Faculty Handbook

Please contact the Office of the Provost for hard copies of the Faculty Handbook

Contents

Foreword

This Faculty Handbook is intended to provide faculty members of Pratt Institute with a collection of the current policies and procedures of Pratt Institute. This Handbook reflects Institute policy at the date of publication and is subject to change.

This Handbook does not confer any contractual right nor does it guarantee any fixed term or condition of employment. Many of the personnel policies for the faculty are addressed by the Collective Bargaining Agreement between the Pratt Institute administration and the United Federation of College Teachers (here-after referred to as CBA). This handbook is not intended to replace or otherwise contravene any provision or any requirement of the current CBA. Thus Pratt faculty should consult the CBA on specific issues pertaining to personnel, benefits, workload, and any or all conditions of employment.

Pratt Institute is a unique undergraduate and graduate college, with faculty requirements and needs differing from a liberal arts institution. Faculty members at Pratt are required to exhibit creativity and flexibility in their roles and responsibilities both inside and outside the classroom and studio. Pratt’s faculty members are prominent in many fields and initiate much of the academic and innovative activity at the college. ↸ back to Contents

1. Institute Organization and Governance

Mission

The mission of Pratt Institute is to educate artists and creative professionals to be responsible contributors to society. Pratt seeks to instill in all graduates aesthetic judgment, professional knowledge, collaborative skills and technical expertise. With a firm grounding in the liberal arts and sciences, a Pratt education blends theory with creative application in preparing graduates to become leaders in their professions. Pratt enrolls a diverse group of highly talented and dedicated students, challenging them to achieve their full potential. ↸ back to Contents

History

For more than 100 years, Pratt Institute has provided innovative leadership in education in a broad range of artistic and technical fields. It has achieved international recognition as one of a small number of leading schools of art, design, architecture, and information and library science in the nation, dedicated to combining theory and practice within the framework of a strong foundation in the liberal arts and sciences.

Pratt counts among its distinguished faculty and graduates hundreds of America’s leading artists, architects, designers, librarians, information scientists and urban planners, linking the Institute’s academic programs with many of the most successful professional firms and practitioners in those fields. Each year thousands of exceptionally able and talented students from every state in the union and dozens of foreign countries come to Pratt to take part in its extraordinary academic and artistic life. Most go on to rewarding careers in business, industry, government and the professions, their lives having been changed positively by their Pratt experiences.

Pratt’s 25 acre park-like Brooklyn campus and its New York City site are conveniently located near the heart of Manhattan, an international hub of design and the fine arts. Pratt is within easy reach of major national museums and libraries and is the gateway to the professional world of art, design and architecture. Talented and accomplished faculty members, active in their fields, and a superbly talented student body unite to produce an atmosphere rich in possibilities. Classroom, studio and field experience are combined with a high degree of personal attention and strong links to networks in the professional world. These resources create an unparalleled opportunity for students to reach their personal and professional goals. ↸ back to Contents

Accreditation

Pratt Institute is a coeducational undergraduate and graduate institution chartered and empowered to confer academic degrees by the State of New York. The certificates and degrees conferred are registered by the New York State Education Department. Pratt Institute is accredited by the Middle States Commission on Higher Education, 3624 Market Street, Philadelphia, PA 19104, 215-662-5606. The Commission on Higher Education is an institutional accrediting agency recognized by the U.S. Secretary of Education and the Commission on Recognition of Post-secondary Accreditation. The School of Art & Design is an accredited member of the National Association of Schools of Art and Design. The School of Architecture’s degree programs are accredited by the National Architecture Accreditation Board. The undergraduate Interior Design program is accredited by the Foundation for Interior Design Education Research. The graduate program in Library and Information Science is accredited by the American Library Association. The graduate program in Creative Art Therapy is approved by the American Art Therapy Association. ↸ back to Contents

Board of Trustees

The board of trustees is the legal governing body of Pratt Institute, responsible for assuring the financial health and future growth of the Institute, and instrumental in fundraising and maintaining contacts with people, institutions and resources. As the chartered legal entity for Pratt, the board is the final institutional authority and grants all degrees awarded by the Institute, upon recommendation of the faculty. The board assures administrative competence, effectiveness, stability and continuity by working closely with the president, who oversees the other officers of the institution. The board also has responsibility for articulating general education policies and academic goals and has the final approval of all programs, curricula and courses. Both trustees and officers recognize the responsibility and authority of the faculty in developing, implementing, and monitoring the quality of Institute programs, curricula and courses. ↸ back to Contents

Administrative Structure

This section provides information about the appointment, duties, and evaluation of the four positions within the administrative structure:

President

The president is appointed by the board of trustees. As the chief executive officer of the institution, the president has overall responsibility for Institute leadership. The president supervises and directs the affairs of the Institute, assuring that the standards and procedures used by the institution conform to the policies established by the board of trustees and to the standards of sound academic practice. He or she shares responsibility for the definition and attainment of goals. The president is responsible for: maintenance of existing institutional resources, creation of new resources, being the chief spokesperson and representative of Pratt Institute, and working for wider public understanding and recognition of the college. In all these areas, the responsibilities of the president are to plan, organize, direct, and represent. Reporting to the president are the provost, and the vice presidents for Student Life, Finance and Administration, Institutional Advancement, and Enrollment Management. ↸ back to Contents

Senior Officers, Reporting to the President

Provost

The provost is appointed by the president, subject to board approval with the advice of and in consultation with the faculty and other appropriate groups. The provost is the officer in charge of the Institute when the president is absent or not available and administers the campus in the absence of the president. The provost is the chief academic officer of the Institute and, as such, has responsibility for the academic programs of Pratt Institute. The provost is directly responsible to the president for planning, integrating, coordinating, and implementing all educational programs, including instruction and faculty development to accomplish the aims of the Institute, and is also responsible for day-to-day management of its academic operations including faculty contractual agreements, campus exhibitions, and academic computer support services. In addition to the deans of each school and the dean of Libraries, the following administrators report to the provost: director of Continuing and Professional Studies, director of Exhibitions, director of Academic Computing, the registrar, director of Pratt Institute Center for Community and Environmental Development, and director of Higher Education Opportunity Program.

Vice President for Finance and Administration

The vice president for Finance and Administration assumes oversight for institutional administrative services and all budget monitoring and control for campus facilities; he or she also relates closely to the Board of Trustees Finance Committee. Reporting to the vice president for Finance and Administration are the comptroller, bursar, director of Budget, director of Human Resources, director of Administrative Computing, Food Service, Art Supply/ Bookstore, director of Security, the director of Physical Plant and the Director of Research.

Vice President for Enrollment Management

The vice president for Enrollment Management, working with the various deans and chairs, is responsible for recruiting and admitting students to the Institute as well as retaining current students. In addition, the vice president for Enrollment Management guides the Institute on setting and achieving institutional strategic enrollment goals and financial aid programs. Reporting to the vice president for Enrollment Management are the directors of Undergraduate Admissions, Graduate and International Admissions, Transfer Admissions, Academic Marketing and Financial Aid.

Vice President for Student Affairs

Under the direction of the Vice President for Student Affairs, the Student Affairs Division provides programs and services that promote student personal and professional development; fosters a campus environment that is conducive to student learning; and advocates for and supports students as they meet the challenges of the Pratt experience. This division includes the office of the vice president and the departments of Athletics, Recreation, and Intramurals, Campus Ministry; Career Services; Disability Services; International Affairs; Health and Counseling Services; Residential Life and Housing; and Student Activities and Orientation. The vice president’s office adjudicates human rights complaints, offers a variety of ombudsperson services and coordinates the annual Family Weekend.

Vice President for Institutional Advancement

Under the direction of the president, this position has primary responsibility for planning and directing fundraising strategies and programs to enhance awareness of the Institute’s accomplishments in order to support marketing, admissions recruitment efforts, and community outreach. Responsibilities include internal and external communications including media relations and advertising, Institute publications, Institute public events, and alumni relations and database development. The director of Development, the director of Public Relations, the director of Publications and the director of Annual Giving and Alumni Resources report to this vice president. The Office of Institutional Advancement is the office responsible for overseeing all private and public fundraising.

Vice President for Governmental and Community Relations

Under the direction of the vice president for Institutional Advancement, the vice president for Government and Community Relations administers the Institute’s community development initiatives, including urban education programs for neighborhood youth, and seeks support from both governmental agencies and from select members of the Pratt area financial and business communities.

Incapacity of Vice Presidents or Provost

In the event of the incapacity of a vice president or provost, the president will be responsible for taking the appropriate action in consultation with the deans, chairs and appropriate faculty representatives. ↸ back to Contents

Deans

The academic units of the Institute are the School of Architecture, the School of Art and Design, the School of Information and Library Science, and the School of Liberal Arts and Sciences. All schools are headed by deans who report to the provost and are responsible for the development and operation of the educational programs in their respective units.

The director of libraries reports to the provost and is responsible for the development and operation of all Institute library collections, staffing, policies and multimedia services as an instructional resource.

Appointment of Deans

The provost appoints the deans of the respective schools, in consultation with the president, after receiving recommendations from an Institute-wide search committee (the majority of which is constituted of faculty of the school in question), the school’s chairs, the academic senate, and input from the respective school and campus constituencies.

