johnny carson school of theatre and film bylaws april_10_2017.pdf2.1 the johnny carson school of...

JCSTF Bylaws 4/10/2017 1

215 Temple Building 12th & R Streets

Lincoln, NE 68588-0201 (402) 472-2072 (Main Office)

(402) 472-9055 (Fax)

Johnny Carson School of Theatre and Film Hixson-Lied College of Fine and Performing Arts

University of Nebraska—Lincoln

Organization & Bylaws

Revision Date: 22 August 2016

Original Revision approved February 12, 2003 by a vote of

the Johnny Carson School of Theatre and Film Faculty


Table of Contents

1 Mission Statement of the College ................................................................ 3

2 Mission and Goals of the School ................................................................. 4

3 Organization of the School ........................................................................... 5 3.1 Governance .................................................................................................... 5 3.2 Staff Positions of the School ....................................................................... 8 3.3 Meetings of the School ................................................................................... 8 3.4 Standing Committees of the School ............................................................... 9 3.5 Relationship of the School to the Graduate College .................................... 16 3.6 The Nebraska Repertory Theatre ................................................................. 16 3.7 Student Organizations of the School ............................................................ 16

4 Policies of the School ................................................................................. 18 4.1 Faculty Responsibilities ................................................................................ 18 4.2 Promotion and Tenure .................................................................................. 23 4.3 Criteria for Promotion and Tenure (All ranks) ............................................... 24 4.4 Merit Review Sub-Committee Procedures ................................................... 26 4.5 Consensual and Domestic Relationships ..................................................... 27 4.6 Graduate Student Probation and Dismissal ................................................. 27 4.7 Attendance Policy ......................................................................................... 27 4.8 Use of Facilities by Students ........................................................................ 28 4.9 Policies on Handling Bylaws ........................................................................ 28

5 Appendixes .................................................................................................. 29 5.1 APPENDIX A: Teaching Evaluation ............................................................ 29 5.2 APPENDIX B: Creative Activity and/or Research Evaluation ...................... 30 5.3 APPENDIX C: Service Evaluation ............................................................... 33 5.4 APPENDIX D: Season Selection Matrix ...................................................... 34 5.5 APPENDIX E: Search Committees ............................................................. 35 5.6 APPENDIX F: Theatrix Policies ................................................................... 40


Hixson-Lied College of Fine and Performing Arts

1 Mission Statement of the College 1.1 The college nurtures creative, artistic activity and scholarship; educates

students to a high level of accomplishment as artists, teachers, and scholars; and enriches the education of all students through the study of practice of the arts.

1.2 The college provides the citizens of Nebraska with opportunities to enjoy, appreciate, and participate in the arts through outreach programs. Through its creative activity, research, and exhibitions it contributes to the arts nationally and internationally.

1.3 In fulfillment of its mission, the college:

1.3.1 Provides comprehensive education programs of study in the arts at the undergraduate and graduate levels

1.3.2 Fosters creative activity and scholarly research in the arts

1.3.3 Provides professional preparation for artists, historians, theorists, and arts educators

1.3.4 Sustains a strong commitment to liberal education for all UNL students through its course offerings and special programs

1.3.5 Provides opportunities for the performance, collection, preservation, publication, and exhibition of important works

1.3.6 Develops supportive and knowledgeable audiences and patrons for the arts,

1.3.7 Maintains a strong interdisciplinary and continuing education emphasis by creating comprehensive cultural and educational opportunities

1.3.8 Supports and contributes to collaborative multicultural and intercultural programs

1.3.9 Serves the entire state and region as an important artistic and cultural resource through its exhibitions, performances, and educational outreach programs

1.3.10 Provides leadership for the understanding and development of the arts in the state and nation


Johnny Carson School of Theatre and Film

2 Mission and Goals of the School 2.1 The Johnny Carson School of Theatre and Film is committed to the

philosophy that prospective practitioners of theatre, film and new media must be provided with thorough education, training and practical skills for employment in industry and educational settings.

2.2 To this end, the Johnny Carson School of Theatre and Film will pursue the following four goals:

2.2.1 To educate and train students for professional work in theatre, film and new media to the highest degree of the students’ artistic and intellectual ability

2.2.2 To unify the inseparable values of classroom and production by applying theoretical principles to stage and screen production

2.2.3 To help all students to develop an intellectual and cultural foundation with discriminating taste and critical judgment

2.2.4 To offer varied and meaningful theatrical, cinematic and cultural experiences for the members of the university community, for the people of the City of Lincoln, and for the citizens of Nebraska through regular public performance

2.3 Teaching, research/creative scholarship, and service are the traditional and primary methodologies utilized to accomplish these goals. Additionally, the production of plays, films, and new media projects reflects the School’s commitment to professional training in the educational environment. The School’s production activities encompass all of the above-stated goals, relating them to theatre and moving image education and training.


3 Organization of the School 3.1 Governance

The governance of the Johnny Carson School of Theatre and Film lies with two groups, the faculty and the administrative component.

3.1.1 Faculty of the School

3.1.1.1 The faculty of the School is the general approving body for matters not specifically assigned to the administrators by the Dean of the College. Within the limits of federal and state law, the Bylaws of the University of Nebraska Board of Regents, the UNL Bylaws, policies established by the Office of the Chancellor, the Academic Senate, the Graduate College, and the Bylaws and rules of the College, the faculty shall establish rules for the conduct of its business, establish and amend the School Bylaws, establish and regulate instructional content, establish procedures and regulations for students in the School, not covered by other University or College regulations, and consider other items of broad interest to the welfare of the faculty.

3.1.1.2 The voting membership of the School shall consist of faculty who hold continuous, specific term, or regular/non-temporary special appointments of 0.5 FTE or greater and who are not working toward an advanced degree at the University of Nebraska-Lincoln.

3.1.1.3 The faculty is composed of four curricular areas: Performance, Design and Technical Production, Film and New Media, and History, Criticism, and Literature. Three of these areas (Performance includes acting, directing, theatre management and stage management; Design and Technical Production includes scenic design, costume design, lighting design, sound design and technical direction; and Film and New Media) are degree granting programs while the fourth (History, Criticism, and Literature) is intrinsic to the study of theatre and film in all areas.

3.1.2 Administrative Component of the School

The administrative component of the School shall consist of the appointed and elected officers of the School.


3.1.3 Officers of the Johnny Carson School of Theatre and Film

3.1.3.1 The Director

3.1.3.1.1 The Dean of the College appoints the Director (subject to the approval of the Chancellor, President and Board of Regents), after extensive consultation with the members of the School. The appointment must be reviewed by the Dean in the fifth year, and may be reviewed at any time.

3.1.3.1.2 The voting members of the School set policy in general terms, and the general execution of that policy is the duty of the Director. The Director is an ex-officio member of all administrative committees, and chairs meetings of the School.

3.1.3.1.3 The Director is directly responsible to the Dean of the College for all administrative duties: hiring, appointment, reappointment, and non-reappointment to the staff; assignment of duties; scheduling of classes; administrative reports and recommendations for salaries, promotion and tenure; for the review of the work of all members of the School; for the day-to-day administration of the School; and for fostering the development of the School and the professional development of the staff.

3.1.3.1.4 The Director also serves as the Executive Director of the Nebraska Repertory Theatre.

3.1.3.1.5 In these duties, the Executive Committee counsels the Director1.

3.1.3.2 The Chair of the Graduate Committee

3.1.3.2.1 The Chair of the Graduate Committee is appointed (subject to approval by the Chancellor and Board of Regents) by the Dean for Graduate Studies and Research, for a three-year term, upon the recommendation of the Director.

3.1.3.2.2 The Chair’s duties are to chair meetings of the School’s Graduate Committee and graduate faculty, to execute the business of the Graduate Committee,

1 See also: Bylaws of the Board of Regents 2.10; 3.31; 3.4. (Inclusive) Bylaws of the University of Nebraska—Lincoln.


and to function as library liaison, whose purpose it is to oversee all matters involving Love Library and School’s holdings. The Chair will meet with graduate students at the beginning of each fall semester.

