410 Evaluation and Promotion
410.01 Evaluation of Academic Employees
- SUNY Policies of the Board of Trustees, Article XII, Title A provides the basis for the evaluation of academic employees. It further requires that a written communication of such an appraisal be sent to each academic employee concerned.
- In performing evaluations of academic employees, the President of the College may consider, but shall not be limited to, the following criteria:
- Mastery of subject matter - as demonstrated by such things as advanced degrees, licenses, honors, awards and reputation in the subject matter field.
- Effectiveness in teaching - as demonstrated by such things as judgments of colleagues, development of teaching materials or new courses and student reaction, as determined from surveys, interviews and classroom observation.
- Scholarly ability - as demonstrated by such things as success in developing and carrying out significant research work in the subject field, contributions to the arts, publications, and reputation among colleagues.
- Effectiveness of University service - as demonstrated by such things as college and University public service, committee work, administrative work and work with students or community in addition to formal teacher-student relationships.
- Continuing growth - as demonstrated by such things as reading research or other activities to keep abreast of current developments in his/her fields and being able to handle successfully increased responsibility.
- Evaluation of academic employees is performed annually. All academic employees must fill out the "Annual Report and Review" form, which is available from the departmental secretary.
410.02 Promotion of Academic Employees
- Any faculty member may nominate himself/herself to the department or equivalent administrative unit for promotion. Further, any departmental faculty member, department APT committee, or departmental chairperson may nominate members of the department for promotion.
- Each professional staff member holding academic rank who will be seeking consideration for promotion should complete the Academic Staff Promotion Recommendation Form.
- Recommendation for promotions begin with the department chairperson or the department Appointments and Promotions Committee in accordance with the criteria of the Policies of the Board of Trustees, State University of New York, Article XII, Title B., 1981, and any specific procedures and criteria developed by individual departments.
- The department Appointments and Promotions Committee will review each completed form, submit its recommendations to the department chairperson for review and possible additional recommendations.
- The department chairperson, in conference with each member of the department who requests such a meeting, will review the data sheet and recommendations. A copy of the recommendation form will be given to the staff member at the time of the conference.
- The department Appointments and Promotions Committee will review the promotion form if a staff member requests such action. Should the Committee deem necessary, a conference of the concerned staff member, department chairperson, and Committee will be arranged.
- Recommendations on promotions are forwarded from the deans to the Associate Vice President for Academic Affairs no later than the first Friday in December. That office will coordinate the flow of recommendations to the President, Vice President for Academic Affairs, the Personnel Office, and the Affirmative Action Officer.
- If a department chairperson rejects any of the recommendations for promotion made by a departmental committee, the Vice President will schedule a meeting with that department chairperson, and/or chairperson of the departmental committee. At this meeting, a careful and full review of the case will take place.
- The Vice President will forward all recommendations on promotions to the President before the last week in January. During the period between reception of the recommendations from the departments and the forwarding of the recommendations to the President, the Vice President will consult with members of the Vice President's staff, and such other administrative officers and individuals as the Vice President deems appropriate. The Vice President will be responsible for ensuring that evaluation correctly representing the whole range of the staff member's involvement in and performance for the College is presented to the President.
- During the last week in January, the President will meet with the following persons: Chairperson of the Faculty Senate Committee on Appointments and Promotions, the academic deans, and the Vice President to present the President's tentative list of promotions to the department chairpersons. After allowing time for the chairpersons to meet with the department APT chairpersons, appropriate additional meetings may be scheduled to resolve areas without consensus. Such meetings should be scheduled before the end of the first week of February.
- The President of the College will send a "Letter of Intent" by the second Friday in February to each individual the President intends to promote or recommend for promotion. (Faculty Senate Resolution of March 26, 1975, accepted by the President and Administrative Council May 1, 1975.)
- Any faculty member whose request for promotion has been denied may request a review of this decision no later than the first Friday in March. The procedure shall be as follows: (1) a written request to the President for a review of denial of promotion. (2) a meeting with the department chairperson followed, if the faculty member wishes, by (3) a meeting with the Vice President, then (4) a meeting by written request with the President of the College if the matter is not resolved to the faculty member's satisfaction in Step 3. Steps 1, 2, 3, and 4 (supra) shall be completed no later than the first Friday in April. (Faculty Senate Resolution March 30, 1976, and approved by the President and Administrative Council on April 28, 1976.)
