Revised 7/27/2018 - Cabrini University · 2016-03-15 · INTRODUCTION TO THE CABRINI UNIVERSITY...

Revised 7/27/2018

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Table of Contents

Table of Contents ....................................................................................................................................................................................................................................... 1 INTRODUCTION TO THE CABRINI UNIVERSITY FACULTY HANDBOOK ........................................................................................................................................... 6 CHAPTER 1 – ADMINISTRATIVE AND GOVERNANCE STRUCTURES ............................................................................................................................................. 14

1.0.0 ADMINISTRATIVE STRUCTURE .................................................................................................................................................................................... 14 1.0.1 President of the University ............................................................................................................................................................................................................................... 14 1.0.2 President’s Cabinet .......................................................................................................................................................................................................................................... 15 1.0.3 Provost and Vice President for Academic Affairs ......................................................................................................................................................................................... 16 1.0.4 School Dean ...................................................................................................................................................................................................................................................... 17 1.0.5 Department Chair ............................................................................................................................................................................................................................................. 18 1.0.6 Assistant Dean of School ................................................................................................................................................................................................................................ 20 1.0.7 Program Coordinators...................................................................................................................................................................................................................................... 20 1.0.8 The Faculty ........................................................................................................................................................................................................................................................ 21 1.0.8 Director of the Library ....................................................................................................................................................................................................................................... 22 1.0.9 Registrar ............................................................................................................................................................................................................................................................ 22 1.0.10 Standing Committees of the University .......................................................................................................................................................................................................... 23 1.0.12 Task Forces, Ad Hoc Committees, and/or Active Rosters .......................................................................................................................................................................... 24 1.0.13 Administrative Subcommittees and Boards Within the Governance Structure ........................................................................................................................................ 24

1.1.0 Governance Structure ....................................................................................................................................................................................................... 24 1.1.1 Overview of Shared Governance at the University ...................................................................................................................................................................................... 24 1.1.2 The Board of Trustees ..................................................................................................................................................................................................................................... 26 1.1.3 President of the University ............................................................................................................................................................................................................................... 26 1.1.4 Provost and Vice President for Academic Affairs ......................................................................................................................................................................................... 26 1.1.5 Faculty Cabinet ................................................................................................................................................................................................................................................. 27 1.1.6 Faculty Assembly ............................................................................................................................................................................................................................................. 27 1.1.7 Organizational Chart for the System of Shared Governance in Which Faculty Have Unique and Significant Responsibilities ......................................................... 32 1.1.8 Academic Planning Committee ...................................................................................................................................................................................................................... 33

1.1.8.1 Technology Subcommittee ........................................................................................................................................................................ 35 1.1.8.2 New Programs Board ................................................................................................................................................................................. 36 1.1.8.3 Program Review Board .............................................................................................................................................................................. 37 1.1.8.4 Nominating and Appointment Board .......................................................................................................................................................................... 38

1.1.9 Academic Council ............................................................................................................................................................................................................................................. 40 1.1.9.1 Assessment Subcommittee (Student Learning Outcomes) ....................................................................................................................... 42 1.1.9.2 Undergraduate Curriculum Subcommittee (Majors and Core) .................................................................................................................. 43 1.1.9.3 Graduate Council Subcommittee ............................................................................................................................................................... 44 1.1.9.4 Academic Honesty Board ......................................................................................................................................................................... 45 1.1.9.6 Student Grievance Board ........................................................................................................................................................................... 48

1.1.10 Faculty Development and Advancement Committee .................................................................................................................................................................................. 50 1.1.10.1 Faculty Development Subcommittee ....................................................................................................................................................................... 51 1.1.10.2 Faculty Professional Topics Subcommittee ............................................................................................................................................................. 52 1.1.10.3 Faculty Grants, Initiatives, and Sabbaticals Subcommittee ..................................................................................................................................... 53 1.1.10.4 Promotion and Tenure Board ................................................................................................................................................................................... 55

CHAPTER 2 – INSTITUTIONAL POLICIES ............................................................................................................................................................................................ 58 2.0.0 Introduction ....................................................................................................................................................................................................................... 58 2.1.0 Equal Employment Opportunity ........................................................................................................................................................................................ 58

2.1.1 Nondiscrimination Policy .................................................................................................................................................................................................................................. 58 2.1.2 Americans with Disabilities Act ....................................................................................................................................................................................................................... 58

2.2.0 sexual misconduct and Sexual Harassment Policy and Procedure ................................................................................................................................. 59 2.3.0 Human Resources Employment Policies ......................................................................................................................................................................... 60

2.3.1 Hiring Procedures ............................................................................................................................................................................................................................................. 60 2.3.2 Posting/Advertising Positions .......................................................................................................................................................................................................................... 60 2.3.3 Search Committees .......................................................................................................................................................................................................................................... 60 2.3.4 Background Check Policy ............................................................................................................................................................................................................................... 61 2.3.5 Employment of Relatives ................................................................................................................................................................................................................................. 61 2.3.6 Employment References ................................................................................................................................................................................................................................. 61 2.3.7 Offer of Employment ........................................................................................................................................................................................................................................ 62 2.3.8 Employment Categories .................................................................................................................................................................................................................................. 62 2.3.9 Exempt and Non-Exempt Pay Status ............................................................................................................................................................................................................ 63 2.3.10 Date Of Hire/Bridging Of Service .................................................................................................................................................................................................................... 63 2.3.11 Access To Personnel Files .............................................................................................................................................................................................................................. 63 2.3.12 Personnel Data Changes ................................................................................................................................................................................................................................ 64 2.3.13 Voluntary Termination of Employment ........................................................................................................................................................................................................... 64

2.4.0 NEW EMPLOYEE POLICIES ........................................................................................................................................................................................... 64 2.4.1 Cabrini One ....................................................................................................................................................................................................................................................... 64 2.4.2 Identification Card ............................................................................................................................................................................................................................................. 65 2.4.3 Key Policy .......................................................................................................................................................................................................................................................... 65 2.4.4 New Employment ............................................................................................................................................................................................................................................. 65 2.4.5 New-Employee Orientation ............................................................................................................................................................................................................................. 65 2.4.6 Parking Regulations and Vehicle Registration .............................................................................................................................................................................................. 66

2.5.0 BENEFITS POLICIES ....................................................................................................................................................................................................... 66 2.5.1 Mandatory Benefits .......................................................................................................................................................................................................................................... 66

2.5.1.1 COBRA Statement ..................................................................................................................................................................................... 66 2.5.1.2 Social Security Benefits ............................................................................................................................................................................. 68 2.5.1.3 Unemployment Benefits ............................................................................................................................................................................. 68 2.5.1.4 Worker's Compensation ............................................................................................................................................................................. 68

2.5.2 University-Funded Plans.................................................................................................................................................................................................................................. 69 2.5.2.1 Benefit Eligibility ......................................................................................................................................................................................... 69 2.5.2.2 University-Funded Benefits ........................................................................................................................................................................ 69 2.5.2.3 Voluntary Benefits ...................................................................................................................................................................................... 70

2.5.3 Other University Benefits ................................................................................................................................................................................................................................. 70 2.5.3.1 Library ........................................................................................................................................................................................................ 70 2.5.3.2 Bookstore ................................................................................................................................................................................................... 70 2.5.3.3 Dixon Athletic Center ................................................................................................................................................................................. 70

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2.5.3.4 Campus Shuttle .......................................................................................................................................................................................... 70 2.5.3.5 The Children's School ................................................................................................................................................................................ 71

2.6.0 Compensation Policies ..................................................................................................................................................................................................... 71 2.6.1 Compensation Philosophy............................................................................................................................................................................................................................... 71 2.6.2 Payment of Salary ............................................................................................................................................................................................................................................ 71 2.6.3 Child-Supporting Requirements ..................................................................................................................................................................................................................... 71

2.7.0 Health and Safety Policies ................................................................................................................................................................................................ 72 2.7.1 AIDS and HIV Policy ........................................................................................................................................................................................................................................ 72 2.7.2 Bloodborne Pathogens .................................................................................................................................................................................................................................... 73 2.7.3 Communicable Diseases Policy ..................................................................................................................................................................................................................... 73 2.7.4 Drug- and Alcohol-Free Workplace Policy .................................................................................................................................................................................................... 74 2.7.5 Inclement Weather Policy ................................................................................................................................................................................................................................ 77

2.7.5.1 University Closings ..................................................................................................................................................................................... 77 2.7.5.2 Delayed Opening ....................................................................................................................................................................................... 79

2.7.6 Occupational Safety and Health Act (OSHA) Information ........................................................................................................................................................................... 79 2.7.7 Service-Animal Policy ...................................................................................................................................................................................................................................... 80 2.7.8 Smoking Policy ................................................................................................................................................................................................................................................. 80 2.7.9 Workplace Violence Prevention Policy .......................................................................................................................................................................................................... 81

2.8.0 Leave Policies ................................................................................................................................................................................................................... 82 2.8.1 Bereavement Leave ......................................................................................................................................................................................................................................... 82 2.8.2 Family and Medical Leave Act (FMLA) .......................................................................................................................................................................................................... 82 2.8.3 Jury Duty and Legal Proceedings .................................................................................................................................................................................................................. 83 2.8.4 Military Leave .................................................................................................................................................................................................................................................... 84 2.8.5 Sick Leave ......................................................................................................................................................................................................................................................... 84

2.9.0 Other General Policies ...................................................................................................................................................................................................... 85 2.9.1 Acceptable Use Policy ..................................................................................................................................................................................................................................... 85 2.9.2 Cell Phone Use Policy ..................................................................................................................................................................................................................................... 86 2.9.3 Children in the Workplace Policy .................................................................................................................................................................................................................... 86 2.9.4 University-Sponsored Events .......................................................................................................................................................................................................................... 86 2.9.5 Confidential Information ................................................................................................................................................................................................................................... 86 2.9.6 Crime Reporting ................................................................................................................................................................................................................................................ 87 2.9.7 Fundraising ........................................................................................................................................................................................................................................................ 87 2.9.8 General University Insurance .......................................................................................................................................................................................................................... 87 2.9.9 Gifts From Vendors .......................................................................................................................................................................................................................................... 88 2.9.10 Health Insurance Portability and Accountability Act (HIPPA) Rights.......................................................................................................................................................... 88 2.9.11 HIPPA Privacy and Security Compliance ...................................................................................................................................................................................................... 90 2.9.12 Media/Marketing/Communications Information ............................................................................................................................................................................................ 90 2.9.13 Political Activity .................................................................................................................................................................................................................................................. 90 2.9.14 Solicitations and Personal Business .............................................................................................................................................................................................................. 91 2.9.15 Use of University Property ............................................................................................................................................................................................................................... 91

2.10.0 Student Employment Policies ........................................................................................................................................................................................... 91 2.11.0 Whistleblower Policy ......................................................................................................................................................................................................... 91

CHAPTER 3 – FACULTY PERSONNEL POLICIES ............................................................................................................................................................................... 93 3.0.0 Introduction ....................................................................................................................................................................................................................... 93 3.1.0 Academic Integrity ............................................................................................................................................................................................................ 93

3.1.1 Academic Freedom .......................................................................................................................................................................................................................................... 93 3.1.2 Professional Ethics ........................................................................................................................................................................................................................................... 94 3.1.3 Academic Honesty Policy of Cabrini University ............................................................................................................................................................................................ 95

3.2.0 Types of Faculty Appointments ........................................................................................................................................................................................ 96 3.2.1 Regular Faculty ......................................................................................................................................................................................................................................................... 96

3.2.1.1 Instructor .................................................................................................................................................................................................... 96 3.2.1.2 Professor of Practice ................................................................................................................................................................................................ 96 3.2.1.3 Assistant Professor .................................................................................................................................................................................... 96 3.2.1.4 Associate Professor ................................................................................................................................................................................... 97 3.2.1.5 Professor .................................................................................................................................................................................................... 97

3.2.2 Part-time Faculty ............................................................................................................................................................................................................................................... 97 3.2.2.1 Lecturer ...................................................................................................................................................................................................... 97

3.2.3 Additional Faculty Types .................................................................................................................................................................................................................................. 97 3.2.3.1 Administrative Faculty ................................................................................................................................................................................ 97 3.2.3.2 Visiting Faculty ........................................................................................................................................................................................... 97 3.2.3.3 Professors Emeriti ...................................................................................................................................................................................... 98

3.3.0 Types of Contracts ............................................................................................................................................................................................................ 98 3.3.1 Tenure-Track Contracts ................................................................................................................................................................................................................................... 98

3.3.1.2 Tenure ........................................................................................................................................................................................................ 98 3.3.1.3 Three-Year Rolling Contracts .................................................................................................................................................................... 98 3.3.1.4 Determination of Tenure/Rolling Contract Status ...................................................................................................................................... 99 3.3.1.5 Institutional Criteria for Determination of Tenure vs. Rolling Contract Status ........................................................................................... 99

3.3.2 Non-tenure Track Contracts .......................................................................................................................................................................................................................... 100 3.3.2.1 Annual contracts ..................................................................................................................................................................................................... 100 3.3.2.2 Three and Five Year Contracts: ............................................................................................................................................................... 100

3.3.3 Personnel Files ............................................................................................................................................................................................................................................... 100 3.4.0 Search and Appointment of Faculty................................................................................................................................................................................ 101

3.4.1 Full-Time Appointments ................................................................................................................................................................................................................................. 101 3.4.2 One-Year Appointments ................................................................................................................................................................................................................................ 102 3.4.3 Part-Time Appointments ................................................................................................................................................................................................................................ 103

3.4.3.1 Policy on the Appointment of Retired Faculty Members for Short-Term, Part-Time Teaching Assignments ......................................... 103 3.4.3.2 Summer Session Appointments............................................................................................................................................................... 104

3.4.4 Faculty Vacancy ............................................................................................................................................................................................................................................. 104 3.5.0 Evaluation, Reappointment, Tenure / Rolling Contract, and Promotion ........................................................................................................................ 104

3.5.1 Evaluation Tools ............................................................................................................................................................................................................................................. 105 3.5.1.1 SIRS ......................................................................................................................................................................................................... 105

3.5.2 Tenure/Rolling Contract Faculty - Probationary Faculty Reappointment, and Tenure .......................................................................................................................... 106 3.5.2.1 First-Year Review ..................................................................................................................................................................................... 106 3.5.2.2 Second-Year Review ............................................................................................................................................................................... 107 3.5.2.3 Third-Year Review ................................................................................................................................................................................... 108 3.5.2.4 Fourth-Year Review ................................................................................................................................................................................. 110 3.5.2.5 Fifth-Year Review ..................................................................................................................................................................................... 111

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3.5.2.6 Sixth-Year Tenure/Rolling Contract Review ............................................................................................................................................ 111 3.5.2.7 Tenure / Rolling Contract Portfolio Evaluation Guidelines ...................................................................................................................... 115 3.5.2.8 Alternate Review Schedules .................................................................................................................................................................... 116 3.5.2.9 Evaluation Materials ................................................................................................................................................................................. 116

3.5.3 Tenure/Rolling Contract Anniversary Update ............................................................................................................................................................................................. 117 3.5.3.1 Annual Update Requirements .................................................................................................................................................................. 117 3.5.3.2 Five-Year Anniversary Update Conference ............................................................................................................................................. 117

3.5.4 Promotion in Professorial Faculty Ranks ..................................................................................................................................................................................................... 117 3.5.4.1 Instructor to Assistant Professor .............................................................................................................................................................. 117 3.5.4.2 Assistant Professor to Associate Professor ............................................................................................................................................. 117 3.5.4.3 Associate Professor to Full Professor ...................................................................................................................................................... 117

3.5.5 Non-Tenure/Rolling Contract Track Reappointment and Review ............................................................................................................................................................ 121 3.5.6 Part-time Faculty Reappointment and Review ........................................................................................................................................................................................... 121 3.5.7 Advancement Within Rank ............................................................................................................................................................................................................................ 121

3.5.7.1 Advancement Within Rank Policies ......................................................................................................................................................... 121 3.5.7.2 Advancement Within Rank Procedure ..................................................................................................................................................... 121

3.6.0 Separation/Termination of Employment ......................................................................................................................................................................... 123 3.6.1 Voluntary Separation ...................................................................................................................................................................................................................................... 123

3.6.1.1 Retirement ................................................................................................................................................................................................ 123 3.6.1.2 Resignation .............................................................................................................................................................................................. 123

3.6.2 Involuntary Separation ................................................................................................................................................................................................................................... 123 3.7.0 Faculty Workload and Working Conditions ..................................................................................................................................................................... 124

3.7.1 Full-Time Faculty ............................................................................................................................................................................................................................................ 124 3.7.1.1 Term of Employment ................................................................................................................................................................................ 124 3.7.1.2 Teaching ................................................................................................................................................................................................... 125

3.7.1.2.1 Teaching Load ..................................................................................................................................................................................... 125 3.7.1.2.2 Teaching Responsibilities .................................................................................................................................................................... 125

3.7.1.3 Advising .................................................................................................................................................................................................... 126 3.7.1.4 Service ..................................................................................................................................................................................................... 127

3.7.1.4.2 University Service ................................................................................................................................................................................ 127 3.7.1.5 Professional Development and Scholarship ............................................................................................................................................ 128 3.7.1.6 Outside Employment ................................................................................................................................................................................ 128

3.7.2 Part-Time Faculty ........................................................................................................................................................................................................................................... 128 3.7.2.1 Term of Employment ................................................................................................................................................................................ 128 3.7.2.2 Teaching ................................................................................................................................................................................................... 128

3.7.2.2.1 Teaching Load ..................................................................................................................................................................................... 128 3.7.2.2.2 Teaching Responsibilities .................................................................................................................................................................... 128

3.7.3 Department Chairs ......................................................................................................................................................................................................................................... 129 3.7.3.1 Duties and Responsibilities ...................................................................................................................................................................... 129

3.7.4 Program Coordinators.................................................................................................................................................................................................................................... 129 3.7.5 Working Conditions ........................................................................................................................................................................................................................................ 129 3.7.6 Institutional Review Board Policy .................................................................................................................................................................................................................. 129

3.7.6.1 Institutional Review Board Membership .................................................................................................................................................. 130 3.7.6.2 Leadership of the Institutional Review Board ........................................................................................................................................................... 131 3.7.6.3 Meetings of the Institutional Review Board .............................................................................................................................................................. 131 3.7.6.4 Relevant Procedures and Policies ........................................................................................................................................................................... 131

3.7.7 Intellectual Property Statement ..................................................................................................................................................................................................................... 131 3.7.8 Conflict of Interest Policy ....................................................................................................................................................................................................................................... 133

3.8.0 Faculty Compensation .................................................................................................................................................................................................... 134 3.8.1 Full-time Faculty .............................................................................................................................................................................................................................................. 134 3.8.2 Annual Salary and Benefits ........................................................................................................................................................................................................................... 134 3.8.3 Teaching Overload ......................................................................................................................................................................................................................................... 134 3.8.4 Additional Duties ............................................................................................................................................................................................................................................. 135

3.9.0 Faculty Development ...................................................................................................................................................................................................... 135 3.9.1 Orientation ....................................................................................................................................................................................................................................................... 135 3.9.2 Faculty Development Workshops ................................................................................................................................................................................................................ 136 3.9.3 Faculty Development Funding ...................................................................................................................................................................................................................... 136 3.9.4 Sabbatical Leave ............................................................................................................................................................................................................................................ 137

3.9.4.1 Eligibility ................................................................................................................................................................................................... 137 3.9.4.2 Procedure ................................................................................................................................................................................................. 138 3.9.4.3 Salary ....................................................................................................................................................................................................... 138 3.9.4.4 Grounds For Refusal ................................................................................................................................................................................ 138 3.9.4.5 Service to University ................................................................................................................................................................................ 139

3.9.5 Professional Leave of Absence .................................................................................................................................................................................................................... 139 3.10.0 Grievance ........................................................................................................................................................................................................................ 139 3.11.0 Conclusion ...................................................................................................................................................................................................................... 143

CHAPTER 4 – ACADEMIC POLICIES AND PROCEDURES .............................................................................................................................................................. 144 4.0.0 ACADEMIC ADVISING / ROSTERING .......................................................................................................................................................................... 144

4.0.1 Academic Advising ......................................................................................................................................................................................................................................... 144 4.0.2 Adding a Course After the Free Add/Drop Period ...................................................................................................................................................................................... 144 4.0.3 Cancellation of Courses ................................................................................................................................................................................................................................. 145 4.0.4 Classification of Students .............................................................................................................................................................................................................................. 145 4.0.5 Career and Professional Development ........................................................................................................................................................................................................ 145 4.0.6 Cross-Registration with Southeastern Pennsylvania Consortium for Higher Education (SEPCHE) ................................................................................................... 145 4.0.7 Departments .................................................................................................................................................................................................................................................... 145 4.0.8 Enrichment Electives ...................................................................................................................................................................................................................................... 145 4.0.9 Free Add/Drop Period .................................................................................................................................................................................................................................... 145 4.0.10 Honors Program ............................................................................................................................................................................................................................................. 145 4.0.11 Leave of Absence and Involuntary Leave of Absence .............................................................................................................................................................................. 145 4.0.12 Pass / Fail ........................................................................................................................................................................................................................................................ 145 4.0.13 Registration ..................................................................................................................................................................................................................................................... 145 4.0.14 Resumption of Study ...................................................................................................................................................................................................................................... 145 4.0.15 Transcripts ....................................................................................................................................................................................................................................................... 146 4.0.16 Withdrawals ..................................................................................................................................................................................................................................................... 146 4.0.17 Withdrawing and Adding a Course After the Free Add/Drop Period ........................................................................................................................................................ 146

4.1.0 ACADEMIC PROGRAM ................................................................................................................................................................................................. 146 4.1.1 Academic Offerings ........................................................................................................................................................................................................................................ 146

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4.1.2 Approval of New Academic Offerings .......................................................................................................................................................................................................... 146 4.1.3 Auditing ............................................................................................................................................................................................................................................................ 146 4.1.4 Concentrations ................................................................................................................................................................................................................................................ 146 4.1.5 Conferring of Degrees .................................................................................................................................................................................................................................... 146 4.1.6 General Education Program.......................................................................................................................................................................................................................... 146 4.1.7 Course Numbering and Prefix System ........................................................................................................................................................................................................ 146 4.1.8 Course Waivers .............................................................................................................................................................................................................................................. 146 4.1.9 Credit Load ...................................................................................................................................................................................................................................................... 147 4.1.10 Declaring a Major/Minor ................................................................................................................................................................................................................................. 147 4.1.11 Degree Requirements .................................................................................................................................................................................................................................... 147 4.1.12 Degrees ........................................................................................................................................................................................................................................................... 147 4.1.13 Exploration Courses ....................................................................................................................................................................................................................................... 147 4.1.14 Graduate and Post-Baccalaureate Courses ............................................................................................................................................................................................... 147 4.1.15 Independent Study ......................................................................................................................................................................................................................................... 147 4.1.16 Majors .............................................................................................................................................................................................................................................................. 147 4.1.17 Participation in Graduation Ceremonies ...................................................................................................................................................................................................... 147 4.1.18 Placement for General Education Program Literacies ............................................................................................................................................................................... 147 4.1.19 Repeating a Course ....................................................................................................................................................................................................................................... 147 4.1.20 Requirements for a Degree ........................................................................................................................................................................................................................... 147 4.1.21 Special Studies Options ................................................................................................................................................................................................................................. 148 4.1.22 Studying at Another University ...................................................................................................................................................................................................................... 148 4.1.23 Summer School .............................................................................................................................................................................................................................................. 148