3.1.3.2.3 The Chair serves as the liaison to the Curriculum Committee of the School and is responsible for communicating curricular issues addressed in the Graduate Committee to the Director and faculty.

3.1.3.3 Heads of Programs

3.1.3.3.1 The Director appoints the Program Heads in consultation with the faculty in the appropriate area(s).

3.1.3.3.2 Responsibilities

3.1.3.3.2.1 Program Heads act as the principal curriculum manager for the program, make recommendations for programmatic and/or curricular initiatives/revisions to the faculty and prepare annual reports and other reporting material as requested by the Director and Associate Director.

3.1.3.3.2.2 Program Heads act as the Chief Undergraduate Advisor to students in their individual program, including theatre minors and teaching endorsement students

3.1.3.3.2.3 Program Heads assign undergraduate majors to faculty advisors; counsel advisors and call meetings of advisors, as necessary, and otherwise coordinate the advising of undergraduates; keep records of who is being advised by whom.

3.1.3.3.2.4 Program Heads recruit students for their programs and coordinate with other faculty assigned to recruit for that program.

3.1.3.3.2.5 Program Heads coordinate all activities related to assessment, the evaluation of students for retention or dismissal from the area (such as juries and preliminary examinations).


3.1.3.3.2.6 Program Heads act as principal advocates for the curricular interests of the students in their programs of study.

3.2 Staff Positions of the School Specific duties spelled out in job classification sheets.

3.2.1 General Manager

3.2.1.1 Reports to the Director for professional and administrative duties.

3.2.2 Production Stage Manager


3.2.3 Accounting Technician


3.2.4 Staff Assistant I


3.2.5 Sewing Technician II

3.2.5.1 Reports to the costume designer for professional duties and to the Director for administrative duties.

3.2.6 Stage Technician

3.2.6.1 Reports to the Technical Director for professional duties and to the Director for administrative duties.

3.3 Meetings of the School

3.3.1 Meetings are scheduled at least twice per month during the academic year.

3.3.2 Any member of the School may place an item on the agenda by contacting the Director. New business not included in the regular agenda may be raised and acted upon at the same meeting, only with majority approval of the faculty as a whole.


3.3.3 Meetings of the School are informal. However, Robert’s Rules of Order will be invoked, if necessary2.

3.4 Standing Committees of the School

3.4.1 Elections and appointments are held or made by the second meeting of the fall semester unless otherwise noted. New terms start immediately, unless otherwise noted.

3.4.2 All elections are supervised, unless otherwise noted, by a member or members of the School appointed for this purpose by the Director. A Nominating Committee may be appointed by the Director to select a slate of candidates for the election.

3.4.3 All committee membership is, where feasible, on staggered terms. The Director is an ex-officio member of all committees.

3.4.4 All committee assignments are made at the mutual agreement between the Director and the individual faculty or staff member

3.4.5 A list of committee members is published each fall semester.

3.4.6 Executive Committee

3.4.6.1 Membership

3.4.6.1.1 One tenured member appointed by the Director from each of the curricular areas, including the Graduate Committee Chair and the Artistic Director of the Nebraska Repertory Theatre, and others as needed.

3.4.6.2 Purpose

3.4.6.2.1 To advise the Director on School matters, long range planning, School policy, and budgetary matters. Since the School is small, it is expected that the faculty as a whole discuss crucial matters. The committee should meet at least once a semester, or as needed.

3.4.7 Curriculum Committee

3.4.7.1 Membership

3.4.7.1.1 The committee will include three elected members of the faculty, one from each of the following areas/programs: Design and Technical Production;

2 See also: Bylaws of the Board of Regents, 2.10, for provision for meetings to be called by a majority of the members of the department, the Dean, and/or the Chancellor


History, Theory, Criticism; Performance (acting and directing); Film and New Media. There will be one undergraduate student representative and one graduate student representative selected by the committee Chair. The Director appoints the Chair of the Committee (from among the committee’s membership) for a three-year term. Chief Undergraduate Advisers are ex-officio members.

3.4.7.2 Purpose:

3.4.7.2.1 To encourage, assist, and review the development of the School’s curriculum, to advise the Director on the adjustment of course offerings in response to changes in the disciplines of theatre, film and new media arts.

3.4.7.2.2 To review all proposals for curriculum changes, additions, deletions, and frequency of course offerings, and to make recommendations on such proposals to the Director and to the School’s faculty for their vote.

3.4.7.2.3 To supervise preparation of catalog copy and, on request, consult with the Director about semester schedules and course description booklets.

3.4.7.2.4 To advise the Director on the coordination of multi-section courses.

3.4.7.2.5 To advise the Director on major requirements for theatre & FNM majors.

3.4.7.2.6 To review courses periodically in response to enrollment patterns, instructor evaluations, and curricular priorities, and to recommend continuing, modifying, or dropping them accordingly.

3.4.7.2.7 To ensure effective liaison with other schools & departments in cases of overlapping curricular interests.

3.4.8 Faculty Evaluation Committee

3.4.8.1 Promotion and Tenure Sub-Committee

3.4.8.1.1 Membership


3.4.8.1.1.1 All tenured members of the faculty.

3.4.8.1.2 Purpose and Process

3.4.8.1.2.1 Following all University and College bylaws and guidelines, the committee’s purpose is to review, discuss, and vote on all dossiers for reappointment and promotion and make a written recommendation to the Director.

3.4.8.2 Merit Review Sub-Committee


3.4.8.2.1.1 Membership is comprised of 50% of the School of Theatre & Film tenured faculty; comprised of the members from the College Executive Committee, and additional tenured faculty members appointed by the Carson School Director.

3.4.8.2.1.2 .

3.4.8.2.2 Purpose

3.4.8.2.2.1 To review and provide individual numeric input and commentary to the Director regarding merit based salary increases.

3.4.8.2.3 Process

3.4.8.2.3.1 Members review and evaluate the Cumulative Faculty Record and any updates, evaluations (student, peer and Director’s) of teaching available for the evaluation period.

3.4.8.3 Peer Review Sub Committee


3.4.8.3.1.1 All tenured faculty

3.4.8.3 Purpose

3.4.8.3.2.1 Peer review of teaching, research and/or

creative activity


3.4.8.3.3 Process

3.4.8.3.3.1 Any individual tenured faculty member may

request peer review from any other tenured faculty member to be used for course assessment, programmatic assessment, and/or individual assessment for promotion or awards.

3.4.9 Graduate Committee

3.4.9.1 Membership

3.4.9.1.1 Members of the Professorial Staff; a graduate student elected by the School’s graduate students for a one-year term. The Dean of Graduate Studies and Research appoints the Chair for a three-year term upon the recommendation of the Director.

3.4.9.1.2 The Graduate Chair will appoint an Executive Committee from the Professorial Staff to expedite the screening and admitting of graduate students.

3.4.9.2 Purpose

3.4.9.2.1 To supervise the School’s graduate program: admission, candidacy, advising, evaluation, etc.

3.4.9.2.2 To recommend to the Director, graduate courses to be offered by the School and to keep the Curriculum Committee of the School informed about graduate course planning.

3.4.10 Appeals Committee

3.4.10.1 Membership

3.4.10.1.1 Two Professorial Staff members elected for three-year terms; two Graduate Teaching Assistants elected at large for two-year terms; two undergraduate theatre/FNM majors appointed by the Director for one-year terms.

3.4.10.1.2 The committee members from among themselves elect the Chair of the Committee.

3.4.10.1.3 Each group will designate an alternate for conflict-of-interest cases.


3.4.10.2 Purpose

3.4.10.2.1 To hear student appeals of unfairness in treatment. The committee has the right and power in the last resort to change a final grade given by a member of the School3.