Duties of the Deans of the Schools

The duties of the deans include but are not limited to the following:

  • providing leadership and being responsible for the academic, administrative, and budgetary operations of the appropriate school; consulting frequently with the school’s faculty and chairs; keeping the provost and faculty informed about changes and ongoing activities of the school;
  • planning, implementing and evaluating the educational and fiscal programs of the school in cooperation with the chairs of departments;
  • recommending to the provost candidates for faculty appointment, retention, dismissal, promotion, tenure, sabbatical, and leaves-of-absence; and providing general support for faculty, informing them of deadlines, procedures and opportunities for professional development;
  • being responsible for reviewing performance of department chairs, tenured, and non-tenured faculty on a regular basis;
  • developing undergraduate and graduate curricula, internships, field experiences, independent studies, study abroad opportunities, honors programs, in-service programs, inter-institutional programs, and, as appropriate, other programs and activities related to the broad educational mission of the school;
  • supervising implementation of policies governing student achievement and deficiencies; providing for the academic advisement and welfare of students; and recommending students to the provost for degrees and honors;
  • managing student complaints regarding school faculty and/or staff members and resolving them in accordance with Institute policies and procedures;
  • acting as chief representative for his or her school to the provost and the other deans, by regular attendance at deans council, and by service on search committees for positions within the school and administration as needed;
  • participating as appropriate in community outreach and fundraising activities;
  • being responsible for the academic content of all related official Institute publications and for the Institute’s catalogs and curriculum committees;
  • in consultation with department chairs and faculty, assisting the admissions
  • office in recruitment of students to the school in accordance with enrollment policies and procedures.

Evaluation of Deans

Performance evaluations of each dean should be completed each spring by the provost in consultation with appropriate members of the academic community, and then discussed with the appropriate dean.

A full review of each dean’s appointment will be conducted no less frequently than at five-year intervals.

Incapacity of Deans

If the provost determines that incapacity of a dean exists, the provost will be responsible for taking the appropriate action in consultation with the chairs and appropriate faculty representatives. ↸ back to Contents

Chairs

Chairs of departments report to the deans of their respective schools. Chairs have academic and administrative responsibility for their respective departments. They have a special charge to foster creativity and effective teaching within the units they administer.

Chair Responsibilities

Department chairs provide an important role as both administrators and educational leaders at Pratt Institute. The responsibilities of the department chair may include but are not limited to:

  • providing academic leadership for the department in accordance with the strategic goals of the Institute; holding regularly scheduled faculty meetings that allow for faculty input in departmental decisions; this includes adequate communication of issues and forums for the discussion of issues;
  • supervising the administrative functions and educational programs of the department;
  • assigning faculty teaching loads and schedules in accordance with Institute policies and agreements; these assignments are verified by memoranda issued at the start of each semester;
  • recruiting, employing, and supervising part-time faculty who are active practitioners in their fields and who are, or have the potential to become, outstanding teachers; reviewing and recommending all full-time faculty appointments;
  • reviewing and submitting recommendations on all faculty personnel actions;
  • supervising and managing all departmental budgets;
  • recruiting and advising students and maintaining their departmental advisement records;
  • teaching a minimum of one course per semester within the departmental curriculum.
    Appropriate exceptions may be made at the discretion of the dean;
  • participating as appropriate in the outreach efforts of the Institute to alumni, professional organizations, businesses, and community groups;
  • participating in the planning and governance of the Institute;
  • carrying out special projects as requested by the dean.

Chair Search Process

The search process for a chair will include the participation of the departmental faculty, the dean and the provost. All members of the departmental faculty should play a central role in identifying and defining both the leadership needs of the department and the eligibility requirements for the chair. These needs will be communicated to the dean and provost for their consideration in developing the position description and search guidelines. The search committee will include no fewer than five faculty members, with a majority of the members chosen by and from the department in consultation with the dean.

The remaining committee members, and chair, will be appointed by the dean in consultation with the departmental faculty. The search committee recommends the chair candidates to the dean, the dean to the provost, and the provost to the president. Final appointment will be made by the dean following a review of comments received from the members of the Pratt community, and in consultation with the search committee and provost.

Chair Appointment, Renewal and Non-Renewal

Chair appointments will be for a three-year term unless otherwise agreed upon. Chair appointments are renewable. There are no formal limits on the number of terms a chair may serve. Typically, new chairs will serve for two or three terms. All chairs will receive letters of appointment specifying the terms and conditions of their appointment. For those chairs currently without letters of appointment, letters of appointment to three-year terms will be provided.

Except in cases of gross misconduct, no chair will be asked to step down prior to the conclusion of a term without undergoing a process of evaluation as outlined below. In every circumstance the chair will have the right to appeal to the provost.

Acting Chair Appointments

Acting chairs will be appointed for up to one year and may be reappointed for no more than one additional year.

Chair Review and Evaluation

All chairs will be evaluated by their dean one semester prior to the expiration of the chair’s current administrative appointment, or whenever evaluation is deemed necessary by the dean.

Evaluation procedures will include faculty and provost consultation and will be conducted via a method agreed to by both the dean and the chair. The criteria for evaluation will be based upon the chair’s responsibilities as enumerated in this document. The results of the review and evaluation will be determined by the dean, who will notify the chair. If it is recommended by the dean that a chair appointment not be renewed, the chair may appeal the decision to the provost and may request a meeting to discuss the evaluation results. The dean would normally be present at such a meeting.

Faculty Status of Chairs

Subject to provisions stated in the CBA, all current chairs who are part-time faculty will become full-time faculty upon their return to the faculty, and all new chairs appointed 99/00 or beyond who are part-time faculty members and have served a minimum of six years as chair will become full-time faculty upon their return to the faculty.

All chairs who are part-time faculty may apply for any full-time faculty position that may become available within their area of expertise regardless of their years of service as chair.

Chair Participation in Policy Discussions and Decision Making

The deans council includes one representative chair from the School of Architecture, one from the School of Liberal Arts and Sciences, and two from the School of Art and Design. Each chair will be selected by her/his dean and will serve one semester. It is expected that the dean will rotate chair representatives throughout the school. The provost retains the right to convene the deans council in executive session (that is, with deans only) when necessary.

In addition, the provost will convene a meeting with all chairs and deans each semester. The purpose of this meeting is to discuss departmental, school and Institute progress, issues, policies, opportunities and priorities.

The senior staff and deans council will strive conscientiously to include chair representation and/or involvement on all appropriate committees, task forces and special studies.

Incapacity of Chairs

In the event of the incapacity of a chair, the dean will take necessary action to ensure the continued functioning of the department, including the appointment of an interim chair, following appropriate consultation with the department’s faculty. ↸ back to Contents

Faculty Governance Structure

The charter of Pratt Institute vests the Board of Trustees with the primary responsibility for the educational and financial well being of the institution. The Board, in turn, authorizes the president and administration to direct the Institute in its many and complex operations. The Board, the president, and the administration recognize the important role of the faculty in developing, implementing, and monitoring the content and quality of Institute programs, curricula, and courses. To this end the Institute has established an academic senate composed of faculty and chair representatives elected directly by the faculty and chairs of the Institute. The academic senate is a faculty administration governance body that relates directly to the president and provost without review by any intermediary. ↸ back to Contents

Academic Senate

This general description of the Senate focuses on its structure and role in Institute governance. Detailed provisions for members, elections, committees, terms, vacancies and recall, and meetings are specified in Bylaws and Standing Rules of the Senate, available at http://prattsenate.org/. ↸ back to Contents

Functions of the Academic Senate

The academic senate has two primary functions:

  • To assist in the governance of the Institute and to advise the Board of Trustees, the president, and the provost — as appropriate — in the creation of policy and/or its implementation; and

Constituents of the Academic Senate

The Senate represents three groups at Pratt Institute, from academic departments, the Library, and each academic unit that offers credit-bearing courses:

  • faculty, as defined by rank in the Faculty Handbook, excluding those who simultaneously hold administrative titles at Pratt;
  • chairs, assistant chairs, and equivalent academic-administrative titles, such as directors and coordinators of academic programs (hereafter, “chairs category”);
  • administrative staff who simultaneously hold faculty rank at Pratt or teach at Pratt.

↸ back to Contents

Purposes and Responsibilities of the Academic Senate

The purposes and responsibilities of the Senate include but are not limited to:

  • acting as an advisory body to the Board of Trustees and the administration, making direct recommendations to the President and Provost without review by any intermediary;
  • reviewing academic policies and procedures;
  • reviewing curricula and academic programs and structures;
  • reviewing course additions and changes when those additions and changes impact the requirements of existing or proposed programs;
  • providing support and advice for department- and school-level curriculum committees on curriculum development and review;
  • reviewing academic services;
    establishing committees on appropriate subjects;
  • assisting with the formulation of the structure and procedures of search committees for deans, vice-presidents, the provost, and the president; nominating faculty and chair membership of those committees; and interviewing finalists for those positions;
  • nominating, along with other Institute bodies, faculty and chair members of Board non-standing committees;
  • nominating, along with other Institute bodies, faculty and chair candidates for faculty trustee positions; and
  • electing faculty and chair members of Institute committees. ↸ back to Contents

Members of the Senate

The membership of the Academic Senate is specified in its Bylaws↸ back to Contents

Officers of the Senate

The officers of the Senate consist of the President, Financial Officer, Information Officer, and Outreach Officer. Their duties are specified in Senate Bylaws. ↸ back to Contents

Terms of Members and Officers of the Senate

Senators serve terms of three years, with no limit on the number of terms a senator may serve. The terms of officers are three years. A person who serves two consecutive terms, or major part thereof, in one office is ineligible for that office for a period of one term. A President who has served two consecutive terms is ineligible for any office for a period of one term. ↸ back to Contents

Senate Meetings

The Senate holds regular meetings monthly during the Fall and Spring semesters. Once per semester, it convenes a plenary meeting with constituents and the Institute President and Provost to discuss education and governance. Regular, special, and plenary meetings of the Senate are described in its Bylaws. At any meeting of the Senate or its committees, quorum requires more than 50% of the voting members. ↸ back to Contents

Standing Committees of the Senate

The standing committees of the Senate include:

  • Executive Committee
  • Steering Committee
  • Academic Policy Committee
  • Institute Curriculum Committee

The Senate may establish other standing committees, special committees, and sub-committees as necessary and specify them in Standing Rules of the Senate.