4.2.0 STUDENT EVALUATION ............................................................................................................................................................................................... 148 4.2.1 Academic Grievance Procedure ................................................................................................................................................................................................................... 148 4.2.2 Academic Honesty ......................................................................................................................................................................................................................................... 148 4.2.3 Academic Progress ........................................................................................................................................................................................................................................ 148 4.2.4 Academic Warning, Probation, and Dismissal ............................................................................................................................................................................................ 148 4.2.5 Assessment of Prior Learning ....................................................................................................................................................................................................................... 148 4.2.6 Change of Grade Policy................................................................................................................................................................................................................................. 149 4.2.7 General Education Program Requirements / Student Progress Record ................................................................................................................................................. 149 4.2.8 Examinations (Student) ................................................................................................................................................................................................................................. 149 4.2.9 Examinations ................................................................................................................................................................................................................................................... 149 4.2.10 Grading Standards for Undergraduate Courses ......................................................................................................................................................................................... 149 4.2.11 Grading System .............................................................................................................................................................................................................................................. 149 4.2.12 Pass / Fail ........................................................................................................................................................................................................................................................ 149 4.2.13 Student Assessment ...................................................................................................................................................................................................................................... 149

4.2.13.1 Grading System ...................................................................................................................................................................................................... 149 4.2.13.2 Confidentiality of Grades ........................................................................................................................................................................................ 149 4.2.13.3 Change of Grade Policy ......................................................................................................................................................................................... 150 4.2.13.4 Warning Notices ..................................................................................................................................................................................................... 150 4.2.13.5 First-Year Student Evaluations............................................................................................................................................................................... 150 4.2.13.6 Intercollegiate Athlete Evaluations ......................................................................................................................................................................... 151 4.2.13.7 Incomplete “I” Grades ............................................................................................................................................................................................. 151 4.2.13.8 Grade Submission .................................................................................................................................................................................................. 151 4.2.13.9 Final Grade Grievance Policy................................................................................................................................................................................. 151

4.3.0 THE CLASSROOM ......................................................................................................................................................................................................... 151 4.3.1 Academic Support Services .......................................................................................................................................................................................................................... 151 4.3.2 Accommodations for Students with Disabilities .......................................................................................................................................................................................... 151

4.3.2.1 Typical Accommodations ......................................................................................................................................................................... 152 4.3.2.2 Assessment Accommodations ................................................................................................................................................................. 152 4.3.2.3 Recording Agreement .............................................................................................................................................................................. 153 4.3.2.4 Timely Notification .................................................................................................................................................................................... 153 4.3.2.5 Confidentiality ........................................................................................................................................................................................... 153 4.3.2.6 Appeals .................................................................................................................................................................................................... 153 4.3.2.7 Referrals ................................................................................................................................................................................................... 153 4.3.2.8 Syllabus .................................................................................................................................................................................................... 154

4.3.3 Class Attendance by Students ...................................................................................................................................................................................................................... 154 4.3.3.1 Short-Term Absences .............................................................................................................................................................................. 154 4.3.3.2 Long -Term Absences .............................................................................................................................................................................. 154 4.3.3.3 Intercollegiate Athletes ............................................................................................................................................................................. 154 4.3.3.4 Non-Attendance Forms ............................................................................................................................................................................ 155 4.3.3.5 Classroom Attendance Recorded ............................................................................................................................................................ 155 4.3.3.6 Class Cancellation ................................................................................................................................................................................... 155 4.3.3.7 Schedule conflicts and absences ............................................................................................................................................................ 156

4.3.4 Classroom Management ............................................................................................................................................................................................................................... 156 4.3.5 Course Syllabus Policies ............................................................................................................................................................................................................................... 156

4.3.5.1 Organization of Syllabus .......................................................................................................................................................................... 156 4.3.5.2 Student-Learning Outcomes .................................................................................................................................................................... 157 4.3.5.3 Changes to Syllabus ................................................................................................................................................................................ 157 4.3.5.4 Submission of Syllabus ............................................................................................................................................................................ 157

4.3.6 Enrollment Verifications ................................................................................................................................................................................................................................. 157 4.3.7 Field Trips ........................................................................................................................................................................................................................................................ 157

4.3.7.1 Procedures for Faculty-Led, University-Sponsored Field Trips ............................................................................................................... 157 4.3.7.2 Waiver of Responsibility ........................................................................................................................................................................... 158 4.3.7.3 Use of Personal Vehicles ......................................................................................................................................................................... 158 4.3.7.4 Use of University Vans ............................................................................................................................................................................. 158

4.3.7.5 Ordering Course Materials ............................................................................................................................................................................................................................ 158 4.4.0 MISCELLANEOUS ......................................................................................................................................................................................................... 160

4.4.1 Academic Honors and Awards ..................................................................................................................................................................................................................... 160 4.4.2 Academic Review Committee ....................................................................................................................................................................................................................... 160 4.4.3 Affiliations ......................................................................................................................................................................................................................................................... 160 4.4.4 Certificates ....................................................................................................................................................................................................................................................... 160 4.4.5 Family Educational Rights and Privacy Act of 1974 (FERPA) .................................................................................................................................................................. 160

4.4.5.1 Student Rights .......................................................................................................................................................................................... 160 4.4.5.2 Release of Information ............................................................................................................................................................................. 160 4.4.5.3 Parental Disclosure .................................................................................................................................................................................. 161

4.4.6 Graduation Procedures .................................................................................................................................................................................................................................. 162

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4.4.7 Honor Societies............................................................................................................................................................................................................................................... 162 4.4.8 Library .............................................................................................................................................................................................................................................................. 162 4.4.9 Student Retention ........................................................................................................................................................................................................................................... 162 4.4.10 Use of Campus Space ................................................................................................................................................................................................................................... 163

CHAPTER 5 – STUDENT LIFE POLICIES ........................................................................................................................................................................................... 164 5.0.0 Primary Resources ......................................................................................................................................................................................................... 164

5.0.1 Alcohol Policies ............................................................................................................................................................................................................................................... 164 5.0.1.1 Student Use............................................................................................................................................................................................. 164 5.0.1.2 University Programs ................................................................................................................................................................................. 164 5.0.1.3 Faculty-Sponsored Programs .................................................................................................................................................................. 165 5.0.1.4 Faculty Chaperones at Student Events ................................................................................................................................................... 165

5.1.0 Athletics ........................................................................................................................................................................................................................... 165 5.1.0.1 Philosophy ................................................................................................................................................................................................ 165 5.1.0.2 Release from Class .................................................................................................................................................................................. 165 5.1.0.3 Faculty Athletic Representative ............................................................................................................................................................... 165

5.2.0 Campus Safety and Security .......................................................................................................................................................................................... 166 5.2.0.1 Crime Reporting ....................................................................................................................................................................................... 166

5.3.0 Commencement .............................................................................................................................................................................................................. 166 5.4.0 Community Standards for Student Conduct ................................................................................................................................................................... 166

5.4.0.1 Treat Every Person in this Community with Respect: ............................................................................................................................. 167 5.4.0.2 Uphold a High Level of Honesty and Integrity: ........................................................................................................................................ 167 5.4.0.3 Promote the Peace, Health, and Safety of the Community: .................................................................................................................... 167 5.4.0.4 Demonstrate Respect for Property: ......................................................................................................................................................... 167 5.4.0.5 Comply with University Policies: .............................................................................................................................................................. 167

5.5.0 Counseling and Psychological Services ......................................................................................................................................................................... 167 5.5.0.1 Referrals ................................................................................................................................................................................................... 168 5.5.0.2 Emergency Assistance............................................................................................................................................................................. 168 5.5.0.3 Confidentiality ........................................................................................................................................................................................... 168

5.6.0 Disabilities – Policies, Accommodations, and Resources .............................................................................................................................................. 168 5.7.0 Academic Field Trips / Off-Campus Travel with Students .............................................................................................................................................. 169 5.8.0 Health Services – Excused Absences ............................................................................................................................................................................ 169 5.9.0 On-Campus Housing ...................................................................................................................................................................................................... 169 5.10.0 Posting Flyers, Notices, Banners, and Advertisements ................................................................................................................................................. 170 5.11.0 Student Activities............................................................................................................................................................................................................. 170 5.12.0 Student Organizations .................................................................................................................................................................................................... 170

5.12.0.1 Student Organization Fundraising .......................................................................................................................................................................... 171 5.13.0 Student Records ............................................................................................................................................................................................................. 171 5.14.0 Vans – Reservation and Use .......................................................................................................................................................................................... 171 5.15.0 Web References: ............................................................................................................................................................................................................ 173

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INTRODUCTION TO THE CABRINI UNIVERSITY FACULTY HANDBOOK

This is the Cabrini University Faculty Handbook developed collaboratively by a committee of faculty and

administrators during the 2005-06 and 2006-07 academic years and approved by the Board of Trustees in spring

2007.

Chapter 1: Administrative and Governance Structures was approved by the Board of Trustees on Feb. 24, 2007;

Chapter 3: Faculty Personnel Policies, on May 18, 2007. In both cases, the Board made amendments that have been

incorporated into the final document.

The Cabrini University Faculty Handbook compiles and sets forth procedural, policy, and contractual information that

guides and determines faculty matters and assists faculty in fulfilling their roles and responsibilities. The Faculty, the

University Administration and the Board of Trustees all have a role in the formation of policies affecting faculty

members at the University. Many policies are developed through the collaboration of the Faculty and the University

Administration and follow the procedures described in this Handbook.

The policy, procedural, and contractual information included in this Handbook has been reviewed, endorsed or

approved by the Faculty, the University Administration, and the Board of Trustees, as appropriate. Final authority for

the approval of all University policies is vested in the Board of Trustees. The Board delegates to the President, as the

chief executive officer, the power and responsibility to implement and enforce University policy.

Amendment Procedure

The Faculty Handbook and governance model may be amended at any meeting of the Faculty Assembly if the

amendment proposed has moved through the appropriate governance bodies and if it receives a majority vote of the

full-time faculty.

It will be a general principle that any changes to the Faculty Handbook will be reviewed by the Faculty Cabinet to

determine whether they are administrative or shared governance decisions, using the AAUP “Statement on

Government of Colleges and Universities” as a guiding document for these decisions:

https://www.aaup.org/report/statement-government-colleges-and-universities.

The Provost/VPAA will be responsible for making administrative changes to the Faculty Handbook in coordination with

President, School Deans, and Executive Director of Human Resources.

All administrative changes will be reviewed by Faculty Cabinet via the following timeline and process:

1) During the Spring Semester, the Faculty Cabinet will begin reviewing potential changes to the Faculty Handbook.

2) By June 1, the Faculty Assembly Chair will send to the Provost a list of all of the actions approved by Faculty

throughout the year.

3) By June 15, the Provost will present to Faculty Cabinet (electronically or in person) a draft of the proposed faculty

handbook version in “track changes” format with a summary page of major revisions.

https://www.aaup.org/report/statement-government-colleges-and-universities

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4) After consultation and collaboration between the Provost/VPAA and Faculty Cabinet, all members of the Faculty

Cabinet will approve the final document by July 15.

5) A final copy of the latest version of the Faculty Handbook will be posted for all faculty by August 1.

Any changes to the Faculty Handbook that are made within the academic year and approved by faculty for immediate

implementation will be posted as an addendum to the Handbook on the Faculty Assembly webpage until posting of

the final version by August 1.

The President determines which amendments require the approval of the Board before becoming effective. Any

substantive changes to the Faculty Handbook must be forwarded through the President to the Board of Trustees for

approval.

HISTORY OF CABRINI UNIVERSITY

A Glimpse at Our Past

Cabrini University’s rich legacy was begun by Sister Ursula Infante and the Missionary Sisters of the Sacred Heart of

Jesus, who boldly set out in 1957—in a time of economic recession—to establish a college. The Missionary Sisters of

the Sacred Heart of Jesus are a worldwide institution of educational, medical, and social service facilities. Originally

named Cabrini College, the institution was named for the founder of the Missionary Sisters of the Sacred Heart of

Jesus, Saint Frances Xavier Cabrini, America’s first immigrant saint (www.mothercabrini.com). Cabrini University

shares its name with 95 other Cabrinian institutions in the U.S., Europe, South America, Australia, and Africa. The

University strives to instill in its students a sense of responsibility toward their environment and service to others.

Throughout its history, the University has remained faithful to the mission of its namesake and sponsoring order and

takes great pride and satisfaction in its commitment to provide a high quality, value-based education in the Cabrinian

tradition. In 1965, the University earned full accreditation by the Middle States Commission on Higher Education

(MSCHE), as well as approval by the Department of Education of the Commonwealth of Pennsylvania. Founded as a

women’s educational institution, the College charter was changed to become coeducational in February 1970. The

first male students matriculated in fall 1971.

Over the last four decades, Cabrini has evolved from a small women’s college with a dominant commuter-base to a

residential institution with more than 2,300 students, including almost 900 undergraduates living on campus. In

addition to the growth of the student body, the institution has experienced other significant changes: the development

of professionally oriented undergraduate academic programs, the addition of graduate programs, and the expansion

of campus facilities.

In 2016, the Pennsylvania Department of Education formally approved the institution to change its name from Cabrini

College to Cabrini University, signifying a new stage in the transformation of Cabrini higher education.

In 1957, 43 students were enrolled in four majors offered by Cabrini College at the time. Undergraduate students can

now major in more than 30 on-campus programs, as well as minors that broaden educational backgrounds and tracks

http://www.mothercabrini.com/

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in specific areas of focus. Cabrini also offers graduate Education Certification programs and degrees in Education,

Leadership, Accounting, Organizational Development, and Religious and Pastoral Studies. Partnerships with nearby

institutions provide even more options in many new areas of study.

Even with all the advances Cabrini has seen in its 60-year history, there is one fundamental, bedrock principle,

enunciated by St. Frances Xavier Cabrini more than a century ago: that a Cabrinian education should link intellectual

competence with moral development and instill a special concern for those persons who are in need. The University is

committed to providing this Education of the Heart—both an academic program and a living and learning environment

that develops liberally educated persons who can succeed professionally and contribute to their communities.

Nationwide, the University was among the first institutions of higher learning to implement community service into its

core curriculum, was the first in Pennsylvania to require community service of all students and, in 2005, became the

first college to sign an agreement with Catholic Relief Services (CRS) to support the organization’s global outreach

program.

A Tour of Our Campus

A discussion of the history of Cabrini University is not complete without exploring the history of the campus. Cabrini

University’s beautiful 112-acre campus is located just one-half hour from Philadelphia in suburban Radnor Township.

The property was owned by the Lewis family and then the Brooke family during the 19th Century. It was sold around

the turn of the century to the late James William Paul, Jr., a partner in the Drexel Company, prosperous Philadelphia

bankers. Paul named his estate “Woodcrest,” because of its location on the crest of Radnor Hills.

Horace Trumbauer, a leading Philadelphia architect, designed the original estate buildings in the early 1900s. Paul

sold Woodcrest in 1925 to Dr. John T. Dorrance, inventor of the formula for condensed soup and past president of the

Campbell Soup Company. Dr. Dorrance’s family occupied the estate until 1954, when it was sold at auction to the

Missionary Sisters of the Sacred Heart of Jesus.

ACCREDITATION

Cabrini University is accredited by the Middle States Commission on Higher Education, 3624 Market Street,

Philadelphia, PA, 19104-2680 (telephone: 215-662-5606) and is approved by the Department of Education,

Commonwealth of Pennsylvania.

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FOUNDATIONAL DOCUMENTS

The Mission of Cabrini University

• Education of the Heart

Cabrini University is a Catholic institution of higher education dedicated to academic excellence, leadership

development, and a commitment to social justice. The University welcomes learners of all faiths, cultures, and

backgrounds and prepares them to become engaged citizens of the world.

—Approved by the Board of Trustees, Feb. 19, 2010

Goals of Cabrini University

• To provide an environment consistent with Frances Cabrini’s work in a pluralistic society by welcoming all

qualified students in the enterprise of intellectual, spiritual, social, and emotional growth

• To provide a Cabrinian “education of the heart” that teaches that intellectual competence cannot be divorced

from values or a moral responsibility to the community

• To provide a strong liberal arts education, enabling students to develop as critical thinkers, versed in

communication and analytical skills, with the ability to apply knowledge to new and different problems, and

with the ability to continue to learn from life

• To provide academic programs that will educate students (a) as highly trained professionals who enter

graduate studies and professional fields or (b) who continue their professional development for career

advancement and change

• To provide a qualified faculty and staff dedicated to educational excellence and professional development and

to encourage personal and group interchange among students, faculty, and staff

• To provide guidance to assist each student in developing a sense of values, a good self-image, and

responsibility to God, self, and the world

• To provide a broad range of cultural, religious, social, and recreational activities in order to carry the

educational enterprises beyond classroom instruction

• To foster a community that treasures and respects its religious heritage while it recognizes it is enriched by

differences in cultures and religious beliefs

• To develop programs, services, and educational delivery systems that are responsive to the different goals

and needs of all our students on- and off-campus, day and evening, resident and commuter, traditional and

non-traditional, undergraduate and graduate

• To conduct ongoing evaluations of all campus programs, instructional and non-instructional, in order to

improve their effectiveness and to create new programs consistent with the University’s mission and its vision

for the future

• To encourage all University personnel to participate in the total development of students by their actions,

example, and excellence in service

• To promote a spirit of cooperation and collaboration among faculty, students, staff, administrators, advisors,

alumni, parents, and the Board of Trustees in achieving the goals of the University

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Qualities of the Liberally Educated Person

Cabrini University is part of the international network of the Missionary Sisters of the Sacred Heart of Jesus created by

the global vision of Saint Frances Xavier Cabrini. The apostolic priorities of the Missionary Sisters of the Sacred Heart

include working for peace and justice, working against poverty and oppression, promoting personal and interpersonal

growth, and increasing compassionate concern for all human beings. Based upon the mission of the University,

Cabrini provides educational programs that recognize and seek to develop skills and values necessary to support and

sustain a mature commitment to these objectives.

Cognitive Complexity

• Demonstrates analytic reasoning and critical thinking

• Demonstrates creative thinking

• Demonstrates scientific reasoning

• Demonstrates quantitative reasoning

Effective Communication

• Demonstrates effective written communication

• Demonstrates effective mediated communication

• Demonstrates effective oral presentation skills

• Demonstrates effective interpersonal communication

• Demonstrates effective small group communication skills

Understanding of Self and Beliefs as a Global Citizen

• Demonstrates sense of self

• Demonstrates knowledge of cultural diversity and American pluralism

• Demonstrates ability to interact cross-culturally

Propensity for Engaging in Life-Long Learning

• Demonstrates curiosity

• Demonstrates self-direction

• Demonstrates adaptability

Responsibility for Social Justice

• Demonstrates relevant knowledge

• Demonstrates relevant values

• Demonstrates relevant skills

Expertise in a Specific Area

• Demonstrates relevant knowledge

• Demonstrates relevant values

• Demonstrates relevant skills

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Charter of Core Values

Our core values emanate from the life of Saint Frances Xavier Cabrini, the charism of the Missionary Sisters of the

Sacred Heart, and the Catholic educational tradition.

In response to Frances Cabrini’s desire to provide an “education of the heart”—a Catholic, Cabrinian education,

centered in Christ and ever mindful of the dignity and contribution of each person—the members of this University

community, through a collaborative process, have enunciated these values which exist as a standard for our activities

and as a hallmark for all future development.

“Education of the Heart” is achieved through the core values of:

• Respect

We strive for a reverence of self and others manifested in trust and appreciation. Respect calls for care and

compassion in regard to diversity, our environment, social justice, civility in resolving conflict. The University

strives to promote the integrity of each person, thus serving the vital and vibrant good of all.

• Vision

Inspired by the indomitable spirit of Saint Frances Xavier Cabrini, we strive to promote and foster innovation

and creativity. Vision calls for a spiritually based outlook when seeking solutions, courage, a proactive

stewardship of all present and future resources. We accept the challenge to live our lives according to the

Cabrinian vision and values.

• Community

We strive to strengthen community by uniting diverse individuals and their aspirations in shared endeavor.

Community calls for common mission, ethical responsibility, a sense of belonging, dialogue in decision

making, enthusiasm for the enterprise, participation in the celebration of our values and traditions. The Cabrini

University community seeks to maintain an environment of receptivity and hospitality for all and create union

while nurturing individual gifts and talents.

• Dedication to Excellence

To maximize the potential of the individual and community we strive for the education of the whole person—

intellectual, emotional, physical, and spiritual. Dedication to Excellence calls for positive attitude, commitment

to lifelong learning, personal and professional growth, pride in accomplishment, fulfillment of common goals.

At the heart of our dedication to excellence is the desire to be our best in the service of our students and all others.

Because we are an institution of process and constant development, what we are must always progress towards what

we ought to be. It is our hope that in our constant effort to evaluate our growth, that we aim for a point of coincidence

in which the values that determine what we are become one with what we ought to be.

―Approved by the Board of Trustees, Oct. 21, 1994

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Statement of Catholic Identity

Cabrini University is a vital and distinctive element of the international educational ministry of the Roman Catholic

Church and the Missionary Sisters of the Sacred Heart of Jesus.

As a Roman Catholic institution, Cabrini University affirms that God’s love, expressed in the relationship among

Creator, Redeemer, and Spirit, invites all people to form vibrant, caring communities. The University manifests this

belief by:

• respecting the dignity of the human person as created in the image and likeness of God

• providing opportunities for prayer, reflection, and the study of Sacred Scripture

• celebrating liturgy and participating in the Sacraments

• respecting the beliefs of those members of other religions and spiritual traditions and inviting them to share

the gifts they bring to the community

• providing a liberal arts education rich in values and offering opportunities for spiritual, intellectual, and

ethical growth

• demonstrating leadership in service to the community

• standing in solidarity with those who are poor, forgotten, and oppressed

• participating in the creation and development of societal structures that are humane, just, and respectful of

the rights and dignity of the human person

Inspired by the example of Saint Frances Xavier Cabrini, who dedicated her life to making the love of Jesus visible in

the world, we, as a University community, continually strive to make this vision of Catholic identity a reality throughout

the living and learning environment of the University.

―Approved by the Board of Trustees, May 19, 2000

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The Cabrini Seal

On July 1, 2016, Cabrini College officially became Cabrini University. With this transformation came the opportunity to

re-create the institution’s seal to more closely align with Cabrini’s founding order, the Missionary Sisters of the Sacred

Heart of Jesus, and our long-term mission of Education of the Heart. Cabrini University is the only Cabrinian institution

of higher education in the world.

1957

Cabrini was founded in 1957, welcoming 43 students to campus. For more than half a century, the institution has

provided a quality education emphasizing academic excellence, leadership, and social change.

