Policy

Present policy guidelines for the creation, operation, and review of centers and institutes that promote educational programs, training, and/or services to constituents at the college and to the community.

Reason for Policy

Set forth policy and procedure to guide the developments of centers and institutes.

To Whom Does the Policy Apply

Faculty and other distinguished scholars

Related Documents

Procedure

Contacts

Office of the Provost
(201) 684-7529

This document presents guidelines for the creation, operation, and review of centers and institutes at Ramapo College of New Jersey. Centers or institutes contribute to the academic life of the school or the college by fostering collaboration among faculty, convening groups, and schools. They promote research activities that may not otherwise take place, and add a dimension to the research potential of their members.

Generally speaking, an institute is a research entity organized within a convening group or school whose research activities focus on a single discipline or field of study. It provides an array of services to a broadly defined off-campus as well as some on-campus populations. Services are custom designed to address the needs of the defined population. Institutes are created for an indefinite period of time, and are established as revenue generating, self-support cost centers.

A center is organized within a school or the college and promotes research activities that are multidisciplinary and interdisciplinary in nature, and may serve as an umbrella for multiple Institutes. The purpose of a center is to provide predefined services to a specific population. Centers are created for an indefinite period of time, and may or may not generate revenue. However, it is the expectation that centers, like institutes, will be self-supporting cost centers with grants and gifts as their primary source of support.

Centers or institutes at Ramapo College of New Jersey shall:

• Have a clear intellectual focus that defines its essential program and research activities
• Advance the scholarly mission of a convening group, school or the college
• Conduct research in emerging fields, in areas not covered by discipline-based convening groups, or in any area that can benefit from focused study
• Provide educational programs, training, and/or services to constituents at the college and to the community
• Extend the visibility and reputation of the college in the public realm
• Facilitate external relationships with other research entities and granting agencies
• Provide opportunities for faculty and other distinguished scholars to pursue research and education that is enhanced through collaboration with others
• Promote research activities that may not otherwise take place

Procedures for Formation of New Centers or Institutes

Application Process

A proposal must be submitted and approved through the review process described below. The application process includes the following steps:

1. Submission of a fully developed proposal (see guidelines below). Forward proposal to ARC via Faculty Assembly for review and comment.
2. Obtaining approvals from the various levels of review including the school’s unit council, dean, provost, the cabinet, and president, and other applicable offices such as PRC, budget and space committees
3. Notification of acceptance or denial of the request

State or Federal Agency Grant Funded Process

For centers or institutes that will be established via a state or federal agency grant, the grant proposal may serve as the documentation requesting approval for the center or institute. The proposed principal investigator must confer with the provost regarding the planned submission of a grant proposal in advance of submission to enable approval by the provost. The provost must approve the creation of a center or institute prior to the initiation of, or acceptance of, fundraising or grants activity.

Externally Funded Institute Process

For proposed centers or institutes that will be supported by individual donors, foundations, or corporations, a written proposal must be submitted to and be approved by the provost and vice president for institutional advancement. Future fundraising plans must be reviewed by the provost, and approved by the vice president for institutional advancement.

Approval Process

The applicant will receive notification from the provost or designee regarding the status of the proposal. All proposals will be either:

• Approved as submitted;
• Rejected as submitted; or
• Returned for modification and resubmission.

Submitting a Proposal

The proposal must address the following: purpose personnel, funding, advisory boards, space, strategic partnerships, and evaluation/assessment.