The purposes, membership, and duties of these committees are detailed in Bylaws and Standing Rules of the Senate. ↸ back to Contents

Standing Rules

In addition to these Bylaws the Academic Senate shall establish standing rules prescribing the operations of the Senate and its standing committees. The standing rules of the Senate, as well as of the Academic Policy Committee and the Institute Curriculum Committee, and amendments thereto, shall require joint approval by the Senate and the Provost. ↸ back to Contents

Compensation Policy

The Senate Compensation Policy provides for compensation to qualified Senate constituents for their service on the Senate. Compensation may be in the form of release time and/or stipends. Qualified recipients are officers of the Senate Executive Committee, non ex-officio members of the Senate Steering Committee, Chairs of Senate committees, and part-time faculty serving on Senate committees. Alternate members will not be compensated. These constituents, including non-Senators, may opt for teaching release during regular fall and spring semesters, in lieu of a stipend, in part or in whole. Stipends shall be based on percentages of the minimum starting salary in effect for full-time faculty of professor rank as defined in the CBA. Release time and/or stipend shall not exceed the percentage (or appropriate prorated portion for partial terms served) specified for each of the following positions:

Senate Officers
  • President – 24% per year or $14,400
  • Financial Officer – 10% per year or $6,000
  • Information Officer – 10% per year or $6,000
  • Outreach Officer – 10% per year or $6,000
Senate Committees
  • Academic Policy Committee Chair – 6% per year or $3,600
  • Academic Policy Committee Member – 2% per year or $1,200
  • Institute Curriculum Committee Chair – 12% per year or $7,200
  • Institute Curriculum Committee Member – 5% per year or $3,000
  • Steering Committee Senate Delegate – 2% per year or $1,200

All other Senate committees and Senate positions as specified in Standing Rules of the Senate.

Distinguished Teacher

An annual honorarium shall be provided for the following designation:

  • Distinguished Teacher Award recipient – 6% per year or $3,600
Release Time

Full-time faculty elected to these positions shall have the option of requesting teaching release from the Provost–in consultation with the faculty’s program head and dean–in lieu of receiving a stipend, in part or in whole. The Senate shall transfer to the Office of the Provost, the stipend amount for that Senate position proportional to the amount of release time requested and granted. An amount equivalent to the cost of replacing that individual’s teaching responsibilities during the release time shall be paid by the Office of the Provost.

Stipend Payment

Stipend payments shall be made annually in three (3) equal installments paid on the last payday before the end of each of the fall and spring semesters and on the last payday before June 30. Compensation for partial terms shall be adjusted on an annualized three hundred sixty-five (365) day prorated basis.

Persons holding more than one compensated position within the Academic Senate (with the exception of the Distinguished Teacher Award recipient) shall receive compensation for only the highest paid position.

Confirmation and Notice

By the eighth week of the fall and spring session and by June 15, each year, the Senate shall electronically transmit to the Office of the Provost, confirmed names elected to positions and their respective terms of office.

Deficits and Surplus in Stipends

In the event that Senate salaries encumbrances exceed Senate salaries budget, the Senate shall request relief with a written rationale to the Office of the Provost. To the extent possible, the Senate request shall be submitted before the eighth week of each regular semester. Any surplus balance in the Senate’s salaries budget as a result of unfilled positions and/or unspent monies shall be returned to the Institute’s general budget. ↸ back to Contents

School Committees

The dean of each school shall conduct elections for the various committees for that school. ↸ back to Contents

School Committee on Academic Standing

The Committee on Academic Standing reviews and recommends changes in policies and procedures relative to the scholastic standing of students, and recommends to the dean action to be taken concerning probation, dismissal, or suspension of students falling below minimum standards in academic study and/or professional conduct. The committee reviews student academic progress and recommends such actions as probation, dismissal, or suspension of students, and hears appeals of dismissed students. ↸ back to Contents

Curriculum Review Procedures

The faculty of each school, and/or each department, together with the department chairs and dean are required to establish appropriate policies and procedures for the review of curricula. These school or department curriculum committees will study and make recommendations to the dean concerning the introduction, modification, or abolition of courses of instruction, curricula, or programs of study leading to degrees and certificates.

Proposals for course and curriculum changes are normally prepared and presented to the dean by the academic departments. Proposals for changes must be submitted with syllabi, course descriptions, grading and evaluation requirements, and other appropriate documentation, including impact on existing credit distribution and requirements, needs and changes in faculty staffing and departmental equipment, and budget implications.

Proposals for course and curriculum changes should be submitted in accordance with curriculum review policies and procedures established by the Provost and the Senate.

Following approval by the dean, these curricular proposals are forwarded to the Provost’s Office. Proposed course additions and changes that impact the requirements of existing or proposed programs are transmitted to the Institute Curriculum Committee for review. Proposed course additions and changes that do not impact the requirements of existing or proposed programs are subject to Provost’s review and action. ↸ back to Contents

Departmental Committees on Appointment, Reappointment, Promotion, and Tenure

In accordance with the terms of the Collective Bargaining Agreement (article 16), the faculty members in each department are responsible for establishing a peer committee to:

  • Develop criteria of eligibility, fitness, and evaluation of their peers;
  • Set up procedures to assure that these criteria are followed;
  • Review and recommend faculty in the first stage of the process for appointment, reappointment, promotion and tenure. ↸ back to Contents

2. Policies Relating to Full-Time Faculty

Academic Titles, Rank, and Status

See also CBA, articles 15 and 16
The following are the only authorized academic titles for full-time faculty appointments. The title emeritus/emerita is honorific, in order to confer recognition.

  • instructor
  • assistant professor
  • associate professor
  • professor
  • professor emeritus/emerita

There are two key terms that apply to faculty appointments: Rank and Status.

Rank indicates academic level. At Pratt the ranks are: instructor, assistant professor, associate professor, professor. An upgrade in rank is referred to as a promotion.

Status indicates employment level. At Pratt, full-time status titles include: non-tenured, tenure track; tenured; and half-time.

The following descriptions of ranks are general, and are subject to the terms of the CBA. ↸ back to Contents

Instructor

Those with no prior teaching experience or rank are most often initially appointed as instructors. Those with substantial professional attainment may be appointed at higher rank. ↸ back to Contents

Assistant Professor

Assistant professors will hold earned terminal degrees appropriate to their discipline, or equivalent professional distinction appropriate to their disciplines. Final determination of what constitutes substantial equivalence to a given degree or appropriate to a given rank is made by the provost upon the recommendation of the chair of the department or dean of the school and the appropriate dean. Written copies of such determination will be provided to the chair of the department or dean of the school for inclusion in the personnel file.

Faculty members at the rank of assistant professor should demonstrate professional competence in the areas of teaching, creative and scholarly work, professional activity, and service to the Institute. ↸ back to Contents

Associate Professor

Associate professors will hold the terminal degree or equivalent professional distinction appropriate to their disciplines.

The rank of associate professor is normally reserved for those members of the faculty who, in addition to a consistent level of professional competence, have demonstrated noteworthy performance in the areas of teaching, creative and scholarly work, professional activity, and service to the Institute. Regional recognition by peers is a demonstration of noteworthy achievement in creative or scholarly work. Noteworthy service at the associate professor level implies not only active involvement in the Institute, school, department and community, but also leadership and innovative contributions. ↸ back to Contents

Professor

Professors will hold the terminal degree or equivalent professional distinction appropriate to their disciplines.

Appointment at the rank of professor is made on the evidence of cumulative and ongoing achievements in the following areas of criteria: teaching effectiveness; creative and scholarly work and/or professional activity; and service to the Institute. The professorial rank is reserved for those faculty whose excellence is recognized by peers within the Institute and peers external to the Institute.

The rank of professor is a mark of recognition and honor reserved for the mature and seasoned teacher whose scholarship or professional attainments reflect credit upon the Institute. The rank will not be conferred solely as a result of seniority, administrative service, or institutional service, and is not a mandatory promotion. ↸ back to Contents

Professor Emeritus/Emerita

Retired members of the Pratt faculty who held tenure at the time of their retirement are eligible for nomination to emeritus/emerita faculty status. Tenure for the purposes of this emeritus/emerita policy includes both full-time tenure and the certificate of contin-uous employment. This is an honorary title intended to recognize meritorious faculty service to the Institute. Normally nominations to emeritus/emerita status will be considered in the year following the faculty member’s retirement or in any year thereafter.

Emeritus/emerita nominations may be offered by any member of the current tenured faculty or by a department chair or dean. In addition, the provost will routinely review all recent retirements of tenured faculty and nominate those he/she deems qualified for emeritus/emerita status.