Cross

Cabrini is an inclusive Catholic institution that is open to learners of all faiths and backgrounds. The cross in the seal

symbolizes our commitment to social justice and Catholic social teaching, which emphasizes the fundamental rights

and dignity of all people.

Heart

Saint Frances Xavier Cabrini, the University’s namesake, was devoted to the Sacred Heart of Jesus, which

symbolizes love and compassion for all humanity. The seal honors this and represents Cabrini’s dedication to

inclusivity and embracing differences.

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CHAPTER 1 – ADMINISTRATIVE AND GOVERNANCE STRUCTURES

Introduction

Ultimate management and control of Cabrini University rests with a Board of Trustees which elects the President to

serve as its executive officer and as the chief executive officer of the University (see Bylaws Article VI, Section 6.5,

effective Dec. 1, 2005). The Board of Trustees delegates management of the institution to the President who, in turn,

gives different individuals and groups of individuals joint and unique responsibilities for administering approved policy

and recommending policy changes and/or additional policies.

Administrative officers, faculty, students, and staff all have responsibilities and accountability within this system of

shared governance. While this Faculty Handbook focuses on faculty responsibilities and accountability, it is important

to note that faculty do not work independently on the administrative and policy issues for which they have special

responsibility and accountability. Administrative officers participate in the governance structure, as do appropriate staff

and student representatives. In all cases, the participation of non-faculty is intended to be substantive. Similarly, the

role of faculty in shared governance is assumed to be substantive.

The University community is dedicated to and practices a model of shared governance wherein success will be

marked by faculty, administration, staff, and students working together in a collegial environment of mutual respect.

Recommendations for changes and/or additional policies are assumed to be the result of careful deliberation and

discussion and are assumed to be based on evidence rather than anecdote. As such, the faculty is assured that the

Board of Trustees takes the faculty’s recommendations and responsibilities seriously.

Under Cabrini University’s system of shared governance, faculty members have unique responsibilities to recommend

and administer policies in the areas of curriculum and instruction; standards informing academic excellence, integrity,

and graduation; faculty rank, tenure, and promotion; intellectual property; and faculty development, evaluation, grants,

and sabbaticals.

This system of shared governance works when all faculty members fully participate in it. To that end, the Nominating

and Appointment Board facilitates the involvement of faculty on major committees by soliciting faculty preferences for

their institutional service in elected positions and appointing faculty to positions on subcommittees and boards.

1.0.0 ADMINISTRATIVE STRUCTURE

The President is responsible for establishing the administrative structure of the University. Over time, the

administrative structure of the University will change in response to management style, opportunities, and/or threats.

1.0.1 President of the University

Appointment and Terms

The Board of Trustees initiates all Presidential searches. The Board of Trustees arranges for faculty

participation and consultation in Presidential searches. If the office of the President becomes vacant, the

Chair of the Board may appoint an acting President according to procedures of the University’s Bylaws.

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The President of the University (hereafter referred to as the President) ordinarily holds faculty status and

rank.

Duties

The Board of Trustees vests the executive responsibility for management of the University in the

President, who has the authority to execute contracts and other agreements with the approval of the

Board. In serving as the University’s chief administrative and educational officer, the President is

responsible for the management of the University’s programs in all administrative and academic areas.

The President directly supervises the work of the Provost/VPAA, vice presidents and three deans and

shall be a member ex officio of all standing committees of the faculty.

Unless otherwise noted, ex officio members do not vote.

The President reports to the Board of Trustees and is responsible for submitting to it a comprehensive

annual budget for the operation of the University. Once this budget has been approved by the Board, the

President is authorized to conduct the affairs of the University in accordance with this budget.

Official communications and recommendations from the Faculty are transmitted to the President by way

of the Provost and Vice President for Academic Affairs. The President and Provost/VPAA take

appropriate communications and recommendations to the Educational Quality Committee of the Board of

Trustees.

Such communications and recommendations will be in writing and will be transmitted by the President to

the Board within a reasonable period after the receipt of the communications and recommendations.

Official communications and recommendations from the Board of Trustees will be transmitted to the

Faculty by the President or the President’s designee.

Evaluation

The President is evaluated by the Board of Trustees according to policies and procedures outlined in the

University’s Bylaws.

1.0.2 President’s Cabinet

Under the President’s leadership and supervision, personnel at the University are organized into eight

administrative areas: Academic Affairs, Institutional Advancement, Marketing and Communications,

Community Development and External Relations, Enrollment Management, Finance and Administration, and

Student Life. The chief administrative officers of each division serve on the President’s Cabinet. Deans,

Associate Vice-Presidents and the Director of Human Resources also serve on President’s Cabinet.

The President’s Cabinet provides administrative leadership for the University by planning, coordinating, and

evaluating all areas of the University; it initiates, develops and implements plans and strategies designed to

advance the mission, goals, and objectives of the University, and it advises the President on institutional

policy, programs, and practices. The administrative positions identified and discussed in this chapter reflect

appointments only of officers in Academic Affairs.

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1.0.3 Provost and Vice President for Academic Affairs


The Provost/VPAA is typically selected through a national search that is initiated by the President.

The President arranges for faculty participation and consultation in Provost/VPAA searches.

The Provost/VPAA is an at-will appointment and can be terminated at any time by the President. If the

office of the Provost/VPAA becomes vacant, the President may appoint an acting Provost/VPAA until a

national search can be conducted. The Provost/VPAA ordinarily holds faculty status and rank.

Duties

The Provost/VPAA is the University’s chief academic officer. Working under appropriate policies and with

relevant committees, the President, the chairs, and other staff members, the Provost/VPAA has

administrative responsibility for the University’s undergraduate and graduate curricula and academic

programs.

The Provost/VPAA oversees the ongoing evaluation of personnel and assessment of programs to ensure

appropriate levels of quality throughout the academic affairs unit of the University. In consultation with

deans and departmental search committees, the Provost/VPAA recommends candidates for full-time

faculty appointments to the President. The Provost/VPAA also makes recommendations for promotion

and tenure decisions to the President.

The Provost/VPAA advances the strategic plan of the University and all relevant academic priorities by

guiding the overall direction for the University’s academic programs, by assigning responsibility for their

implementation, by reviewing academic policies for their consistency with the strategic plan and mission,

and by taking responsibility for the overall evaluation of the plan’s implementation and outcomes.

The Provost/VPAA anticipates future developments in higher education and their impact on the University

and evaluates the needs inherent in meeting those challenges creatively and effectively. As necessary,

the Provost/VPAA appoints special task forces to address or evaluate important academic issues facing

the University.

The Provost/VPAA has ultimate responsibility over the management of budgets within Academic Affairs.

With the approval of the President and following consultation with the Academic Planning Committee, the

Provost/VPAA authorizes the creation and elimination of faculty and academic staff positions as

appropriate to the plans and priorities of the academic affairs unit and determines that the allocation of

resources to the various programs within the unit reflects established priorities.

In the President’s temporary absence from campus, the Provost/VPAA serves as the University’s chief

executive officer.

Evaluation

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The Provost/VPAA reports to the President. The Provost/VPAA is evaluated according to the established

policies and procedures for performance review published by Human Resources.

1.0.4 School Dean


The Dean is typically selected through a national search that is initiated by the Provost/VPAA. The

Provost/VPAA arranges for faculty participation and consultation in Dean searches. The Dean is an at-will

appointment and can be terminated at any time by the Provost/VPAA. If the office of the Dean becomes

vacant, the Provost/VPAA may appoint an acting Dean until a national search can be conducted. The

Dean ordinarily holds faculty status and rank.

Duties

The Dean administers programs, faculty and personnel within the academic School. The Dean provides a

vision for the School that is consistent with the mission of the University. The Dean is a member of the

President’s Cabinet, serves on appropriate shared governance and University committees or task forces,

and as the Provost/VPAA’s designee on committees and at functions as needed.

The Dean provides strategic planning and vision necessary to advance excellence in teaching, research,

and service; Lead efforts for mission integration across the School and throughout the University;

The Dean provides leadership for Assistant Deans/Department Chairs by providing opportunities for

development and by coordinating and promoting interaction and cooperation among academic

departments and disciplines within the School, between Schools and throughout the University.

The Dean oversees faculty hiring, evaluation, promotion, and tenure review in the School and makes

recommendations regarding reappointment, promotion and tenure; Recommends appointment and

review of department chairs and program coordinators; Oversees hiring, supervision, evaluation and

retention of support staff in the School;

Directs department chairs and program coordinators in the assignment of faculty teaching loads and

coordinating course scheduling;

Ensures development of new faculty, the continued growth of experienced faculty and develops

leadership opportunities for faculty and staff in the School;

The Dean is responsible for the development and evaluation of programs. Advances student

achievement and program innovation through an on-going assessment plan, program review and

accreditation of programs; Promotes an entrepreneurial spirit with development of new undergraduate,

graduate and/or doctoral programs, as well as community partnerships and programs; nurtures existing

programs leading to growing the School;

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Provides administrative continuity throughout the calendar year by serving as a member of the academic

affairs unit and the University; Works with department chairs and Assistant Deans to respond to student

appeals, complaints, and requests for exceptions; Communicates and collaborates with Enrollment

Management to assure appropriate right size and best fit of undergraduate and graduate students to the

School.

The Dean prepares and administers budget of the School; Works with the senior administration to

implement the strategic plan through resource allocation and alignment; Fosters cooperative relationships

within the School, University, and other institutions; Works with Institutional Advancement, faculty and

staff of the School to develop extramural funding opportunities which support academic programs;

Coordinates with Institutional Advancement, Provost, and President for fundraising initiatives which

supports academic programs and the University.

Evaluation

The Dean reports to the Provost/VPAA. The Dean is evaluated according to the established policies and

procedures for performance review published by Human Resources.

1.0.5 Department Chair


Department Chairs are appointed annually by the President upon the recommendation of the Dean and

Provost/VPAA and after consultation with members of the department. The appointment runs from July 1

to June 30 with the expectation for summer responsibilities, and renewal is at the discretion of the

President.

If a situation of severe departmental dysfunction arises, the President—after consultation with the Dean

and Provost/VPAA—may remove a Department Chair during his or her annual term and appoint a

successor. In the event that a Department Chair is removed or can no longer fulfill his or her duties for the

year term, the Provost/VPAA recommends a replacement to the President.

Duties

Department Chairs are an important link between the University administration, faculty and students.

They are responsible for projecting and assessing the needs and interests of their departments and for

representing them to the University administration. They also promote the interests of the departments to

internal and external constituencies.

The Department Chair’s list of duties includes the following: curricular/program planning and assessment,

class scheduling, University Catalog revisions and assessment; full-time and adjunct faculty development,

selection, and evaluation; submission and administration of an annual budget and three-year strategic

budget; and completion of an annual department report.

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Overall, Department Chairs function as facilitators and problem-solvers, enhancing the contribution their

departments make to the academic quality of the University. Their primary leadership responsibility is for

curriculum and strategic priorities for the department.

Department Chairs are responsible for general oversight of the academic major(s) in their departments

and evaluate any exceptions that will be made for individual students within the department. Department

Chairs coordinate the assignments of faculty so that workloads are equitable and equally spaced

throughout the day and across the week.

Department Chairs are responsible for general oversight of the faculty in their department, regularly

evaluating the performance of department faculty and reporting this information, as appropriate, to the

Provost/VPAA and/or the Promotion and Tenure Board (PTB). Chairs hire part-time faculty to teach

courses that cannot be assigned to full-time faculty, either because the full-time faculty has a maximum

teaching load or because the courses require someone with specialized training or experience.

Chairs are responsible for meeting with full-time probationary and adjunct faculty members at least once

a year in order to discuss the faculty members’ professional activities on- and off-campus. In the case of

probationary faculty, the Chair reviews copies of SIRs, observes at least one class of the faculty member,

and submits a written evaluation to the Dean, Provost/VPAA and/or the PTB.

Department Chairs submit an annual strategic budget to the Dean according to the guidelines developed

by the Office of Finance and Administration. Chairs administer the budgets for their departments. They

approve all departmental expenditures for equipment, supplies, instructional materials, audio and video

materials, and purchases for the library. They work with the Office of Institutional Advancement to prepare

grant proposals and to solicit funds from external agencies to help meet the needs of the department and

to enhance its academic programs.

Department Chairs are expected to hold regular meetings with department faculty and staff and to provide

a yearly update to the Dean. Chairs should be aware of trends and pedagogical practices within their

discipline and in higher education as a whole. All Chairs meet with the Dean on an annual basis to

discuss departmental goals and priorities.

Department Chairs meet together on a regular basis as requested by the Provost/VPAA and/or the

School Dean to discuss administrative issues affecting all departments. Annually, every Department Chair

serves on one of three governing bodies: the Academic Planning Committee, the New Programs Board,

or the Program Review Board.

Evaluation

New Department Chairs are evaluated each year for their first three years via a form distributed by the

Faculty Professional Topics Subcommittee (a subcommittee of the Faculty Development and

Advancement Committee) to each full-time faculty member in the department. After the first three years,

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each Department Chair is evaluated by the same method every other year. Evaluation forms are returned

to the Dean who administers the final evaluation for each Department Chair.

1.0.6 Assistant Dean of School


Assistant Deans are appointed annually by the Provost/VPAA upon the recommendation of the Dean and

after consultation with Department Chairs within the respective School. The appointment runs from

August to May with the possibility of expectations for summer responsibilities, depending on School need.

If necessary, the Provost/VPAA —after consultation with the Dean—may remove an Assistant Dean

during his or her annual term and appoint a successor. In the event that an Assistant Dean is removed or

can no longer fulfill his or her duties for the year term, the Dean recommends a replacement to the

Provost/VPAA.

Duties

The Assistant Dean for each School will serve as the initial point person for all undergraduate and

graduate student appeals, complaints, and requests for exceptions. If the Assistant Dean encounters

student or faculty issues/complaints that involve his/her department chair, the issue will be resolved by

the Dean directly. The Assistant Dean is expected to hold a minimum of 8 office hours on campus

(inclusive of 4 standard office hours required of all faculty). He/she will: approve petitions to walk,

directed/independent/research studies, withdrawals, and other academic procedures; Monitor course

enrollments and syllabi collection; provide oversight for undergraduate and graduate catalog revision

process in collaboration with the Registrar’s office; work closely with the Center for Student Success, the

Disability Resource Center and faculty on student related issues; participate in Academic Review Board

process; and, any other duties as assigned by the Dean for the relevant school.

Evaluation

The Dean will evaluate the Assistant Dean for his/her administrative duties by following the Performance

Evaluation process established for staff. This evaluation will not be a part of the faculty member’s

promotion and tenure review.

1.0.7 Program Coordinators


Program Coordinators are appointed by the Provost/VPAA upon the recommendation of the Department

Chair. The appointment runs semester to semester. In the event that a Program Coordinator can no

longer fulfill his or her duties, the Department Chair recommends a replacement to the Provost/VPAA.

During their term in office, Program Coordinators will be compensated based on their duties.

Duties

Program Coordinators have different responsibilities depending on their department’s needs. Examples of

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their responsibilities are coordinating courses with Department Chairs, ensuring that the program’s course

offerings adequately meet the needs of students and the strategic priorities of the University, budgeting

for the program with Department Chairs, providing leadership on special projects related to the program,

evaluating transcripts, recommending program candidates for graduation or certification, selecting and

evaluating adjuncts, conducting degree audits, initiating appropriate changes to the major, and assisting

the Department Chair as needed. As necessary, Program Coordinators review transfer-credit evaluations

with Graduate Studies staff.

Evaluation

Program Coordinators are evaluated annually by the Department Chair according to the Program

Coordinator’s specific job description. This job description is developed by the Department Chair and

approved by the Provost/VPAA. The Department Chair shares the annual evaluation with the

Provost/VPAA.

1.0.8 The Faculty


The Faculty consists of all full-time, regular teaching faculty. Faculty appointments and terms are

articulated in Section 3.2.0.

Duties

The Faculty share responsibility and accountability with the School Deans, Provost/VPAA, the President,

and/or the Board of Trustees for governance and administration in the following areas:

• Recommendations for and administration of policies in the areas of curriculum and instruction

• Standards informing academic excellence, integrity, and graduation

• Faculty rank, tenure, and promotion

• Intellectual property

• Faculty development, evaluation, grants, and sabbaticals

The administrative responsibilities of individual faculty include

• Publishing a syllabus and office hours

• Ordering class materials (e.g., books from the Bookstore)

• Establishing a safe and respectful learning environment in the classroom

• Accessing class lists

• Utilizing the library in appropriate ways (e.g., reserve materials)

• Organizing field trips according to campus policies

• Using campus spaces as per established policies

• Submitting electronically the notice of-non-attendance, first-year evaluations, and warning notices

according to the published schedule

• Completing athletic progress reports

• Following accommodation procedures outlined by the Disability Resource Center

• Initiating administrative withdrawals

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• Observing students’ rights as outlined by the Family Educational Rights and Privacy Act (FERPA)

• Submitting charges of academic dishonesty to the Office of Academic Affairs

• Posting grades according to the schedule outlined by the Registrar’s Office

• Initiating an Incomplete when warranted

• Advising students identified as the faculty member’s advising cohort

• Supervising internships, independent studies, and co-ops as appropriate

See Section 3.7.1 for further information.

Evaluation

Faculty evaluation policies and procedures are articulated in Section 3.5.0.

* The following positions are most directly related to academic matters and faculty governance. For a more complete

list of administrative and staff positions at the University, please see current Academic Catalog.

1.0.8 Director of the Library


The Director of the Library is appointed by the President upon the recommendation of the Provost/VPAA

through a regional or national search as deemed appropriate. The appointment is an at-will appointment

and can be terminated at any time by the Provost/VPAA. In the event that the Director of the Library is

unable to fulfill the duties of the position, an interim Director of the Library will be appointed by the

President on the recommendation of the Provost/VPAA until a new search can be initiated. This 12-month

position holds faculty status and may have rank assigned.

Duties

The Director of the Library has primary responsibility for the operation of library services. Responsibilities

include developing, managing and administering short-term and long-range library plans; the library

budget; library policies, procedures and standards; library personnel; and the assessment plan for the

library. In addition, the Director of the Library seeks external support for the library and participates in

administrative affairs of the University through service on relevant committees.

Evaluation

The Director of the Library reports to the Provost/VPAA. The Director of the Library is evaluated according

to the established policies and procedures for performance review published by Human Resources.

1.0.9 Registrar


The Registrar is appointed by the President upon the recommendation of the Provost/VPAA through a

regional or national search as deemed appropriate. The appointment is an at-will appointment and can be

terminated at any time by the Provost/VPAA. In the event that the Registrar is unable to fulfill the duties of

the position, an interim Registrar will be appointed by the Provost/VPAA until a new search can be

initiated. This 12-month position may hold faculty status and may have rank assigned.

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Duties

The Registrar coordinates registration, grading, degree auditing and graduation verifications, official class

schedules, and enrollment reporting. Additionally, the Registrar fulfills transcript requests for all current

students and graduates and completes loan deferment forms/letters, Veterans’ Administration forms, and

enrollment verification for the undergraduate population. Finally, the Registrar is responsible for creating

an efficient enrollment process and maintaining and reporting accurate academic records for students.

Evaluation

The Registrar reports to the Provost/VPAA. The Registrar is evaluated according to the established

policies and procedures for performance review published by Human Resources.

1.0.10 Standing Committees of the University

The following administrative committees are standing committees that implement policies and procedures that

the University has established and endorsed. Faculty representation on these committees is vital. This

representation occurs in two different ways: either the Provost/VPAA makes faculty appointments to Standing

Administrative Committees when vacancies are announced or the President makes appointments upon the

recommendation of the Provost/VPAA. As directed by this Faculty Handbook, some Standing Administrative

Committees may require selection by the faculty.

The Faculty Grievance Committee receives the grievance of any faculty member who alleges there has

been a breach, misrepresentation, or misapplication of University policy as set forth in Section 3.10.1.

The Who’s Who Committee selects those graduating seniors to be recognized as the University’s Who’s

Who representatives.

The Individualized Major and Minor Committee reviews and either accepts or rejects proposals for

individualized majors.

The Valedictorian Committee hears the valedictory addresses of all candidates and selects the

University’s valedictorian(s).

The Institutional Review Board determines whether procedures of proposed research appropriately

safeguard the rights and welfare of human subjects.

The Budget Advisory Council discusses and prioritizes the budgets of individual units and recommends

final budgets to the President for action by the Board of Trustees.

The Department Chairs share information and discuss administrative matters related to department and

University operations for quality improvement purposes.

The Enrollment Committee is responsible for proposing, organizing, and implementing initiatives related

to strategic recruitment and retention. Inclusivity Council oversees the University’s strategic efforts to

integrate fully the talents and gifts of every member of the Cabrini community by assessing and

evaluating the policies, practices, systems, structures, cultural norms and initiatives of the University to

enhance and ensure an inclusive environment across the institution and throughout the campus.

Mission Advisory Council promotes dialogue and understanding of the University Mission and Core

Values to integrate the mission and values of the workplace and develop strategies to address issues the

directly impact mission.

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Cabrini Abroad Council was established to help develop and approve study abroad and immersion trips

for students that involve academic credit.

1.0.12 Task Forces, Ad Hoc Committees, and/or Active Rosters

Each academic year, special task forces, ad hoc committees, and active rosters are established by the

President or the Provost/VPAA. These task forces, ad hoc committees, and active rosters are temporary

bodies, serving special exploratory or otherwise limited functions. Once the group completes its task, it is

disbanded. If the group’s work proves invaluable, its function will be incorporated or added into the existing

administrative structure.

1.0.13 Administrative Subcommittees and Boards Within the Governance Structure

In addition to their governance responsibilities, subcommittees and boards within the governance structure

have administrative duties. For example, these bodies will implement policies and procedures that have been

established and endorsed by the faculty. A full description of these subcommittees and boards is found in the

following pages.

1.1.0 GOVERNANCE STRUCTURE

Cabrini University’s governance structure represents a system of shared governance in which faculty members have

unique responsibility to recommend policies in the areas of curriculum and instruction; standards informing academic

excellence, integrity, and graduation; faculty rank, tenure, and promotion; intellectual property; and faculty

development, evaluation, grants, and sabbaticals. Shared governance works at the University when all faculty

members fully participate. Shared governance is successful at the University when faculty, administration, staff, and

students work together in a collegial environment of mutual respect.

1.1.1 Overview of Shared Governance at the University

Shared Governance at Cabrini University involves the participation of all faculty and relevant administrators. Some

people participate by virtue of their positions in the University. Other people participate through the election and

appointment process. Still others participate (without vote) because of their special skills and/or perspectives.

Faculty may only hold one elected position in the governance structure with the exception of Promotion and Tenure

Board membership. No more than two consecutive terms may be held for any elected position. Faculty may only run

for one position per ballot. In order to facilitate this widespread participation in specific and general governance issues

related to faculty, the Faculty Assembly meets once a month to be apprised of relevant information and vote on any

recommendations that arise from the various governance bodies.

Faculty Assembly is intended as a time and place for faculty discussion about and resolution of important governance

issues. However, Faculty Assembly should be understood as a final step in a deliberation that ordinarily begins in one

of three governance bodies charged with tending to the governance responsibilities of the faculty. From the Faculty

Assembly, a governance issue will be referred by the Provost/VPAA to the President and/or the Board of Trustees.