Purpose. This section shall address:

1. Explain and/or describe the purpose(s) and mission
2. Describe center or institute goals (must be stated in measurable terms where applicable) and how they will support the mission and strategic planning goals of the college and/or the relevant school
3. Describe the population(s) to be served
4. Discuss the proposed center or institute’s benefits to and impact on the college, the faculty, students, and/or the community
5. Discuss the key milestone activities

Human Resources. This section shall address:

1. Provide a job description of the person(s) responsible for the operation of the proposed center or institute (include a copy of current curriculum vitae)
2. Describe how the background/experience of the responsible person(s) will contribute to the fulfillment of the center or institute goals
3. Provide job description of other staff members

Budget. New centers and institutes may require start-up funding to provide the foundation necessary to support their activities. It is the expectation that the center or institute will become self-supporting within three years of operation. The director of the center or institute must obtain approval from the president, or designee, before entering into any arrangement that may bind the college. This section requires that the following tasks be completed:

1. Prepare a start-up budget and a three-year budget with revenue projections.
2. Describe the extent to which the center or institute will be self-supporting and contribute to the cost of overhead expenses.
3. Describe the external/internal resources that are expected to support the proposed center or institute.
4. Explain the expectations for school/college/foundation contributions to the budget at the time of start-up as well as budget expectations from the school/ college/foundation over the first three years, if applicable.
5. Address the center or institute’s impact on existing programs, staffing (i.e. need for reassigned time, faculty/staff replacement funds, overtime, additional student assistance funds, etc.).
6. Indicate key resources needed (staff, space, equipment, supplies, other) to support the center or             institute.
7. Address the type, cost, and timeline of media needed to advertise and market the center or institute and/or its activities.

Advisory Boards. An advisory board may be created for a center or institute to:

• Oversee whether the center or institute is operating within its mission
• Review the center or institute’s accomplishments in light of its goals
• Provide long-range guidance for the center or institute’s major direction and strategies
• Contribute to and/or promote the financial viability of the center or institute

The advisory board may include qualified representatives from academic communities, professional organizations, corporations, donors, or other groups or entities of relevance to the center or institute. Prospective members of an advisory board should be discussed with the provost and the vice president for institutional advancement to ensure coordination of the college’s efforts to engage individuals appropriately. The director or a nominating committee may recommend prospective board members but may not invite or appoint new members to the board independently. Appointment to advisory boards is done by the provost in consultation with the vice president for institutional advancement and the president.

Advisory boards are expected to meet at least annually. The director, respective dean and the provost serve as an ex-officio member of the board and should attend advisory board meetings.

Appointments to advisory boards should make clear the expectations of membership, including the philanthropic expectations, if applicable. Advisory boards should have a formal mechanism for membership and term rotation to ensure continuity.

Space. This section should address what facilities will be needed for the center or institute.

Strategic Partnerships. This section should describe any existing or planned partnerships with external entities, e.g., other colleges/universities, organizations, corporations, or agencies. Show how such alliances will support the goals and objectives of the center/institute, increase quality, and enhance the college’s visibility at the local, state, and national levels. Note any group(s) that might act in a consulting capacity and the key responsible person(s). The director of the center or institute must obtain approval from the president, or designee, before entering into any arrangement that may bind the college.

Evaluation/Assessment. This section should identify specific key performance indicators that will be used to evaluate the center or institute. How will progress be assessed? What metrics/data will be used to assess goal achievement?

Approved Proposals

Copies of all approved proposals requesting funding will be provided to the vice president for administration and finance. Approved funds may be available at the start of the fiscal year. The division of Academic Affairs maintains the records for all, including meeting minutes.

Operation of Centers and Institutes

Appointment. The center or institute director may be appointed to a single year or multiple year term, with conditions of employment such as compensation, review, reappointment etc., specified in the appointment letter sent by the People Operations and Employee Resources Department. Most often the appointment is part-time.

Management of Centers and Institutes. The directors of centers and institutes are most often members of the faculty and report to the provost through a dean, or directly to the provost. The dean/provost is responsible for ensuring that the center or institute adheres to and is successful in meeting its stated mission and goals.