Once a nomination is made, it will be presented for review and recommendation by the appropriate departmental peer committee, chair and dean, and forwarded to the provost. With the provost’s approval, the nomination will be fowarded to the president for presentation to the academic affairs committee of the board, and then to the board of trustees. Conferral of emeritus/emerita status may be made only by the board of trustees.

Emeritus/emerita status is intended to recognize those members of the tenured faculty who have served Pratt Institute with distinction. The criteria for conferral may include: excellence in teaching; distinguished professional achievement; outstanding service to the Institute and/or to society; and special contributions to the advancement of Pratt Institute, its students and/or alumni. ↸ back to Contents

Types of Full-Time Appointments

Full-Time Non-Tenured

In accordance with the terms of the collective bargaining agreement, full-time faculty are evaluated and appointed annually during the required probationary period. Reappointment letters or notice of non-reappointment for all non-tenured full-time faculty are issued in accordance with the terms of the CBA. ↸ back to Contents

Full-Time Tenured

The continuing employment of all tenured full-time faculty is renewed automatically from year to year, unless terminated in accordance with the provisions of the collective bargaining agreement. ↸ back to Contents

Half-Time

(See CBA, Article 21.1(f))
In accordance with the terms of the collective bargaining agreement, full-time tenured faculty may be permitted to elect the option of teaching no more than one half the normal full-time teaching load. ↸ back to Contents

Administrators with Faculty Rank

An individual may be engaged by the Institute to serve in an administrative capacity and may simultaneously be offered faculty rank. Administrators may only be granted faculty tenure as members of a department/school. A member of the faculty who is offered an administrative position in the Institute will retain academic rank and/or previously awarded tenure.

An individual may be hired by the Institute to serve in an administrative capacity and at some later date may be awarded faculty rank and/or previous service time toward tenure, in accordance with the terms of the collective bargaining agreement. ↸ back to Contents

Search, Appointment & Orientation of New Full-Time Faculty

Policy Statement

The quality of initial appointments is vital to the pursuit of excellence to which Pratt Institute and its academic departments and schools are committed. Consequently, the following statements of policy are deemed important guidelines to professional recruitment:

  • to assist Pratt Institute in maintaining an outstanding faculty and in creating a professionally challenging atmosphere for the individual faculty member, the Institute is highly selective in making initial appointments; and
  • in recruiting new faculty members, the Institute conforms to the letter and the spirit of equal employment opportunity. (see CBA, article 5) ↸ back to Contents

Search Procedures

Once a full-time faculty position has been approved through the budget process, it will be the responsibility of the departmental faculty and chair, in consultation with the dean, to define the criteria and eligibility for the position. Once the position is defined, the dean and the chair will work with the Institute’s human resources officer to publicize the opening nationally and to establish administrative procedures for the recruitment process.

In accordance with the terms of the collective bargaining agreement (article 22.2), if a faculty member with CCE and with expertise in the field of the open position applies for the position, that faculty member will be among the finalists for the position. If the faculty member with CCE is awarded the full-time position, he/she will be given the same rank which he/she held as a part-time faculty member.

In accordance with the terms of the collective bargaining agreement (article 16), the departmental peer committee or a search committee approved by the department will review all applicants for any approved full-time faculty position and forward a recommendation of qualified candidates to the chair. The chair reviews the recommendations of the peer committee and forwards his/her recommendations to the dean. The dean will consult with the provost as needed, and then make the final appointment. No representative of the schools may make any final commitment to a prospective faculty appointee without the written approval of the appropriate dean, who must have prior written approval from the provost. ↸ back to Contents

Appointment Procedures

All full-time faculty appointments are made by the dean of the appropriate school, following review of the recommendation of the faculty and chair, and following consultation with the provost.

All initial full-time faculty appointments are probationary and are for one year only. Regardless of the level of appointment, all new faculty will receive a letter of appointment. The information that should be conveyed in the dean’s letter of appointment includes the following:

  • the starting date and the termination date or length of the period of appointment;
  • the salary;
  • a general statement of the responsibilities of the position, and the terms of evaluation;
  • any special arrangements or agreements, such as credit for previous service.

Once the new faculty member accepts the appointment, the Office of Human Resources, in conjunction with its new-hire orientation, will provide him or her a copy of the collective bargaining agreement and a copy of this handbook.

A copy of the letter of appointment will be retained on file in the office of the dean and the original will be maintained in the Office of Human Resources. ↸ back to Contents

Orientation

The chair will provide the new faculty member with an orientation to the programs and policies of the department or school. ↸ back to Contents

Personnel File

See CBA, Article 19
The personnel file is kept in the Office of Human Resources. The contents and availability of faculty personnel files are described in the collective bargaining agreement. ↸ back to Contents

Faculty Evaluation

See CBA, Article 16
The Institute encourages its faculty to strive for excellence. Faculty evaluation is a continuous process, and the careful implementation of this process helps to provide the highest level of educational achievement for the Institute. A faculty member of Pratt Institute is an artist-teacher or a scholar-teacher held in high regard for achievements in either or both categories.

Faculty are evaluated by the administration with the following criteria:

  • teaching effectiveness;
  • creative, scholarly work and/or professional activity; and
  • service to the school, department, and Institute, its students, and the community.

Administration approval of promotion and tenure is dependent upon a record that includes these components, all of which should be addressed in the promotion and/or tenure application.

Sources of documentation include, but are not necessarily limited to:

  • chair evaluations;
  • student course evaluations;
  • peer evaluations;
  • publications and/or exhibition catalogs;
  • records of accomplishment such as election or appointment to creative or scholarly posts;
  • course syllabi and other course material;
  • examples of professional work; and
  • examples of student work.

Pratt Institute recognizes that excellence in teaching is the most important attribute of a faculty member. Aspects and qualities that may be considered by the administration in assessing teaching effectiveness include, but are not limited to, the following:

  • command of one’s subject;
  • ability to organize subject matter and to present it clearly, coherently, and imaginatively;
  • knowledge of current developments in one’s discipline;
  • ability to relate one’s subject to other areas of knowledge and to broader cultural and social concerns;
  • ability to provoke and broaden student interest in the subject matter;
  • ability to utilize effective teaching methods and strategies;
  • flexibility and versatility in accommodating teaching to changes in curricular structure and content;
  • possession of the attributes of integrity, industry, open-mindedness, and objectivity in teaching;
  • ability to elicit the highest quality in students’ work;
  • open-minded, respectful, and compassionate concern for the student as a person and as a future professional. ↸ back to Contents

Creative and Scholarly Work and Professional Activity

Effective teaching necessitates active involvement in the creative and scholarly developments in the individual’s field. Each faculty member has an obligation to maintain a high level of professional competence and to keep abreast of the activity in his/her field. An individual faculty member’s creative or scholarly work should be evaluated in terms of its quality, its level of recognition among peers, and its significance to the particular discipline. Evidence of appropriate endeavors may include:

  • exhibitions and/or performances;
  • publications;
  • design activity including inventions and patents;
  • grants and commissions;
  • advanced study;
  • presentations at professional meetings;
  • studio activity.

In addition to creative or scholarly work, other evidence of professional involvement includes:

  • receipt of fellowships and grants, patents, commissions, prizes or commendations;
  • appointment in a creative or scholarly capacity to a regional, state or national post;
  • participation in professional organizations, conferences, and institutes;
  • a leadership position in professional organizations;
  • presentation of papers before learned societies;
  • further education, i.e., post-master’s degree and post-doctorate education;
  • service in the individual’s professional area as a consult-ant or resource person. ↸ back to Contents

Service to the School, Department, the Institute and the Community

Pratt Institute depends upon its faculty for quality services rendered outside the classroom. Therefore, a full-time faculty member is expected to participate in the broader concerns of the Institute. Such participation may include but is not limited to the following:

  • service on department, school or Institute committees;
  • participation in the decision-making and curriculum development processes;
  • service and participation in the business of the general faculty (e.g., faculty meetings, faculty committees, academic senate);
  • fulfillment of special assignments (e.g., administrative assignments such as recruitment);
  • service as chair of a department or chair of a committee;
  • attendance at Institute functions, such as exhibitions, openings, performances, lectures, commencement, and community events;
  • contribution to curriculum development and change;
  • service to the community as professional expert/advisor. ↸ back to Contents

Service to the Student Body

Although each faculty member has an obligation to advise students with regard to class work and to serve as a department or school advisor for students majoring in his or her area, other service to the student body may include but is not limited to the following:

  • advising in student activities;
  • advising incoming students;
  • planning and/or participating in curriculum-related enrichment activities outside course requirements;
  • organizing material and advising students with special interests (e.g., graduate school, advanced training programs). ↸ back to Contents

Evaluation Process

See CBA, Article 16
The evaluation process at the Institute is a means by which members of the faculty can obtain constructive and balanced information that will enable them to grow, improve and better fulfill their academic responsibilities and to develop in their field of expertise.

Members of the full-time faculty should receive regular evaluation of the performance of their faculty assignments, and they have the responsibility to report on progress made in their program of professional development.