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The Academic Planning Committee is the first of these governance bodies. It is charged with developing and

reviewing short- and long-term academic initiatives that facilitate the strategic academic plan of the University.

Through the Academic Planning Committee, faculty provide input into the form and substance of the University’s

forward-looking academic affairs. Specifically, the Academic Planning Committee has one subcommittee and three

boards that are responsible for reviewing and recommending input that propels forward the strategic academic plan of

the University.

The Technology Subcommittee evaluates and facilitates academic planning around the use of existing and new

technology. The New Programs Board evaluates proposals for new academic programs at the University. The

Program Review Board evaluates existing academic programs on a regularly scheduled basis. The Nominating and

Appointment Board facilitates the effective and equitable involvement of all faculty into all areas of the governance

process by preparing election ballots and appointments for every aspect of this governance model.

The Academic Council is the second of these governance bodies. It is charged with recommending and reviewing

academic policy on all undergraduate and graduate curricular issues. In particular, the Academic Council

operationalizes and assesses the initiatives and recommendations of the Academic Planning Committee into the

University’s Curriculum. Additionally, the Academic Council facilitates the regular curricular updates and changes

departments and programs must make in order to stay current with disciplinary and professional trends. The

Academic Council fulfills its charge through the work of three subcommittees and three boards.

The Assessment Subcommittee monitors the extent to which students achieve the learning outcomes that are

established and endorsed by the Academic Council and individual academic majors. The Undergraduate Curriculum

Subcommittee monitors and facilitates revisions to the University’s undergraduate academic programs. The Graduate

Council Subcommittee monitors and facilitates revisions to the University’s graduate academic programs.

The Academic Honesty Board upholds and promotes the University’s Academic Integrity Policy. The Academic

Review Board considers requests for exemptions to stated University policy and resolves student academic issues

which are not explicitly covered by existing policies. The Student Grievance Board hears student grievances against

faculty members regarding curricular issues, including grade appeals.

The Faculty Development and Advancement Committee is the third of these governance bodies. It has responsibility

for recommending policy with regard to faculty rank, promotion, and professional development opportunities. The

Faculty Development and Advancement Committee fulfills its functions through the work of three subcommittees and

one board.

The Faculty Development Subcommittee facilitates the professional development of individual faculty members as

scholar/teachers and the professional development necessary for promoting the strategic initiatives of the Academic

Planning Committee. The Faculty Professional Topics Subcommittee monitors the extent to which faculty are

achieving the professional teaching, scholarly, and service requirements that are established and endorsed by the

Faculty Development and Advancement Committee. The Faculty Grants, Initiatives, and Sabbaticals Subcommittee

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recommends summer grants, special initiative monies, and sabbaticals that support an individual faculty member’s

development as well as the University’s strategic plan. The Promotion and Tenure Board makes recommendations

regarding third-year review, tenure, and promotion criteria.

The leaders of these three governance bodies (three elected faculty members and the Provost/VPAA) and the leader

of Faculty Assembly (an elected faculty member) meet regularly with the President as the Faculty Cabinet to share

information about academic planning, curriculum, and faculty development and advancement. The Faculty Cabinet

provides an opportunity for collegial discourse between faculty and administration, and it decides which issues should

be brought to a vote and which issues are presented for informational purposes only at Faculty Assembly.

For all committees and subcommittees, minutes will be taken by either a designated Secretary or volunteering

member at each meeting. Minutes will be revised and voted upon, and then electronically sent to the Faculty

Assembly Webmaster to be uploaded onto the Faculty Assembly web site within 15 calendar days after each meeting

while regular classes are in session. All minutes, with the exception of those taken at Faculty Assembly, are to follow

Robert’s Rules of Order (2000 or subsequent versions). Faculty Assembly minutes will be more descriptive, except

during debates, in an effort to: 1) provide information on important issues affecting the Faculty; 2) contextualize

upcoming motions; 3) produce a record of discussion during meetings for members unable to attend; and 4) ensure

that archives provide sufficient reflection on the issues coming before the Faculty Assembly for historical reference.

Electronically archived minutes will be maintained for five years and then stored in the University Archive. Boards,

because of the confidential nature of their rulings, are not required to upload electronic minutes; however, the Board

will forward hard copies to the University Archive with requested access restrictions.

1.1.2 The Board of Trustees

The Board holds the final and fiscal responsibility for the institution. The Board exercises general oversight and control

of all affairs of the University. It generally concerns itself with major matters of policy, including, but not limited to,

University finances and fund-raising, academic and non-academic programs, physical facilities, granting tenure and

rolling contracts to members of the faculty, and the awarding of academic and honorary degrees (see Bylaws Article

V, Section 5.1, effective Dec. 1, 2005).

1.1.3 President of the University

The President serves as a conduit to the Board of Trustees, relaying information and recommendations from the

Faculty Assembly to the Board and from the Board to the Faculty Assembly as appropriate. The President is

empowered to ask the Faculty Assembly to reconsider an action or recommendation and, ultimately, to deny an action

or recommendation, although the collaborative nature of the governance system should make such instances

infrequent.

1.1.4 Provost and Vice President for Academic Affairs

The Provost and Vice President for Academic Affairs shepherds information and recommendations to the President

from the Faculty Assembly and shepherds information and recommendations from the President to the Faculty

Assembly so that the governance system operates as collegially and efficiently as possible.

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1.1.5 Faculty Cabinet

Purpose of the Faculty Cabinet (FC)

The Faculty Cabinet has the following responsibilities:

To advise the President on institutional policies, programs, and practices, especially in regard to those issues

of shared governance for which faculty have unique and special responsibilities

To respond to the President on behalf of the Faculty on issues that will impact faculty’s professional lives

To brief the President on upcoming Faculty Assembly issues

To identify those issues coming before Faculty Assembly that need to be voted on and those issues that will

be presented for informational purposes

To hear the recommendations of the President on the agendas and issues of the various assemblies,

committees, councils, and boards that constitute the University’s governance structure

To serve the President as a sounding board on any issues for which she/he seeks counsel

To approve the Calendar of Meetings each semester

Membership of Faculty Cabinet

The Faculty Cabinet is composed of four faculty members and the Provost/VPAA. The four faculty members are the

elected chair of the Faculty Assembly, the elected co-chair of the Academic Planning Committee, and the elected

chairs of both the Academic Council and the Faculty Development and Advancement Committee.

Meetings of the Faculty Cabinet

The Faculty Cabinet meets with the President at least once a month during the academic year. Members collaborate

to set the monthly meeting agendas. Meetings are called to order by the President or her/his designee.

Relevant Procedures and Policies

Minutes of the Faculty Cabinet are taken by a representative from the President or Provost’s Office and distributed to

members of the Faculty Cabinet. A copy of the minutes is kept on record in the President’s Office.

Unless otherwise noted, the Faculty Cabinet, Faculty Assembly, Academic Planning Committee, Academic Council,

and Faculty Development and Advancement Committee will store minutes in the University Archive after two years in

accordance with the University’s Records Retention Schedules. Other governance committees will maintain

minutes—if taken—for five (5) years.

1.1.6 Faculty Assembly

Purpose of Faculty Assembly (FA)

The Faculty Assembly has the following responsibilities:

To review all policies, procedures, and priorities put forth by the Academic Planning Committee, Academic

Council, and Faculty Development and Advancement Committee, including, but not limited to, curriculum and

instruction (core, major, assessment); standards informing ongoing academic excellence and integrity, and

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graduation; policies related to faculty rank, tenure and promotion; faculty development, evaluation, grants and

sabbaticals; and intellectual property

To amend and update the Faculty Handbook when recommendations—concerning the governance issues for

which faculty have unique responsibility—are approved by Faculty Assembly, as well as the President and/or

the Board of Trustees (if necessary)

Membership of Faculty Assembly

The Faculty Assembly is comprised of all full-time faculty members. Non-voting members include the President,

Provost/VPAA, School Deans, Associate Dean for Student Success, Vice-President of Adult and Professional

Programs and Director of the Library.

Leadership of Faculty Assembly

The Faculty Assembly is led by six officers: a Chair, four Vice-Chairs (the Co-Chairs of the Academic Planning

Committee, the Chair of the Academic Council, and the Chair of the Faculty Development and Advancement

Committee), and a Secretary. The Chair and Secretary are elected by Faculty Assembly from a list of candidates

prepared by the Nominating and Appointment Board of the Academic Planning Committee.

Officers’ terms span three years, from June 1 to May 31. No officer may be elected to serve more than two

consecutive terms in the same position. An Archivist/Webmaster and Parliamentarian are appointed by the Chair on

an annual basis. Officers’ primary responsibilities are to establish a monthly meeting agenda, to disseminate relevant

information, to provide for discussion of and legislative action related to key issues and matters of faculty influence

and primacy, and to finalize recommendations to be transmitted to the President and Board of Trustees.

The Chair will have the following responsibilities:

To issue a call for items to be discussed and refer these items to the Chair of the appropriate governance

body. If the item does not clearly fall within the purview of one of the governance bodies, the Faculty

Assembly Chair may bring it to the Faculty Assembly

To formally communicate in writing the recommendations and actions of the Faculty Assembly to the

Provost/VPAA

To prepare agendas for meetings of Faculty Assembly

To conduct meetings of the Faculty Assembly in concert with Robert’s Rules of Order

(2000 or subsequent versions)

To generate and receive proposals for discussion from Chairs of Academic Planning Committee, Academic

Council, and the Faculty Development and Advancement Committee

To arrange for the replacement of committee members who cannot attend meetings as appropriate

To appoint ad hoc committees as necessary

The Vice-Chairs will have the following responsibilities:

To collaborate with other officers to assist the Chair in developing upcoming agendas for

Faculty Assembly meetings

To preside at Faculty Assembly meetings with the Chair of Faculty Assembly

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To review and revise the Faculty Handbook by August 1 of every year

The Secretary will have the following responsibilities:

To distribute agendas for upcoming meetings

To take attendance at each Faculty Assembly meeting

To ensure quotas for quorum have been achieved, to prepare and ensure full distribution of all mail ballots,

and to serve as Chief Teller

To take the minutes of the Faculty Assembly meetings

To submit minutes to the Archivist/Webmaster for public record

To distribute minutes of each Faculty Assembly meeting to all Assembly members prior to the next meeting

To ensure an official record of all elections and referenda and to provide a written Summary of Actions taken

by the Faculty Assembly at the end of each semester for archival purposes

To compile and maintain a record of voting eligibility

The Archivist/Webmaster will have the following responsibilities:

To organize agendas, minutes and key documentation related to all issues discussed within Faculty Assembly

for subsequent access and retrieval in future years

To post agendas, minutes and bi-annual Summaries of Actions passed by Faculty Assembly

To update standing committee memberships, email links, professional resources, documents for discussion,

and ad hoc committee updates, as determined by the Faculty Assembly leadership team

The Parliamentarian will have the following responsibilities:

To maintain order during Faculty Assembly meetings as per Robert’s Rules of Order (2000)

To advise the Chair of parliamentary procedures and points of order when necessary

If the Chair or Secretary of Faculty Assembly is unable to fulfill his/her obligations, an interim officer will be appointed

by the Nominating and Appointment Board to serve in the vacated office through the end of the academic year, and

the Nominating and Appointment Board will hold an election to fill the remainder of the unexpired term.

Meetings of the Faculty Assembly

The Faculty Assembly meets on the first Thursday of each month throughout the academic year (September-May),

with changes to this date or additional meetings called by the Chair as needed or requested. The Chair of Faculty

Assembly will convene a special meeting of the Faculty Assembly upon the requests of the President or the

Provost/VPAA. A parliamentarian facilitates standing rules of conducting business, as per Robert’s Rules of Order

(2000).


During the first meeting of the academic year, the President provides a synopsis of the State of the University. The

Chair, in consultation with the other officers of Faculty Assembly, may invite other members of the University

community (e.g., members of the President’s Cabinet or Program Directors) to attend meetings of the Faculty

Assembly to provide information or insight related to specific agenda items.

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To facilitate the work of the various governance bodies, attendance is taken at each meeting of the Faculty Assembly.

When voting on issues brought to the Faculty Assembly as a result of the work of the Academic Planning Committee,

Academic Council, and Faculty Development and Advancement Committee, a quorum is constituted by two-thirds of

the full-time faculty.

The quorum excludes any faculty who are on sabbatical or other leave, or have a scheduled teaching conflict.

The Secretary of Faculty Assembly must be notified by faculty who are unable to attend because of these

circumstances at least one week in advance of each Faculty Assembly meeting in order to facilitate an accurate count

for a quorum.

Absentee ballots are permitted only on announced motions listed on the agenda. The member will complete the ballot

and submit it to the Secretary prior to the meeting. If the motion is substantially amended from that listed on the

agenda, then the absentee ballot becomes invalid. Robert’s Rules will apply to amending the motion.

Absentee ballots are not used in the determination of a quorum. All votes taken within Faculty Assembly are written

(unless otherwise noted) and subsequently documented in minutes distributed in writing to the President and

Provost/VPAA, and Deans as well as posted at www.cabrini.edu/FacultyAssembly.

Although motions do not have to wait until the next meeting to be voted on, anyone may make a motion to table an

issue until the next meeting. Faculty will vote on any governance policy change, on the creation of a new program, on

the elimination of an existing program, and on substantive changes to the Faculty Handbook that require a faculty

vote.

The Faculty Cabinet clarifies what issues go before the Faculty Assembly for a vote, what goes before the Faculty

Assembly for information purposes, and what does not go before the Faculty Assembly.

New or revised academic policy proposals must specify a time period for an initial review. Although timing may vary

according to the particulars of the policy, an initial evaluation range of 1-3 years is recommended. Future evaluation of

the policy would then be on an as needed basis as determined by the evaluation outcome.

Responsibilities of Committee and Subcommittee Chairs would oversee this process by:

Oversee the evaluation of the policy (alongside committee members)

Following discussion and consultation by the appropriate committee, make recommendations for change

as necessary, and informing Faculty Assembly

Document the evaluation cycle and/or results in Committee/Subcommittee end of the year reports

Responsibilities of Academic Affairs:

Maintain a database of new policies and their evaluation cycle

Remind committee chairs when policies are due for evaluation

http://www.cabrini.edu/FacultyAssembly

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Provide support for the execution of the evaluation (e.g., run a survey, conduct focus groups,

perform data analysis)

The Provost/VPAA votes in the event of a tie vote. The President has the prerogative to ask the Faculty Assembly to

reconsider an action or recommendation.

The request for reconsideration will be communicated in writing to the officers of the Assembly with compelling

reasons within 60 calendar days. The President may use his or her authority to deny an action or recommendation,

although the collaborative nature of the governance system should make such instances infrequent.

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1.1.7 Organizational Chart for the System of Shared Governance in Which Faculty Have Unique and

Significant Responsibilities

Subcommittees have governance responsibilities. As appropriate, some subcommittees have both administrative and

governance responsibilities.

Boards have administrative responsibilities. They are connected to governance bodies, because they administer

policies appropriate to these bodies.

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1.1.8 Academic Planning Committee

Purpose of the Academic Planning Committee (APC)

The Academic Planning Committee has the following responsibilities:

To advance and support the University’s strategic plan

To anticipate future developments in higher education and their impact on the University

To identify and prioritize future opportunities within and for the University consistent with its mission

To prepare proactively for challenges to the University

To consider or recommend proposals for new majors and programs

To consider or recommend the retirement of majors or programs

To establish priorities for new pedagogical and curricular initiatives

To consider and prioritize requests for new and replacement full-time faculty positions

To ensure subcommittees identify the appropriate constituencies who would be affected by new APC policies

or changes to policies

To delineate, as necessary, other relevant procedures and policies to be added to the Faculty Handbook

Membership of the Academic Planning Committee

As the Academic Planning Committee gives vision and structure to the University’s core academic direction, its

membership consists of the Provost/Vice President for Academic Affairs, School Deans, the Director of the Library,

and a representative of Information Technology and Resources appointed by the Provost/VPAA.

The following full-time faculty members will be elected by the Faculty Assembly for a three-year term from a list of

candidates prepared by the Nominating and Appointment Board:

One Department Chair will be elected to be co-chair.

One full-time faculty member who is not a department chair will be elected from each of the Schools.

After a Department Chair has been elected by the Faculty Assembly as a co-chair, three Department Chairs will be

appointed by the Nominating and Appointment Board in consultation with Provost/VPAA (for three-year terms and no

more than two consecutive terms, with the Nominating and Appointment Board rotating departmental representation

among all departments) from the remaining Schools that are not represented by the co-chair. Department Chairs may

not serve on Technology Subcommittee, New Programs Board or Program Review Board while serving on APC.

One full-time faculty member who is not a Department Chair will be elected by the Faculty Assembly to represent the

faculty at-large for a three-year term from a list of candidates prepared by the Nominating and Appointment Board.

Two student members will be elected annually from the Student Government Association. All members of the

Committee are voting members of the Committee.

Leadership of the Academic Planning Committee

The Academic Planning Committee is co-chaired by (1) the Provost/VPAA and (2) a Department Chair serving on the

Academic Planning Committee (Faculty Co-Chair). The Faculty Co-Chair is elected by the Faculty Assembly from a

list of candidates presented by the Nominating and Appointment Board of the Academic Planning Committee.

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The Faculty Co-Chair serves a three-year term and may serve no more than two consecutive terms. The Faculty Co-

Chair of the Academic Planning Committee is also a standing Vice-Chair of the Faculty Assembly and a

representative on the Faculty Cabinet. If the Faculty Co-Chair of the Academic Planning Committee is unable to fulfill

his/her obligations, an Interim Co-Chair will be appointed by the Nominating and Appointment Board to serve in the

vacated office through the end of the academic year when the Nominating and Appointment Board will hold an

election to fill the remainder of the unexpired term.

The Co-Chairs ensure that Chairs of subcommittees identify adequately the appropriate constituents who would be

affected by new policy or policy revision under discussion in subcommittees and disseminate relevant information to

those constituents. One way this occurs is by the Co-Chairs' posting agenda items electronically to the Faculty

Assembly website at www.cabrini.edu/FacultyAssembly.

The Co-Chairs finalize the minutes of the Academic Planning Committee and forward these to the Secretary of the

Faculty Assembly. The Co-Chairs will arrange for the replacement of committee members who cannot attend

meetings as appropriate.

Meetings of the Academic Planning Committee

The Academic Planning Committee meets at least three times each semester and will develop a meeting schedule

appropriate to its workload. As necessary, other Department Chairs not serving on the APC may petition the Co-

Chairs to be on the Academic Planning Committee’s agenda.

The Co-Chairs will invite other faculty, staff, and/or students to attend committee meetings as needed. The Assistant

to the Provost/VPAA is responsible for recording the minutes and any votes.


The Boards of the Academic Planning Committee—the New Programs Board, the Program Review Board, and the

Nominating and Appointment Board—update the Academic Planning Committee on all decisions, recommendations,

and evaluations. The Academic Planning Committee can move recommendations forward to the Faculty Assembly for

either informational or voting purposes.

Before a recommendation is moved forward to Faculty Assembly, the Academic Planning Committee must endorse

this recommendation through a formal vote. An endorsement requires a majority vote when a quorum (two-thirds of

the membership) is present. Those recommendations that require a Faculty Assembly vote include (but are not limited

to) the retirement of majors or programs.

Subcommittee of the Academic Planning Committee

The one Subcommittee of the Academic Planning Committee is the Technology Subcommittee.


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1.1.8.1 Technology Subcommittee

Purpose of the Technology Subcommittee

The Technology Subcommittee has the following responsibilities:

To develop technology related policies and procedures that support the University’s Strategic Plan and the

priorities of the Academic Planning Committee

To monitor the University’s use of existing technology in the areas of student learning

To monitor and evaluate new developments in technology for student learning

To make recommendations to Academic Planning Committee and to faculty regarding the adoption and

effective utilization of new technology tools to advance student learning

To recommend, as necessary, relevant procedures and policies to be added to the Faculty Handbook

Membership of the Technology Subcommittee

The Nominating and Appointment Board, in consultation with the Provost/VPAA, will appoint two Department Chairs

from its membership. These Chairs will not serve on Academic Planning Committee, New Programs Board, or

Program Review Board.

The following full-time faculty member will be elected by the Faculty Assembly for a three-year term from a list of

candidates prepared by the Nominating and Appointment Board:

One full-time faculty member who is not a department chair will be elected from each of the four Schools.

Other non-voting members of the Technology Subcommittee include, the Instructional Design Specialist, one

representative from Adult and Professional Programs (appointed by the Vice-President for Adult and Professional

Programs), one representative from the Library, Director of Technology, and one student member elected from the

Student Government Association for a one-year term. Additional faculty and staff (no more than two) may be

appointed as members by the Provost/Vice President for Academic Affairs in consultation with the Chair of the

Technology Subcommittee. All members, with the exception of the student member, will serve three-year terms.

Leadership of the Technology Subcommittee

The Chair of the Technology Subcommittee must be a faculty member and is elected by subcommittee members at

the first meeting. The Chair serves a two-year term and may serve no more than two consecutive terms. The Chair

will arrange for the replacement of subcommittee members who cannot attend meetings as appropriate.

Meetings of the Technology Subcommittee

The Technology Subcommittee meets at least three times each semester and will develop a meeting schedule

appropriate to its workload.


The Technology Subcommittee evaluates the role technology plays in student learning. Changes in the use of

technology are endorsed or rejected by a consensus of the members of the Technology Subcommittee. This

endorsement or rejection is then forwarded to the Academic Planning Committee. If the recommendation is for the

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proposal to move forward to the Faculty Assembly, then a formal vote of the Academic Planning Committee is

required.

Boards of the Academic Planning Committee

The Boards of the Academic Planning Committee include the New Programs Board, the Program Review Board, and

the Nominating and Appointment Board.

1.1.8.2 New Programs Board

Purpose of the New Programs Board

The New Programs Board has the following responsibilities:

To evaluate proposals for new majors, minors, concentrations, and programs, including new general-

education proposals; proposals may originate from the New Programs Board members or other members of

the faculty

To provide feedback on proposals that are not endorsed

To endorse proposals and recommend to the Academic Planning Committee the creation of new academic

majors, minors, concentrations, or programs

To review new programs added to the curriculum in a systematic way to determine that they are meeting

expectations and to report results of the review to the APC during one of its Fall meetings

Membership of the New Programs Board

The New Programs Board membership is comprised of four Department Chairs (one from each School) who do not

serve on the Technology Subcommittee, Program Review Board and do not serve on the Academic Planning

Committee. The Nominating and Appointment Board will appoint Chairs in consultation with the Provost/VPAA for a

three-year term and no more than two consecutive terms on this committee. The Nominating and Appointment Board

rotates departmental representation among all departments. One full-time tenured faculty member who is not a

department chair will be elected by the Faculty Assembly to represent the faculty at-large for a three-year term from a

list of candidates prepared by the Nominating and Appointment Board.

Leadership of the New Programs Board

The Chair of the New Programs Board is elected by Board members at the first meeting. The Chair serves a three-

year term and may serve no more than two consecutive terms. The Chair will arrange for the replacement of

committee members who cannot attend meetings as appropriate.