3.4.11 Grants, Awards, & Scholarships Committee

3.4.11.1 Membership

3.4.11.1.1 The Director appoints five members plus the Committee Chair (a non-voting member except in cases of conflict), for a three-year term. Members are: two faculty members, one graduate student, one undergraduate student, one person outside of the School, and one staff member.

3.4.11.2 Purpose

3.4.11.2.1 To nominate, encourage and facilitate faculty, staff, students and alumni submissions for awards and scholarships. This committee must be proactive in identifying and nominating individuals for awards. Committee should meet at least once a month to solicit input and/or nominate and vet applications for such awards as the Edgerton, Sorensen, Academy, ORCA and College Distinguished Teaching Award. In addition, this committee would solicit names, identify and nominate individuals for Alumni and Student Leadership Awards. This committee also serves as a panel of judges to confer awards, grants, and scholarships from within the Johnny Carson School.

3.4.12 Season Selection Committee

3.4.12.1 Membership

3.4.12.1.1 The committee consists of prospective directors for the next season plus a representative of the design area, at least one graduate and one undergraduate student, the General Manager and the Production Stage Manager. The Director of the School will chair this committee.

3 See also: Bylaws of the Board of Regents, 5.3.


3.4.12.2 Purpose

3.4.12.2.1 To solicit and review all proposals for productions and make recommendations to the faculty as a whole, which shall approve the regular season bill. The Director of the School is responsible for finalizing the season and serving as Artistic Director.

3.4.12.3 Season Selection Matrix:

3.4.12.3.1 The committee will review and update the Season Selection Matrix, which will serve as a guide for planning the season. See Appendix D.

3.4.13 Recruitment and Outreach Committee

3.4.13.1 Membership

3.4.13.1.1 Faculty, staff, students, and others appointed by the Director.

3.4.13.2 Purpose

3.4.13.2.1 To make recommendations to the Director on issues pertaining to the School’s public service activities and/or activities that may aid in the recruitment efforts of each of the programs. Activities that fall under recruitment and outreach may include, but are not limited to:

3.4.13.2.1.1 High School Theatre/Media Workshops and Tours

3.4.13.2.1.2 High School Matinees

3.4.14 Theatrix Council (See Appendix F)

3.4.14.1 Membership:

3.4.14.1.1 As the governing board of Theatrix, the Theatrix Council will hold equal representation from the major constituents within the Johnny Carson School of Theatre and Film. This shall consist of: Two Undergraduate students, Two Graduate Students, One Faculty Adviser and an additional faculty member, student Artistic Director, student Managing Director, student Technical Director, the General Manager and the Production Stage Manager.


3.4.14.2 The Theatrix Council shall be a standing committee and, as such, the Director will appoint all positions yearly. The Theatrix Council will be responsible for the government of Theatrix as well as to serve as a board of advisors for the Artistic Director.

3.4.14.3 Purpose:

3.4.14.3.1 The Theatrix Council shall meet monthly at the discretion of the Artistic Director and/or faculty advisor to ensure that the spirit of Theatrix and its mission statement are being upheld (see Appendix F) and that the organization serves to further the pursuits of the Johnny Carson School of Theatre and Film. The General Manager and the Production Stage Manager shall serve as ex-officio members of the Theatrix Council.

3.4.15 Safety Committee

3.4.15.1 Membership

3.4.15.1.1 The Safety Committee shall be composed of at least one faculty and two staff representatives. Committee members shall be elected for staggered three-year terms and may serve two consecutive terms. The Director will appoint at least one graduate student to serve on the committee for a two-year term. The chair will serve as the School’s safety liaison to the UNL division of Environmental Health & Safety.

3.4.15.2 Purpose

3.4.15.2.1 The committee shall serve in an advisory role to the director on matters relating to safety and facilities. It shall serve as the point of contact for safety-related planning for the School. The committee shall promote a safe work environment, shall perform an annual assessment of safety within the School, and carry out other assignments as requested by the director.

3.4.16 Ad hoc Committees

3.4.16.1 The Director shall appoint ad hoc committees to deal with business not falling under the jurisdiction of existing


committees. Ad hoc committees shall serve in an advisory capacity only, making recommendations to the Director.

3.4.16.2 University guidelines for Search Committees are detailed in Appendix E.

3.5 Relationship of the School to the Graduate College

3.5.1 The graduate programs of the Johnny Carson School of Theatre and Film are subject to the regulations of the UNL Graduate College as articulated by the Graduate Dean, the UNL Graduate Council, and the Bylaws of the Hixson-Lied College of Fine and Performing Arts.

3.6 The Nebraska Repertory Theatre

3.6.1 The Nebraska Repertory Theatre is the professional production program and an affiliate of the Hixson-Lied College of Fine and Performing Arts and the Johnny Carson School of Theatre and Film.

3.6.2 Its mission is to provide premier quality performances produced by a resident seasonal professional company; to provide opportunities for future professionals and for non-union professionals in theatre to collaborate with professional artists; and to provide cultural, educational, and outreach enrichment programs for the community and the state.

3.6.3 The Nebraska Repertory Theatre operates under the auspices of the University/Resident Theatre Association’s contract with Actors Equity Association and is governed by its own policies and procedures subject to the Bylaws governing the University of Nebraska-Lincoln, the Hixson-Lied College of Fine and Performing Arts, and the Johnny Carson School of Theatre and Film.

3.7 Student Organizations of the School

3.7.1 Nebraska Masquers

3.7.1.1 Membership

3.7.1.1.1 Determined by the student organization constitution and bylaws.


3.7.1.2 Advisers

3.7.1.2.1 A representative from the School’s faculty or staff to be elected by the organization members.

3.7.1.3 Purpose

3.7.1.3.1 To serve undergraduate and graduate theatre students.

3.7.2 Cinema 16

3.7.2.1 Membership

3.7.2.1.1 Determined by the student organization constitution and bylaws.

3.7.2.2 Advisers

3.7.2.2.1 A representative from the School’s faculty or staff to be elected lected by the organization members.

3.7.2.3 Purpose

3.7.2.3.1 To serve undergraduate and graduate film and new media students.


4 Policies of the School

4.1 Faculty Responsibilities – Tenured and Tenure-Leading Faculty

4.1.1 The standard apportionment of faculty responsibilities in the Johnny Carson School of Theatre and Film is as follows:

4.1.1.1 Teaching 45%

4.1.1.2 Research/Creative Activity 45%

4.1.1.3 Service 10%

4.1.1.4 At the time of initial appointment and in the letter of offer, the faculty member will receive a written statement of the apportionment of their duties as determined by the Director and/or Dean.

4.1.1.5 The specific apportionment shall be reviewed bi-annually in January of even years. Either the Director or the faculty member may initiate a discussion about changes in apportionment. If no such discussion is had, the apportionment shall remain in place until the next biannual review. In the process of any such discussions, both the faculty member and the Director shall act in good faith to reach a mutual agreement. In no case, shall either Teaching or Research/Creative Activity comprise less than 30% of the faculty member's responsibility.

4.1.1.6 Tenured members of the faculty volunteer to participate in the School’s New Faculty Mentoring Program. The Director reviews research interests of each new faculty and volunteers to assess a good match. The Director assigns at least one tenured faculty member to the new faculty member for a one-year period. The mission of the mentor is to help new faculty adapt to the campus setting by serving as a resource in matters concerning the Research Council and teaching grants, reappointment files, campus traditions, and university policies and politics. After the initital year , the new faculty member may request, in writing the same of different member of the tenured faculty. The Director remains the constant throughout the process and is the chief mentor of the new faculty member.

4.1.1.7 If the faculty member and the Director are unable to reach mutual agreement with respect to changes in apportionment of the faculty member's responsibilities, an elected faculty


committee of the faculty member’s home tenure college shall review the unresolved issues between them.