A copy of full-time faculty evaluation documents should be forwarded to the Office of Human Resources for the faculty member’s permanent personnel file. ↸ back to Contents

Student Evaluation of Teaching

All faculty should participate in the process of student evaluation of courses. Prior to the conclusion of each semester, department evaluation forms for student response will be distributed to each class and completed forms forwarded to department offices. Faculty may not review them until the semester is over and grades have been submitted to the registrar through the department chair. Both the departmental peer committee and the chair should review the student evaluations as part of the annual evaluation process. The original survey forms should be forwarded to the file of record in the Office of Human Resources. ↸ back to Contents

Annual Evaluation of Tenure-Track Faculty by the Departmental Peer Committee and Chair

All faculty on tenure-track should be evaluated annually as part of the reappointment process. To facilitate this review, these faculty members may be asked to complete a personal history form detailing all professional, academic, and service activities for the year. This form should be provided to the departmental peer committee. The peer committee will forward the personal history form to the chair, along with its written recommendation based on evaluation of the faculty member’s performance.

After reviewing the peer committee recommendation, the chair evaluates the faculty member. The evaluation should address the faculty member’s teaching effectiveness, creative and scholarly work, professional activity, and service to the Institute and the community. The chair should meet with the faculty member for a discussion of the evaluation. Both the peer committee and chair evaluations will become part of the file, with copies provided to the dean and the faculty member. Should the faculty member disagree with the evaluation, he/she may make a written response, which will become a part of the file and which will be forwarded to the appropriate dean. ↸ back to Contents

Promotion in Rank for Full-Time Faculty

In accordance with its mission, Pratt Institute strives for excellence in all its academic programs. Achieving this objective calls for rigor and thoughtful evaluation criteria in the process of promotion. Faculty members are encouraged and expected to demonstrate achievement in the areas of teaching effectiveness; creative, scholarly and/or professional activity; and service to the school, department, Institute and the community. Hence, faculty members seeking promotion are encouraged to address these criteria in planning professional goals and in preparing their application for promotion.

Neither an elevation in rank within the Institute nor an initial appointment with rank carries the commitment of any further promotion. Furthermore, length of service at any rank is not, in and of itself, sufficient reason for promotion. Any full-time faculty member may be considered for promotion if, in the judgment of peers, the chair, the dean and the provost, the faculty member has demonstrated those achievements and qualities consistent with the definition of a higher rank.

An application for elevation in rank carries with it the obligation for documentation and appropriate support materials. Applications for elevation in rank must be accompanied by a recommendation from the individual faculty member’s departmental peer committee and chair prior to being submitted to the dean and provost. ↸ back to Contents

Overview of the Promotion Process

(See CBA, Article 16)
The following provides an overview of the promotion process. Notification to the faculty member and the UFCT occurs at each step of evaluation in the promotion process:

  • notification by the peer committee of the dates for submission of faculty personnel action requests to all appropriate faculty;
  • submission of application and supporting documentation by the candidate;
  • optional supplementary recommendations from other faculty and from students;
  • optional evaluation and recommendations by external reviewers;
  • evaluation and recommendation of the candidate by the department peer committee;
  • evaluation and recommendation of the candidate by the department chair;
  • evaluation and recommendation by appropriate dean;
  • evaluation and recommendation by the provost;
  • presentation of evaluations, recommendations, and supporting data to the president, who confers with the provost;
  • recommendation by the academic affairs committee of the board of trustees and by the full board of trustees.

Any candidate for promotion who receives a negative recommendation at any stage of the evaluation process may submit a written response for consideration in the succeeding stages of the review process. ↸ back to Contents

Standard Support Materials

Support materials accompanying applications should include:

  • a letter of intent;
  • a current and complete résumé;
  • samples of current professional work and student work;
  • any additional support materials that may explain, describe or otherwise contribute to the evaluation process.

Those reviewing the application may not be familiar with one’s area of expertise. Clarity is therefore essential. This applies to all elements, including work samples and citations of professional activities, publications, honors, etc.

As a routine part of the promotion process, evaluators at all stages of the process may review the faculty member’s personnel file. ↸ back to Contents

Tenure

(See CBA, Article 29)
Tenure means the right of a faculty member to hold his or her faculty position until retirement during efficient and competent service, and not to be removed or suspended except for cause.

Pratt Institute makes provision for faculty appointments with tenure within each of the schools in order to protect academic freedom, to support the search for knowledge and its free exposition, and to foster free aesthetic exploration and professional growth. The policy of granting tenure enables the Institute to attract and retain faculty of the highest quality; to ensure a stable, credible, continuous academic program; and enhance the spirit and practice of collegiality.

Tenure is granted by the board of trustees of the Institute upon the recommendation of the president and following the appropriate review processes. ↸ back to Contents

Eligibility for Tenure

Full-time members of the faculty are eligible for tenure, subject to the policies of the Institute and the terms of the collective bargaining agreement.

Evaluation for Tenure

Appointment with tenure is reserved for those faculty members who have demonstrated distinction, responsibility, imagination, and accomplishment, and who have thereby shown that they can be expected to continue to reflect, redefine, and renew the fundamental principles and ideals which the Institute embraces.Candidates for tenure will be evaluated by the administration according to their achievements and potential in the three areas of evaluation for promotion. In addition, the long-term needs of the department, school and the Institute must be addressed and carefully considered.

The responsibility for evaluating and recommending candidates for tenure rests with the departmental peer committee, the chair, the dean, the provost, the president, and the board of trustees.

Overview of the Tenure Process

The following provides an overview of the tenure process:

  • notification by the peer committee and/or chair of the dates for submission of the tenure application;
  • submission of application and supporting documentation by the candidate;
  • evaluation and recommendation by external reviewers, chosen by the peer committee and/or the chair;
  • optional supplementary recommendations from other faculty and from students;
  • evaluation and recommendation by the departmental peer committee;
  • evaluation and recommendation by the department chair;
  • evaluation and recommendation by appropriate dean;
  • evaluation and recommendation by the provost;
  • presentation of evaluations, recommendations, and supporting data to the president;
  • review by the academic affairs committee of the board of trustees;
  • review and decision by the full board of trustees;
  • written notification of the board’s decision to the candidate prior to the conclusion of the spring semester or trimester.

Candidate’s Right of Review and Withdrawal

Candidates for tenure have the right to withdraw their applications at any stage during the tenure process prior to action by the president. Notice of withdrawal of application for tenure must be made in writing to the provost.

All tenure candidates are entitled to discuss the reasons for their denial with the provost. ↸ back to Contents

3. Policies Relating to Part-Time Faculty

Academic Titles, Rank, and Status

See CBA, article 15

The following are the only authorized academic titles.

  • instructor
  • assistant professor
  • associate professor
  • professor
  • emeritus/emerita professor

There are two key terms that apply to part-time faculty appointments: Rank and Status.

Rank indicates academic level. At Pratt the ranks are instructor, assistant professor, associate professor, professor. An upgrade in rank is referred to as a promotion.

Status indicates employment level. At Pratt, part-time status titles include:

  • visiting
  • adjunct
  • adjunct with certificate of continuous employment (CCE)

The following descriptions of ranks are general, and are subject to the terms of the CBA. ↸ back to Contents

Instructor

Those with no prior teaching experience or rank are most often initially appointed as instructors. Those with substantial professional attainment may be appointed at higher rank. ↸ back to Contents

Assistant Professor

Assistant professors will hold terminal degrees or will have achieved equivalent professional accomplishment appropriate to their discipline.

Final determination of what constitutes equivalence to a given degree or appropriate to a given rank is made by the chair in consultation with the dean of the school and the provost. Written copies of such determination will be provided to the chair of the department or dean of the school for inclusion in the personnel file.

Faculty members at the rank of assistant professor should demonstrate professional competence in the areas of teaching, creative and scholarly work, professional activity, and service to the Institute. ↸ back to Contents

Associate Professor

Associate professors will hold the terminal degree or equivalent professional distinction appropriate to their disciplines.

The rank of associate professor is normally reserved for those members of the faculty who, in addition to a consistent level of professional competence, have demonstrated noteworthy performance in the areas of teaching, creative and scholarly work, professional activity, and service to the Institute. Regional recognition by peers is a demonstration of noteworthy achievement in creative or scholarly work. Noteworthy service at the associate professor level implies not only active involvement in the Institute, school, department and community, but also leadership and innovative contributions. ↸ back to Contents

Professor

Professors will hold the terminal degree or equivalent professional distinction appropriate to their disciplines.

Appointment at the rank of professor is made on the evidence of cumulative and ongoing achievements in the following areas of criteria: teaching effectiveness; creative and scholarly work and/or professional activity; and service to the Institute. The professorial rank is reserved for those faculty whose excellence is recognized by peers within the Institute and peers external to the Institute.

The rank of professor is a mark of recognition and honor reserved for the mature and seasoned teacher whose scholarship or professional attainments reflect credit upon the Institute. The rank will not be conferred solely as a result of seniority, administrative service, or institutional service, and is not a mandatory promotion. ↸ back to Contents

Professor Emeritus/Emerita

Retired members of the Pratt faculty who held tenure at the time of their retirement are eligible for nomination to emeritus/emerita faculty status. Tenure for the purposes of this emeritus/emerita policy includes both full-time tenure and the certificate of continuous employment. This is an honorary title intended to recognize meritorious faculty service to the Institute. Normally nominations to emeritus/emerita status will be considered in the year following the faculty member’s retirement or in any year thereafter.

Emeritus/emerita nominations may be offered by any member of the current tenured faculty or by a department chair or dean. In addition, the provost will routinely review all recent retirements of tenured faculty and nominate those he and she deems qualified for emeritus/emerita status.

Once a nomination is made, it will be presented for review and recommendation by the appropriate departmental peer committee, chair and dean, and forwarded to the provost. With the provost’s approval, the nomination will be forwarded to the president for presentation to the academic affairs committee of the board, and then to the board of trustees. Conferral of emeritus/emerita status may be made only by the board of trustees.