Meetings of the New Programs Board

The Chair may call a meeting of the New Programs Board as necessary. The New Programs Board must meet when

a proposal for a new program has been forwarded to the Chair by the School Dean. At that point, the Chair convenes

the New Programs Board, inviting the individuals who prepared the proposal to the meeting.


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The New Programs Board evaluates proposals on their compatibility with the University’s mission, the feasibility of the

program, an assessment of local competition, projected additional costs, and availability of resources. New programs

are endorsed or rejected by a consensus of the members of the New Programs Board. This endorsement or rejection

is then forwarded to the Academic Planning Committee in the form of a memo with concerns/recommendations. If the

proposal is endorsed, then a formal vote of the Academic Planning Committee is required before it can move forward

to Faculty Assembly. If the proposal is rejected, then the Co-chairs of the Academic Planning Committee will decide

the next course of action for the proposal.

1.1.8.3 Program Review Board

Purpose of the Program Review Board

The Program Review Board has the following responsibilities:

To review programs to ensure their consistency with the University mission and priorities

To recommend improvement, alteration or closure of any existing major, minor, concentration, or program to

the faculty and administration

To discuss and disseminate information concerning changes made to majors, minors, concentrations or

programs to the appropriate constituencies

To supervise and support periodic and ongoing evaluations

Membership of the Program Review Board

The Program Review Board membership is comprised of four Department Chairs (one from each School) who do not

serve on the New Programs Board, Technology Subcommittee or Academic Planning Committee. The Nominating

and Appointment Board will appoint Chairs for a three-year term in consultation with the Provost/VPAA and no more

than two consecutive terms on this board. The Nominating and Appointment Board rotates departmental

representation among all departments. One full-time tenured faculty member who is not a department chair will be

elected by the Faculty Assembly to represent the faculty at-large for a three-year term from a list of candidates

prepared by the Nominating and Appointment Board.

Leadership of the Program Review Board

The Chair of the Program Review Board is elected by Board members at the first meeting. The Chair serves a three-

year term and may serve no more than two consecutive terms. The Chair will arrange for the replacement of


Meetings of the Program Review Board

The Program Review Board meets several times throughout the year to conduct its deliberations on the program(s)

being reviewed. The Board convenes after the external reviewer completes his or her report to discuss this evaluation,

the department’s own self-study, and the department’s response to the external evaluator’s report.

After the Program Review Board reaches consensus as to its recommendations, department members are asked to

attend a session at which the Program Review Board presents a report of its findings and recommendations and

elicits feedback from the department to assist in its preparation of a final report to the Academic Planning Committee.

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The evaluation is a consensus determination of the members of the New Programs Board. A synopsis of this

evaluation is forwarded to the Academic Planning Committee with specific recommendations.

The Co-Chairs of the Academic Planning Committee forward these recommendations to the Academic Council for

informational purposes and to facilitate any necessary changes to the curriculum. If the evaluation recommends

program closure, the proposal must move forward to the Faculty Assembly and therefore a formal vote of the

Academic Planning Committee is required.

1.1.8.4 Nominating and Appointment Board

Purpose of the Nominating and Appointment Board (NAB)

The Nominating and Appointment Board has the following responsibilities:

To review the qualifications necessary and the demands involved in different appointed and elected

committee and board positions

To prepare a list of candidates and appointments for all vacant positions within the governance structure

taking into account faculty’s rank order selection, faculty expertise, and current faculty involvement—with

input from the Provost/VPAA—in order to foster equitable assignments across faculty ranks and departments

To present the list of candidates at the February Faculty Assembly meeting and to prepare ballots for election

at the March meeting

To tabulate votes and announce results of elections and the list of appointments at the April Faculty Assembly

meeting

To maintain records of all faculty service on all committees, subcommittees, and boards

Membership of the Nominating and Appointment Board

The Nominating and Appointment Board is comprised of six full-time faculty members elected by the Faculty

Assembly from a list of candidates presented by the Nominating and Appointment Board. Members will serve three-

year terms but no more than two consecutive terms.

Leadership of the Nominating and Appointment Board

The Nominating and Appointment Board Chair is selected by the board’s members at its first meeting. The Chair

serves a three-year term and may serve no more than two consecutive terms. The Chair will arrange for the

replacement of committee members who cannot attend meetings as appropriate.

Meetings of the Nominating and Appointment Board

The Nominating and Appointment Board meets at least once a semester and as needed at the end of the fall

semester and beginning of the spring semester to meet the election and appointment deadlines identified below.

Relevant Procedures and Policies of the Nominating and Appointment Board (NAB)

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The Nominating and Appointment Board staggers membership for committees, subcommittees, and boards in order to

establish continuity on each administrative and governing body. The Nominating and Appointment Board will over

time rotate representatives among all departments so that there is an equitable distribution of service among the

faculty.

Elected positions are voted on from a list of candidates prepared by the Nominating and Appointment Board from all

regular full-time faculty. In January of each year, the Nominating and Appointment Board sends out a Call for

Involvement to each regular faculty member. Faculty will be instructed to order their preferences for service within the

governance structure. The Nominating and Appointment Board works to facilitate effective functioning of all

governance bodies; therefore, faculty’s preferences will be seriously considered but are not guaranteed.

The Nominating and Appointment Board (NAB) reserves the right to use its collective discretion when preparing

election ballots and appointments. As part of the election process, calls for nominations are open for a one-week

period. Nominated faculty members are expected to confirm their nomination upon request of the NAB chair. Only

confirmed nominations will be on the ballot. Nominees who run uncontested for any given position will be awarded the

position without requiring a formal election. A minimum of two members of the NAB must be present when counting

the votes from an election.

To contest voting results, faculty must submit a formal written request to the Nominating and Appointment Board chair

within one week of the result announcement. The NAB chair will acknowledge the request, immediately convene a

meeting of the NAB, and take further action and respond within two weeks, if needed. In the event a faculty member

needs to relinquish him/herself from a governance position, he/she must write a formal letter to the NAB stating the

request for removal citing reasons by August 1. If special circumstances arise during the academic year, the NAB will

consult with the Provost/VPAA. A final decision is made in consultation with the NAB and the Provost/VPAA.

At the February meeting of the Faculty Assembly, the Nominating and Appointment Board presents its list of

candidates for election in March. In March, elections are held and then the list of appointments for subcommittee and

board positions is presented to the Faculty Assembly at its April meeting.

The Nominating and Appointment Board prepares a list of candidates from regular full-time faculty for elected

positions in the governance structure:

Chair of Faculty Assembly (1)

Secretary of Faculty Assembly (1)

Faculty Co-Chair of the Academic Planning Committee (1)

Academic Planning Committee (4)

Members of Technology Committee (4)

At-large faculty, New Programs Board (1)

At-large faculty, Program Review Board (1)

Members of the Nominating and Appointment Board (6)

Chair of Academic Council (1)

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Members of Academic Council (7)

Members of Undergraduate Curriculum Subcommittee (4)

Graduate Council Subcommittee (1)

Members of the Academic Honesty Board (5)

Chair of Faculty Development and Advancement Committee (1)

Members of Faculty Development and Advancement Committee (7)

Chair of Promotion and Tenure Board (1)

Tenured members of Promotion and Tenure Board (4)

Tenured alternate members of Promotion and Tenure Board (4)

The Nominating and Appointment Board appoints regular full-time faculty to committee, subcommittee, and board

positions. It presents the list of appointments to the Faculty Assembly annually for the following positions:

Annually, every Department Chair serves on one of three governing bodies:

o Academic Planning Committee, New Programs Board, and Program Review Board

The Nominating and Appointment Board will rotate membership on these bodies among departments in an

equitable fashion.

Assessment Subcommittee (2)

Academic Review Board (3)

Student Grievance Board (3)

Faculty Professional Topics Subcommittee (2)

Faculty Development Subcommittee (2)

Faculty Grants, Initiatives, and Sabbaticals Subcommittee (1)

1.1.9 Academic Council

Purpose of Academic Council (CC)

The Academic Council has the following responsibilities:

To develop policies and procedures that support the University’s Strategic Plan and the priorities of the

Academic Planning Committee

To establish policies for Academic Excellence and Integrity (administered by the Academic Review Board and

the Academic Honesty Board)

To review and/or approve changes to departments, programs, majors, and the core curriculum (administered

by Department Chairs and Program Coordinators/Directors)

To establish standards for graduation (administered by Department Chairs and Academic Affairs)

To establish, monitor, and share course-based, programmatic, and institutional assessments of student

learning with the intention of creating a feedback loop for continual improvement

To delineate, as necessary, relevant procedures and policies to be added to the Faculty Handbook

Membership of Academic Council

Members will serve three-year terms and may serve no more than two consecutive terms. One full-time faculty

member will be elected by the Faculty Assembly from a list of candidates prepared by the Nominating and

Appointment Board to serve as the Chair. Four full-time faculty are elected by the Faculty Assembly from a list of

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candidates prepared by the Nominating and Appointment Board, with one from each of the Schools. One full-time

faculty member will be elected by the Faculty Assembly to represent the faculty at-large for a three-year term from a

list of candidates prepared by the Nominating and Appointment Board. Other voting members of the Academic

Council will include the Dean for Humanities and Social Sciences, one other Dean appointed by the Provost/VPAA,

the Associate Dean for Student Success, the Director of the Library, the Registrar, representatives from Student Life,

the Wolfington Center, and the Admissions Office (selected by the Chair of the Academic Council), two undergraduate

students (selected by the Student Government Association), and one graduate student.

Leadership of the Academic Council

The Chair of the Academic Council is elected by the Faculty Assembly from a list of candidates presented by the

Nominating and Appointment Board. The Chair serves a three-year term and may serve no more than two

consecutive terms. If the Chair is unable to fulfill the stated obligations, an Interim Chair will be appointed by the

Nominating and Appointment Board to serve in the vacated office through the end of the academic year when the

Nominating and Appointment Board will hold an election to fill the remainder of the unexpired term.

The Chair is responsible for submitting recommendations of the Academic Council to the Chair of Faculty Assembly

for review and revision and also serves as a member of the Faculty Cabinet and a Vice-Chair of Faculty Assembly.

The Chair is responsible for ensuring that the Chairs of the various subcommittees adequately identify the appropriate

constituents who would be affected by new policy or policy revision under discussion and to disseminate relevant

information to those constituents. One way this occurs is by the Chair's posting agenda items at

www.cabrini.edu/FacultyAssembly.

The Chair also is responsible for appointing members of the Academic Council to the Academic Council’s various

subcommittees. The Chair asks for volunteers at the first meeting and makes appointments as necessary. The Chair

finalizes the minutes of the Academic Council and forwards these to the Secretary of the Faculty Assembly. The Chair

will arrange for the replacement of committee members who cannot attend meetings as appropriate.

Meetings of Academic Council

The Academic Council will meet at least once a month during the academic year to discuss the work completed by the

subcommittees of the Academic Council (see below). At the discretion of the Chair, the Academic Council may meet

more frequently. A quorum of two-thirds of voting members is required for voting purposes. A Faculty Administrative

Support staff member from one of the Schools will be assigned by the Provost/VPAA to be responsible for recording

the minutes and any votes.


The Subcommittees and Boards of the Academic Council update the Academic Council on decisions,

recommendations, and reports of their activities. The Academic Council can move recommendations forward to the

Faculty Assembly for either informational or voting purposes. Before a recommendation is moved forward to Faculty

Assembly, the Academic Council must endorse this recommendation through a formal vote. An endorsement requires

a majority vote when a quorum (two-thirds of the membership) is present.


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Those recommendations that require a Faculty Assembly vote include (but are not limited to) changes in University-

wide requirements and major changes in departmental requirements (such as an increase in the number of credits)

for graduation.

Subcommittees of the Academic Council

The Subcommittees of Academic Council include the Assessment Subcommittee, the Undergraduate Curriculum

Subcommittee, and the Graduate Council Subcommittee.

1.1.9.1 Assessment Subcommittee (Student Learning Outcomes)

Purpose of the Assessment Subcommittee

The Assessment Subcommittee has the following responsibilities:



To determine measurable learning outcomes

To review and select measurement tools from outside providers

To create its own measurement instruments and analytic systems

To administer measurement tools

To analyze data gathered

To make recommendations to Academic Council and to faculty based on assessment results and/or about the

assessment process and procedures

To monitor learning outcomes and establish benchmarks


Membership of the Assessment Subcommittee

The Chair of the Academic Council appoints members of the Academic Council (at least two but no more than four) to

the Assessment Subcommittee. These members will serve three-year terms, with no more than two consecutive

terms. Two other faculty members will be appointed by the Nominating and Appointment Board to represent the

faculty at-large. These members will serve three-year terms, with no more than two consecutive terms. Other voting

contributors to the Assessment Subcommittee include the Dean for Humanities and Social Sciences, Director of

Institutional Research, the Assistant to the Provost for Assessment and Accreditation, two Department Chairs

(appointed by the Nominating and Appointment Board in consultation with the Provost/VPAA), the Core Curriculum

Director, and at least two but no more than four core curriculum coordinators (appointed by the Core Curriculum

Director). Additional faculty and staff may be appointed by the Provost/VPAA in consultation with the Chair of the

Assessment Subcommittee and approved by the Assessment Subcommittee (these faculty and staff members serve

as resources as needed—but not voting members—of the Assessment Subcommittee).

Leadership of the Assessment Subcommittee

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The Chair of the Assessment Subcommittee is elected by subcommittee members at the first meeting. The Chair

serves a three-year term and may serve no more than two consecutive terms. The Chair will arrange for the


Meetings of the Assessment Subcommittee

The Assessment Subcommittee meets at least once a month during the academic year. The Chair distributes an

agenda prior to each meeting.


Assessment recommendations are endorsed by a consensus determination of the Assessment Subcommittee.

Recommendations are forwarded to the Chair of Academic Council. If the recommendations must move to the Faculty

Assembly, then a formal vote of the Academic Council is required.

1.1.9.2 Undergraduate Curriculum Subcommittee (Majors and Core)

Purpose of the Undergraduate Curriculum Subcommittee

The Undergraduate Curriculum Subcommittee has the following responsibilities:



To review proposed changes to major requirements as they relate to student need and department

perspectives

To review general education requirements and proposed changes as they relate to student need and

department perspectives

To design and propose new curricular structures and requirements

To review graduation requirements and proposed changes as they relate to student need and

department perspectives

To receive proposals and recommendations from the Student Government Association

To recommend changes in academic policies and procedures

To review, evaluate, and recommend changes in the University’s student learning outcomes to the faculty and

administration

To create feedback loops for integrating the various assessments

To coordinate co-curricular activities and campus life initiatives that promote student learning and

development

To stimulate interdisciplinary interests

To identify new fields and areas of learning not in the present curriculum

To disseminate information concerning curriculum changes to the appropriate constituencies


Membership of the Undergraduate Curriculum Subcommittee

The Chair of the Academic Council appoints faculty members of the Academic Council (at least two but no more than

four) to the Undergraduate Curriculum Subcommittee. These members will serve three-year terms, with no more than

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two consecutive terms. Four other faculty members will be elected by the Faculty Assembly to represent each School

from a list of candidates prepared by the Nominating and Appointment Board.

These members will serve three-year terms, with no more than two consecutive terms. Other voting members of this

subcommittee include the Core Curriculum Director and representatives from the Center for Student Success, Library,

the University Honors Program, the Study Abroad Program, Engagements with the Common Good, and Adult and

Professional Programs (appointed by the Vice-President for Adult and Professional Programs). These representatives

are selected by their respective committees, in consultation with the Academic Council Chair.

Leadership of the Undergraduate Curriculum Subcommittee

The Chair of the Undergraduate Curriculum Subcommittee is elected by subcommittee members at the first meeting.

The Chair serves a three-year term and may serve no more than two consecutive terms. The Chair will arrange for the


Meetings of the Undergraduate Curriculum Subcommittee

The Undergraduate Curriculum Subcommittee meets at least once a month during the academic year. The Chair

distributes an agenda prior to each meeting.


Changes, additions, or deletions to the undergraduate curriculum and its policies are endorsed or rejected by a

consensus determination of the Undergraduate Curriculum Subcommittee. This endorsement or rejection is then

forwarded to the Chair of Academic Council. If a recommendation must move to the Faculty Assembly, then a formal

vote of the Academic Council is required.

1.1.9.3 Graduate Council Subcommittee

Purpose of the Graduate Council Subcommittee

The Graduate Council Subcommittee has the following responsibilities:



To review, evaluate, and recommend changes in the curricula of all existing graduate programs

To systematically review, discuss and provide feedback on graduate program assessment of student learning

outcomes

To review, evaluate, and recommend changes in graduate admission policies

To review, advise, and recommend changes in academic policies and procedures as they impact graduate

students, faculty, and programs

To review, evaluate, and recommend changes in resource support for graduate programs

To disseminate information concerning graduate programs to the appropriate constituencies


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Membership of the Graduate Council Subcommittee

The Chair of the Academic Council appoints members of the Academic Council (at least two but no more than four) to

the Graduate Council Subcommittee. These members will serve three-year terms, with no more than two consecutive

terms. One graduate student also serves a one-year term and may serve consecutive terms.

One full-time faculty member will be elected by the Faculty Assembly to represent the faculty at-large for a three-year

term from a list of candidates prepared by the Nominating and Appointment Board. One Department Chair from each

School will be appointed by the Nominating and Appointment Board in consultation with the Provost/VPAA to serve a

one-year term and may serve consecutive terms. This Chair must come from a department with a graduate program.

In the event that a Department Chair is unable to serve his/her term, the Provost/VPAA will appoint a designee in

consultation with the appropriate Chair. A representative from the Library, the Director of Graduate Admissions and

the Assistant to the Provost for Assessment and Accreditation serve as a voting member of this subcommittee.

Leadership of the Graduate Council Subcommittee

The Graduate Council Subcommittee is chaired by a faculty member elected by subcommittee members at the first

meeting. The faculty co-chair serves a three-year term and may serve no more than two consecutive terms. The co-

chairs will arrange for the replacement of committee members who cannot attend meetings as appropriate.

Meetings of the Graduate Council Subcommittee

The Graduate Council Subcommittee meets at least once a month during the academic year. The Chair distributes

an agenda prior to each meeting. As necessary, individuals can petition the Chair to include items on the

subcommittee’s agenda.


Changes, additions, or deletions to the graduate curriculum and its policies are endorsed or rejected by a consensus

determination of the Graduate Council Subcommittee. This endorsement or rejection is then forwarded to the Chair of

Academic Council. If a recommendation must move to the Faculty Assembly, then a formal vote of the Academic

Council is required.

Boards of the Academic Council

The Boards of the Academic Council are the Academic Honesty Board, the Academic Review Board, and the

Student Grievance Board.

1.1.9.4 Academic Honesty Board

Purpose of the Academic Honesty Board

The Academic Honesty Board has the following responsibilities:

To hear and decide all student appeals of academic dishonesty charges based on the preponderance of

evidence

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To consider imposing additional penalties beyond the faculty member’s penalty, including suspension or

expulsion in instances of serious violations or multiple violations

To solicit nominations for, to select, and to present the Academic Honesty Award


Membership of the Academic Honesty Board

The Academic Honesty Board is composed of

Five full-time faculty members, including at least two faculty members that teach primarily in the Graduate

program. The Faculty Assembly will elect these members from a list of candidates prepared by the

Nominating and Appointment Board and each will serve three-year terms but no more than two consecutive

terms.

Five full-time undergraduate students. The Student Government Association will select the full-time

undergraduate students to serve one-year terms. Students may serve more than one term, but no more than

three consecutive terms.

Five graduate students from the graduate program, who will serve when a student from the graduate program

is charged with academic dishonesty. Program coordinators, in consultation with the Assistant

Dean of the respective School, will appoint one graduate student from each School. The

School with the largest number of programs will appoint two students, but they must be

from different programs. A student representing the graduate program serves a one-year term. Students

may serve more than one term, but no more than three consecutive terms.

For online and off-campus student members, communication channels, such as video

conferencing, may be utilized.

School Assistant Deans will serve as non-voting members and will attend meetings only when the hearing

involves a violation that took place in their School.

Leadership of the Academic Honesty Board

The Chair of the Academic Honesty Board is appointed by the Provost/VPAA from the full-time faculty for a three-year

term. The Chair sets the agendas for the meetings and presides over the hearings but does not have a vote. The

Chair will arrange for the replacement of committee members who cannot attend meetings as appropriate.

Meetings of the Academic Honesty Board

The Academic Honesty Board has bi-weekly meetings each semester. The Board meets to discuss all issues related

to academic integrity and hears cases when needed. The Chair distributes an agenda prior to each meeting.


When the Board convenes to hear a case, an equal number of faculty and students must be present, with no fewer

than three faculty and three students. Graduate student representatives must not be from the same program as the

student who is charged with the violation.

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The decision to uphold a violation charge and impose possible additional University-level penalties is based on a

consensus of attending members. A full description of the Academic Honesty Policy is available in the Undergraduate

and Graduate Catalogs.

Recommendations regarding academic integrity are endorsed or rejected by a consensus determination of the

Academic Honesty Board. Recommendations that develop out of the Academic Honesty Board are forwarded to the

Chair of Academic Council. If the recommendations must move to Faculty Assembly, then a formal vote of the

Academic Council is required.

1.1.9.5 Academic Review Board

Purpose of the Academic Review Board

The Academic Review Board has the following responsibilities:

To review and resolve student petitions for exceptions to established policies and practices

To resolve student appeals when there is no stated policy

To make recommendations to the Academic Council on the formulation of, or the need for, policy additions

or changes

To review transcripts of all students experiencing academic difficulty and make decisions regarding academic

probation, dismissal, and readmission

To review and select Class Plate winners for student(s) with the highest GPA in each class

To select the Valedictorian for the May commencement ceremony


Members of the Academic Review Board

The Academic Review Board is comprised of one faculty member appointed by the Nominating and Appointment

Board to represent each School for a three-year term, the Assistant Dean from each of the four Schools, the Assistant

Dean for Student Success, the Registrar, and the Dean of Students (or University’s Judicial Officer), the Associate

Dean for Retention and Student Success, and the Director of Academic Advising. All members of the Board vote, with

the exception of the Board Chair who votes only in cases of ties. Other relevant academic support personnel may be

invited to meetings by the Chair as non-voting guests.

Leadership of the Academic Review Board

The Chair of the Academic Review Board will be the Associate Dean for Retention and Student Success. The Chair


Meetings of the Academic Review Board

The Academic Review Board meets on an as-needed basis throughout the academic year. It also convenes after final

grades have been posted in the fall and spring semesters to review the records of students who are subject to

dismissal, probation, and academic warning.

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Decisions and recommendations are endorsed or rejected by a consensus determination of the Academic Review

Board. Recommendations that develop out of the Academic Review Board are forwarded to the Chair of Academic

Council. If the recommendations must move to Faculty Assembly, then a formal vote of the Academic Council is

required.

1.1.9.6 Student Grievance Board

Purpose of the Student Grievance Board

The Student Grievance Board has the following responsibilities:

To review student grievances against a faculty member if all other options have been exhausted and the

School Assistant Dean determines that a grievable situation has occurred;

To recommend to the School Dean an appropriate action;

To delineate, as necessary, relevant procedures and policies to be added to the Faculty Handbook.

