouraged to inform themselves about faculty personnel policies.

Annual Faculty Report and Evaluation

All faculty members are responsible for completing annually the web-based Annual Faculty Report (AFR) that highlights activities and achievements in teaching, research and scholarly activity, and service and outreach for the previous calendar year. The AFR is an evaluative document. The call for completion of the AFR is announced by the School/College, and is evaluated in the latter part of the year. The deadline for completion of the AFR and submission is usually in October. AFR’s are uploaded to the Academic Personnel Workflow System (APWS) here.

The annual evaluation of faculty and staff will be based directly on the balance of the individual’s designated workload. The initial annual evaluation of the faculty will be made by Department Personnel Committee. The evaluation will be consistent with University promotion and tenure criteria. Committee recommendations will be forwarded to the Department Chair, who adds his or her evaluation. The Department Chair will prepare a written assessment of each faculty member’s teaching, research, and service activities and will meet with each faculty member to discuss the assessment and goals for the coming year. Following the review process, the Department Chair submits the written assessments and makes recommendations to the Dean for individual performance categories. The Dean may add his or her evaluation to the AFR before submitting to the Provost. The individual faculty member has a right to respond in writing to any evaluation added to his or her AFR, and that response must be appended to the AFR. During the time of the annual faculty review, the school requests an updated C.V. and the completion of a faculty survey. An email is sent to faculty from the dean requesting these items. Data from this survey are used in our strategic planning and to measure progress toward SPHHS goals.

Pre-tenure Review

In the third year of service, faculty will undergo a pre-tenure review. This review consists of an assessment of progress in many of the same aspects of a faculty member’s promotion and tenure review, and suggestions for areas of improvement if needed. This review is indicative of the possible success or failure of the faculty member in the full promotion and tenure review, and if not successful, will result in termination of the faculty member’s appointment.

Periodic Multi-Year Review(PMYR)

The periodic multi-year review of all faculty is distinct from the annual and major personnel action reviews. This review serves two purposes: 1) this review expands the narrow time window of the annual reviews into an overview of a faculty member’s performance that will both inform evaluations and rewards and aid academic planning; 2) these periodic overviews make possible timely consultation, intervention, and assistance that will stimulate and encourage professional development in directions that will benefit both the faculty member and the institution. The multi-year review will also effectively account for faculty members’ professional activity. PMYR is to be conducted every seven years for all faculty members after receiving tenure. The purpose of PMYR is to assist tenured faculty in their continuing professional development. A faculty member who has been awarded tenure and promotion has demonstrated excellent performance and represents a large investment on the part of the University. Tenure is awarded with the assumption that the faculty member will continue to develop professionally and demonstrate a continued high level of performance. PMYR evaluates performance over a number of years and assures that the talents of faculty members and their contributions to the University are maximized throughout their careers.

The review will include a brief statement, typically between 1000-2000 words and not to exceed 2500 words, submitted by the faculty member that summarizes and assesses their principal activities during the period since the last PMYR or promotion review and their goals and approach to achieving such goals in the areas of teaching, research and service in the coming years. In addition, the faculty member will submit their current curriculum vitae. The Department Chair will supply all evaluations of the faculty member’s teaching performance carried out during the previous six years, and the AFRs for the prior six years and the current year, including any supplemental materials that normally accompany AFRs.

The DPC and the Department Chair will review the individual’s AFRs, curriculum vitae, teaching evaluations, and the submitted statement. After review of the materials, the DPC and the Chair will each recommend that the statement submitted by the faculty member be either: 1) accepted, with further comments or suggestions optional; or 2) revised. A recommendation to accept the submitted statement will be made when the faculty member’s past performance and future goals, as documented in the materials submitted, indicates that no changes in the faculty member’s work or plans are seen as required in order to continue the professional progress of the faculty member. A recommendation to revise the submitted statement is made when the individual’s past performance and future goals, as documented in the materials submitted, is indicated in order to promote the faculty member’s continued effective contribution and professional progress. In making either recommendation, the DPC and the Chair will also recommend whether or not to provide the resources for professional development requested in the faculty member’s statement, whether it is an accepted or revised statement. Final approval rests with the Dean.

For more information on the PMYR process, refer to the following link: https://www.umass.edu/ctl/grants-awards/periodic-multi-year-review-pmyr-grant

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3. The Tenure/Promotion Review Process

There are two evaluation processes that ‘tenure track’ faculty undergo during their careers at the University of Massachusetts. The first is tenure. Tenure as defined in Appendix II is “the right of a faculty member to continuous employment in an academic position until retirement age, subject to dismissal or suspension only as established in Trustee policy.” Tenure decision year as defined in Appendix II is “the academic year during which a faculty member is considered for an appointment with tenure.” The second process, promotion, may be linked with the tenure process. Promotion involves moving from Assistant Professor to Associate Professor and from Associate Professor to Full Professor. In most cases, the tenure process is linked to promotion from Assistant Professor to Associate Professor.