- The time schedule for the procedures should be in the Academic Staff Promotion Form, which each faculty member completes, in order that the February deadlines can be met.
- Procedures for implementing promotions for the Delta College have been developed for faculty members applying for promotion who are teaching or who have taught in the Alternate College since their last promotion.
- Those faculty members who are applying for promotion and who since the period of their last promotion have taught in the Alternate College must have a description of duties and responsibilities and an evaluation of their teaching effectiveness and performance while assigned to the Alternate College included in their application file. Such faculty members should contact the Dean for General Education for specific instructions.
- Recommendations from the primary unit for such faculty members are to be processed in accordance with the procedures outline in 220.02.01 - 220.02.13 above. The recommendation of the Alternate College APT Committee and the Dean for General Education will be forwarded to the faculty member's primary unit no later than the second Friday in November.
410.03 Evaluation and Promotion of Professional Employees
Article XII, Title C, of the SUNY Policies of the Board of Trustees, 1981, provides the basis for evaluation and promotion of professional employees in the Professional Services Negotiating Unit. The Memoranda of Understanding Relating to Evaluation and Promotion serve as the basis for Brockport's policy.
- Evaluation Policy: It shall be the policy of the University to evaluate the performance of all professional employees in the Professional Services Negotiating Unit as hereinafter provided.
- The following terms shall be defined as provided in Article 4 of the Agreement between the State of New York and United University Professions: "University," "professional employee," "college president," "college."
- "Professional position" shall mean a position in the Professional Services Negotiating Unit other than a position of academic or qualified academic rank.
- "Immediate supervisor" shall mean the person so designated by the college president for the purposes herein.
- "Employment status" shall include but not be limited to personnel actions involving appointments, promotion, transfer, reassignment, and discretionary salary increase.
- Purposes: The performance of each professional employee shall be evaluated in order to:
- Provide the college president with consultation in making a decision to renew or non-renew a professional employee's appointment.
- Provide a base for performance improvement.
- Serve as a guide to reevaluate job functions.
- Provide the college president with consultation in a decision as to promotions and discretionary salary increases.
- Provide a basis for career growth.
- Implementation: This memorandum of understanding shall be implemented as of September 30, 1981.
- Evaluation is a continuing process carried out on a daily basis. A formal evaluation should be the expression of this ongoing process.
- Responsibility: Upon initial appointment, the college president or designee shall give written notice to each new professional employee of the person designated as immediate supervisor. Each immediate supervisor shall be responsible for evaluating the performance of professional employees who work at the supervisor’s direction. Such performance evaluations shall be conducted for the purposes described in Section 3 above and at regular intervals as specified below
Upon written request of the professional employee to the college president, the college president or designee shall provide written notice to the employee of the person who has been designated as the employee's immediate supervisor.
The college president or designee shall provide written notice of any change in the immediate supervisor within 30 calendar days of the change.
- The immediate supervisor of a new professional employee shall consult with such new employee concerning a performance program and the system of evaluation within the first month of the initial appointment. The performance program shall be established within 15 working days from the date of consultation.
- The performance of each professional employee, without regard to employment status, shall be formally evaluated in writing by the immediate supervisor once each year during the length of the employee's appointment, and as changing conditions warrant, except where the employee is serving his or her final year of University service.
- If, as part of the informal ongoing evaluation process, the immediate supervisor identifies a continuing need for improvement in the employee's performance, it is the responsibility of the immediate supervisor to discuss this with the employee without delay, and with specific suggestions for improvement.
- Initial Consultation: The evaluation process shall begin with a discussion between the immediate supervisor and professional employee concerning the following:
- The nature of the professional employee's duties and responsibilities;
- Supervisory relationships;
- Functional relationships;
- Immediate and long-term objectives;
- Criteria for evaluating achievement of objectives.