4.1.2 Teaching

4.1.2.1 A faculty member will submit three classes of documentation and data that will be assessed quantitatively and qualitatively on an annual basis. They are:

4.1.2.1.1 Student Evaluation of Teaching

4.1.2.1.2 Peer Evaluations

4.1.2.1.3 Statement of Teaching

4.1.2.2 In addition, the faculty should submit an appendix of supporting documentation including class syllabi, awards, honors, and letters. Although there is no prescribed percentage of importance to these categories, all three must be addressed in annual evaluations letters, and promotion/tenure letters to faculty. All three must influence faculty rankings in the area of teaching.

4.1.2.3 Student Evaluation of Teaching

4.1.2.3.1 Evaluations by students shall be administered in every course of a faculty member’s regular teaching load, every semester, except as indicated in the next article. These will be used to assess the quality of the courses including the quality of the faculty member’s teaching

4.1.2.3.2 Evaluations of courses that do not contribute to the faculty member’s teaching load credit are not required, for example, dissertation hours, continuing education courses, individual research, or individual reading courses.

4.1.2.3.3 The School’s student evaluation forms are deployed, using the University Blackboard system, at the end of each semester.

4.1.2.4 Peer Evaluation (required for non-tenured, tenure track faculty only or by request of the individual faculty member)

4.1.2.4.1 Director evaluation of the candidate’s teaching effectiveness for tenure-leading faculty. Such evaluations should include formal report documenting


scheduled classroom visitations as well as review of course syllabi, examinations and classroom support materials. A visitation and review by a tenured faculty member may be substituted if deemed desirable by the candidate.

4.1.2.4.2 Peer evaluation of candidates teaching effectiveness. Such evaluations should include formal report documenting scheduled classroom visitations as well as review of course syllabi, examinations, and classroom support materials.

4.1.2.5 Peer Review of Teaching

4.1.2.5.1 All untenured full-time faculty members will be reviewed each fall semester.

4.1.2.5.2 There will be a rotation of three tenured faculty members (one each from performance, production [including film and new media] and theory).

4.1.2.5.3 There shall be one visit to each class of each untenured instructor by each peer reviewer. Tenured faculty members may request reviewers in consultation with the Director.

4.1.2.5.4 A written report of the observation shall be sent to the untenured faculty member with a copy to the Director. The report should be constructive, evaluating the performance of the untenured faculty member and offering positive suggestions for improvement. Copies of the three evaluations for all the faculty member’s classes will be included in reappointment materials and for the annual review. The accumulated peer teaching reports will be used in all tenure and promotion decisions. Faculty members may attach a response for the purpose of reappointment, annual review, and/or tenure and promotion to any review that they disagree with.

4.1.2.5.5 Reviews and responses will become a permanent part of a faculty member’s personnel file.

4.1.2.6 Statement of Teaching and Self-Assessment

4.1.2.6.1 Faculty shall submit a statement of teaching describing the following indicators of quality teaching:


4.1.2.6.1.1 Faculty Development. Describe developmental activities and assess the effects on courses taught.

4.1.2.6.1.2 Student Outcomes. List students who have obtained professional work, admittance to graduate school, internships, or awards. Include letters of support from current or former students addressing the accomplishments aforementioned.

4.1.2.6.1.3 Teaching Outside the Class. Assess the quantity and quality of teaching provided outside of class. This includes time spent supervising students in production, independent studies, theses and special creative or research projects off-campus.

4.1.2.6.1.4 Curriculum Development. Comment on curriculum development activities and/or course redesign listed on the Cumulative Faculty Record.

4.1.2.6.1.5 Teaching Improvements. Assess improvements made in teaching.

4.1.2.6.1.6 Prohibitive Factors. Assess prohibitive factors that affect quality teaching that are not within your control, such as: broken equipment or classroom conditions.

4.1.2.6.1.7 Course Materials. Assess course materials and syllabi and how they have helped you achieve the objective for the class.

4.1.2.6.1.8 Student Perception. Comment on student perceptions of the course as provided in the Student Evaluations.

4.1.3 Creative Activities/Research

4.1.3.1 A faculty member will submit documentation and data that will be assessed quantitatively and qualitatively on an annual


basis that will detail creative activities and /or research endeavors.

4.1.3.2 In the areas of theatre, there are two general categories:

4.1.3.2.1 Performance/Production

4.1.3.2.2 Research and Publication

4.1.3.3 In the areas of film and new media, there are three general categories:

4.1.3.3.1 Writing for Film and New Media

4.1.3.3.2 Production and Direction

4.1.3.3.3 Research and Publication

4.1.3.4 In addition, the faculty should submit an appendix of supporting documentation including, but not limited to, reviews, awards, honors, grants, and letters.

4.1.4 Service

4.1.4.1 A faculty member will submit documentation and data that will be assessed quantitatively and qualitatively on an annual basis that will detail service.

4.1.4.2 Service is divided into two general categories:

4.1.4.2.1 University service is defined as service within the University community. It involves service to the School, Colleges and University.

4.1.4.2.2 Professional service is defined as service in our field outside of the University community. Specifically, it involves service to the Profession (local, regional, national, international).


4.1.5 School Policies and Procedures

4.1.5.1 Board of Regents Bylaw 4.1 requires faculty to inform students of the requirements, standards, objectives, and evaluation procedures at the beginning of each course.

4.1.5.2 The School requires this information to be distributed in the form of a written syllabus.

4.1.5.3 In addition to the above required information, the School requires the explicit explanation of the attendance policy of the Carson School of Theatre and Film to be part of the syllabus of each course. Refer to Article 4.7 of the School’s Bylaws.

4.1.5.4 Faculty members are expected to remain current on the policies and procedures of the Johnny Carson School of Theatre and Film as detailed in the Bylaws of the School and the Student Handbook and Production Manual.

4.2 Promotion and Tenure

4.2.1 Refer to the College Faculty Handbook and By-laws of the Board of Regents of the University of Nebraska-Lincoln regulations regarding promotion and tenure.

4.2.2 To be considered for appointment to, or promotion within the faculty of the Johnny Carson School of Theatre and Film, all candidates must have an appropriate degree and/or equivalent professional stature.

4.2.3 The Promotion and Tenure Sub-Committee of the Faculty Evaluation Committee exists to review and to advise on promotion and tenure issues.

4.2.4 For cases when there are less than four tenured faculty members senior to the candidate for promotion, the standing committee will submit a list of appropriate external committee members for the


consideration of promotion, with a decision being reached by consensus.

4.2.5 Teaching

4.2.5.1 For consideration for promotion and/or tenure, a candidate must demonstrate quality teaching.

4.2.5.2 Appendix A outlines the mechanisms to be used for the evaluation of teaching effectiveness.

4.2.6 Creative Activities/Research

4.2.6.1 To be considered for promotion and/or tenure, a particular strength must be demonstrated in one or more areas of creative activities and/or research.

4.2.6.2 Creative activities enjoy the same status as work in research and publication in matters concerning promotion and tenure considerations.

4.2.6.3 Appendix B contains a non-exclusive listing of suggested areas and types of creative activities and research.

4.2.7 Service

4.2.7.1 To be considered for promotion and/or tenure, a candidate must demonstrate service to the University community and the profession.

4.2.7.2 Appendix C contains a non-exclusive listing of suggested areas of service.

4.3 Criteria for Promotion and Tenure (All ranks)

4.3.1 Terminology4

4.3.1.1 The following terms are to be used for all stages of the review process. It is important to note that these terms are to be applied to the evaluation procedure for the faculty

4 With the School’s terminology of evaluation being updated to correspond to the language of the College, the Director of the School, in concert with the Faculty Evaluation Committee, will correlate the prior terminology with the current terminology in previously submitted evaluation documents, as necessary.


member as appropriate at that point in his or her academic career, and based on apportionment of duties.

4.3.1.1.1 Exceptional Performance Denotes exceptionally high performance or recognition, in one or more areas, at or near the top of his or her field nationally or internationally, that likely would not be duplicated every year.