The tenure and promotion (Assistant to Associate Professor) and promotion (Associate to Full Professor) processes are outlined in detail in the "Academic Personnel Policy of the University of Massachusetts" (see Appendix II) commonly referred to as the “Red Book”. In short, the process is a multi-stage evaluation in order by the: 1) Department Personnel Committee(DPC); 2) Department Chair; 3) School Personnel Committee(SPC); 4) Dean; 5) Provost; 6) Chancellor; 7) Board of Trustees; and the President of the University.(In cases of promotion only, the Provost has the authority to make the final decision, and the case does not advance to the Board or President.)Each level is advisory to the next leveluntil the final decision is reached. Faculty should be familiar with this process and are encouraged to ask questions to Chairsand the Dean for clarification. Ultimately, the President has the authority to appoint members of the faculty to tenure/promotion or promotion to Distinguished Professor or to a named professorship with the concurrence of the Board of Trustees.

The promotion/tenure evaluation is initiated by the Department Chair who informs the faculty members of their tenure decision year. The Chair then asks the faculty members to nominate several external reviewers who will evaluate their progress. The Chair will also nominate several external reviewers. Generally, the Chair will finalize a list of external reviewers from those nominated by the faculty member and the DPC. The Chair will then request evaluation letters from these external reviewers. There is a school timeline for the review process that is distributed to departments annually. The Provost’s Office provides a master calendar which can be found here: https://www.umass.edu/provost/resources/all-resources/academic-personnel/reappointment-promotion-and-tenure

Documentation of Faculty Progress

Faculty considered for promotion and tenure will prepare documentation of their efforts in the form of a dossier referred to as the Basic File, which will be uploaded for review to APWS. The Basic File includes the following major categories of performance:

1. The Curriculum Vitae;
2. Personal Statement Regarding Research, Teaching and Service;
3. The Scholarship of Teaching and Learning;
4. The Scholarship of Research and Creative Accomplishments;
5. Scholarship of Service to the University, Society, and the Profession.

Departmental Personnel Committee

Each department forms a Department Personnel Committee (DPC) that is advisory to the Provost on personnel issues such as promotion and tenure. The DPC is formed in different ways either as a committee of selected faculty members or as a committee of the whole, according to the bylaws of the department. When constituted, the DPC elects a Chair of the committee. The DPC oversees most personnel actions in the department and advises the Department Chair on Personnel Issues. Guidance on which faculty are permitted to vote on this committee is described in each department’s bylaws. Charges of the committee are:

1. To independently review teaching, research, creative accomplishments, scholarship and service relative to a faculty member's appointment;
2. To act in an advisory role to the Provost and the faculty on issues related to the tenure and promotion processes.

The primary role of the committee is to provide the initial evaluation for promotion and tenure using criteria appropriate to the faculty member's responsibilities. It should be emphasized that the committee must conduct its activities consistent with the requirements of the Collective Bargaining Agreement and in a manner that guarantees an individual's right to privacy.

The faculty member under review will receive a copy of the evaluation letter prepared by the DPC and may respond to the evaluation by writing a letter that then becomes part of the Basic File.

School Personnel Committee

The School Personnel Committee (SPC) functions as described in the Board of Trustees document and the collective bargaining contract. It operates according to personnel policies as identified by and in accord with University equal opportunity regulations(see Article IX of the School By-Laws, Appendix I). The School Personnel Committee is formed by one representative of each department of Biostatistics & Epidemiology, Communications Disorders, Health Promotion & Policy, Environmental Health Sciences, Kinesiology and Nutrition for a total of six members. On the initial meeting of the academic year, the SPC elects a Chair who organizes meetings regarding personnel issues for the School. The promotion file including letters from the DPC and Department Chair are reviewed and a recommendation is forwarded to the Dean. The charge of this committee is similar to that of the DPC:

1. To independently review teaching, research, creative accomplishments, scholarship and service relative to a faculty member's appointment;
2. To act in an advisory role to the Provost on issues related to the tenure and promotion processes.

The primary role of the committee is the same as that of the DPC. The faculty member under review will receive a copy of the evaluation letter prepared by the SPC and may respond to the evaluation by writing a letter that then becomes part of the Basic File.