- Determination of objectives and criteria: Consistent with the professional employee’s duties and responsibilities, as well as the employee's role in contributing to the aims of the University, the immediate supervisor, after consultation with the professional employee, shall determine the objectives to be achieved during the evaluation period. Appropriate criteria for evaluating the degree to which objectives are met shall be determined in the same fashion
As they relate to the particular duties, responsibilities, and objectives to which the professional employee is assigned, the following criteria, where applicable, should be among those on which the evaluation is based:
- Effectiveness in performance - as demonstrated, for example, by success in carrying out assigned duties and responsibilities, efficiency, productivity and relationship with colleagues.
- Mastery of specialization - as demonstrated, for example, by degrees, licenses, honors, awards, and reputation in professional field.
- Professional ability - as demonstrated, for example, by invention or innovation in professional, scientific, administrative, or technical areas; i.e., development or refinement of programs, methods, procedures, or apparatus.
- Effectiveness in University service - as demonstrated, for example, by such things as successful committee work, participation in local campus and University governance, and involvement in campus - or University-related student or community activities.
- Continuing growth - as demonstrated, for example, by continuing education, participation in professional organizations, enrollment in training programs, research, improved job performance, and increased duties and responsibilities.
The foregoing criteria and examples thereof are presented for descriptive and explanatory purposes only and are in no way intended to be all inclusive or to limit the immediate supervisor in the selection of appropriate criteria for evaluation.
- Consultation with secondary sources:
- Secondary sources are agencies, offices, or individuals, which will be involved with the performance of the employee and may affect the employee's ability to achieve the stated objectives.
- The immediate supervisor, after consultation with the professional employee, shall identify in the written performance program the secondary sources to be consulted as part of the evaluation process and the relationship between each secondary source and the professional employee.
- Performance program:
- The results of discussions with the professional employee, in accordance with provisions of (3) through (5) above, shall be reduced in writing by the immediate supervisor and shall constitute the performance program on which formal evaluation for the ensuing evaluation period will be based.
- Copies of this program, signed and dated by the professional employee and the immediate supervisor, shall be distributed to the professional employee, the evaluator's supervisor and a copy shall be placed in the professional employee's personnel file. If the supervisor and the employee do not concur on the performance program, the employee has the right to attach a statement to the performance program within 10 working days from receipt.
- Modification of the performance program: As circumstances warrant, the immediate supervisor and the professional employee shall meet to review the appropriateness of elements of the performance program. Modifications in the performance program by the immediate supervisor shall be specified in writing commensurate with provisions of (3) through above.
- Formal evaluation:
- Formal evaluation shall be based upon the professional employee's performance program, modified as appropriate to reflect changed circumstances.
- The immediate supervisor shall prepare a preliminary evaluation report and a new performance program. All evaluations shall include a summary of information from the secondary sources identified in the performance program. Commendable performance and/or areas in need of improvement may be identified. The preliminary report shall include a summary characterization of such employee's performance as "satisfactory" or "unsatisfactory." The report shall contain recommendations relating to: renewal or non-renewal of the professional employee's appointment when appropriate; promotion when appropriate; discretionary salary increase when appropriate; or other actions affecting the employment status of the professional employee. In any event, the employee shall receive the recommendation made by the immediate supervisor pertaining to reappointment no later than 45 calendar days prior to the date upon which notice of non-renewal is due.
- The immediate supervisor and the professional employee shall meet to discuss the preliminary evaluation and a new performance program. The extent to which information from secondary sources has influenced the evaluation report shall be reviewed with the employee during this discussion. If an evaluation is characterized as "unsatisfactory," the basis for this characterization shall also be a part of this discussion.
- Commensurate with the provisions of (3) through (7) above and prior to concluding the discussion, the immediate supervisor and the professional employee shall discuss a new performance program.
- Based upon the evaluation of the professional employee in relation to such employee's performance program and based upon information obtained during discussion with such employee in accordance with (b) through (d) above, the immediate supervisor shall prepare a final written evaluation report which shall include a summary characterization of such employee's performance, any appropriate recommendations, and to which a new performance program shall be attached.
- The employee's signature on the final evaluation report signifies only that the employee has received and discussed it with the immediate supervisor, and does not represent agreement or disagreement with the evaluation.