Emeritus/emerita status is intended to recognize those members of the tenured faculty who have served Pratt Institute with distinction. The criteria for conferral may include: excellence in teaching; distinguished professional achievement; outstanding service to the Institute and/or to society; and special contributions to the advancement of Pratt Institute, its students and/or alumni. ↸ back to Contents

Types of Part-Time Status Appointments

Visiting Status

In accordance with the CBA (section 22.5), the category of visiting faculty is open to individuals who are distinguished practitioners or specialists. Visiting faculty may teach no more than one-half (50%) of the full-time teaching load.

Part-time faculty with visiting status are appointed with assigned duties limited to studio, lecture or other class instruction and related contact with students enrolled in the courses taught. Visiting faculty are expected to attend such departmental, school, or general faculty meetings as necessary for the fulfillment of their teaching responsibilities. ↸ back to Contents

Adjunct Status

The status of an adjunct faculty member is not contingent on length of service alone, but on the recognition by the department/school of the specific skills/knowledge of the faculty member, and the additional services he and she will provide in response to the established needs of the department/school. A person whose title is modified by the word adjunct is one who is willing to contribute part-time to the academic program but whose primary responsibility is outside the department and Institute. Appointment to the adjunct faculty is normally for an experienced part-time faculty member whose assigned duties, in addition to teaching, may include participating in admissions recruiting events, academic advising of students other than those in the instructor’s assigned classes and/or direction of programs within a department or the school and other departmental or Institute-wide committee/ advisory work.

The modifier adjunct is applicable only to professorial titles. The academic qualifications of individuals appointed to adjunct professorships are comparable to those of full-time faculty members. ↸ back to Contents

Administrators with Part-Time Faculty Rank

An individual may be engaged by the Institute to serve in an administrative capacity and may simultaneously be offered part-time faculty status. Members of the part-time faculty who are offered an administrative position in the Institute will retain their academic rank and previous status.

Subject to provisions stated in the CBA, all current chairs who are part-time faculty will become full-time faculty upon their return to the faculty, and all new chairs appointed 1999/2000 or beyond who are part-time faculty members and have served a minimum of six years as chair will become full-time faculty upon their return to the faculty. ↸ back to Contents

Adjunct with Certificate of Continuous Employment

Adjunct faculty who have been awarded a certificate of continuous employment hold part-time tenure at the Institute, and are subject to the tenure provisions of the current CBA. Subject to those provisions, part-time faculty mem- bers who choose to apply will be considered for the CCE following ten semesters of service as an adjunct faculty member. ↸ back to Contents

Appointment and Orientation of New Part-Time Faculty

Appointment Procedures

Visiting faculty appointments are made by the department chair subject to verification of eligibility for employment.

Adjunct faculty appointments are made by the department chair following consultation with the dean subject to verification of eligibility for employment.

All initial part-time faculty appointments are probationary and are for one semester only. Regardless of the level of appointment, all new part-time faculty will receive a letter of appointment. The information that should be conveyed in the dean’s letter of appointment includes the following:

  • the starting date and the termination date or length of the period of appointment;
  • the salary;
  • a general statement of the responsibilities of the position.

Once the new part-time faculty member accepts the appointment and completes the requisite new-hire paperwork, the Office of Human Resources will provide him or her a copy of the collective bargaining agreement and a copy of this handbook.

The original, signed letter of appointment will be retained on file in the Office of Human Resources. ↸ back to Contents

Orientation

The chair will provide the new faculty member with an orientation to the programs and policies of the department or school. ↸ back to Contents

Faculty from Other Institutions

Adjunct or visiting faculty status may be given to a full-time faculty member from another institution who contracts to teach at the Institute on a part-time basis. ↸ back to Contents

Personnel File

See CBA, article 19
The personnel file is kept in the Office of Human Resources. The contents and availability of faculty personnel files are described in the CBA. ↸ back to Contents

Evaluation of Part-Time Faculty

See CBA, article 19
The Institute encourages its faculty to strive for excellence. Faculty evaluation is a continuous process, and the careful implementation of this process helps to provide the highest level of educational achievement for the Institute.

Part-time faculty are evaluated by the administration according to the following criteria:

  • teaching effectiveness;
  • creative, scholarly work, and/or professional activity; and
  • service to the school, department, Institute, its students, and the community.

Administration approval of reappointment, promotion and conferral of the CCE is dependent upon a record that includes these components, all of which should be addressed in the promotion and/or tenure application.

Sources of documentation include, but are not necessarily limited to:

  • chair evaluations;
  • student course evaluations;
  • peer evaluations;
  • course syllabi and other course material;
  • publications and/or exhibition catalogs;
  • records of accomplishment such as election or appointment to creative or scholarly posts and/or professional awards;
  • examples of professional work;
  • examples of student work. ↸ back to Contents

Teaching Effectiveness

Pratt Institute recognizes that excellence in teaching is the most important attribute of a part-time faculty member. Aspects and qualities that may be considered by the administration in assessing teaching effectiveness include, but are not limited to,the following:

  • command of one’s subject;
  • ability to organize subject matter and to present it clearly, coherently, and imaginatively;
  • knowledge of current developments in one’s discipline;
  • ability to relate one’s subject to other areas of knowledge and to broader cultural and social concerns;
  • ability to provoke and broaden student interest in the subject matter;
  • ability to utilize effective teaching methods and strategies;
  • flexibility and versatility in accommodating teaching to changes in curricular structure and content;
  • possession of the attributes of integrity, industry, open-mindedness, and objectivity in teaching;
  • ability to elicit the highest quality in students’ work;
  • open-minded, respectful, and compassionate concern for the student as a person and as a future professional. ↸ back to Contents

Creative/Scholarly Work and Professional Activity

Effective teaching necessitates active involvement in the creative and scholarly developments in the individual’s field. Each part-time faculty member has an obligation to maintain a high level of professional competence and to keep abreast of the activity in his/her field. An individual faculty member’s creative or scholarly work should be evaluated in terms of its quality, its level of recognition among peers, and its significance to the particular discipline. Evidence of appropriate endeavors may include:

  • exhibitions and/or performances;
  • publications;
  • design activity including in-ventions and patents;
  • grants and commissions;
  • advanced study, i.e., post-master’s degree and post-doctorate education;
  • presentations of papers and/or projects before learned societies and at professional meetings;
  • studio activity.

In addition to creative or scholarly work, other evidence of professional involvement includes:

  • receipt of fellowships and grants, patents, commissions, prizes or commendations;
  • appointment in a creative or scholarly capacity to a regional, state or national post;
  • participation in professional organizations, conferences, and institutes;
  • a leadership position in professional organizations;
  • service in the individual’s professional area as a consultant or resource person. ↸ back to Contents

Service to the School, Department, the Institute, and the Community

Pratt Institute depends upon its faculty for quality services rendered outside the classroom. Part-time faculty members are encouraged to participate in the broader concerns of the Institute. Such participation may include but is not limited to the following:

  • service on department, school or Institute committees;
  • participation in the decision-making and curriculum development and change processes;
  • service and participation in the business of the general faculty (e.g., faculty meetings, faculty committees, academic senate);
  • fulfillment of special assignments (e.g., administrative assignments such as recruit-ment);
  • service as acting chair of a department, or chair of a committee;
  • attendance at Institute functions, such as exhibitions, openings, performances, lectures, commencement, and community events;
  • service to the community, professional expert/advisor. ↸ back to Contents

Service to the Student Body

Although each part-time faculty member has an obligation to advise students with regard to class work and to serve as a department or school advisor for students majoring in his or her area, other service to the student body may include but is not limited to the following:

  • advising for student activities;
  • advising incoming students;
  • planning and/or participating in curriculum-related enrichment activities outside course requirements;
  • advising students with special interests (e.g., graduate school, advanced training programs). ↸ back to Contents

Evaluation Process

See CBA, article 16
The evaluation process at the Institute is a means by which members of the teaching faculty can obtain constructive and balanced information that will enable them to grow, improve and better fulfill their academic responsibilities, and to develop in their field of expertise.

Members of the part-time faculty should receive regular evaluation of their performance from the chair of their department. ↸ back to Contents

Student Evaluations of Teaching

All part-time faculty should participate in the process of student evaluation of courses. Prior to the end of each semester, evaluation forms for student response will be distributed to each class and completed forms forwarded to department offices. Faculty are encouraged to review them and keep copies after the semester is over and grades have been submitted to the registrar through the department chair. Both the departmental peer committee and the chair may review the student evaluations as part of the annual evaluation process. The original survey forms should be forwarded to the file of record in the Office of Human Resources. ↸ back to Contents

Promotion in Rank for Part-Time Faculty

In accordance with its mission, Pratt Institute strives for excellence in all its academic programs. Achieving this objective calls for rigor and thoughtful evaluation criteria in the process of promotion. Part-time faculty members are encouraged and expected to demonstrate achievement in the areas of teaching effectiveness; creative, scholarly and/or professional activity; and service to the school, department, Institute and the community. Hence, faculty members seeking promotion are encouraged to address these criteria in planning professional goals and in preparing their application for promotion.

Neither an elevation in rank within the Institute nor an initial appointment with rank carries the commitment of any further promotion. Furthermore, length of service at any rank is not, in and of itself, sufficient reason for promotion. Any part-time faculty member may be considered for promotion if, in the judgment of peers, the chair, the dean and the provost, the faculty member has demonstrated those achievements and qualities consistent with the definition of that higher rank.