Members of the Student Grievance Board

• Five faculty members are appointed by the Nominating and Appointment Board to represent the faculty at-large,

each serving three-year terms with no more than two consecutive terms.

• Five full-time undergraduate students will serve when a student from an undergraduate program has a grievance.

The Student Government Association will select the full-time undergraduate students to serve one-year terms.

Students may serve more than one term, but no more than three consecutive terms.

• Five graduate students from the graduate program will serve when a student from a graduate program has a

grievance. Program coordinators, in consultation with the Assistant Dean of the respective School, will appoint one

graduate student from each School. The School with the largest number of programs will appoint two students, but

they must be from different programs. A student representing the graduate program serves a one-year term. Student

may serve more than one term, but no more than three consecutive terms.

Leadership of the Student Grievance Board

Meetings of the Student Grievance Board will be chaired by the Dean of the School in which the grievance occurred.

The Chair will arrange for the replacement of committee members who cannot attend meetings as appropriate.

Meetings of the Student Grievance Board

Meetings of the Student Grievance Board are convened as needed by the Chair.


In undergraduate cases, only undergraduate student representatives will hear the complaint.

In graduate student cases, only graduate student representatives will hear the complaint.

A full description of the procedure for academic grievances is available in the Undergraduate and Graduate Catalogs.

Recommendations regarding student grievances are proposed by the Board members and recommended to the

School Dean. Policy recommendations that develop out of the Student Grievance Board are forwarded to the Chair of

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Academic Council. If the recommendations must move to Faculty Assembly, then a formal vote of the Academic

Council is required.

Academic Grievance Procedure

If a student has an academic grievance with a faculty member, the student should follow this procedure:

1) No later than six weeks following the end of the semester (but preferably as soon as possible after the issue

arises), discuss the grievance with the faculty member directly involved and attempt to settle the issue.

2) If resolution is not achieved, the student should, within a two-week period following the initial discussion with

the faculty member, take the grievance to the department chair. The chair, faculty member, and student will

then collectively attempt to resolve the problem. If the instructor is a department chair, then the matter is

referred directly to the School Assistant Dean or his/her designee.

3) If the matter is still unresolved, the chair will then direct the student to the Assistant Dean of the appropriate

school. Then the Assistant Dean will, within the next two weeks, meet with the student and the faculty

member. The student should have his/her case well organized and supply written information documenting

and substantiating the grievance. The Assistant Dean will then determine if the issue is grievable. To

determine if an issue is grievable, a student must present sufficient evidence that an inappropriate grade was

assigned or that the student’s academic record or reputation was otherwise unfairly affected.

4) If the matter is not deemed grievable, the Assistant Dean will inform all parties. This decision is final.

5) If the matter is deemed grievable, the Student Grievance Board will meet within two weeks of that

administrative determination. The Student Grievance Board shall then make its recommendation based on

majority vote to the School Dean or his/her designee for final resolution within two weeks following the

Student Grievance Board meeting.

6) The Student Grievance Board will be composed of five faculty members selected by the Nominating and

Appointment Board, five full-time undergraduate students selected by the Student Government Association,

and five graduate students. Program coordinators, in consultation with the Assistant Dean of the respective

School, will appoint one graduate student from each School. The School with the largest number of programs

will appoint two students, but they must be from different programs. All students serve one-year terms.

Students may serve more than one term, but no more than three consecutive terms. No person from the

Student Grievance Board shall hear his/her own complaint.

7) The School Dean will inform all parties of the outcome of the Student Grievance Board meeting and actions

on the matter. The decision of the Student Grievance Board is considered binding and final.

8) Within five days of the Dean’s communication with a student concerning the Student Grievance Board

decision, a written appeal of the SGB decision to the Provost/Vice-President for Academic Affairs is

permissible only in cases where material procedural defect in the grievance process outlined above can be

demonstrated, or where new material evidence in the matter was not previously available through no fault of

the appealing party at the time of the original hearing. This avenue of appeal to the Provost/VPAA is restricted

only to these circumstances and to this time frame. This appeal is not applicable in cases where the student

simply disagrees with the content of the Student Grievance Board decision.

9) Barring no appeal and no demonstrable violations of process, nor the emergence of previously unavailable

evidence as determined by the Provost/VPAA, the decision reached by the Student Grievance Board will

remain binding and final.

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1.1.10 Faculty Development and Advancement Committee

Purpose of Faculty Development and Advancement Committee (FDAC)

The FDAC has the following responsibilities:



To recommend policies for promotion, rank and tenure (administered by the Promotion and Tenure Board)

To recommend faculty workload policies that support the University’s strategic priorities (administered by

Academic Affairs and Department Chairs)

To recommend policies for University-sponsored faculty development grants and sabbaticals that support the

University’s strategic priorities (administered by Academic Affairs and Department Chairs)

To recommend policies and procedures for evaluating full-time faculty members and Department Chairs

(administered by individual faculty, Department Chairs, and Academic Affairs)

To identify areas of professional growth and development deemed important for faculty integration and

advancement at the University


Membership of Faculty Development and Advancement Committee

Four full-time faculty are elected by Faculty Assembly from a list of candidates prepared by the Nominating and

Appointment Board, with one from each Schools. One full-time faculty member will be elected by the Faculty

Assembly to represent the faculty at-large from a list of candidates prepared by the Nominating and Appointment

Board. Members will serve three-year terms and may serve no more than two consecutive terms. Each member, with

the exception of the Chair, must serve on at least one subcommittee of the FDAC each academic year. Two School

Deans will be appointed by the Provost/VPAA. The Nominating and Appointment Board will over time rotate

representatives among all departments within each School.

Leadership of the Faculty Development and Advancement Committee

The Chair of the FDAC is elected by the Faculty Assembly from a list of candidates presented by the Nominating and

Appointment Board. The Chair serves a three-year term and may serve no more than two consecutive terms. If the

Chair of the FDAC is unable to fulfill his/her obligations, an Interim Chair will be appointed by the Nominating and

Appointment Board to serve in the vacated office through the end of the academic year when the Nominating and

Appointment Board will hold an election to fill the remainder of the unexpired term.

The Chair is responsible for submitting recommendations of the FDAC to the Chair of Faculty Assembly for review

and revision and also serves as a member of the Faculty Cabinet and is a Vice-Chair of the Faculty Assembly. The

Chair ensures that Chairs of subcommittees identify adequately the appropriate constituents who would be affected

by new policy or policy revision under discussion in subcommittees and disseminate relevant information to those

constituents.

One way this occurs is by the Chair's posting agenda items electronically to the Faculty Assembly website at

www.cabrini.edu/FacultyAssembly.


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The Chair also is responsible for appointing members of the FDAC to the FDAC’s various subcommittees. The Chair

asks for volunteers at the first meeting and makes appointments as necessary. The Chair finalizes the minutes of the

FDAC and forwards these to the Secretary of the Faculty Assembly. The Chair will arrange for the replacement of


Meetings of Faculty Development and Advancement Committee

The FDAC will meet at least twice per semester to discuss the work completed by the subcommittees of the FDAC. At

the discretion of the Chair, the FDAC may meet more frequently. A quorum of two-thirds of the voting members is

required for voting purposes. A Faculty Administrative Support staff member from one of the Schools will be assigned

by the Provost/VPAA to be responsible for recording the minutes and any votes.


The Subcommittees and the Board of the Faculty Development and Advancement Committee update the Faculty

Development and Advancement Committee on all decisions, recommendations, and reports. The Faculty

Development and Advancement Committee can move recommendations forward to the Faculty Assembly for either

informational or voting purposes.

Before a recommendation is moved forward to Faculty Assembly, the Faculty Development and Advancement

Committee must endorse this recommendation through a formal vote. An endorsement requires a majority vote when

a quorum (two-thirds of the membership) is present. Those recommendations that require a Faculty Assembly vote

include (but are not limited to): changes to policies for promotion, rank, tenure, workload, and faculty evaluations.

Subcommittees of the Faculty Development and Advancement Committee

The Subcommittees of Faculty Development and Advancement Committee include the following: Faculty

Development Subcommittee, Faculty Professional Topics Subcommittee, and Faculty Grants, Initiatives, and

Sabbaticals Subcommittee.

1.1.10.1 Faculty Development Subcommittee

Purpose of the Faculty Development Subcommittee

To develop policies and procedures related to faculty development that support the University’s Strategic Plan and the

priorities of the Academic Planning Committee;

To update the FDAC twice per semester or as needed to make recommendations for faculty development

workshops;

To coordinate faculty development opportunities for new faculty with Academic Affairs on such topics as the

faculty course evaluation process, portfolio development, and more;

To assist new faculty in their initiation to the University by collaborating with those bodies and/or individuals

delivering mentoring support;

To foster and promote excellence in teaching and student learning in order to support curricula and co-

curricular changes;

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To identify resources to support faculty development;

To plan and implement faculty development workshops throughout the year and to make recommendations to

the Faculty Assembly and the Office of Academic Affairs for workshops on the teaching/learning process;

To disseminate information concerning faculty development opportunities to appropriate constituencies;


Membership of the Faculty Development Subcommittee

The Chair of the FDAC appoints two members of the FDAC to the Faculty Development Subcommittee. These

members will serve three-year terms, with no more than two consecutive terms. At least three other faculty members

will be appointed for a three-year term by the Nominating and Appointment Board to represent the faculty at-large.

Other non-voting members of the Faculty Development Subcommittee will include a representative from the Center

for Student Success (appointed by the Associate Dean), the Director of the Center for Inquiry, Teaching and

Scholarship, and the chair of Cabrini Day.

Leadership of the Faculty Development Subcommittee

The Chair of the Faculty Development Subcommittee is elected by subcommittee members at the first meeting. The

Chair serves a three-year term and may serve no more than two consecutive terms. The Chair will arrange for the


Meeting of the Faculty Development Subcommittee

The Faculty Development Subcommittee meets at least once a month during the academic year. The Chair distributes

an agenda prior to each meeting.


Faculty development recommendations are endorsed or rejected by a consensus determination of the Faculty

Development Subcommittee. Recommendations are forwarded to the Chair of the Faculty Development and

Advancement Committee. If the recommendations must move to the Faculty Assembly, then a formal vote of the

Faculty Development and Advancement Committee is required.

1.1.10.2 Faculty Professional Topics Subcommittee

Purpose of the Faculty Professional Topics Subcommittee

The Faculty Professional Topics Subcommittee has the following responsibilities:



To recommend policies for promotion, rank and tenure (administered by Promotion and Tenure Board)

To define criteria for full-time faculty workload to ensure equity among faculty teaching undergraduate,

graduate, and research-based curricula and recommend policies to ensure University-wide implementation

To recommend full-time faculty workloads that support strategic priorities to the Provost/VPAA

To recommend policies for evaluation of faculty and department chairs

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To select or design and implement reliable and valid evaluation instruments (SIR II, Department Chair

Questionnaires, Junior Advising Questionnaires, Online Evaluations, Internship Evaluations, etc.) for

evaluating faculty teaching and advising, department chair administrative responsibilities, and academic

administrators

To oversee the process for evaluating faculty, department chairs and academic administrators in conjunction

with the Offices of Academic Affairs and School Faculty Support

To update the FDAC twice per semester or as needed to discuss proposed changes to policies affecting

promotion, rank, tenure, and faculty evaluation

To disseminate information concerning evaluations and promotion, and any changes made to the evaluation

or promotion process, to the appropriate constituencies

To review and investigate compensation-related issues impacting full-time faculty, part-time faculty, and the

University


Membership of the Faculty Professional Topics Subcommittee

The Chair of the FDAC appoints two members of the FDAC to the Faculty Professional Topics Subcommittee. In

addition, at least one elected faculty member at each rank: Assistant Professor, Associate Professor, and Full

Professor. The Provost/VPAA may be called as a guest to this committee to represent the administration for

budgetary purposes or any other appropriate time. Terms will be for three years, with no more than two consecutive

terms. At least two other faculty members will be appointed for a three-year term by the Nominating and Appointment

Board to represent the faculty at-large.

Leadership of the Faculty Professional Topics Subcommittee

The Chair of the Faculty Professional Topics Subcommittee is elected by subcommittee members at the first meeting.

The Chair serves a three-year term and may serve no more than two consecutive terms. The Chair will arrange for

the replacement of committee member who cannot attend meetings as appropriate.

Meetings of the Faculty Professional Topics Subcommittee

The Faculty Professional Topics Subcommittee meets at least once a month during the academic year. The Chair

distributes an agenda prior to each meeting.


Faculty evaluation recommendations are endorsed or rejected by a consensus determination of the Faculty

Professional Topics Subcommittee. Recommendations are forwarded to the Chair of the Faculty Development and

Advancement Committee. If the recommendations must move to the Faculty Assembly, then a formal vote of the

Faculty Development and Advancement Committee is required.

1.1.10.3 Faculty Grants, Initiatives, and Sabbaticals Subcommittee

Purpose of the Faculty Grants, Initiatives, and Sabbaticals Subcommittee

The Faculty Grants, Initiatives, and Sabbaticals Subcommittee has the following responsibilities:

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To establish criteria for eligibility for University-sponsored faculty development grants

To work with appropriate administrators to identify possible grant proposals and disseminate information to

appropriate department chairs or University committees

To seek ways to increase available funding for University-supported faculty grants

To solicit grant applications from full-time faculty for qualifying summer projects with priority being given to

first-time applicants, to applicants who did not receive grants the previous year, and to initiatives supporting

the strategic priorities of the University

To organize Faculty Forums where grant recipients present work supported through University-supported

faculty grants

To recommend criteria for sabbaticals that support the University’s strategic priorities, disseminate this

information to eligible faculty, and recommend qualifying applications to the Provost/VPAA

To update the FDAC twice per semester or as needed to discuss proposed changes to policies affecting

eligibility for University-sponsored faculty development grants and sabbaticals

To disseminate information concerning University-supported faculty grants, grant initiatives, and the

sabbatical process to the appropriate constituencies


Membership of the Faculty Grants, Initiatives, and Sabbaticals Subcommittee

The Chair of the FDAC appoints one member of the FDAC to the Faculty Grants, Initiatives, and Sabbaticals

Subcommittee. At least one other faculty member will be appointed for a three-year term by the Nominating and

Appointment Board to represent the faculty at-large. These members will serve three-year terms, with no more than

two consecutive terms. The Director of Corporate, Foundation, and Government Relations serves as a non-voting

member.

Leadership of the Faculty Grants, Initiatives, and Sabbaticals Subcommittee

The Chair of the Faculty Grants, Initiatives, and Sabbaticals Subcommittee is elected by subcommittee members at

the first meeting. The Chair serves a three-year term and may serve no more than two consecutive terms. The Chair


Meetings of the Faculty Grants, Initiatives, and Sabbaticals Subcommittee

The Faculty Grants, Initiatives, and Sabbaticals Subcommittee meets at least once a month during the academic year.

The Chair distributes an agenda prior to each meeting.


Any recommendations regarding Faculty Grants, Initiatives, and Sabbaticals policies and procedures are endorsed or

rejected by a consensus determination of the Faculty Grants, Initiatives, and Sabbaticals Subcommittee.

Recommendations are forwarded to the chair of the Faculty Development and Advancement Committee. If the

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recommendation must move to the Faculty Assembly, then a formal vote of the Faculty Development and

Advancement Committee is required.

Recommendations for sabbaticals are established by a consensus determination of the Faculty Grants, Initiatives, and

Sabbaticals Subcommittee. Recommendations are forwarded to the Provost/VPAA.

Board of the Faculty Development and Advancement Committee

The one Board of the Faculty Development and Advancement Committee is the Promotion and Tenure Board.

1.1.10.4 Promotion and Tenure Board

Purpose of the Promotion and Tenure Board (PTB)

The Promotion and Tenure Board has the following responsibilities

To maintain professional and academic standards through a system of peer review

To work with the Provost/VPAA to supervise the review process at the third-year review, tenure/rolling

contract, and promotion

To review materials submitted by faculty for third-year review, tenure/rolling contract, or promotion

To review periodically the criteria endorsed by Faculty Assembly for tenure/rolling contract, promotion, and

third-year review and recommend changes to the Faculty Professional Topics Subcommittee of the

Faculty Development and Advancement Committee

Guidelines for tenure/rolling contract, promotion, and third-year review decisions are found in Section 3.5.0 of

the Faculty Handbook.

To submit recommendations for third-year review and tenure/rolling contract and promotion to the President


Membership of the Promotion and Tenure Board

The membership of the Promotion and Tenure Board consists of five full members; One member from each School

and one at-large. No two members should be from the same department. Each of the full members serves three-year

terms and cannot serve more than two consecutive terms. A list of candidates is prepared by the Nominating and

Appointment Board when vacancies arise and is voted on by Faculty Assembly.

The Nominating and Appointment Board also prepares a list of candidates from which the Faculty Assembly will elect

four tenured alternates representing each of the Schools for a three-year term. Two of the alternates will hold the rank

of full professor and no alternate can be from the same department as another PTB member. Also, in cases of

promotion to Full Professor, two of the members considering the case must be Full Professors.

The alternates will become Board members when an individual Board member or the Board itself determines there is

a personal or academic conflict of interest in a third-year review, tenure/rolling contract, or promotion case including,

but not limited to, cases when a PTB member is a member of the candidate’s department or has been a reviewer of a

candidate.

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PTB members are required to recuse themselves from any discussion, deliberation, or vote regarding the person with

whom there is a conflict of interest.

Leadership of the Promotion and Tenure Board

At the first meeting of the spring semester, the full Board members must elect co-chairs for the upcoming academic

year. The co-chairs serve one-year terms and run all meetings of the Promotion and Tenure Board, including the

independent meetings held to review the candidates’ portfolios. The co-chairs are responsible for sharing the duties

assigned to the Chair of the Promotion and Tenure Board (PTB) in the Faculty Handbook.

The Chair is responsible for submitting the recommendation of the Promotion and Tenure Board to the President with

a copy to the Provost/VPAA and for joining the Provost/VPAA in the face-to-face review of third-year faculty and in the

tenure/rolling contract recommendations to the Educational Quality Committee of the Board of Trustees.

The Chair has other unique responsibilities that are fully delineated in Section 3.5.0. The Chair will arrange for the


Meetings of the Promotion and Tenure Board

At the discretion of the Chair, the Promotion and Tenure Board meets monthly and more frequently in October and

November to review candidates for promotion and tenure/rolling contract, and in February and March to review third-

year review candidates.

The Promotion and Tenure Board and the Provost/VPAA hold an orientation meeting in September of each year,

meet again on or before Nov. 15 to share their independent findings on tenure/rolling contract and promotion

candidates, and hold a closing session before May 1 to discuss third-year reviews and the joint letter. When deemed

beneficial to the Promotion and Tenure Board’s deliberations, the Chair of the Promotion and Tenure Board invites the

Provost/VPAA to attend additional meetings.


Any recommendations regarding tenure/rolling contract and promotion criteria and policies and procedures regarding

third-year reviews, tenure/rolling-contract reviews, and promotion reviews are endorsed or rejected by a consensus

determination of the Promotion and Tenure Board.

Recommendations are forwarded to the Chair of the Faculty Development and Advancement Committee. If the

recommendation must move to the Faculty Assembly, then a formal vote of the Faculty Development and

Advancement Committee is required.

A full description of the Promotion and Tenure/Rolling Contract policy is available in Section 3.5.0.

Amendment Procedure

This governance model may be amended at any meeting of the Faculty Assembly if the amendment proposed has

moved through the appropriate governance bodies and if it receives a majority vote of the full-time faculty.

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The President determines which amendments require the approval of the Board before becoming effective.

Any substantive changes to the Faculty Handbook must be forwarded through the President to the Board of Trustees

for approval.

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CHAPTER 2 – INSTITUTIONAL POLICIES

2.0.0 INTRODUCTION

Institutional Policies are written to provide order and predictability to the daily interactions of members of the

community of Cabrini University. The purpose of this chapter is to provide all members of the faculty, particularly

those who are new to Cabrini University, with knowledge of the policies, regulations, practices, and expectations

which prevail at the University.

The various institutional policies of this Handbook are subject to revision from time to time by the Trustees,

administration, and faculty on their own initiative or in response to changes in state and federal legislation.

2.1.0 EQUAL EMPLOYMENT OPPORTUNITY

Cabrini University, as an equal opportunity employer, is committed to the principle of equal employment and

educational opportunities for all qualified persons. Cabrini University does not discriminate and makes all of its

decisions in the operation of any of its programs and activities without discrimination against faculty, staff or students

because of race, color, religion (except for positions where religion is a legitimate consideration), sex, age, national

origin, handicap, or disability which does not interfere with the performance of the essential functions of a job (with or

without reasonable accommodation, if any), veteran status, or any other protected class.

Further, discrimination conflicts with belief in the dignity of the individual—a belief firmly rooted in the traditions of the

Missionary Sisters of the Sacred Heart of Jesus, the founding order of Cabrini University.

Final authority and responsibility for equal employment opportunity and the University’s Affirmative Action Plan rests

with the President of the University. The day-to-day administration and implementation of the Affirmative Action Plan

has been assigned to the Director of Human Resources, who has been appointed as the University’s Affirmative

Action Officer in the development and review of Cabrini University’s equal opportunity and affirmative action policies

and practices.

2.1.1 Nondiscrimination Policy

The procedure used in the investigation of any complaint relating to Federal or State Civil Rights Law, infringement,

harassment or disability (Section 504 of the Rehabilitation Action of 1973 or the Americans with Disabilities Act) will

be the same as those used for the investigation of a complaint of sexual harassment.

2.1.2 Americans with Disabilities Act

It is Cabrini University's policy that the University will not discriminate against qualified individuals with disabilities with

regard to any aspect of their employment. Cabrini University is committed to complying with the Americans with

Disabilities Act of 1990 and its related Section 504 of the Rehabilitation Act of 1973, as applicable.

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The University recognizes that some individuals with disabilities may require accommodations at work. If an employee

is currently disabled or becomes disabled during his/her employment, he/she should contact his/her manager to

discuss reasonable accommodations that may enable the employee to perform the essential functions of his/her job.

2.2.0 SEXUAL MISCONDUCT AND SEXUAL HARASSMENT POLICY AND PROCEDURE

Cabrini University seeks to foster and maintain a community of mutual respect and concern for all of its members.

Cabrini also expects all members of the Cabrini community to conduct themselves in a manner consistent with the

Cabrini Mission Statement and its Core Values as described in the Code of Student Conduct, the Staff Handbook, and

the Faculty Handbook.

There can be no greater violation of the terms of that community, or of the essential dignity of any member of it, than

an act of sexual violence or sexual harassment.

Sexual misconduct, including sexual harassment and sexual violence, is prohibited and will not be tolerated in any

form. These acts constitute the deepest affront to Cabrini standards, and the University is committed to addressing

and preventing sexual misconduct within its community.

Under Title IX of the Education Amendments of 1972 (Title IX), sexual violence is a form of sexual discrimination and

is prohibited. Any person found responsible for such violations will face disciplinary actions up to and including

dismissal or expulsion from the University. Acts of sexual violence may also be prosecuted under the Pennsylvania

Criminal Code.