- Disposition of final evaluation report:
College Committee on Professional Evaluation:
- The immediate supervisor shall provide the professional employee with a dated copy of the final evaluation report as soon after completion of the evaluation process as practicable, but not less than forty-five (45) calendar days prior to the notification date for non-renewal of a term appointment for a professional employee serving on such appointment. The original written, dated and signed evaluation report shall be placed in the professional employee's personnel file, a copy of which shall be forwarded to the evaluator's supervisor.
- A professional employee who seeks a review of a final evaluation report characterized as "unsatisfactory" must inform in writing the immediate supervisor, the Chair of the Committee on Professional Evaluation, and the college president or designee within ten (10) working days of receipt of the report.
- Upon being notified that the professional employee is requesting a review, the immediate supervisor shall, within five (5) working days, provide the Chair of the Committee on Professional Evaluation a dated copy of the final evaluation report.
- If the final evaluation report contains recommendations affecting a professional employee's employment status or is to be reviewed by the Committee on Professional Evaluation, it shall be sent to the college president or designee.
- If the final evaluation report sent to the college president is not to be reviewed by the Committee on Professional Evaluation, the college president shall take such action as is deemed appropriate with respect to recommendations contained in such report. Otherwise, action shall be delayed until the Committee on Professional Evaluation has completed its review and submitted its recommendations to the college President or designee; however, failure of the Committee to initiate and complete a timely review shall not prevent the college president from acting upon recommendations in the final evaluation report to conform with notice requirements in event of non-renewal of term appointments.
- Within thirty (30) calendar days after execution of the 1981 revised Memorandum of Understanding between the State University and United University Professions relating to a system of evaluation, a five person Committee on Professional Evaluation shall be formed at each college.
The Committee shall consist of three (3) professional employees serving in positions in the negotiating unit at each college, elected at large by all of the professional employees in the negotiating unit at the college in accordance with procedures developed and implemented by the UUP chapter president. The college president shall select the remaining members. The Committee from among its members shall select the chair.
In the event of a resignation or the inability of a member to serve, that member shall be replaced within thirty (30) calendar days pursuant to the procedures outlined in A above.
During the period September 1 to September 30 of each year, the UUP chapter president, at his or her discretion, may choose to replace any or all members of the Committee elected at large by the professional employees in the negotiating unit and cause a new election to be held pursuant to the above procedures to fill the vacancy or vacancies
created. Additionally, during the same period each year, the college president, in his or her discretion, may choose to replace any or all members he or she has selected to serve on the Committee and select a new member or members to fill the vacancy or vacancies created. The newly established Committee will commence service on October 1.
- Process of Review:
- The Committee on Professional Evaluation established pursuant to Section VI A shall, upon the timely request of a professional employee, review a final evaluation report characterized as "unsatisfactory."
- Committee review shall address both the procedures and substance of the unsatisfactory evaluation.
- As part of its review, the Committee at its discretion:
- Shall have access to all previous formal evaluations of the professional employee concerned;
- May request and consider any additional comments by either the immediate supervisor or the professional employee;
- May request information pertinent to the review from secondary sources;
- May request that the immediate supervisor and/or the appellant meet with the Committee and respond to inquiries;
- Shall be free to call upon any other individual whom they believe has information relative to the evaluation. All individuals shall be encouraged to cooperate with the Committee if so requested.
- Disposition of Committee Report: The Committee shall complete the written recommendations within twenty-five (25) working days from the date of appeal with copies to the professional employee, the immediate supervisor, the evaluator's supervisor and the college president. Within ten (10) working days of the issuance of the report, the college president shall take action as he or she deems appropriate and shall give written notice of such action to the professional employee, the immediate supervisor, the evaluator's supervisor and the Committee on Professional Evaluation.
- Promotion Policy: It shall be the policy of the University to give consideration for promotion to all professional employees in the Professional Services Negotiating Unit and to permit the promotion of any such professional employee as hereinafter provided.
- The following terms shall be defined as provided in Article 4 of the collective bargaining agreement between the State of New York and the United University professions: "University," "professional employee," "college president," "college."
- "Professional position" or "position" shall mean a position in the Professional Services Negotiating Unit other than a position of academic or qualified academic rank.