Job Description. The director has day-to-day administrative oversight and must provide leadership to the center or institute. His/her responsibilities may include creating goals and objectives; ensuring that the center conducts research, teaching, or related activities consistent with its mission, goals, and objectives; establishing an organizational structure for effective functioning consistent with college policies and procedures; interacting with college faculty and administrators, as well as with external constituents on behalf of the center or institute; securing resources to support the center or institute and overseeing fiscal matters and submitting financial reports as required; and ensuring that grant and donor agreements are met (as applicable).

Annual Review. Directors are reviewed annually by the dean and/or provost using the college’s evaluation processes, on the basis of the following criteria: meeting the goals and objectives of the center or institute; involving faculty and students; garnering the resources to maintain, support, and achieve prominence for the center or institute; utilizing the center or institute’s advisory board (if applicable) to enhance and expand its goals and activities; managing the center/institute effectively; the center or institute’s contribution to the visibility and stature of the college; and the center or institute’s contribution to scholarship. Other factors may be evaluated as well.

Reporting. The director shall provide an annual report of center/institute activities, achievements, progress toward goals; fiscal management; and resource projections to the dean, provost, advisory group, and any other stakeholders.

Evaluation/Assessment. After three years of operation, the center or institute shall undergo a comprehensive program review using established program review guidelines. The evaluation should, among other things, include a self-assessment and an external evaluation with recommendations designed to enhance the functioning, development, and continuing viability of the center or institute.

The program review should address and demonstrate the center or institute’s effectiveness in enhancing the academic mission of the college; meetings its goals and objectives; contributing to the visibility and stature of the college; enhancing the quality of scholarly activity, educational programs, and/or other intellectual contributions; the level and participation of faculty and students in center or institute activities; management effectiveness; financial sufficiency; and the effectiveness of the advisory board (if applicable). The director shall provide a copy of the evaluation/assessment to the provost.

After the initial program review, the center or institute shall complete reviews every three years. The administration has the right to initiate a review at any time.

For centers or institutes that currently exist, the provost shall establish a schedule of reviews.

Dissolution – Centers or institutes have defined missions that address specific teaching, research, and/or service goals. As the issues used to create the focus for the center or institute are resolved or evolve, the need for the center or institute may also change. A center or institute will exist only as long as it is deemed to be performing the function for which it was created. A center or institute may be dissolved by the provost for any of the following reasons:

1. It ceases to accomplish its objectives,
2. It has fulfilled its objectives,
3. The objectives can be met more effectively in some other way, or
4. Sufficient funding no longer exists from internal or external sources.

In the event the center or institute is terminated and it has assets, there must be a plan which describes how its assets will be distributed. Center or institute dissolutions must be approved by the cabinet and the president.

All center and institute directors are responsible for understanding and adhering to all college policies and procedures.

Policy

The Office of Institutional Research is responsible for coordinating surveys that are administered to constituencies of the College. The Office provides assistance in conducting and developing surveys.

Reason for Policy

To set forth policy and procedures to ensure the coordination, validity, and integrity of survey instruments deployed at the College as well as the utility of the data they produce and to ensure appropriate steps are taken to protect the rights and welfare of humans participating as subjects in the research.

To Whom Does the Policy Apply

All members of the Ramapo College community.

Related Resources

• Procedure 635: Campus Surveys
• IRB Policy and Procedures
• Annual Survey Calendar

Contacts

Office of Institutional Research
(201)684-7766

The coordination of surveys that are administered to members of the College is the responsibility of the Office of Institutional Research (OIR). OIR provides assistance in survey development and distribution, and partners with units who are seeking and using survey data to inform assessment, decision-making and research activities.

I. Internal Surveys

a. All surveys, including those administered online, via e-mail, or via paper, must be registered with OIR if they are to be administered to any of the following College constituencies:

• currently enrolled students
• formerly enrolled students
• recent graduates
• alumni
• faculty
• staff
• retirees

b. The following surveys do NOT have to be registered with OIR:

• anonymous questionnaires administered for purposes of evaluating participants’ satisfaction with an event, program, or process; and
• surveys that are developed for a course assignment, under the supervision of the instructor, for which the target population can be contacted directly (such as the students in the course).

c. Any study that involves human subjects may require review and action by the College’s Institutional Review Board (IRB). Only the IRB can determine if a project is exempt from its review. Registering a survey with OIR does not constitute review by the IRB, nor does having a review conducted by the IRB satisfy the requirement to register the survey with OIR.