4.3.1.1.2 Exceeds Expectations Denotes superior performance or recognition, in one or more areas, exceeding the high expectations of the School and the College that likely could be repeated in successive years.

4.3.1.1.3 Meets Expectations Denotes performance, in all areas, at a level of excellence demonstrating that a faculty member is living up to the promise shown at the time he or she was hired. Thus, “meets expectations” tends to be the normal, typical most frequent description of faculty performance.

4.3.1.1.4 Needs Improvement Denotes performance, in one or more areas, that is questionable and is not consistently meeting the high standards of the School and the College.

4.3.1.1.5 Unacceptable Denotes poor performance or neglect, in one or more areas.

4.3.1.2 In order to attain tenure, faculty performance in the areas of teaching, research/creative activity and service must meet the requirements of the School and the College, and must be at a level that is commensurate with the ideals of the University.

4.3.2 Recommendations for promotion and/or the granting of tenure result from meeting expectations in all three areas of teaching, research/creative activity or service and exceeding expectations in either teaching or research/creative activity.

4.3.3 Recognizing that tenure is the most important commitment the institution can make, a recommendation for tenure should be made only if the faculty member has made contributions as described


above, which have been sustained over a period of time, and which clearly demonstrate promise of continuation.

4.3.4 Criteria for each tenure-track rank are listed below.

4.3.4.1 For promotion to associate professor there should be clear evidence of significant contributions to the School, college and university in teaching, research or other creative activity and service.

4.3.4.2 For promotion to full professor, there should be clear evidence of continued contribution in the areas of teaching, creative activities/research, and service significantly beyond the level of accomplishment expected for promotion to associate professor. In general, promotion to full professor will occur after the faculty member has attained a high level of accomplishment in research/ creative activity at the national level. (College Faculty Handbook, pp. 20-21)

4.3.5 To determine a candidate’s suitability for promotion and/or tenure, his/her proficiency in teaching, research/creative activity and service will be evaluated, annually.

4.3.6 Basic criteria to be used in the evaluative process are detailed above. Specific mechanisms, processes and non-exclusive areas of expertise are listed in the appropriate appendices.

4.3.7 Voting on tenure is limited to tenured members of the School; voting on promotion is limited to those holding rank superior to that of the person being considered. Part-time faculty may attend faculty meetings but cannot vote unless they hold a half-time appointment5.

4.4 Merit Review Sub-Committee Procedures

4.4.1 Members review and evaluate the Cumulative Faculty Record and any updates, evaluations (student, peer and Director’s) of teaching available for the evaluation period generating a score in each area of the merit matrix. This score is forwarded to the Director of the School.

4.4.2 The average score generated by the Merit Review Sub-Committee for each faculty member in each of the three areas (teaching, research/creative activity and service) will constitute 50% of the

5 Follows in accordance with Bylaws of the Board of Regents, 2.10 (6-13-92).


score listed in each area in the college merit matrix. The remaining 50% will result from the Director’s evaluation.

4.5 Consensual and Domestic Relationships

4.5.1 UNL policy requires recusal (the relinquishment of the supervisory role) when supervisory or evaluative relationships exist between members of the university community who share sexual, romantic, or domestic relationships. This policy covers, but is not limited to, persons in the following professional relationships6:

4.5.1.1 Line officers and faculty,

4.5.1.2 Faculty and students,

4.5.1.3 Tenured and non-tenured faculty,

4.5.1.4 Graduate assistants and students,

4.5.1.5 Supervisors and the employees they supervise,

4.5.1.6 Student or employee and administrator, coach, advisor, counselor, or residential staff member who has supervisory responsibility for that student or employee.

4.6 Graduate Student Probation and Dismissal

4.6.1 A graduate student, who earns the grade of C or below in any class, will be placed on probation for the following semester. A second grade of C or below will result in the dismissal of the student from the graduate program. Please refer to the Scholastic Grade Requirements published in the UNL Graduate Bulletin.

4.7 Attendance Policy

4.7.1 After a student misses an equivalent of one week’s worth of classes, each subsequent missed class will result in the reduction of the final grade by a full letter grade (i.e., A to B, B- to C-).

4.7.2 Students may be granted an excused absence at the instructor’s discretion.

4.7.3 Students may be granted an excused absence, at the instructor’s discretion, to allow those students to participate in extra-curricular

6 Reference: Business Policies and Procedures of the University of Nebraska, Section 115.0 (Other Policies—Policy and Procedures on Unlawful Discrimination, Including Sexual and Other Prohibited Harassment Article 4.2. Consensual and Domestic Relationships)


events representing the University. In such cases, the instructor must be notified in advance.

4.7.4 This policy, as approved by the faculty, represents the minimum requirement. Faculty members are permitted to develop more stringent attendance requirements, as long as those requirements are detailed in writing in the class syllabus and distributed at the beginning of each course.

4.7.5 The policy on students who are late to class will be left up to the individual instructors.

4.8 Use of Facilities and Equipment by Students

4.8.1 The faculty must approve all student projects produced in the Johnny Carson School of Theater and Film.

4.8.2 For proposals outside the purview of Article 4.8.1, the student(s) must find a faculty sponsor who will bring their proposal to the entire faculty. A majority of the faculty must vote in favor of the project for it to be approved.

4.9 Policies on Handling Bylaws and Student Handbook

4.9.1 The Director of the School shall ensure that each member of the faculty receives a copy of the School Bylaws as well as copies of subsequent changes adopted by the membership.

4.9.2 Passage of a motion to change the Bylaws requires a favorable vote by two-thirds of the members of the School faculty voting.

4.9.3 A motion to change the Bylaws must be submitted in writing to the Director. The discussion of the motion must have at least two full faculty meetings for consideration, prior to a vote on the motion.

4.9.4 The Bylaws of the Johnny Carson School of Theatre and Film will be reviewed every three years.

4.9.5 The Director of the School shall ensure that each member of the faculty receives a copy of the Student Handbook and Production Manual of the School as well as copies of subsequent changes adopted by the membership.


5 Appendixes 5.1 APPENDIX A: Teaching Evaluation

5.1.1 Quality of Instruction and Effectiveness

5.1.1.1 Student Evaluation of Teaching.

5.1.1.2 Director evaluation of the candidate’s teaching effectiveness for tenure-leading faculty. Such evaluations should include formal report documenting scheduled classroom visitations as well as review of course syllabi, examinations, and classroom support materials. A visitation and review by a tenured faculty member may be substituted if deemed desirable by the candidate.

5.1.1.3 Peer evaluation of candidates teaching effectiveness. Such evaluations should include formal report documenting scheduled classroom visitations as well as review of course syllabi, examinations, and classroom support materials.

5.1.1.4 Rationale, support materials and syllabi for course development or new courses offered.

5.1.2 Documentation of Instruction

5.1.2.1 A chronological list of courses taught since the candidate’s appointment of last date or promotion, including the average enrollment in each class.

5.1.2.2 The number of thesis and/or monograph committees and independent studies headed, or served on.

5.1.2.3 Student Advising

5.1.2.4 Student outcomes, including letters from former students, examples of student work, locally developed tests,


performance appraisals, letters about former students from employees, etc.

5.1.2.5 Teaching portfolios or other evidence of improvement of teaching (including Awards and Honors).

5.1.2.6 Supervision of students on special projects.

5.1.2.7 Narrative self-assessment.

5.1.3 Annual Director’s Evaluations

5.2 APPENDIX B: Creative Activity and/or Research Evaluation

5.2.1 Evaluation of a candidate’s creative activities and/or scholarly research should be primarily based on the following criteria. The sequence of the items should not be construed as a priority listing. Each item has intrinsic value, and should be considered on its own merits.