- "Promotion" shall mean an increase in a professional employee's basic annual salary accompanied by movement to a higher salary level with a change in title:
- Resulting from a permanent significant increases or changes in the employee's duties and responsibilities as a consequence of movement from one position to another of greater scope and complexity of function at the same or different campus; or
- resulting from a permanent significant increase in the employee's duties and responsibilities as a consequence of a permanent increase in the scope and complexity of function of the employee's position.
The criteria to be used in considering an employee for promotion shall be those defined in Section III, Paragraph D.
- System of Promotion:
The Panel shall:
- Professional Ranks: The University shall establish six salary levels designated 1, 2, 3, 4, 5 and 6.
- University Review Board: The University shall maintain a University Review Board to review appeals in accordance with appropriate provisions of Paragraph E (2) below from decisions of the college president not to make promotions of the type defined in Section 2, paragraph C (2).
- College Review Panel: Each college president shall continue the procedure by which the professional employees shall elect a College Review Panel. Such Panel shall consist of not less than five (5) nor more than seven (7) members elected at large by all professional employees in the negotiating unit.
The foregoing criteria and examples thereof are presented for descriptive and explanatory purposes only and are in no way intended to be all-inclusive.
- Review applications for promotions of the type defined in Section 2, paragraph C (2) and make decisions and recommendations with respect to such applications in accordance with appropriate provisions of paragraph E (2); and
- Review applications for salary increases resulting from a permanent and significant increase in duties and responsibilities which are not accompanied by a change in title or rank.
- Criteria for Promotion:
- The criteria to be used in considering an employee for promotion shall be those which relate to the particular type of duties and responsibilities for which the employee is being considered; for example:
- Effectiveness in performance--as demonstrated, for example, by success in carrying out assigned duties and responsibilities, efficiency, productivity, and relationship with colleagues. Satisfactory supervisory evaluations of a professional employee's performance at the present level of duties and responsibilities shall be considered. Additionally, supervisory comments on such evaluation regarding the professional employee's projected capabilities to function at an increased level of responsibility shall also be considered.
- Mastery of specialization--as demonstrated, for example, by degrees, licenses, honors, awards, and reputation in professional field.
- Professional ability--as demonstrated, for example, by invention or innovation in professional, scientific, administrative, or technical areas; i.e., development or refinement of programs, methods, procedures, or apparatus.
- Effectiveness in University service--as demonstrated, for example, by such things as successful committee work, participation in local campus and University governance, and involvement in campus or University-related student or community activities.
- Continuing growth--as demonstrated, for example, by continuing education, participation in professional organizations, enrollment in training programs, and researc
-Colleges shall notify the University Office of Personnel Services of all present or potential vacancies in positions in the Professional Services Negotiating Unit which are intended to be filled. The University shall announce position vacancies of which it has been notified and shall provide proposed salary ranges, minimum qualifications, and brief descriptions of the positions. The announcements shall also specify information required from applicants for each such position and shall contain time limits for the receipt by the college of applications. All professional employees who file an application with the appropriate college within the specified time limitations shall be considered for the position for which they have applied.
- Method of Promotion:
- Vacant position
- Promotions of the type defined in Section 2. Paragraph C(1) shall be made as follows:
- The college may elect to conduct personal interviews. In that event the college may select from among all applicants for a position those for whom personal interviews will be arranged. In such cases, all applicants shall be notified whether they have been selected for an interview. Applicants who are not selected for personal interviews will be advised that they will not receive further consideration for promotion to the current vacant position for which they applied.
Prior to promoting or appointing the successful applicant the college shall inform all remaining unsuccessful applicants of their non-selection. The college decision shall be final, provided, however, that all promotions or appointments shall be subject to approval in accordance with Policies of the Board of Trustees.
- If, in the judgment of the college president, and pending the completion of the procedures described herein, an emergency exists which requires any such vacant position to be filled immediately, an employee may be offered the position on an interim basis. If the position is filled on a permanent basis by another person, such employee shall return to the previously held position without loss of benefits.
