1. Preliminary discussion with the Dean, in the context of the College's mission and the department's needs, leads to the submission of an Initial Request to Fill Vacancy Form found at http://www.cwu.edu/~hr/search/index.html. Accompanying this form should be a written rationale, prepared by the Chair, documenting the need for the position and explaining how the hire will advance the department's immediate and long-term programmatic objectives. See "Hiring Rationale", section 5.2 below, for suggested format of this rationale. The Dean will confer with the Chair to establish appropriate rank, salary range, and duties for the position description. All full-time searches and hiring decisions must be approved by the Provost. Final determination of these and other matters, such as length of probationary period, will be made by the Dean after candidate selection.
2. It is recommended that job descriptions address scholarly/creative expectations along with disciplinary expertise required for the position.
3. According to the CWU University Policies Manual, 1-8.1.4.2-2: One of the responsibilities of Appointing Authorities is: "Establish, appoint, and approve in writing all search committee members for new or vacated positions." Therefore, once the search is approved by the Provost, the Dean appoints a search committee in consultation with the Chair. Current CWU standards require inclusion of one woman and one minority member on the committee. The Dean may appoint at least one search committee member from outside the department.
4. The search process will follow established University guidelines, as outlined on the Human Resources website at: http://www.cwu.edu/~hr/search/index.html The entire process is now online, and applicants are encouraged to apply online.
5. The Dean should receive copies of the CV, letter of application, and letters of reference for all finalists. A 30-minute interview should be scheduled with the Dean for each finalist, preferably toward the end of the campus visit. The Dean should also be invited to candidates' public presentations.
6. Once the campus interviews are completed, the department should determine a ranking of the candidates. The Chair should submit to the Dean a written rationale for the rankings. The rationale should focus on each candidate's work and potential as a teacher and scholar/artist-not on personality. The Dean, with the approval of the Provost and in consultation with the Chair, determines the terms of the offer to the candidate selected, and tenders the formal offer.
7. Search and start-up costs will initially be borne by the department. Departments may apply for reimbursement for both search and start-up costs, subject to the following provisions:
   1. Reimbursement will be available for search costs up to a maximum of $1,000 per search. Copies of all appropriate receipts must be submitted and expenditures must follow College guidelines. Attach all receipts to the CAH Request for Search and/or Start-up Cost Reimbursement.
   2. Reimbursement for start-up costs up to a maximum of $1,000 may be available. However, in cases where departments are replacing faculty who received a new computer within the prior year, no reimbursement will be allowed. Departments are expected to use recently purchased computer equipment for new hires whenever possible. Copies of all appropriate receipts must be submitted in a timely manner. Expenditures must follow College guidelines. Attach all receipts to the CAH Request for Search and/or Start-up Cost Reimbursement.
8. See section 5.3 below for CAH search guidelines

Demonstrate a carefully thought out argument that emphasizes curricular directions, the future emphases and trends of the program, evolving areas of student interest and demand, and a coherent programmatic philosophy and structure. Please do not use this document to express frustrations or extended complaints. Straight forward statements of need, constructive programmatic oversight and future-directed thinking are the best strategies.

1. Title and one-line description of position
2. Probable position description (level of hire, expertise sought, qualifications required and desired, teaching duties - 1 short paragraph)
3. If replacement: one-sentence explanation
4. If new position: one-sentence summary of key need
5. Statement of need to include such things as (two pages maximum):
   • How position fills need in curriculum
   • How combination of areas of expertise addresses curricular needs of the department, current and future
   • How position fits into department's strategic plan
   • Enrollments in courses and program that warrant the hire
   • Changes in numbers of majors, FTE's, graduate students
   • Centrality of the area-how many students and programs does it serve outside of the department
   • A chance to make a key addition to an interdisciplinary program, productive research group, etc.
   • Position will give better than normal chance of increasing diversity
   • Position is in line with program review recommendations
   • Accreditation issues
   • Other supportive or explanatory data

1. Search Caveats:
   1. Where possible, use telephone or interactive video interviews with candidates to narrow down the pool before extending invitations for campus visits. If your discipline has a major conference where job interviews are conducted, you may want to take advantage of this opportunity to conduct screening interviews.
   2. Flying to Seattle (rather than Yakima) is less expensive.
   3. Use campus lodging if possible. Do not under any circumstances house candidates in private homes.
   4. Meal reimbursement for candidate and search committee chair or representative only.
   5. Keep on-campus interview time to a maximum of two days.
   6. Make thoughtful decisions on advertising. For tenure-track searches, choose the national journal (paper and online) that will garner you the biggest and most diverse applicant pool; work with Human Resources to attract the most diverse pool possible.
   7. Plan on bringing two or three candidates to campus for each position. For candidates' public presentations, try to get as many students and faculty from outside the department in the audience as possible. Be sure candidates have a chance to meet with some students.
   8. All candidates should be treated alike-even internal candidates. Even though internal candidates know the faculty, they must be taken to meals, etc. just like any other candidate.
   9. Get CWU pocket folders from the bookstore and fill them with leaflets and brochures about CWU and the region. Raid the Chamber of Commerce. Provide each candidate with a folder at the beginning or end of the campus interview.
2. 1. Please review the Collective Bargaining Agreement carefully for minimum qualifications for rank and credit for prior service.
   2. Job descriptions for tenure-track positions should incorporate language about requiring "potential for excellence in teaching and scholarship/creative activity" (to be adjusted for more senior appointments).
   3. Once the hire is made, the Chair should be in contact with the new faculty member to see what sample syllabi are needed, what special requests or needs for office or classroom the person might have, and what other needs or concerns can be addressed. Faculty in the department should send welcoming email messages and offer to be of assistance.