5.2.2 Creative Activity

5.2.2.1 The significance of creative activity will be evaluated on the basis of location, nature of the audience, quality, quantity, honors and awards, and critical review, if any. Areas (unranked) for consideration in this category may include, but should not be limited to the following:

5.2.2.2 Theatre

5.2.2.2.1 Performance, including acting and performance art

5.2.2.2.2 Choreography

5.2.2.2.3 Professional coaching in the faculty member's area of specialization

5.2.2.2.4 Consulting in the faculty member's area of specialization

5.2.2.2.5 Costume, Lighting, Props, Scene, and Sound Design and Art Direction

5.2.2.2.6 Directing

5.2.2.2.7 Casting

5.2.2.2.8 Producing


5.2.2.2.9 Scriptwriting

5.2.2.2.10 Media Editing

5.2.2.2.11 Technical Production (including touring shows)

5.2.2.2.12 Stage Management

5.2.2.2.13 Workshops conducted at meetings, symposia, festivals, faculty member's area of specialization

5.2.2.2.14 Exhibits in the faculty member's area of specialization

5.2.2.2.15 Artistic Direction

5.2.2.3 Film and New Media

5.2.2.3.1 Producing

5.2.2.3.2 Directing

5.2.2.3.3 Screenwriting

5.2.2.3.4 Cinematography and Lighting

5.2.2.3.5 Production and Post-Production Audio

5.2.2.3.6 Costume, Make-up, Props, Special Effects, Production Design, Art Direction

5.2.2.3.7 Production Management, Production Coordination

5.2.2.3.8 Assistant Direction

5.2.2.3.9 Casting

5.2.2.3.10 Music Production for Film, Television and New Media

5.2.2.3.11 Post-Production: Editing, Compositing, Graphic Design, etc.

5.2.2.3.12 2D and 3D Animation

5.2.2.3.13 New Media Scripting

5.2.2.3.14 New Media Authoring

5.2.2.3.15 New Media Design


5.2.2.3.16 New Media Content Creation

5.2.2.3.17 Workshops conducted at meetings, symposia, festivals in the faculty member's area of specialization

5.2.2.3.18 Exhibition of work in film festivals and commercial theatrical venues,

5.2.2.3.19 Distribution of work for home video and television

5.2.3 Research

5.2.3.1 Scholarly research in Theatre usually results in publication or the presentation of a paper, lecture, or work in electronic media. The classification of the results of research is based on several factors: the topic being considered and its relative scope and importance; the length, form and style of the final product; and the audience for whom it is intended. Areas for consideration in this category should include, but are not limited to, the following:

5.2.3.1.1 Publication as the author, co-author, editor, or translator of books, CD's, chapters, on the web, in books, articles, reviews, monographs, and scholarly editions;

5.2.3.1.2 Presenting papers, speaking, or participating on panels in meetings of professional associations or organizations;

5.2.3.1.3 Appearances as a guest lecturer or seminar leader.

5.2.3.2 It is understood that a faculty member in any particular area is not limited only to the research activities listed in that area. It is recognized that many faculty members perform, design, write, edit, create, compose, publish, consult, record, and participate in a wide variety of professional activities. Such breadth of activity is encouraged. However, each faculty member’s primary efforts should be directed towards those activities expected in the area of his or her appointment.


5.3 APPENDIX C: Service Evaluation

5.3.1 The following is a non-prioritized listing of suggested areas of service.

5.3.2 University Service

5.3.2.1 Departmental, College, and University committee work.

5.3.2.2 Counseling of students beyond regular academic advising. Candidates should keep records for their file.

5.3.2.3 School contributions (other than committee work). This may be assigned work or activities initiated by the candidate (e.g., curriculum activities, teaching methods, program development, performance/production activities)

5.3.2.4 Any other services of obvious value to the University community (e.g., advising student groups, organizations, honors program participation, etc.)

5.3.3 Professional Service

5.3.3.1 Directly aiding or consulting with professional theatre, film, new media and performance groups.

5.3.3.2 Membership in professional organizations and unions.

5.3.3.3 Service as an officer of, or on committees of, professional organizations.

5.3.3.4 Attendance and/or participation in state, national or international professional organizations.

5.3.3.5 Lectures, demonstrations, workshops, etc. within the community and/or state.

5.3.3.6 Bringing positive local and/or national recognition to the School.

5.3.3.7 Elective or appointive positions of public service.

5.3.3.8 Honors and/or awards from the community, government and/or public service organizations.


5.4 APPENDIX D: Season Selection Matrix

5.4.1 Genres/Types

5.4.2 Normally four productions are produced annually as a part of the “Main Stage” season. With current resources no more than five productions can be produced during the academic year. With this in mind, the following guidelines will direct the Season Selection Committee and the Artistic Director in selecting a season for the academic year.

Each semester choose at least one of:

A. Comic/Farce B. Drama/Tragic

Each year choose at least 2 of: A. Realism B. Heightened C. Theatrically Challenging

The season must include period productions as needed for costume projects. The following are open for consideration but not in regular rotation:

A. Musical (Howell Memorial Theatre) B. New Plays

5.4.3 Production Scale and Venue

Show # Description Venue 1 Medium-sized, unit small cast period

costumes or larger cast, modern costume.

Howell

2 Small (2 week build, modern dress or concept)

Studio

3 Large (multi-set, musical and/or period)

Howell

4 Medium Howell/Studio 5 Large Studio/Howell


5.5 APPENDIX E: Search Committees7

Process:

5.5.1 Director receives approval for position from the dean.

5.5.2 Director establishes search committee according to the Guidelines established by Equity, Access and Diversity, with no fewer than four faculty members. Students and/or community members may be added at the discretion of the Director. Search committee membership must include at least one person with protected class status. For Search Committee purposes only, protected class status includes under-represented ethnic minorities and/or women, and individuals with disabilities. Search committee members can include individuals from the School, other departments, the professional community, alumni, and students. All voting committee members must go through Search Committee Certification with the Affirmative Action office. A Search Committee Training Certification Form must be filled out and mailed or faxed to the Affirmative Action Office as soon as possible. The Equity Access and Diversity Program Office will return the form when the information is verified. Director, Dean and search committee heads should meet periodically (every two weeks minimum).

5.5.3 Director develops position description in consultation with the search committee.

5.5.4 Director consults with the dean regarding the primary qualifications8 of the position description and approval of the Academic/Administrative Recruitment Authorization. A plan to

7 The Johnny Carson School of Theatre and Film Search Procedures and Policy Statement is based on the College of Fine and Performing Arts Faculty Search Policy (revised 10/2/98), as approved by the College Administrative Council and Affirmative Action on 5/12/97. 8 “Primary qualifications” are those qualifications that all applicants must have in order to be considered for the position. These vary by discipline and by position.


expand the pool of minority and women applicants must be included.

5.5.5 Academic/Administrative Recruitment Authorization approval and signature routing process:

5.5.5.1 Dean’s office

5.5.5.2 SVCAA’s office

5.5.5.3 Equity Access and Diversity Programs Office

5.5.5.4 A copy of the form with all signatures is returned to the dean’s office. The dean’s office will send a copy to the School.

5.5.5.5 Before advertising the position, Equity Access and Diversity Programs Office needs to approve the ad and job announcement. Call for procedures.

5.5.6 Director meets with search committee to discuss procedures and expectations. Director and search committee develops evaluation criteria9 with final approval by the Director, which is then shared with the dean. A weighted list of criteria (in tiers) will be developed by the committee, and forwarded to the Director for approval.

5.5.7 Director receives, reviews, and appoints a person to maintain all search records, documents, and inventory, check sheets, etc. The Johnny Carson School of Theatre and Film secretary will maintain the following (under supervision of the Director):

5.5.7.1 Search Committee Training Certification form (must be mailed or faxed to the Equity Access and Diversity Program Office as soon as possible).

5.5.7.2 All initial requests for Job Announcement information (via mail, telephone and e-mail). All correspondence will be dated and documented. Persons requesting information will be mailed:

5.5.7.2.1 Job Announcement

5.5.7.2.2 Johnny Carson School of Theatre and Film Brochure

9 “Essential criteria” are prioritized qualifications that not all applicants may have, but are desired from the “ideal” candidate. These criteria will be used in evaluating each applicant’s strengths and weaknesses as candidates are compared to one another. It is imperative that these criteria are prioritized by order of importance for the position.