- Each college or the University, as the case may be, will make a good faith effort to comply with provisions of (a) above. The failure of any college or of the University, as the case may be, to announce position vacancies or otherwise to follow procedures in (a) above, or the failure of individual professional employees to be made aware of such announcements or to file an application for vacant positions as provided in (a) above shall not affect or operate to invalidate any promotion or appointment to such vacant positions nor shall anything contained herein be construed to require a college or the University to make promotions or appointments from among professional employees presently employed by the University.
- Present position
Any employee who meets the criteria defined in section 3, paragraph D (1) may apply for promotions of the type defined in section 2, paragraph C (2) provided that the employee first has requested a recommendation for such a promotion from the employee's immediate supervisor and the request has been denied at an organizational level below that of the college president
Application for promotion must be made by completing forms to be provided by the University and submitting them to the College Review Panel.
- The Panel shall review all such applications for promotion. If it determines that the increase or change in duties and responsibilities under consideration does not warrant promotion, the Panel shall notify the employee. Further appeal from such determination of the College Review Panel shall not be permitted.
If the Panel determines that the increase or change in duties and responsibilities under consideration warrants promotion, it shall forward its recommendations to the college president. A copy of such recommendation shall be sent to the applicant.
The decision of the college president shall be final, provided, however, that a decision by the college president which is claimed by the applicant to be arbitrary or capricious may be appealed on such basis to the University Review Board by such person in accordance with appropriate provisions stated below. A copy of such appeal shall also be sent to the college president. In the event of such appeal the college president may forward the President's recommendations to the University Review Board. A copy of such recommendation, if any, shall also be sent to the College Review Panel and the applicant.
- In considering appeals from decisions of the college president not to promote which decisions are claimed to be arbitrary and capricious, the University Review Board or its designee shall: review recommendations from the College Review Panel and college president; examine the duties, responsibilities, scope and complexity of the position involved; and determine by appropriate means and standards, which may include but not be limited to tests of internal and external consistency, desk audits and other commonly accepted review methods, whether promotion is warranted. The University Review Board's decision shall be final.
- Applications for promotion which are disapproved may not be resubmitted for a period of either eighteen (18) months, or until the employee's performance program has been changed, whichever is sooner, following a disapproval by the College Review Panel, by the president or if an appeal is taken to the University Review Board, by that Board.
- Salary Increase: An employee who has been assigned a permanent and significant increase in duties and responsibilities as demonstrated by the employee's performance program may apply for a salary increase provided that the employee first has requested a recommendation for such a salary increase from the employee's immediate supervisor and been denied at an organizational level below that of the college president. Application for a salary increase must be made by completing forms to be provided by the University to which are attached the current performance program and the next most recent performance program and submitting them to the College Review Panel.
The Panel shall review all such applications for salary increase submitted in accord with these guidelines. If it determines that the increase or change in duties and responsibilities under consideration does not warrant a salary increase, the Panel shall notify the employee, college president, and immediate supervisor. Further appeal from such determination of the College Review Panel shall not be permitted.
If the Panel determines that the increase or change in duties and responsibilities under consideration warrants a salary increase, it shall forward its recommendations to the college president. A copy of such recommendation shall be sent to the applicant.
The decision to provide a salary increase is within the discretion of the college president and the college president's decision shall be final.
- Notwithstanding anything contained herein, a college president may:
- With respect to the type of promotion defined in section 2, paragraph C (2), promote or recommend for promotion, as the college president's scope of authority permits, any professional employee on the campus; and
- Make upward adjustments in the salary of individual employees.
410.04 Evaluation of the President
The Faculty Senate will undertake a regular evaluation of the campus president to coincide with the time of the Chancellor's presidential evaluation so that the Faculty Senate President or his/her representative can represent the Senate views to the Chancellor during his/her evaluation process. (Faculty Senate Resolution #11, 1989-90)
410.05 Local Procedures for Out-of-Season Raises
Requests for in title and grade out-of-season salary increases (promotions) should be submitted by the appropriate Vice President to the Assistant to the President. Such requests must include the following:
- A copy of the subordinate employee's current performance program.
- A copy of the proposed new performance program in which the permanent and significant increases in duties and/or responsibilities are clearly highlighted.
- An organization chart for the Vice President's area, which includes titles, PR-Grades, and salaries of all positions at the same, level or above the level of the position in question, as well as all positions directly subordinate to the position.