An application for elevation in rank carries with it the obligation for documentation and appropriate support materials. Applications for elevation in rank must be accompanied by a recommendation from the individual faculty member’s departmental peer committee and chair prior to being submitted to the dean and provost. ↸ back to Contents

Overview of the Promotion Process

See CBA, article 16
The following provides an overview of the promotion process. Notification to the faculty member and the CBA occurs at each step of the evaluation in the promotion process:

  • formation of a peer review committee;
  • notification by the peer committee of the dates for submission of faculty personnel action requests to all appropriate faculty;
  • submission of application and supporting documentation by the candidate;
  • optional supplementary recommendations from other faculty and from students;
  • optional evaluation and recommendations by reviewers who are not associated with the Institute (required by the  administration in all tenure and CCE applications);
  • evaluation and recommendation of the candidate by the department peer committee;
  • evaluation and recommendation of the candidate by the department chair;
  • evaluation and recommendation by the candidate’s dean;
  • evaluation and recommendation by the provost;
  • presentation by the provost of evaluations, recommendations, and supporting data to the president;
  • recommendation by the academic affairs committee of the board of trustees and by the full board of trustees.

A candidate for promotion who receives a negative recommendation at any stage of the evaluation process may submit a written response for considera-tion in the succeeding stages of the review process. ↸ back to Contents

Standard Support Materials

Support materials accompanying applications should include:

  • a letter of intent;
  • a current and complete résumé;
  • samples of current professional work and student work; and
  • any additional support materials which may explain, describe or otherwise contribute to the evaluation process.

Those reviewing the application may not be familiar with the candidate’s area of expertise. Clarity is therefore essential. This applies to all elements, including work samples and citations of professional activities, publications, honors, etc.

As a routine part of the promotion process, evaluators at all stages of the process may review the faculty member’s personnel file. ↸ back to Contents

Change in Part-Time Status

Visiting faculty members may apply for a change to adjunct status through the annual promotion and reappointment review process. This process is subject to the terms of the current CBA.

A faculty member holding a part-time appointment may apply for any open full-time position that gets approved through the annual budget review process. ↸ back to Contents

4. Faculty Rights and Responsibilities

Membership in the academic profession carries with it responsibilities for the advancement of knowledge and the intellectual and artistic growth of students. Faculty members must order and evaluate their activities in terms of their commitment to these goals, as well as in terms of their own personal and professional development.

Moreover, members of the faculty of Pratt Institute have a special obligation to understand the nature of this institution of higher learning and to appreciate its unique characteristics and its educational philosophy and educational objectives. The faculty strive to improve the intellectual and practical effectiveness of the Institute by willing and thoughtful participation in its governance.

As an educational institution Pratt Institute does not wish to impose a rigid body of rules upon members of its faculty. The Institute does, however, have certain legitimate expectations concerning the conduct of professional academics. The following statements outline, in a general way, the rights and responsibilities of faculty members of Pratt Institute. ↸ back to Contents

Non-Discrimination Policy

Pratt Institute is committed to maintaining an environment in which students, faculty and staff can pursue academic, artistic and professional excellence. This environment can be secured only through mutual respect and unconstrained academic and professional interchange among faculty, staff and students. Under the Civil Rights Act of 1964, Title IX of the Educational Amendments of 1972 and Pratt Institute policy, the faculty of the Institute are entitled to participate in and obtain the benefits of Institute programs, activities and employment without being discriminated against on the basis of their race, color, religion, creed, ancestry, national origin, disability, age, sex, veteran’s status, marital status, or sexual orientation. ↸ back to Contents

Statement of Equal Employment Opportunity

Pratt Institute is committed to equality of opportunity for all faculty members and applicants with regard to all employment decisions, including hiring, promotion, tenure, benefits, discipline, and termination.

No faculty member or applicant for a faculty position will be discriminated against because of race, color, religion, creed, ancestry, national origin, disability, age, sex, veteran’s status, marital status, or sexual orientation.

The director of human resources serves as the EEO Officer of the Institute and is responsible for ensuring compliance with this policy and with all applicable federal, state and local laws, regulations, and orders. ↸ back to Contents

Teaching

Course Offering and Syllabi

Course offerings are planned and decided upon by the department or school involved. It is the responsibility of the chair to call a meeting each year so that the faculty members of the department or school can discuss and determine the course offerings for the next year. All course offerings should be in accord with the general requirement of the Institute, the needs of the department’s or school’s majors, and the needs of the general student body. New course proposals must be presented to the curriculum committee, or the chair/dean, after consultation with the Registrar, and then sent on to the senate academic program and policies committee and to the deans council for approval by both bodies.

In the fourth week of the spring semester, the registrar will submit a request for the next year’s course offerings to each chair. Chairs will comply with these requests after consultation with department or school faculty members, assuring that current descriptions of regularly offered courses are available for inclusion in the Institute catalog.

By the first meeting of each class, each semester, every faculty member will have prepared and distributed a written syllabus (course goals, list of topics/projects, requirements, assignments, evaluative mechanisms with percentage, reading and viewing lists, etc.) for each of his/her courses for the forthcoming semester. These syllabi will reflect adequate coverage of departmentally developed curriculum basics for each course. The chair/dean will be responsible for assuring that a copy of all syllabi for the courses offered by the department or school within a given semester will be on file in the department office and the dean’s office prior to the end of the first week of class. ↸ back to Contents

Course Offering

The instructor is responsible for planning and presenting the course material, establishing course objectives and requirements, in accordance with curriculum guidelines, and making this information known to the students; selecting and ordering texts and supplementary materials; preparing, administering, and grading projects, examinations, and papers; and assigning and reporting grades in a timely fashion. ↸ back to Contents

Academic Calendar

Each year, the academic calendar committee determines and publishes the academic calendar for the following year. The calendar includes days on which classes will meet but administrative offices will be closed. Students should be informed by their faculty that classes will meet, but offices and other support services will not be available. ↸ back to Contents

Academic Schedule

Faculty at the Institute have an academic year obligation unless their appointments are for other time periods. The academic year includes semester obligations but is not limited to these obligations. It includes periods of time before the start of classes, periods of time after final examinations, and a time period between the fall and spring semesters. Such obligations may include, but are not limited to: preparation for teaching, including formulation of syllabi; review of transfer credits and placement tests; incoming student studio portfolio reviews; and freshman and student orientation responsibilities.

The schedule of each faculty member is arranged by the chair in consultation with the faculty member. The total department or school schedule is subject to the approval of the appropriate dean. ↸ back to Contents

Class Meetings

Classes officially end at least ten minutes prior to the next class regularly scheduled in the lecture room, lab, or studio. This provides an opportunity for the next faculty member to set up for his or her class and for students to move from one class to the next. Faculty members are expected to meet their classes punctually and to conduct them at a level appropriate for undergraduate or graduate education.

If for some valid reason, the instructor cannot meet a class, the instructor should make alternative arrangements; he or she should contact the department, or the office of the appropriate dean, or, failing that, the office of the provost so that students can be notified, and a substitute arranged, if appropriate. For classes meeting after established administrative office hours, the instructor has the responsibility for notifying the students before the cancellation, and/or arranging for a substitute teacher.

Class sessions to be held in alternate locations must be reported to the chairperson’s office and the office of the provost in order to provide coordination of efforts in case of any emergency that may arise. ↸ back to Contents

Hours on Campus

The Institute recognizes that artists and scholars must on occasion be absent from campus pursuing professional activities (appearances, conferences, etc.). It is expected, however, that faculty members will meet all their Institute obligations. In the case of a faculty absence or need for coverage, notification should be made directly to the chair. ↸ back to Contents

Office Hours/Appointments

Each faculty member should establish regular and adequate office hours so distributed throughout the week as to be of maximum convenience to the students. One office hour per course per week is considered the minimum. Additional office hours will normally be needed during registration, advising, and examination/crit periods. Established office hours and/or procedures for appointments must be brought to the attention of students and a copy filed with the appropriate department chair or dean. ↸ back to Contents

Examinations/Final Critiques

The Institute requires that a final examination/critique be administered in every course, although the structure of the final examination/crit is at the discretion of the faculty member. The Institute also requires that every class meet at the official examination/crit time established by the office of the registrar. Waiver of final examination/crit requires the approval of the chair and the dean. ↸ back to Contents

Classes by Special Arrangement

Subject to review and approval by the chair and/or dean, faculty members may offer special studies (tutorials in regularly established courses), independent studies (tutorials in special fields or topics not covered in established courses), and experimental courses (scheduled courses in special fields or topics not listed in the catalog). Policies and procedures for independent study already exist in the office of the school dean or provost, and are published in the Institute catalogs. The current CBA also governs independent study parameters. ↸ back to Contents

Deadlines

Each faculty member is responsible for meeting the appropriate deadlines established by the Office of the Provost and the Office of the Registrar. Grades are due from the faculty to the Registrar’s Office no later than two business days after the last scheduled class meeting/exam. ↸ back to Contents

Student Advisement

Faculty Availability

Faculty members have an obligation to be available to each of their students for academic guidance. ↸ back to Contents

Faculty Member as Mentor

Although there are other offices to which a student may be directed for specialized counseling, the faculty member has a particular role as mentor which cannot be performed by others. This role may take at least six forms:

  • advising the student with regard to the student’s work in classes taught by the faculty member;
  • serving as a department or school advisor (and, in the case of liberal arts and sciences faculty, as humanities advisors to departments and schools) in the student’s major area to assist the student in setting academic goals;
  • ensuring that Institute, department, and school requirements are understood and met by the student;
  • ensuring that electives are planned to complement the student’s personal and career objectives;
  • recognizing when the student needs professional assistance with problems of a personal nature or with academic skill deficiencies and directing the student to the appropriate office or person from whom such assistance is available;
  • providing an expert professional resource in his or her field that can be consulted by students from the department or school and the Institute at large. ↸ back to Contents

Outside Professional Work

The Institute recognizes that from time to time, our teachers may be invited as guests, as adjunct faculty, or as performers at nearby schools or universities. These experiences may foster development and permit faculty to interact with colleagues at other institutions. It is, expected that all full-time faculty members at Pratt Institute will first fulfill their responsibilities to the Institute in teaching, advising (including office hours), and committee participation.