Criteria Evaluated in the Faculty Review Process

The following information outlines the kinds of activity accomplishments deemed important in the promotion/tenure or promotion to Full Professor review process. Each department has provided a culture document that describes some of these accomplishments more specifically for its discipline. The kinds of activity are not completely different between the two review processes although the promotion to Full Professor offers higher standards in these activities. The list is not complete and questions concerning additional activities to be included should be directed to the Department Chair or designated senior faculty assigned to assist the candidate. The evaluations shall be applied in light of the differences in mission and work assignments at their particular location.

The Scholarship of Teaching and Learning

• A variety of evaluation data, both formative and summative, from a variety of sources that reflect teaching performance based on class observations and involvement in classes.
• An individual's involvement in activities that are focused toward improvement of his/her teaching.
• All courses taught during the academic year by semester and enrollments.
• Advising undergraduate and graduate students.
• Performance of students in subsequent courses, tangible results and benefits derived by clientele.
• Any other pertinent information you feel should be included regarding teaching ability and effectiveness.
• Supervision of graduate and undergraduate dissertations, theses, projects. Type of degrees and years granted.
• Membership on graduate degree candidates’ committees.

The Scholarship of Research and Creative Accomplishments

• Publications – List in standardized bibliographic form. The contribution of the candidate should be clearly indicated.

1. Articles published in refereed journals
2. Books or part(s) of books
3. Articles published in non-refereed journals
4. Articles published in in-house documents
5. Research reports to sponsors
6. Papers accepted for publication (include page numbers)
7. Manuscripts in progress(in a separate list)

• Funded research projects, grants, contracts

1. Date, title, agency
2. Completed or in progress
3. Funded amount
4. Percent effort supported by grant/contract and role (e.g., PI, co-investigator)

• Patents
• Creative accomplishments (dance compositions, instructional films, stage performances, etc.)
• Academic studies and advanced degrees (List all programs completed or participated in which enhance teaching/coaching and therapeutic intervention abilities.)
• Participation in seminars and workshops (Include sponsor and short description of activity.)
• Activities related to Community Participatory Research with products that demonstrate impact at the community level or beyond.
• Papers presented at professional and technical meetings (Include meeting, paper titles, date, and invited or personally submitted.)
• Speaking engagements, consulting activities, services to governmental, professional, and industrial associations, educational institutions, etc.
• Honors and awards of scholarship or professional activity
• Membership and active participation in professional and learned societies(include offices held, committee work and other responsibilities.)
• Editorial responsibilities or review of books or articles

Teaching Innovations

• Course revisions (including curriculum integration, writing intensive, etc.)
• Extension education courses developed or conducted
• Textbooks or manuals authored
• Any other pertinent information regarding research, creative accomplishment, and scholarship
• Description of new methods of teaching established courses
• New courses developed

Service and the Scholarship of Service to the University, Society, and the Profession

• Service to the University

1. Record of committee work at campus, college, department and University levels
2. Participation in University or Campus governance bodies and related activities
3. Administrative support work (College, Department, or Program representative)
4. Record of contributions to the University's programs to enhance equal opportunity and cultural diversity

• Outreach Services as a representative of the University

1. Participation in community affairs as a representative of the University
2. Service to governmental agencies--local, state, or federal
3. Service to business and industry
4. Service to public or private organizations (including community engagement that has been impactful)

• Service to the Profession

1. Active participation in professional and learned societies (e.g., offices held, committee work, and other responsibilities).
2. Any other pertinent information you feel should be included regarding service to the profession.

Criteria for Advancement in Promotion and Tenure

The Department and School have a wide range of knowledge sub-domains and disciplinary approaches to the study of Public Health and Health Sciences. The criteria for advancement in promotion and tenure will be consistent with the general university guidelines (see Appendix III), the individual contract expectations in regard to workload contributions in teaching, research and service, and the norms established for each knowledge subdomain at a major research institution. Those norms strongly influence faculty evaluating their colleagues for promotion and tenure, but no specific criteria may be codified without being negotiated with the faculty union. Faculty who expect to advance in tenure and rank must demonstrate commendable levels of performance in all components of his/her positioning the three major categories of:

1. Teaching ability and effectiveness;
2. Research, creative accomplishments and scholarship;
3. Service to the University, society, and the profession.