- A statement from the appropriate Vice President addressing the following:
- The impact of the new duties (i.e., does the change constitute a new position or function; do the changes clearly constitute an increase in duties and/or responsibilities; or is the employee being relieved of other former responsibilities at the same time. If other duties and responsibilities are being removed, how will they be accomplished in the future, if necessary, and what will they cost, etc).
- The impact of the approval of the in-title and grade promotion upon other professionals/ staff in the Vice President's area of responsibility (i.e., will the increase in duties and responsibilities be obvious to them; will it generate a lot of "me too" requests, etc.)
The Assistant to the President will review the request to determine:
- Whether the current PR-Grade will permit the requested salary increase.
- Whether the request is within the authority of the campus to approve or whether it requires approval of Central Office and/or the Division of the Budget.
- Whether the current title is appropriate for the duties and responsibilities of the position (i.e., is a reclassification in order).
Once this review is completed, the Assistant to the President shall call a meeting with the Vice Presidents to review the impact the approval of the request would have upon the organization as a whole. Appropriate review should include the relationships of the proposed salary for the position in question with salaries paid to similar positions assigned to other Vice Presidents, the unique external market value for the expertise required of the position, the impact upon the personal service budget account in which the position is budgeted, and consideration of the weighted factors contained in SUNY's point-factor analysis systems, among others.
Upon completion of consultation with the Vice Presidents, the Assistant to the President will forward all written recommendations to the President and appropriate action will be initiated.
410.06 Instructional Faculty Utilization Policy
- In evaluating faculty utilization, the College considers the total set of responsibilities of the faculty member in all areas of obligation as indicated in Article XII, Title A, of the Policies of the Board of Trustees. The distribution of teaching, scholarship and service activities is determined in a consultative process and takes into consideration how the particular faculty member's abilities and talents can best be utilized to realize the mission of the academic program and of the College.
- Faculty responsibilities consist of scholarship, teaching, and service activities as decided through a consultative process between the faculty member and the chair with review by the dean, with teaching assignments usually consisting of the equivalent of three to four three credit courses plus individual and small group instructional activities as are appropriate and traditional in a given discipline. In evaluating the extent of teaching activities, account is taken of the specifics of the faculty member's teaching-related activities such as class size, contact hours, advisement responsibilities, number of preparations, newness of preparations, administrative duties in connection with the instructional program, and other academically relevant considerations. If a faculty member's activity in teaching scholarship or service is unusually low or unusually high, the chair the chair, in consultation with the dean, make adjustments as practical to develop a set of activities more appropriate to the department's and the College's mission. In some cases this may mean adjustments from semester to semester.
- Chairs or deans, in consultation with a given faculty member, can recommend to the Vice President for Academic Affairs a change in the distribution of that faculty member's expected responsibilities in one or more of the functions normally expected of full-time faculty members because of increased or reduced activities or assignments in other areas.
- Where such changes are of a long-term nature or involve the assigning of an additional title, the President through the regular personnel process must approve them.
- Department chairs and deans review each faculty member's activities annually. The primary document for review is the "Annual Report and Review" form in which faculty members indicate their activities and accomplishments during the current year and foreshadow plans for the following year. Supplementary documents as appropriate--such as CASA and other reports--indicating instructional activities, service, and scholarship may be used as well. In addition to this annual evaluation, faculty are evaluated in more detail for renewal of appointments, tenure, promotion, and discretionary salary increase consideration according to criteria and procedures contained in the Calendar of Personnel Processes issued by Academic Affairs annually. The Deans and the Vice President for Academic Affairs review all Annual Reports, which are then filed in the faculty member's official personnel file.
- In evaluating part-time faculty, the above procedures are modified to review part-time faculty only for the specific assignments for which they are appointed.
- The Vice President for Academic Affairs, in consultation with the Deans, reviews course enrollments annually by examining all courses with enrollments of less than 10 students to determine whether or not such courses are justified for continuing offering and, if so, at what frequency.
- The Vice President for Academic Affairs, in consultation with the Deans, reviews faculty utilization annually to ensure an effective, efficient, and equitable use of faculty to enable the campus to achieve its educational mission.
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