5.5.7.3 All applicant materials received (letters, résumé, contact information, etc.). All materials will be dated and filed accordingly. After receiving applicant materials, the following will be mailed:

5.5.7.3.1 Acknowledgement letter from the Director

5.5.7.4 Applicant Log; Telephone Logs in Applicant files.

5.5.7.5 Main Job Search File.

5.5.7.6 Search committee members will maintain the following:

5.5.7.6.1 Reference Check Sheets.

5.5.7.6.2 Telephone Logs.

5.5.7.6.3 Initial Screen for Primary Qualifications

5.5.7.7 The Search Committee Chair will maintain and be responsible for the following:

5.5.7.7.1 Administrative/Faculty Monitoring Form.

5.5.7.7.2 Reference Check Sheets.

5.5.7.8 The Director of the Johnny Carson School of Theatre and Film will maintain and be responsible for the following:

5.5.7.8.1 Administrative/Faculty Recruitment and Advertising Form.

5.5.7.8.2 Short List of candidates.

5.5.7.8.3 All Job Search data and related materials.

5.5.7.9 Director makes available all applicant files as they are received for the search committee’s review. Applicant files will be kept in a locked cabinet in the School of Theatre and Film office. They can be obtained from the School secretary for review during regular office hours.

5.5.8 Immediately after the date is identified to begin screening materials, the dean, Director, and search committee chair will review statistical information on pool configuration to assess adequate representation of women and protected class minorities.

5.5.9 The search committee evaluates all applicants and develops a list of semifinalists (Short List). The Director approves this list, forwards


the list for approval to the dean. Upon approval of the dean, the Director forwards the semifinalist list to the Office of Affirmative Action for approval and instructs the search committee to make extensive telephone reference checks on this semifinalist list.

5.5.9.1 Candidate confirmation and request for portfolio (if applicable). The committee chair calls each candidate to see if he or she is still interested in the position. The candidate is asked to mail a portfolio as determined by the committee. The caller logs the call on the Telephone Log Sheet on the inside of the candidate’s folder. The caller can also answer any questions the candidate might have concerning the position, but should refrain from interviewing the candidate.

5.5.9.2 Reference Checks. Procedures at the University of Nebraska allow for telephone reference checks to persons not listed as references by the applicant, after asking applicants if calls to persons not listed by them as references can be made. In this instance, all applicants remaining in the pool must be apprised that any exclusion from making these reference checks may jeopardize their continued consideration for the position. In order to provide consistency and prohibit misunderstanding, search committees should use the following phrases:

5.5.9.2.1 “In an effort to ensure the best possible candidates for open positions and that those candidates’ interests, abilities, and expertise parallel the qualifications needed in the position, the University of Nebraska requests from each applicant permission to contact persons not listed as references by the candidate. Those contacts will observe the same rules, procedures, and laws that govern any reference check, and all candidates will be treated equitably in this process.”

5.5.9.2.2 (At this point, ask the person for their permission to call.)

5.5.9.2.3 If permission is denied, advise:

5.5.9.2.4 “It is your right to exclude any individual or group from these potential contacts, and requests for such exclusions will be strictly observed, but in doing so you must realize that not allowing us to contact such references may jeopardize your continued


consideration for the position for which you have applied.”

5.5.9.2.5 The search committee based on the evaluation criteria will develop a set of questions on a Reference Check Sheet. This set of questions will be asked to all applicants. All telephone correspondence will be recorded in the applicant Telephone Log and on the Reference Check Sheet.

5.5.9.2.6 One person cannot do telephone reference checks. The members of the search committee will share them, so a collective opinion can be reached. The three references for each applicant will be given to three different search committee members.

5.5.10 After telephone reference checks, the search committee evaluates the semifinalists and forwards a list of at least three finalists to the Director for approval.

5.5.11 The Director solicits approval by the dean for campus visitation by the finalists. The approved Short List of candidates to be interviewed must be sent/faxed to the Equity Access and Diversity Program Office. The Equity Access and Diversity Program Office must approve of the Short List. The Director and staff will arrange for campus visits. Contact the Dual Career Program Coordinator (2-9434) and inform them of the names on the Short List. The program coordinator will contact the candidates to discuss any dual career issues.

5.5.12 Campus visitation by finalists.

5.5.13 Search committee meets and prepares a report on all finalists and makes a recommendation to Director of acceptable or unacceptable candidates, or, at the discretion of the Director, may be asked to submit a ranking of finalists.

5.5.14 Director/director evaluates the search committee recommendations and makes his/her recommendation for the candidate to be hired to the dean. If the dean approves, an offer is made to the candidate.

5.5.15 Send Equity Access and Diversity Programs Office Monitoring Form and Applicant Log Sheet. Complete Personnel Action Forms and send PAF to appropriate authority. All forms, information and applications must be kept for a period of 4 years from the date of the hire.


5.6 APPENDIX F: Theatrix Policies

5.6.1 Mission Statement

5.6.1.1 The UNL Johnny Carson School of Theatre and Film Theatrix program is a producing organization designed to give more opportunities to advanced undergraduate, graduate, and faculty actors, directors, choreographers, playwrights, designers, stage managers, etc.

5.6.1.2 We encourage these theatrical artists to explore and experiment with contemporary, classical, and “original” material that may not be reflected in the Main Stage season. (This may include dance and music.) In addition, due to our limited funds and space, Theatrix shows are produced with minimal sets, lights, and costumes.

5.6.1.3 Through our broad diversity in choice of material and artistic expression, Theatrix hopes to help culturally enrich the lives of members of our university and community.

5.6.2 Governance

5.6.2.1 Theatrix will operate under the auspices of The UNL Johnny Carson School of Theatre and Film and will serve to promote the goals and principles of the School.

5.6.2.2 Theatrix will abide by all regulations pertaining to the School as well as to guidelines set forth by the College of Fine and Performing Arts and the University of Nebraska. In addition, the following regulations will apply to all Theatrix events until such time that the Theatrix Council amends them.

5.6.3 Theatrix Council

5.6.3.1 As the governing board of Theatrix, the Theatrix Council will hold equal representation from the major constituents within the Johnny Carson School of Theatre and Film.

5.6.3.2 The Council shall consist of three undergraduate students; two graduate students, two faculty members, and the Artistic, Managing and Technical Directors of Theatrix. The School’s General Manager and Production Stage Manager shall be ex officio members of the Theatrix Council.

5.6.3.3 The Theatrix Council shall be a standing committee and, as such, the Director will appoint all positions yearly. The Theatrix Council will be responsible for the government of


Theatrix as well as to serve as a board of advisors for the Artistic Director.

5.6.3.4 The Theatrix Council will be responsible for the government of Theatrix as well as to serve as a board of advisors for the Artistic, Managing, and Technical Directors.

5.6.3.5 The Theatrix Council shall meet once a month (and emergency meetings if necessary) to ensure that the spirit of Theatrix and its mission are being upheld and that the


organization serves to further the pursuits of the Johnny Carson School of Theatre and Film.

5.6.4 Artistic Director

5.6.4.1 The Artistic Director, along with the Managing and Technical Directors, shall be responsible for the successful operation of the Theatrix season.

5.6.4.2 The Artistic Director shall preside over Theatrix Council meetings;

5.6.4.3 The Artistic Director shall hold weekly production meetings with the directors, Managing and Technical Directors, and the School’s Production Manager;

5.6.4.4 The Artistic Director shall serve as a consultant to the directors;

5.6.4.5 The Artistic Director shall supervise the composition of the Theatrix season (voted on by the council);

5.6.4.6 The Artistic Director shall attend at least 3 rehearsals of each production to ensure the School’s safety guidelines are met and the mission of Theatrix is upheld;

5.6.4.7 The Artistic Director shall assist the Technical Director in supervising each production strike;

5.6.4.8 The Artistic Director shall assist the Managing and Technical Directors in relations between directors and School supervisors;

5.6.4.9 The Artistic Director shall ensure the operation of Theatrix is true to the by-laws; review and update by-laws (then voted on by council) each academic year.