Teaching ability and effectiveness will be judged in relation to direct and indirect teaching at both the undergraduate and graduate levels. Direct teaching involves responsibility for particular courses within the department academic programs whereas indirect teaching involves advising and mentoring of students. Commendable levels of performance in direct teaching will include the demonstration of being an effective teacher as judged by studentevaluation. Effectiveness in teaching is judged by the performance level and the positive change in performance level achieved by students in the class setting. Additional norms include effectiveness of communication, appropriateness of techniques used for communication, and the cutting-edge contemporary nature of the content of the course taught. Indirect teaching includes mentoring of undergraduate and graduate students in research labs and thesis/dissertation work. A student’s successful completion of their degree reflects positively on a faculty mentor.

The research, creative accomplishment and scholarship norms for advancement will vary with the chosen knowledge sub domain of the faculty person. Research norms will be employed with faculty emphasizing a science or humanities focus. It is expected that faculty will develop, and demonstrate within the level of the respective track, a systematic cutting-edge line of research, creative accomplishment, and/or scholarship.

Service and outreach contributions will be evaluated based upon activities within and outside of the university. In-house service will normally be reflected in committee work at the department, college, and university levels. Service is judged on the effective contribution to administrative and procedural functions of the institution. Service outside the university will normally involve consulting to government, industry, and state and local agencies that relate to the individual’s chosen line of research, scholarship, or creative accomplishment. Contributions here are evaluated in relation to the significance of the advising and the degree of sustained consultation.

From Section 4.6 of the “Red Book” (see Appendix I):

Recommendations for promotion shall be based on qualifications and contributions in the areas of teaching; of research, creative, or professional activity; and of service; and on the following considerations:

a) For appointment to Assistant Professor, the faculty member must possess the appropriate terminal degree, or equivalent professional experience, and have a record of achievement in the field of academic specialization. In addition, the candidate must show promise of continuing professional development and achievement.

b) For promotion to Associate Professor, the faculty member must have a record of achievement sufficient to have gained recognition on and off campus among scholars or professionals in his or her field; and must show promise of continuing professional development and achievement.

c) For promotion to Professor, the faculty member must have a record of achievement sufficient to have gained substantial recognition on and off campus from scholars or professionals in his or her field; and must show significant potential for continuing professional achievement.

From Section 4.9 of the “Red Book” (see Appendix I):

The award of tenure can be made only by the President with the concurrence of the Board of Trustees. Consideration of a candidate for tenure shall be based on the following:

a) Convincing evidence of excellence in at least two, and strength in the third, of the areas of teaching; of research, creative or professional activity; and of service, such as to demonstrate the possession of qualities appropriate to a member of the faculty occupying a permanent position.

b) Reasonable assurance of continuing development and achievement leading to further contributions to the University.

The Chair’s Responsibilities in the Tenure Process

In the evaluation process, the Department Chair’s responsibilities include evaluating the dossier of the faculty member seeking promotion or tenure and promotion. The Chair considers the recommendation of the DPC in writing an evaluation letter that is submitted for review by the School Personnel Committee. The faculty member under review will receive a copy of the evaluation letter prepared by the Chair and may respond to the evaluation by writing a letter that then becomes part of their Basic File.

The Dean’s Responsibilities in the Tenure Process

The role of the Dean in the evaluation process includes an independent evaluation of the dossier of the faculty member seeking promotion or tenure and promotion, including the evaluation of the Department Chair/Head and the evaluation of the SPC. The Dean considers the recommendation of the Chair/Head, the DPC and the SPC in writing an evaluation letter that is forwarded with the dossier to the Provost’s office for consideration. The faculty member under review will receive a copy of the evaluation letter prepared by the Dean and may respond to the evaluation by writing a letter that then becomes part of the Basic File.

The Provost’s Responsibilities in the Tenure Process

Once the Basic File has undergone reviews by the DPC, Chair, SPC and the Dean, it is then forwarded to the Provost’s Office for review. The Provost considers all previous reviews during evaluation of the Basic File. In tenure cases, the Provost writes a letter to the Board of Trustees recommending tenure; if the Provost does not recommend tenure, the case does not advance to the Board. In promotion cases not involving tenure (except promotion to Distinguished Professor or to a named professorship), the Provost writes a letter to the candidate to inform him or her of the final decision.

The Role of the President and the Board of Trustees

The Board of Trustees has the statutory authority to make decisions in matters of faculty status and may delegate that authority only to appropriate administrative officials (Mass. G.L. c.75 §3A). The President has been delegated the authority to appoint members of the faculty to tenure with the concurrence of the Board of Trustees. Within the framework of Trustee policy, the chancellors have been delegated the authority to make decisions in all matters of faculty status. Any re-delegation of appointing authority to the Provost or other academic administrative officials is subject to the approval of the Board of Trustees.

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