Should an incident of sexual misconduct, including sexual harassment or sexual violence occur, the University has

both reporting procedures and support resources in place so that an individual does not need to face the effects of

such an incident alone.

The first concern is for the safety, health, and well-being of those affected. Confidential and non-confidential (yet

private) options for support and reporting are available both on and off campus, and are described in more detail at

https://www.cabrini.edu/policies under Sexual Misconduct and Sexual Harassment Policy.

Due to the nature of incidents involving gender-based violence, sexual misconduct and sexual harassment, Cabrini

has developed a process to specifically address these concerns.

As a result, the investigation and adjudication process for incidents of gender-based violence, sexual misconduct and

sexual harassment will differ from the student conduct process that is highlighted in the Cabrini University Community

Standards for Student Conduct.

The full policy and procedure for sexual harassment at Cabrini University can be found at:

https://www.cabrini.edu/policies under Sexual Misconduct and Sexual Harassment Policy.

https://www.cabrini.edu/policies

https://www.cabrini.edu/policies

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2.3.0 HUMAN RESOURCES EMPLOYMENT POLICIES

2.3.1 Hiring Procedures

The Office of Human Resources is responsible for overseeing the hiring process for all employees.

A Personnel Requisition Form must be completed by the hiring supervisor for every position that is to be filled.

All necessary approvals must be received on this form before the search for a replacement or new employee is

begun. Hiring supervisors should consult with the Office of Human Resources for information regarding search

procedures.

Temporary employees may be used to fill an open position until a regular full-time or part-time employee can be hired.

Also, all jobs which are only for a specified duration should be filled with a temporary employee. Temporary positions

need not be posted on campus.

When a qualified candidate is selected, the hiring manager must complete the Authorization to Hire Form prior to

making an offer of employment.

2.3.2 Posting/Advertising Positions

Cabrini University may promote from within. Therefore, vacant positions may be filled immediately and without being

posted on campus if a particularly well-qualified individual is available within the department or has been training

specifically for the position.

The University will make an effort to post most positions on campus to enable internal candidates to apply. The

general policy of Cabrini University is to initiate a national search for full-time faculty positions and academic

administrative posts. Open positions will be posted by Office of Human Resources at http://jobs.cabrini.edu. Open

positions will be circulated internally for five days and then may be advertised externally.

Internal applicants should inform their supervisor of their interest in another position and then submit a resume and

cover letter to the Office of Human Resources. Internal applicants are not guaranteed an interview for an open

position. The Hiring Manager and area Vice President (if applicable) will make interview decisions based on an

applicant’s qualifications.

Those positions that are not required to be posted include temporary positions, sub-contracted assignments, jobs

being filled from within, and positions reporting directly to the President.

2.3.3 Search Committees

At their discretion, the President, area Vice President and School Deans may establish search committees for certain

positions. The composition of Search Committees shall be directly related to the position opening and to the campus

offices affected by the position. For further information regarding this policy, please refer to Section 3.4.0.

http://jobs.cabrini.edu/

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The Chair of the Search Committee, in consultation with the Director of Human Resources, shall be responsible for

following and implementing University personnel and affirmative action procedures and policies during the advertising,

interviewing and selection actions. Records from all searches shall be stored in the Office of Human Resources.

2.3.4 Background Check Policy

A check of a candidate’s background is intended to serve as an important part of the selection process when hiring

new employees after Jan. 1, 2006. Background checks may also be required for current employees and student-

workers whose jobs are defined as security sensitive.

A background check is conducted to promote a safe work environment and to protect the University’s most important

assets—the people of the Cabrini community. It assists hiring authorities in making prudent employment decisions

based upon more comprehensive job-related information, and because the background check may be updated

periodically, it also assists the University in maintaining a high-quality workforce.

To be considered for employment, all prospective employees must complete and submit two documents: the

Application for Employment and the Background Check Consent Form. All job offers must be made “contingent upon

successful completion of a background check.”

After the background check is successfully completed, generally three to five working days, the Office of Human

Resources will notify the Hiring Manager. If the background check is not satisfactory, the Office of Human Resources

will provide guidance and a recommendation to the supervisor and appropriate Vice President.

2.3.5 Employment of Relatives

At the University's discretion, persons related by family or marriage may be employed by the University, provided

such individuals meet regular University employment standards. However, employees shall not initiate, participate in

or exercise any influence over departmental or institutional decisions involving a direct benefit to a person related by

family or marriage (such benefits include initial appointment, retention, promotion, tenure, salary, leave of absence

and appeals adjustment).

In situations where a conflict of interest might occur under normal operating procedures, the responsibility for the

decision will pass to the next higher administrative level to make appropriate changes to eliminate the conflict.

For purposes of this policy, persons related by family or marriage are defined as a spouse, parent, child, sibling,

grandparent, grandchild, aunt, uncle, niece, nephew, cousin, and in-laws.

2.3.6 Employment References

In response to verification of employment or reference inquiries, the Office of Human Resources will verify dates,

positions and length of employment for a present or former employee of Cabrini University.

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Additional information may be released with written approval of both the Office of Human Resources and the

employee; exception to this policy will be made if withholding of information may endanger the future employer or third

parties. In such a case, the Director of Human Resources will use discretion on the releasing of additional information.

Employees who are contacted to provide an employment reference are not permitted to release any information.

All inquiries must be directed to the Office of Human Resources.

Personal recommendations, professional references and application recommendations are not to be given in the

name of the University. Employees who give these types of recommendations/references for other employees are

doing so as individuals, and their evaluations do not represent those of the University.

2.3.7 Offer of Employment

Faculty receive an appointment letter from the Office of Academic Affairs. The Office of Human Resources is sent a

copy of the appointment letter and will prepare the necessary paperwork for employment. For further information,

please refer to Section 3.4.0, Search and Appointment of Faculty.

2.3.8 Employment Categories

The University recognizes three employee classifications: faculty, staff and student employee. The employment status

of faculty and staff can be defined in three ways: full-time, part-time, and temporary/volunteer. All student employment

is defined as temporary.

The opportunity to employ individuals with different employment statuses in each classification satisfies the flexibility

necessary for the University to meet the varying employment needs of academic, research, and administrative

functions. Definitions of each classification and status are shown below.

The combination of employee classification and employment status determines the application of other human

resource policies as well as eligibility for benefits. The Office of Academic Affairs is responsible for recommending and

identifying faculty employment status.

The following guidelines are provided to assist in determining the appropriate employment status. In the event that a

supervisor is uncertain about the status of a position, the supervisor should contact the Office of Human Resources as

soon as possible.

Full-time faculty: Specified by academic appointment, associated with the University for the primary purpose

of teaching, research or leadership and administration in an academic area equal to 50 percent or more of

their compensated time, and considered regular member of Faculty.

Part-time faculty: Also termed as adjunct faculty, specified by academic appointment, classified as non-tenure

and not leading to tenure/rolling contract, associated with the University for the primary purpose of teaching in

an academic area less than half time in a primary or secondary appointment.

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Temporary/Volunteer: Employees who serve the University on a temporary basis or who volunteer their

services and donate their time for University activities (for a specified period of time) regardless of the number

of hours worked per week and are not eligible for benefits.

2.3.9 Exempt and Non-Exempt Pay Status

Determination of the exempt or non-exempt pay status of a position is governed by the Fair Labor Standards Act

(FLSA), which is a federal law. Based on the guidelines provided by FLSA, the Office of Human Resources

determines the exempt or non-exempt status of each position at Cabrini University. If employees have a question

about whether their job is exempt or not, they should contact the Director of Human Resources.

Exempt employees are those whose positions are exempt from FLSA provisions because their work is predominantly

professional, administrative or executive (as defined by the FLSA) in nature. Exempt employees are not eligible for

overtime compensation and are usually paid on a biweekly salaried basis.

Non-exempt employees are those who are covered by the FLSA and are eligible for overtime compensation in

accordance with the FLSA. All non-exempt employees have a designed base hourly pay rate and are paid on a

biweekly salaried or hourly basis.

2.3.10 Date Of Hire/Bridging Of Service

Faculty who have been rehired by the University within a 12-month period will have an adjusted hire date that will

reflect their previous service. Faculty originally hired on a part-time basis, who later become full-time employees with

no break in service, will receive credit for their part-time service as explained below.

The adjusted hire date will be used for calculating accruals of benefits such as tuition remission and service awards.

Other benefit plans, such as medical and dental insurance and the retirement plan, have waiting periods and other

criteria that must be met regardless of previous service.

2.3.11 Access To Personnel Files

The personnel file containing records for each employee will be maintained by the Office of Human Resources in a

secured area. The file will contain information in connection with Cabrini University employment. The material

contained in the file shall be confidential and shall be subject to the review of only the employee, the Office of Human

Resources and those persons who have supervisory or administrative authority over the employee. Cabrini University

may submit copies of documents in such files to federal, state or other governmental and judicial agencies if required

by law in connection with any investigations, hearings or judicial proceedings involving such agencies or the courts.

Cabrini University may also submit such information to its insurance carriers in connection with any such proceedings

or in connection with Worker's Compensation claims or proceedings in cooperation with the Health Insurance

Portability and Accountability Act (HIPPA) and all applicable laws. Additional information on this topic can be found in

Section 3.3.3. The University is required to comply with external requirements for recordkeeping. For a complete list of

employment record types and retention and disposal requirements, please contact the Office of Human Resources.

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2.3.12 Personnel Data Changes

Employees are free to examine their own personnel files in the presence of a Human Resources staff member during

normal business hours. Employees must make an appointment. No part of the file may be removed, copied or taken

to another location. The employee may request copies of information in the file. If there is a disputed item within the

file, the employee may add a written statement to the file.

It is the responsibility of the employee to notify the Office of Human Resources of any changes to basic personnel

information, such as address, telephone numbers, marital status, number of dependents, insurance plan beneficiaries

and tax withholding status. Proof of change may be required. All employees are required to give their home phone

number. This number will be used to contact the employee only when necessary. Only employees who live on

campus may give Cabrini University as the address of record.

The Office of Human Resources also maintains emergency contact information. All employees are required to give

the name, telephone number and address of whom to contact in case of emergency.

2.3.13 Voluntary Termination of Employment

Employees who decide to leave Cabrini University are expected to submit a letter of resignation that includes the date

of termination, reason for termination and the employee's signature. All wages due the employee will be paid on the

next regularly scheduled payday after the employee's last day of employment with the University.

When appropriate, resigning employees will be scheduled for an exit meeting with the Office of Human Resources to

ensure that all University property is returned and to provide an opportunity to discuss any questions or concerns

related to employment with Cabrini.

Employees who fail to return any University property including keys, credit cards, computers, uniforms, cellular

phones, pagers and other equipment, will be deemed ineligible for rehire and may be subject to legal proceedings on

behalf of Cabrini University.

2.4.0 NEW EMPLOYEE POLICIES

2.4.1 Cabrini One

Cabrini One provides students, faculty and staff affiliated with Cabrini University access to online resources, both

internal to Cabrini and external, and all with one user ID and password. CabriniOne provides access to email,

calendar, BannerWeb, course websites, payroll information, and other Cabrini accounts.

Within 48 hours of new hire orientation, employees are able to retrieve usernames and passwords to access Cabrini

One. Instructions are available in the Office of Human Resources.

It is the responsibility of employees to maintain their user ID and password and regularly check Cabrini One for

important information.

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2.4.2 Identification Card

Cabrini University identification cards can be obtained through the Department of Public Safety, Monday through

Friday, 8:00 a.m. to 6:00 p.m. ID cards are required by all faculty and staff and should be obtained within three (3)

business days of employment. The card is necessary for entry into specified campus buildings, and for use of

University facilities and services such as libraries, athletic events, and other activities. To prevent deactivation, holes

should not be punched in the ID card, and it should be stored away from computers, electronic devices, and other

cards that have a magnetic strip.

Lost or stolen cards should be reported to Public Safety as soon as possible. Upon termination, employees will be

required to return ID badges to the Office of Human Resources as part of the exit interview.

2.4.3 Key Policy

All requests for keys are made by the supervisor to the area Vice President on a Facilities Service Request Form.

If approved, the area Vice President forwards the request to the Facilities Department. The request shall include

location of door (building and office), number of keys, individual(s) to receive keys and the reason key is needed.

The Facilities Department is responsible for making all keys and will not make keys unless approved by the

department head. Master keys must be approved by the area Vice President and Public Safety.

Cabrini University reserves the right to charge individuals for any cost incurred as a result of lost keys. All keys must

be returned to the Facilities Department as soon as they are no longer needed or to the Director of Human Resources

upon separation from employment. It is the responsibility of the supervisor to see that keys are turned in when an

employee separates from employment.

Keys are not to be copied or transferred from one individual to another, nor are they to be loaned or given to students.

2.4.4 New Employment

The Immigration Reform and Control Act of 1986 requires employers to verify both the identity and work eligibility of

all new hires within three business days of employment. Employers must attest on an I-9 form that they have

examined certain documents to verify the employment eligibility and identity of the individual hired. Every new

employee must report to the Office of Human Resources immediately upon hire with proof of identity and eligibility to

work. If identification is not provided within three days of employment, the employee will be terminated.

Employees under the age of 18 must provide Cabrini University with a work permit. Minor employees are prohibited

from performing certain types of work, such as operating heavy machinery. The Office of Human Resources can

provide details of the laws relating to child labor laws.

2.4.5 New-Employee Orientation

The purpose of new employee orientation is two-fold: to provide to new employees valuable, standardized information

and to help new employees develop a good understanding of their position and Cabrini University.

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On a regular basis, the Office of Academic Affairs will hold an orientation program for new faculty. In addition, every

new full-time employee will meet with a Human Resources staff member.

Human Resources will provide information about campus policies, benefits, payroll, and other important information

that the employee will need to have a rewarding experience as an employee of Cabrini University.

Specific information about new faculty orientation can be found in Section 3.9.1.

2.4.6 Parking Regulations and Vehicle Registration

The roadways of the University and its parking spaces fall under the jurisdiction of the Department of Public Safety,

which is responsible for the administration and enforcement of regulations designed to facilitate an orderly traffic flow

on campus. These regulations apply to students, faculty, staff and visitors. Infractions of these regulations are the

responsibility of the person who registered the vehicle on campus. All employees are required to register their vehicle

within three (3) business days of their employment with the Department of Public Safety. The University is not

responsible for loss due to theft or damage to vehicles that occur on University property. Special events parking and

all temporary parking arrangements on campus are to be scheduled and approved by the Public Safety Department.

Additional information about vehicle registration, traffic, and parking regulations can be found at

www.cabrini.edu/PublicSafety or in the Department of Public Safety office.

2.5.0 BENEFITS POLICIES

2.5.1 Mandatory Benefits

2.5.1.1 COBRA Statement

The Consolidated Omnibus Budget Reconciliation Act of 1986 (COBRA) requires that most employers who sponsor

group health plans offer employees and their families the opportunity for a temporary extension of health coverage

(called "continuation coverage") at group rates in certain instances where coverage under the plan would otherwise

end.

The following is intended to inform employees, in a summary fashion, of their rights and obligations under the

continuation coverage provisions of COBRA. Employees and their spouses should take the time to read this carefully.

An employee, the employee's spouse or dependent become qualified beneficiaries if the employee, the employee's

spouse or dependent are covered under the employer's group health plan and would lose coverage due to one of the

following events (called a qualifying event):

Death of the covered employee

Termination (for reasons other than gross misconduct) or reduction of hours of the covered

employee's employment

Divorce or legal separation of the covered employee from his or her spouse

Entitlement of the covered employee for Medicare

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Dependent ceases to be a "dependent child" under the group health plan

In the case of a qualifying event, each qualified beneficiary would have the right to elect to choose continuation

coverage if the group health coverage would be lost. Employees, their spouses or dependent children (where

applicable) would each, as a qualified beneficiary, have the option to elect continuation coverage for a period shown

as follows:

Reason for Termination Under Group/Period:

Voluntary Termination of Employee 18 months

Involuntary Termination of Employee (except for gross misconduct) 18 months

Reduction in Work Hours of Employee 18 months

Disability of Employee as determined under the Social Security Act 29 months

Death of Employee 36 months

Divorce or Legal Separation 36 months

Employee becomes entitled to Medicare 36 months

Dependent Child no longer qualifies as dependent under group health plan 36 months

The continuation coverage extends from the date of one of the events described previously to

18 months (in the case of termination or reduced work hours) or 29 months (in the case of disability) or 36

months (in all other cases described previously except retirees and newly acquired dependents; see "Special

Rules")

The date the employer no longer provides any group health plan to employees

The date the premium for continuation coverage is not paid on time

The date the person whose coverage is being continued becomes covered under another group health plan

unless the other plan contains an exclusion or limitation with respect to a pre-existing condition

The date the person whose coverage is being continued becomes entitled to Medicare benefits

(unless the qualifying event is the employer's Title 11 Bankruptcy)

The date a spouse is divorced from a covered employee, subsequently remarried and becomes covered

under another group health plan

In the latter case, the covered person can continue until the maximum allowed period of termination or upon

being covered for pre-existing conditions if the new plan excludes or limits benefits for the pre-existing

condition and the continuation coverage plan covers it, whichever occurs first.

To prevent a lapse in coverage, if continuation coverage is elected, any required premiums must be paid within 45

days after the election. If the employer's group health plan provides a conversion privilege to other beneficiaries, the

employer must also provide covered family members with the opportunity to enroll under a conversion health plan

during the 180-day period proceeding the date that continuation coverage expires.

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COBRA also affects the rights of employees and their spouses who are over 65 years of age. Cabrini University must

offer employees and their spouses age 65 and over the same health insurance coverage that is offered to younger

workers and their spouses.

For detailed information or questions regarding COBRA, please contact the University's Plan administrator, the

Director of Human Resources, 610 King of Prussia Road, Radnor, PA 19087-3698.

2.5.1.2 Social Security Benefits

All employees are covered under the Social Security Act, which is governed by federal guidelines. Taxes (FICA) are

deducted at the rate and amount of earnings specified in the current federal guidelines. The University is required to

contribute an equal amount to that deducted from the employee’s paycheck.

2.5.1.3 Unemployment Benefits

Unemployment compensation is a benefit established to assist those employees who, because of a variety of

circumstances beyond their control, have lost their positions. If a faculty or staff member’s employment is permanently

terminated through no fault of his/her own and there is no assurance of continued work, such a change in employment

situation is covered under PA Unemployment Compensation laws.

Examples of circumstances under which an employee would be eligible for unemployment compensation include lay-

off due to lack of work, reduction in force for budget reasons, loss of grant-funding, etc. University employees who are

temporarily furloughed during semester and summer break periods are not covered by the PA Unemployment

Compensation laws and are, thus, ineligible for unemployment compensation benefits during these break periods.

The Office of Human Resources will assist employees or their supervisors with any questions or problems related to

unemployment compensation.

Specific requirements for benefits can be obtained from the local Commonwealth of Pennsylvania Unemployment

Office.

2.5.1.4 Worker's Compensation

All employees are eligible for benefits provided by worker's compensation. The employer's liability law of the

Commonwealth of Pennsylvania is designed to assist employees with medical expenses and some salary

reimbursement when they sustain job-related injuries while on duty. All injuries incurred while on duty must be

reported immediately to the supervisor and/or Office of Human Resources. Failure to report an injury in a timely

manner may result in the medical bills' being the employee’s responsibility.

The University's worker's compensation insurance carrier pays all necessary and reasonable medical expenses

provided that the injured employee selects care from a licensed health care provider on the University’s panel. The list

of approved health care providers is available through the Office of Human Resources. Employees are encouraged to

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visit the nearest hospital emergency room in the event of an emergency work injury. If an employee does not visit a

panel doctor, the payment of bills becomes the responsibility of the employee.

Worker's compensation pays lost wages according to the following guidelines:

If an employee is out of work for fewer than 7 calendar days, worker's compensation does not pay any lost

wages.

If an employee is out of work for more than 7 calendar days, but fewer than 14, worker's compensation pays

for days 8 through 14.

If an employee is out for more than 14 calendar days, worker's compensation pays from the first day out.

Employees may use their earned time (sick, personal or vacation) to continue their salary during those days not

covered by worker's compensation. When physical therapy or other periodic medical treatment is required for an

extended period of time, the employee must make all attempts to schedule appointments before or after work hours.

2.5.2 University-Funded Plans

2.5.2.1 Benefit Eligibility

All full-time faculty who are tenured or in tenure-track contracts are eligible for benefits the first of the month following

their date of hire. All other full-time faculty are eligible for benefits if their employment is expected to last more than

one academic year.

Benefits can represent a significant portion of overall compensation, based on the elections made. A variety of other

supplemental plans, which are strictly employee-paid, are also available. New employees must complete paperwork

necessary to enroll in benefits. If an employee chooses to enroll in the benefits plans available, they must do so within

31 calendar days of date of hire. If employees miss this 31-day window, they will not be able to enroll in benefits until

the open-enrollment period. Employees may change or add benefits when they experience a qualifying status change

event so long as the change is consistent with the event and the paperwork for the change is submitted to the Office

of Human Resources within 31 calendar days of the event.

2.5.2.2 University-Funded Benefits

• Medical Insurance

• Dental Insurance

• Vision Insurance

• Short-Term Disability (STD)

• Long-Term Disability (LTD)

• Group Life Insurance and Accidental, Death & Dismemberment (AD&D)

• 403(b) Defined Contribution Plan

• Holidays

• Employee Assistance Program (EAP)

• Cabrini University Tuition Remission

• Council of Independent University Tuition Exchange Program (CIC-TEP)

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• Tuition Exchange Program

• Undergraduate Scholarship Assistance Plan and Agreement (USAP)

2.5.2.3 Voluntary Benefits

• Personal Accident Indemnity Plan

• Personal Cancer Indemnity Plan

• Personal Recovery Plus Plan

• Flexible Spending Accounts (FSA)

• Long-Term Care Insurance

• Additional Life Insurance and Accidental, Death & Dismemberment

• Freedom Credit Union

2.5.3 Other University Benefits

2.5.3.1 Library

All employees have access to the Holy Spirit Library which houses more than 200,000 items that support the

University's academic programs. Included in the collection are books, periodicals, audio-visual and multi-media

materials, microforms, rare books, and juvenile and curriculum books.

Holy Spirit Library is open seven days a week, September through May, and six days a week during the summer

months.

2.5.3.2 Bookstore

Employees receive a 10 percent discount on clothing and gift item purchases made at the Campus Bookstore, located

on the lower level of the Widener Center. Cabrini University Bookstore: 610-902-8526.

2.5.3.3 Dixon Athletic Center

The Dixon Center, Cabrini’s sports and recreation complex, is located on the west side of campus. The Center houses

squash courts, a gymnasium with three full-length basketball courts, swimming pool, a fitness center and strength

training area, a dance/aerobic room, an indoor track, and locker rooms. Classes are available in Water Aerobics, Mat

Pilates, Dancers’ Workout, Hatha Yoga, and more.

Hours of operation are listed at www.cabrinirec.com and available from the Dixon Center front desk at 610-225-3901.