5.6.5 Managing Director

5.6.5.1 The Managing Director, along with the Artistic and Technical Directors, shall be responsible for the successful operation of the Theatrix season.

5.6.5.2 The Managing Director shall keep the minutes of council meetings;

5.6.5.3 The Managing Director shall coordinate with the School’s Theatre Manager on all publicity including, but not limited to:


press releases, interviews, posters, programs, and rights/royalties;

5.6.5.4 The Managing Director shall consult the School’s Production Manager concerning reserving rehearsal space and scheduling;

5.6.5.5 The Managing Director shall act as liaison between directors and the School’s Accounting Clerk concerning budget and reimbursement; attend weekly production meetings.

5.6.6 Technical Director

5.6.6.1 The Technical Director, along with the Artistic and Managing Directors, shall be responsible for the successful operation of the Theatrix season.

5.6.6.2 The Technical Director shall coordinate and supervise all technical elements of each Theatrix production including, but


not limited to: set construction, props, lights, sound, tech and dress rehearsals, and strike;

5.6.6.3 The Technical Director shall ensure that the School’s safety guidelines are met in regards to technical elements;

5.6.6.4 The Technical Director shall ensure that each performance space is returned to “neutral” after each strike;

5.6.6.5 The Technical Director shall act as liaison between directors and School’s Shop Supervisor and Technical Director;

5.6.6.6 The Technical Director shall ensure that the rules set by the School’s Shop Supervisor and Technical Director are upheld; attend weekly production meetings;

5.6.6.7 The Technical Director shall act as consultant to directors and designers.

5.6.7 Directors

5.6.7.1 The directors of the Theatrix productions shall be chosen through an application process voted on by the Theatrix Council (see 5.6.8.1.1).

5.6.7.2 The directors shall be responsible for individual coordination and advising the Artistic, Managing, and Technical Directors of conflicts within the framework of Theatrix.

5.6.7.3 The directors are required to attend weekly production meetings and to adhere to the guidelines under article 5.6.8, Productions.

5.6.8 Productions

5.6.8.1 The following policy will govern the actual production of Theatrix events. It will be the responsibility of the individual director to make sure all components of this policy are met.

5.6.8.1.1 Selection: Students and faculty members wishing to direct a production in Theatrix should complete a Theatrix Production Application and submit it to the Artistic Director by the specified date. (Due dates will be posted on the Theatrix call board.). The Artistic Director will then take potential proposals to the Theatrix Council who will select an appropriate number of productions for the given semester based on the School’s goals and resources available. A


Theatrix production should not run opposite the opening of another School performance.

5.6.8.1.2 Casting: Auditions will be held at the beginning of each semester after the Main Stage casting has been completed. Casting will focus on those individuals not cast in the Main Stage productions. Directors will then hold their own callbacks and compose a proposed cast list. Cast lists will then be submitted to the Artistic Director and a meeting will be held with all Directors and the Artistic Director to finalize casting. The meeting will be held to ensure that School’s human resources are not overextended. Students cast in Main Stage shows must have written permission from the director of that show in order to be cast in a Theatrix production. In accordance with School policy, students on academic probation may audition but will not be cast in Theatrix events.

5.6.8.1.3 Rehearsal Spaces: All rehearsals held within the confines of the Temple Building must be reserved through the Rehearsal Policy as set forth by the Johnny Carson School of Theatre and Film. Directors must consult the Managing Director concerning reservations. Directors must also consult the Artistic and Managing Directors concerning spaces outside of Temple. Directors must give a complete rehearsal schedule to the Artistic, Managing, and Technical Directors, and the School’s Theatre Manager and Production Manager at the beginning of the rehearsal process.

5.6.8.1.4 Production: Individual directors, with the aid of the Artistic, Managing, and Technical Directors, will be responsible for the production values for their shows: not limited to, but including the following...

5.6.8.1.5 Set, Lighting, Sound

5.6.8.1.5.1 Basic requests will be honored inasmuch as they are able with the resources available to Theatrix. The use of a designer(s) will be at the discretion of the director. Scene shop tools may be used with permission of the Shop Supervisor. The scene shop space may be used but not during shop hours. Theatrix may rent other lighting instruments outside of those


marked with the Theatrix logo (see School’s Technical Director). The Theatrix Technical Director must consult the Shop Supervisor concerning use of materials. The director will maintain communication between the designer(s) and the Theatrix Technical Director.

5.6.8.1.5.2 The Johnny Carson School of Theatre and Film Safety Supervisor is to be contacted by each Theatrix technical director and/or director at least two days prior to a Theatrix opening, so that an audience/safety check can be performed.

5.6.8.1.5.3 The Production Manager will place a safety check on the director's schedule. The show will not open until a safety check has been performed and approved.

5.6.8.1.6 Crew

5.6.8.1.6.1 The director will be responsible for filling all crew positions necessary for the run of the show.

5.6.8.1.7 House

5.6.8.1.7.1 The individual director will fill House Managers and ushers positions. Front-of-house will be supervised by the Managing Director.

5.6.8.1.8 Publicity

5.6.8.1.8.1 The director will aid the Managing Director in the design for the posters and distribution of materials pertaining to the production. The director will also consult the Managing Director on press releases and program copy in time for designated deadlines.

5.6.8.1.9 Props

5.6.8.1.9.1 The director must submit a props list to the Technical Director at least one week prior to the props being needed. The Technical Director will then consult the School’s Props Supervisor for borrowing procedures. All props


must be returned to a pre-determined, designated area (i.e. attic) set by the Props Supervisor at the end of the production. The director will adhere to the props policy set forth by the Johnny Carson School of Theatre and Film.

5.6.8.1.10 Costumes

5.6.8.1.10.1 The use of a designer(s) will be at the discretion of the director. If no designer is used the director is responsible for coordinating the costumes. The School’s costume shop may be consulted as a last resort or for “period” items.

5.6.8.1.10.2 Honoring Theatrix requests depend upon the demands of the Mainstage shows. Requests must be made a.s.a.p. through an appointment with the School’s Costume Shop Supervisor. An exact list of items needed and measurements of the actors must be brought to the appointment.

5.6.8.1.10.3 The director is responsible for the dry cleaning. (The costume shop facilities may be used if the items can be laundered.)

5.6.8.1.11 Non-School Property - i.e. scenery, costumes, props, lights

5.6.8.1.11.1 These must have previous approval from the Artistic and Technical Directors (in compliance with School and University guidelines).

5.6.8.1.12 Strike

5.6.8.1.12.1 Directors will ensure that the performance space is cleaned and returned to “neutral.”

5.6.8.1.12.2 All props, tools, and cleaning supplies must be returned to its place, all non-theatre property must be removed from the theatre by the end of the strike, and if in Studio or Howell the floor must be painted black.

5.6.8.1.12.3 All actors, directors, and crew are expected to aid in strike.


5.6.8.1.13 Purchasing

5.6.8.1.13.1 In order to maintain the budget all purchases should be made using the university payment method as determined by the School’s Accounting Clerk and Managing Director.

5.6.8.1.13.2 A purchase voucher should be obtained from the Theatrix Managing or Artistic Director prior to the purchase.

5.6.8.1.13.3 Receipts must be submitted within one week to the Theatrix Managing Director. Reimbursements are strongly discouraged.

5.6.8.1.14 Disciplinary Action

5.6.8.1.14.1 Failure to comply with the above principles will result in review by the Theatrix Council.

Adopted Amended by Faculty on 6/13/1992 Amended by Faculty on 4/16/2001 Revised by Faculty on 2/12/2003 Revised by Faculty on TBA

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