Institute faculty members may engage in outside professional activities which are not part of their educational responsibilities at Pratt Institute, provided that such activities do not interfere with the satisfactory performance of the faculty member’s work obligation as set forth herein. Any full-time faculty member who is considering additional teaching responsibility, either at another institution or in the Institute’s continuing education or professional studies, or any other outside professional work that may interfere with his or her responsibilities as a full-time faculty member, must obtain the prior permission of his or her dean.

The following shall apply to any outside work, whether professional or nonprofessional in nature:

  • no equipment, supplies or services owned or provided by Pratt Institute shall be used in conjunction with such outside work, except as provided as part of a separate contract or agreement with Pratt Institute and the individual faculty member;
  • faculty members who work in a continuing relationship with any outside employer shall notify such employer that outside work is performed by the faculty member in an individual capacity as an expert and not on behalf of Pratt Institute. Pratt Institute shall receive a copy of such notification. ↸ back to Contents

Employee Conflict of Interest

The Institute does not prohibit the appointment or retention of near relatives on the faculty or staff. However, the Institute prohibits anyone participating in decision-making where a conflict of interest (connected to a relative or for other reasons) exists. ↸ back to Contents

Faculty Development Grants

Provided that a sufficient number of applications are received and subject to availability of funding, the Institute will offer faculty development grants on an Institute-wide basis. ↸ back to Contents

Sabbatical Leave

Refer to applicable sections of the CBA
Pratt Institute, recognizing the necessity for faculty members to enrich their teaching or to secure uninterrupted time for creative or scholarly projects, supports the principle of sabbatical leave. The Institute’s leave policy is designed to encourage professional growth and increased competence and productivity among faculty members by subsidizing important creative or scholarly work, or a program which is judged to be of equivalent value, such as some other program of study, or an organized experiential program, or an exchange of teaching responsibilities with a faculty member at another school or Institute. ↸ back to Contents

General Policy

Sabbatical leaves are not granted automatically upon the completion of the necessary period of service to the Institute. The faculty member must demonstrate, in writing, as part of his or her application, evidence of creative or scholarly activity, or other academic achievement to support the program of work which he or she plans for the sabbatical period, and show that this proposed program will accomplish one or more of the general purposes set forth above. ↸ back to Contents

Eligibility for Sabbatical Leave

Sabbaticals are considered a contribution by the Institute to professional development of artists and scholars on the faculty. The terms and conditions for awarding sabbatical leave are defined by the current CBA. ↸ back to Contents

Stipend

At the time of this writing, the CBA defined salaries for sabbatical leaves are:

  • one semester at full salary, or
  • one academic year at one-half of full salary. An adjunct faculty member’s salary shall be based on the average of the member’s workload during the previous academic year. ↸ back to Contents

Application Procedures

By October 15, before the academic year in which the anticipated leave will begin, a faculty member wishing to receive a sabbatical leave must submit to his chair a formal application including the following information:

  • length of service (full-time and part-time) at the Institute;
  • length of time, if appropriate, since last sabbatical;
  • a narrative outline of the planned project and a statement showing how it will increase the faculty member’s professional competence and value to the Institute;
  • the faculty member’s qualifications to pursue such a project;
  • indication, if possible, of any anticipated grants, fellowships, or appointments related to the sabbatical period.

Requests for one-year sabbaticals must be for two consecutive semesters unless some special aspect of the proposed sabbatical project demands a split one-year term.

Since other faculty of the department/school may be expected to absorb the teaching load of the individual on leave, the chair’s recommendation should include a statement about how the teaching load of the member on leave will be addressed.

The original and two copies of the application, evaluation and recommendation of the chair, and the statement of department or school plans referred to above, will be submitted to the appropriate dean no later than the date set in the academic planning calendar, which is distributed by the provost’s office prior to September 1 of each academic year. The appropriate dean will forward his/her recommendation and copies of all applications received to the deans council for review. Following deans council review, the provost makes sabbatical recommendations to the president, who then forwards his/her recommendation to the board of trustees. Notification of the board of trustees action is made to all sabbatical applicants by the end of the fall semester. ↸ back to Contents

Obligations of Sabbatical Recipients

The recipient of a sabbatical leave must:

  • make every reasonable effort to fulfill the terms of the sabbatical;
  • return to the Institute for a minimum of one year following the completion of the sabbatical leave;
  • file a detailed written report on the results of his/her project with the chair, the appropriate dean, and the provost within ninety days after the beginning of the semester following the sabbatical leave;
  • ensure that all publications or other materials produced as a result of the sabbatical support include an acknowledgment to the Institute. ↸ back to Contents

Leave of Absence

Academic Leaves

Academic leaves of absence may be requested for a period of time normally not in excess of one year. In extraordinary circumstances, a leave of absence may be extended upon request by the faculty member and with approval of the administration. A leave of absence shall be without pay. The CBA requires that applications for leaves of absence must be submitted by October 15 for the spring semester and by February 15 for the ensuing fall semester. Applications should be submitted to the department chair. If recommended by the chair, dean and provost, the leave of absence will be submitted to the board of trustees for final approval.

Medical Leaves

The Family Medical Leave Act covers a variety of situations. Faculty should check with the Office of Human Resources for details regarding medical leaves.

Leaves and Years of Service

A faculty member on a board-approved leave of absence will maintain his/her seniority. However, time on sabbatical leave and/or leave of absence, including medical leave, service in the armed forces, Vista or the Peace Corps, does not count toward promotion in rank, or toward change of status, to include the probationary period for tenure. ↸ back to Contents

5. Procedure to Revise the Faculty Handbook

The following is a record of changes to the Faculty Handbook (FHB) since it was approved by the Board of Trustees in 2002. The Faculty Handbook Committee undertook a more complete review in Fall 2005 and Spring 2006. The committee’s work was presented to the Academic Senate, who will forward its recommendations to the administration and Board of Trustees, in accordance with the review and approval process specified in Part 5 of the FHB.

ABOUT THE DRAFT FACULTY HANDBOOK, REISSUED IN AUGUST 2005
The Academic Senate, in consultation with Pratt Institute’s Administration, is re-issuing the Faculty Handbook as a DRAFT with corrections, limited to facts, and subject to the approval process specified in Part 5 of the FHB. A more complete review is anticipated in the fall semester.

ABOUT THE DRAFT FACULTY HANDBOOK, REISSUED IN FALL 2006
The Academic Senate, in consultation with Pratt Institute’s Administration, reissued the Faculty Handbook in Fall 2005 as a DRAFT with corrections limited to facts and subject to the approval process specified in Part 5 of the FHB.

For detailed descriptions of corrections made in Fall 2005, please see Appendix A of the FHB.

Updates to Part 6 are available in Appendix C of the supplementary Appendices of Updates.

About the Draft Faculty Handbook, reissued in Fall 2007
The Academic Senate, in consultation with Pratt Institute’s Administration, is re-issuing the Faculty Handbook as a DRAFT with corrections, limited to facts, and subject to the approval process specified in Part 5 of the FHB. Please refer to supplementary Appendices for updates on Part 6.

ABOUT THIS DRAFT FACULTY HANDBOOK, REISSUED AUGUST 2008
The Office of the Provost is re-issuing the Faculty Handbook as a DRAFT with corrections, limited to facts, organizational changes, and changes in and references to specific provisions in the CBA. The document and changes included are subject to the approval process specified in Part 5 of the FHB. Appendix A contains documentation of the changes from the Draft August 2007 document to this Draft August 2008 edition. It also documents the changes made since the August 2002 edition.

A special debt of thanks is appropriate to Pratt’s Academic Senate under the leadership of President Jenny Lee for their diligent design, draft revisions, editing, and publication of this document over the last several years. The Office of the Provost applauds their efforts.

ABOUT THIS DRAFT FACULTY HANDBOOK, REISSUED AUGUST 2009
The Office of the Provost is re-issuing the Faculty Handbook as a DRAFT with corrections, limited to facts, organizational changes, and changes in and references to specific provisions in the CBA. The document and changes included are subject to the approval process specified in Part 5 of the FHB. Appendix A contains documentation of the changes from the Draft August 2007 document, Draft August 2008 document, and changes made since the August 2002 edition. ↸ back to Contents

6. Institutional Policies of Pratt Institute

Part six was intended to contain Institutional policies of Pratt Institute. These policies may be found at the following links:

Policies and Forms, A–M (Office of the Provost)

Policies and Forms, N–Z  (Office of the Provost)

Pratt Institute Policies Portal (requires one-key login)