II. External Surveys, Questionnaires, and Related Data Requests

As a public higher education institution, Ramapo College routinely receives requests from external entities (private and public) for the purposes of compliance, benchmarking, and accreditation. OIR coordinates the College’s response to all such external surveys, questionnaires, and other related external data requests. Responses provided by OIR represent the College’s official position.

Policy Statement

Deans are appointed based on an established search process and may include external candidates. The recommendation for dean will be made by the search committee to the Provost and by the Provost to the President. Appointments shall be advanced by the Board of Trustees upon the recommendation of the President.

Initial appointment to the position of academic dean shall be for an initial 1- to 2-year term renewable annually for a 1-year term.

Reason for Policy

This policy defines the process for appointing academic deans. Additionally, it permits up to a two-year appointment for the chief academic and administrative officer of an academic unit, entitled Academic Dean, since they may have or are eligible for concurrent academic rank and would otherwise be limited to single-year contracts.

To Whom Does the Policy Apply

Academic Deans

Related Documents

1. Procedure 201: Appointment of Academic Deans
2. Policy 326: Concurrent Tenure & Academic Rank Eligibility for the President, Provost/Vice President for Academic Affairs, Academic Deans, & Other Academic Administrators
3. Policy 449: Employment of Officers, Senior Administrators, and Managers

Contacts

People Operations & Employee Resources

Procedure 201: Appointment of Academic Deans

Last Revised: January 2014, July 2023

I. Search Process

The chief academic and administrative officer of an academic unit is entitled Dean and reports directly
to the Provost/Vice President for Teaching Learning & Growth. Deans are appointed in accordance with the College’s established search processes.

The recommendation for a Dean is made by the search committee to the Provost/Vice President for Teaching Learning & Growth and by the Provost/Vice President for Teaching Learning and Growth to the President. Appointments shall be approved by the Board of Trustees upon the recommendation of
the President.

II. Term of Appointment

Initial appointment to the position of Academic Dean shall be for a period of a 1- or 2-year term, renewable annually for a 1-year term.

III. Concurrent Academic Rank

If at the time that they assume an administrative role, the newly appointed Dean is a member of the Ramapo College faculty, or if the Dean has been awarded concurrent academic rank upon initial appointment, the Dean shall retain academic rank while serving as administrator.

IV. Evaluation of the Dean

Evaluation of performance shall be done by the Provost/Vice President for Teaching Learning & Growth in accordance with the College’s established performance evaluation procedures.

V. Termination of Deanship

If the Dean chooses or is requested to leave the Deanship assignment, and is a tenured faculty member at the College, the Provost may offer the individual a full-time faculty appointment at the College unless removal is sought pursuant to N.J.S.A.18A:1-1 et seq. If a full-time faculty assignment at the College is provided, the individual becomes a full-time faculty member and the appropriate salary shall be determined as per the American Federation of Teachers (AFT) contract salary schedule. The individual will assume their faculty title upon the termination of the administrative position as dean with the term
of the contract determined by tenure status.

If a Dean who also holds concurrent academic rank chooses or is requested to leave the deanship position and is placed in a full-time faculty assignment at the College, the Provost/Vice President for Teaching Learning & Growth may approve administrative leave. This leave can be for the purpose of preparing to teach or for other purposes where such approval is necessary to meet a programmatic or other administrative need and when it is in the best interest of the College. This approved administrative leave time may not exceed thirteen (13) College payroll cycles. The salary rate during the leave will be at the concurrent faculty rate as determined by the current master AFT agreement and approved by the Vice President for People Operations & Employee Resources.