Full-time employees and their families have full access to the Center free of charge. Please contact the

Administrative Coordinator at 610-225-3904 for membership applications.

2.5.3.4 Campus Shuttle

Several times a day while school is in session, Cabrini runs a shuttle service that connects with the

Paoli/Downingtown Regional Rail train that stops at Radnor, the Norristown High Speed Line, and stops at the King of

Prussia Mall and in Wayne. For a shuttle schedule, please visit www.cabrini.edu/Shuttle.

http://www.cabrinirec.com/

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2.5.3.5 The Children's School

The Children's School offers child-centered pre-school and kindergarten programs from 9 a.m. to 3 p.m., September

through June. The Children's School is nationally accredited by the National Association for the Education of Young

Children (NAEYC) and state licensed. Parents have the option of full- or half-day programs and may enroll children in

a three-, four-, or five-day program. Children ages two years and seven months (in September) through five years are

eligible to attend.

The school is located at 45 Walker Road, Wayne, PA 19087. For more information about the school, please visit

www.cabrini.edu/ChildrensSchool or contact the School’s Director at 610-964-6112.

2.6.0 COMPENSATION POLICIES

2.6.1 Compensation Philosophy

The University’s Planning and Budgeting Guidelines benchmark for desired faculty and staff salary ranges. The Office

of Academic Affairs conducts annual regular salary review of individual faculty members.

For specific information about faculty compensation, please see Section 3.8.0.

2.6.2 Payment of Salary

Salaries for full-time contracted faculty members are distributed in 26 equal payments, beginning with the second pay

period in August. Salary payments are made on a bi-weekly basis every other Friday. Salaries for overloads and

adjunct faculty are paid on a bi-weekly basis over the length of the contract.

Employees are paid through direct deposit of funds to either a savings or checking account at their bank of choice

(providing the bank has direct deposit capability). To activate direct deposit, a Direct Deposit Authorization Form must

be completed and returned with a voided personal check to the Payroll Department. Because of banking

requirements, it could take two pay periods for activation of the direct deposit.

A statement of earnings for each pay period can be found on Cabrini One indicating:

Gross Pay

Statutory Deductions

Voluntary Deductions

2.6.3 Child-Supporting Requirements

Federal and state laws require the University to report basic information about new employees, including name,

address, and social security number, to a state agency designated as the State Directory of New Hires.

The state collects this information in an effort to enforce child support orders. Please be advised that if the state

determines that an employee owes child support, it will send the University an order requiring the University to

withhold money from the employee's paycheck to pay his/her child support obligations. Cabrini University is required

to comply with such orders as a matter of federal and state law.

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2.7.0 HEALTH AND SAFETY POLICIES

2.7.1 AIDS and HIV Policy

Cabrini University does not unlawfully discriminate against employees or applicants living with or affected by HIV

(Human Immunodeficiency Virus) or AIDS (Acquired Immune Deficiency Syndrome). The University recognizes that

HIV infection and AIDS, the most serious stage of disease progression resulting from HIV infection, pose significant

and delicate issues for the workplace. Accordingly, the University established the following guidelines and principles

to serve as the basis for handling employee situations and concerns related to HIV infection and AIDS.

The University is committed to maintaining a safe and healthy work environment for all employees. This commitment

stands on the recognition that HIV, and therefore AIDS, is not transmitted through any casual contact.

The University will treat HIV infection and AIDS the same as other illnesses in terms of all of its employee policies and

benefits, including health and life insurance, disability benefits and leaves of absence. Employees living with or

affected by HIV infection and AIDS will be treated with compassion and understanding, as would employees with

other disabling conditions.

In accordance with the law, the University will provide reasonable accommodations for employees and applicants with

disabilities who are qualified to perform the essential functions of their positions. This applies to employees and

applicants living with HIV infection and AIDS, and is especially relevant in light of new treatments for HIV infection that

may allow people living with AIDS to return to work after periods of disability leave.

Generally, disabled employees have the responsibility to request an accommodation. It is the policy of the University

to respond to the changing health status of employees by making reasonable accommodations. Employees may

continue to work as long as they are able to perform their duties safely and in accordance with performance

standards. Supervisors and managers are encouraged to contact the Office of Human Resources for assistance in

making reasonable accommodations.

Co-worker concerns will be handled in an educational fashion. The Office of Human Resources will provide

information and educational materials as well as the names of community-based organizations in the area to be

consulted for support and information. Supervisors and managers are encouraged to contact the Office of Human

Resources for assistance in providing employees with information and assistance.

Recognizing the need for all employees to be accurately informed about HIV infection and AIDS, the University will

make information and educational materials and seminars available. Employees who want to obtain information and

materials should contact the Office of Human Resources.

Co-workers are expected to continue working relationships with any employee who has HIV infection or AIDS.

Co-workers who refuse to work with, withhold services from, harass, or otherwise discriminate against an employee

with HIV infection or AIDS will be subject to the same disciplinary procedures that apply to other discrimination and

harassment policy violations.

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Information about an employee’s medical condition is private and must be treated in a confidential manner. In most

cases, only administrators directly involved in providing a reasonable accommodation or arranging benefits may need

to know an employee’s diagnosis. Others who may acquire such information, even if obtained personally from the

individual, should respect the confidentiality of the medical information.

Cabrini maintains an “open-door” policy. Employees living with or affected by HIV infection and AIDS, and those who

have any related concerns, are encouraged to contact their supervisor, their area Vice President, or the Director of

Human Resources to discuss their concerns and obtain information.

2.7.2 Bloodborne Pathogens

The following staff and faculty members of Cabrini University are identified as having occupational exposure to

Bloodborne Pathogens:

Staff of Health Services

Faculty and Staff of the Athletics Department

Specific academic personnel in research situations

Facilities Technicians

Public Safety Personnel

Universal precautions shall be observed to prevent contact with blood or other potentially infectious materials. All

blood and body fluids will be treated as and considered to be potentially infectious materials. Engineering and work

practice controls shall be used to eliminate or minimize employee exposure. Details regarding these controls are

available from Health Services (610-902-8400) and/or the Safety Committee (610-902-8242).

2.7.3 Communicable Diseases Policy

Cabrini University’s decisions involving persons who have communicable diseases shall be based on current and

well-informed medical judgments concerning the disease, the risks of transmitting the illness to others, the symptoms

and special circumstances of each individual who has a communicable disease, and a careful weighing of the

identified risks and the available alternative for responding to an employee with a communicable disease.

Communicable diseases include, but are not limited to, measles, influenza, viral hepatitis-A (infectious hepatitis), viral

hepatitis-B (serum hepatitis), human immunodeficiency virus (HIV infection), AIDS, AIDS-Related Complex (ARC),

leprosy, Severe Acute Respiratory Syndrome (SARS), and tuberculosis. Cabrini may choose to broaden this definition

within its best interest and in accordance with information received through the Centers for Disease Control and

Prevention (CDC).

Cabrini will not discriminate against any job applicant or employee based on the individual's having a communicable

disease. Applicants and employees shall not be denied access to the workplace solely on the grounds that they have

a communicable disease.

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Cabrini reserves the right to exclude a person with a communicable disease from the workplace facilities, programs

and functions if the institution finds that, based on a medical determination, such restriction is necessary for the

welfare of the person who has the communicable disease and/or the welfare of others within the workplace.

Cabrini will comply with all applicable statutes and regulations that protect the privacy of persons who have a

communicable disease. Every effort will be made to ensure procedurally sufficient safeguards to maintain the

personal confidence about persons who have communicable diseases.

2.7.4 Drug- and Alcohol-Free Workplace Policy

Cabrini University is committed to providing a safe and healthy work environment and seeks to promote the health

and welfare of its employees. The University recognizes the importance of physical and emotional health to job

performance and overall quality of life.

Additionally, the University fully subscribes to the provisions of the Drug-Free Workplace Act of 1988. Under the Act,

all employees are hereby notified of the serious dangers related to drug use in the workplace.

With this in mind, the University has established the following Drug and Alcohol-Free Workplace policy:

Cabrini University considers the abuse of alcohol or other drugs as a health care problem and treats it as

such. The term abuse, as used in this policy, shall refer to the consumption of alcohol or any illicit substance

while at work, or at any other time, so as to impair an employee's ability to perform the duties and

responsibilities of his/her job description. Consumption of any controlled substances prescribed by a licensed

physician is subject to the directives of that physician governing their use.

The University values the contribution of each of its employees and recognizes the risks that drug abuse,

alcoholism and other forms of chemical dependency pose to the individual employee as well as to Cabrini

University at large. Thus, support for the individual employee's assessment/treatment needs is important.

Acknowledging that alcoholism and other forms of chemical dependency are recognized health care

problems, Cabrini University takes the position that employees so impaired are in need of assistance and/or

treatment in order to preclude progression that may jeopardize their Cabrini University employment.

The University offers a free, confidential Employee Assistance Program (EAP). Contact with an EAP

counselor can be arranged directly by the employee or upon referral/directive of the employee's supervisor

and/or Human Resources. In all cases, the privacy of the employee shall be respected and details of services

provided by the EAP will be held in the strictest confidence.

The goal of this policy is to balance concern and respect for every employee with the need to maintain a safe,

productive and drug- and alcohol-free environment. The intent of this policy is to offer a helping hand to those who

need it while sending a clear message that the illegal use of drugs and/or abuse of alcohol are incompatible with

employment at Cabrini University.

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Drug and alcohol abuse by any employee of the University runs counter to the mission and core values of Cabrini

University. Therefore:

• Cabrini University strictly prohibits the selling, purchasing, dispensing, manufacturing, distributing, diverting,

stealing, using, possessing, and/or being under the influence of non-medically indicated prescription or

non-prescription drugs or illegal substances, and/or alcohol on University premises or while conducting

University business.

• It is a violation of the University policy for any employee to report to work under the influence of illegal drugs

or alcohol.

• It is a violation of the University policy to use prescription drugs illegally; however, nothing in this policy

precludes the appropriate use of legally prescribed medication.

• Employees shall not possess or sell illegal drugs or alcohol while on company premises or when representing

the University.

• It is a violation of University policy to serve alcohol on Cabrini University property or University-sponsored

events except in designated approved areas or events if the employee is over 21 years of age. No minor will

be served alcoholic beverages at University-approved events.

• No Cabrini University employee less than 21 years of age shall attempt to purchase, consume, possess, or

transport any alcohol, liquor or malt or brewed beverages during working hours, on Cabrini University

property, or at any University-sponsored event.

• No Cabrini University employee shall transfer a registration card or other form of identification for the purpose

of falsifying age to secure any alcohol, liquor or malt or brewed beverages.

• No Cabrini University employee shall sell, furnish, or give any alcohol, liquor, or malt or brewed beverages or

permit any alcohol, liquor, or malt or brewed beverages to be sold, furnished, or given to any person under 21

years of age.

• No Cabrini University employee shall attempt to distribute, sell, or furnish illicit drugs to any individual during

working hours, on Cabrini University property or at any University-sponsored event.

Any employee who violates this prohibition of the distribution of alcohol and/or drugs may be immediately discharged

from employment with Cabrini University and may be referred for criminal prosecution.

Cabrini University strives to maintain a campus that is free of the illegal possession, use or distribution of controlled

substances. Therefore, the unlawful manufacture, distribution and dispensing of a controlled substance is absolutely

prohibited on campus, as is possession and/or use of any controlled substance or any paraphernalia associated with

the use of controlled substances.

Any employees reasonably suspected of being under the influence or found to be using alcohol or drugs during

working hours on Cabrini University property or at University-sponsored events except as stated above, may be

required to consent to any scientifically-approved test for the presence of alcohol or drugs in the body and, if they

refuse, will be disciplined or discharged for insubordination.

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Any employee found to possess, use, or be under the influence of alcohol or drugs except as stated above will be

subject to disciplinary action, up to and including termination of employment. Cabrini University reserves the right to

refer the employee to the EAP for subsequent referral to any one of the following programs: drug and alcohol

awareness, counseling, or rehabilitation.

If the EAP counselor refers the employee to any one of these programs, the employee will not be eligible to re-enter

employment until he/she supplies the appropriate certification of completion of the program. A subsequent incident

involving drugs or alcohol use or possession may result in dismissal.

Sanctions

Violations of this policy will result in disciplinary action up to and including termination. Sanctions include corrective

action; referral for treatment; termination of employment; and referral for prosecution for violations of local, state, or

federal laws.

Criminal Drug and/or Alcohol Convictions

Cabrini University is required under federal law to ensure a workplace free from the illegal use, possession, or

distribution of controlled substances. The unlawful manufacture, distribution, dispensing, possession, or use of a

controlled substance is prohibited in the workplace.

As a condition of employment, all employees must abide by the terms of this Drug and Alcohol Free policy and are

required to notify Cabrini University of any criminal drug statute conviction for a violation occurring in the workplace no

later than five days after such conviction. Any employee convicted of any drug- or alcohol-related crime in the

workplace will be subject to discipline, up to and including termination of employment.

Furthermore, Cabrini University is required to notify all agencies issuing federal grants to Cabrini University within 10

days after receiving notice of conviction from the employee or other forms of actual notice of such conviction. Cabrini

University is then required to take one of the following actions within 30 days of receiving notice of an employee's

conviction:

• Formally warn, suspend, or terminate the employee; or

• Require the employee to participate satisfactorily in a drug and/or alcohol abuse assistance or rehabilitation

program approved for such purposes by a federal, state or local health, law enforcement or other

appropriate agency.

It is the discretion of Cabrini University as to what action will be taken.

Applicable Legal Sanctions under State and Federal Law

Cabrini University is required by law to inform employees of the sanctions that may be imposed on them if they violate

federal, state or local laws regarding the unlawful possession, use or distribution of illicit drugs or alcohol. The

following are examples of illegal activity and the applicable legal sanction

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Alcohol

Under Pennsylvania law, a person who is under 21 years of age commits a summary offense if he or she attempts to

or actually does, (a) purchase, (b) consume, (c) possess or (d) transport alcohol.

The police department must notify the parents of a minor charged with violating this law. If convicted of this offense,

the minor's driver's license will be suspended. A second offense will yield a fine of up to $500.

In addition, any person who intentionally provides alcohol to a minor will be convicted of a misdemeanor in the third

degree, for which the fine will be at least $1,000 for the first offense and $2,500 for subsequent violations.

Drugs

There are both federal and state laws that proscribe the possession, use and distribution of illegal drugs.

The sanctions for offending these laws consist, in many cases, of mandatory imprisonment, coupled with substantial

fines. The sanctions for any given offense vary widely, depending on the nature of the offense, the type of drug

involved and the quantity of the drug involved.

For instance, under federal law, simple possession of a controlled substance carries with it a penalty of imprisonment

of no more than one year, plus a fine of an amount between $1,000 and $5,000. If the controlled substance contains a

cocaine base and the amount exceeds five grams, the offender will be imprisoned for not fewer than five years and

not more than 20 years or fined or both.

Also under federal law, anyone who is at least 18 years old and who distributes drugs to anyone under 21 will be

imprisoned and/or fined up to twice what is otherwise provided by law, with a minimum prison sentence of one year.

Pennsylvania has laws prohibiting the use, possession and distribution of drugs that are similarly strict. In addition to

imposing fines and/or terms of imprisonment for violations of its drug laws, Pennsylvania has a forfeiture statute.

Under this statute, when the state arrests someone for violating its laws concerning the use, possession, or

distribution of drugs, the state will seize and the person will forfeit all property that was used to accomplish the

violation of Pennsylvania's anti-drug laws including the automobile.

2.7.5 Inclement Weather Policy

2.7.5.1 University Closings

The Board of Trustees, the President of the University or persons acting under their authority, may close the

University because of circumstances beyond the University’s control that impair its ability to continue normal

operations. Such circumstances may include, but are not limited to, inclement weather, natural disaster, national

emergencies or other forces beyond the University’s control.

Inclement Weather School Closing Policy

As Cabrini University is a residential campus, every effort will be made to keep the business of the university running

as close to a normal schedule as possible.

However, if weather factors are unfavorable and not expected to improve, classes normally will be cancelled for

the day.

If there is a good chance that conditions will be acceptable by mid-morning, the opening of school will be delayed.

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One-Hour Delay

In such delayed opening circumstances, a “one-hour delay” means that the 8:15AM class will be cancelled and the

school day will begin with the second regularly scheduled class at 9:40AM.

Two-Hour Delay

A “two-hour delay” implies that the first two classes will be cancelled, and the school day will begin with the third

regularly scheduled class at 11:05AM. Occasionally, classes in the later afternoon and evening are cancelled when

bad weather conditions develop during the day.

During Final Exams

A delay during final-examination week means that the first exam of the day (9:00–11:00AM) is cancelled and will be

rescheduled when appropriate. Students should contact their professors to schedule a make-up exam if weather

conditions make it impossible for them to come to campus.

Because commuter students, faculty, and staff travel from various locations and distances that may be more seriously

affected by adverse weather than others, they are advised to exercise judgment about whether or not it is safe to drive

to Cabrini.

Procedure

The announcement concerning closing or delayed opening is normally made on:

Cabrini’s weather hotline, 610.902.THAW (8429)

the website, www.cabrini.edu

the text messaging system

KYW Radio AM 1060 - Cabrini’s number is 523.

Fox 29 News by 6:00AM and NBC10 after 6:00AM

In the case of an announced delayed opening, if the situation should worsen and if a subsequent decision is made to

cancel classes and close the University, a closing announcement will normally be made by 8:00AM. Cabrini faculty,

staff, and students are therefore advised to re-check the announcements until 8:00AM, prior to departing for school or

work.

Evening class closure announcements will be made in the same manner on

Cabrini’s weather hotline, 610.902.THAW (8429)

the website,www.cabrini.edu

the text messaging system

KYW Radio AM 1060 - Cabrini’s number is 2523.

Fox 29 News by 2:00PM

If weather conditions change, a closing announcement may be made up to 4:00PM.

Cabrini faculty and students are therefore advised to re-check the announcements until 4:00PM, prior to departing for

evening classes.

http://www.cabrini.edu/

http://www.cabrini.edu/TXT

http://www.cabrini.edu/

http://www.cabrini.edu/TXT

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Friday Evening and Saturday Class Cancellation or Postponement of Classes

Classes and workshops on Friday evening and Saturday will be held as scheduled unless the instructor has directly

contacted the students otherwise.

Off-campus programs are subject to the closing procedures of the host school.

Cabrini’s closing information does not extend to off-campus locations.

Staff Information

In the case of a delayed opening, staff employees are expected to arrive at work as soon as the university is open or

at the beginning of their normal work shift, whichever is later.

For a one-hour delay, offices will open no later than 9:00AM.

For a two-hour delay, offices will open no later than 10:00AM.

When Cabrini is Not Closed

When Cabrini is open, all students and employees are expected to report to campus.

Appropriate precautions should be taken, such as an earlier-than-usual departure from home to compensate for travel

delays.

2.7.5.2 Delayed Opening

For a one-hour delay, begin with class time at 9:40 a.m.; offices will open no later than 9:00 a.m.

For a two-hour delay, begin with class time at 11:05 a.m.; offices will open no later than 10:00 a.m.

In the case of a delayed opening, staff employees are expected to arrive at work as soon as the University is open or

at the beginning of their normal work shift, whichever is later.

Activities, athletic events, or sports and recreation facilities may be cancelled or closed even when the University is

open.

The University’s status may change. For example, a one-hour delay may later change to a closing, or evening classes

may be cancelled even though the University was open all day.

2.7.6 Occupational Safety and Health Act (OSHA) Information

Cabrini University is committed to providing a healthful and safe environment for students, employees and visitors. It

is the responsibility of all employees to assist in this effort. It is the intent of the University to comply with applicable

federal and state laws relating to safety, such as the federal Occupational Safety and Health Act (OSHA).

Maintaining safe and healthful conditions is a responsibility of every employee at Cabrini University. Supervisors and

managers have the added responsibility for the safety of their employees and visitors and must take appropriate

precautions against hazards associated with the activities they oversee.

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All University employees are responsible for the following:

To follow safe work practices and safety rules

To report immediately observed safety hazards or unsafe conditions to the Director of Public Safety

To report any injury, no matter how slight, to the Office of Human Resources/and the immediate

supervisor

To use/wear any required personal protective clothing or equipment

The Director of Public Safety is responsible for developing and promulgating building evacuation plans. In case a

building needs to be evacuated because of an emergency, the Director of Public Safety or his/her designee is

responsible for ordering and overseeing the evacuation.

Employees who handle toxic or hazardous substances on behalf of Cabrini University are required to maintain, use

and dispose of such substances in accordance with applicable state, federal, and local laws and regulations as a

condition of their employment.

Employees may obtain assistance in ascertaining their obligations under these laws and regulations from the Director

of Public Safety or other appropriate officer. Any employee who violates such laws, unless such violation occurs upon

advice given by Cabrini University, shall be deemed to have acted outside the scope of authority and be subject to

sanctions up to and including termination of employment.

2.7.7 Service-Animal Policy

In accordance with the Americans with Disabilities Act (ADA), Cabrini University permits service animals to

accompany persons with disabilities on campus and in its facilities. All other animals are prohibited. Cabrini University

recognizes a service animal as an animal that has been trained to assist a person with a disability with activities of

normal living.

The University adheres to the ADA’s definition of a service animal as “any...animal individually trained to do work or

perform tasks for the benefit of an individual with a disability, including, but not limited to, guiding individuals with

impaired vision, alerting individuals who are hearing impaired to intruders or sounds, providing minimal protection or

rescue work, pulling a wheelchair, or fetching dropped items.”

Therapy animals, companion animals, and pets are not defined as service animals and, therefore, are not covered

under the ADA. Faculty and staff using a service animal on campus must contact Human Resources at 610-902-8760.

2.7.8 Smoking Policy

Cabrini University is a smoke-free environment. Where the desire of smokers to smoke conflicts with the desire of

nonsmokers to breathe smoke-free air, the desire to have smoke-free air will have priority.

Therefore, all Cabrini University buildings and transportation vehicles are designated as follows:

Smoking is not permitted within 30 feet of any entrance to any Cabrini facility, air intake, athletic fields, or

where posted.

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Smoking is prohibited in all University buildings.

Smoking is prohibited at all times in vehicles owned or leased by the University.

Cooperation and consideration between smokers and nonsmokers are necessary to ensure the successful

implementation of this policy. All members of the Cabrini University community are responsible for observing the

provisions of this policy on smoking.

For questions about signage, please contact Facilities at 610-902-8242. Questions related to policy enforcement

should be directed to Student Life with regard to students and to the area administrator/supervisor or Office of

Human Resources with regard to employees.

Information about smoking-cessation programs is available through the Office of Human Resources.

2.7.9 Workplace Violence Prevention Policy

Cabrini University is committed to preventing workplace violence and to maintaining a safe work environment. Given

the increasing violence in society in general, Cabrini has adopted the following guidelines to deal with intimidation,

harassment, or other threats of (or actual) violence that may occur during business hours or on its premises.

All employees, including supervisors and temporary employees, should be treated with courtesy and respect at all

times. Employees are expected to refrain from fighting, "horseplay," or other conduct that may be dangerous to

others. Firearms, weapons, and other dangerous or hazardous devices or substances are prohibited from the

premises of Cabrini University without proper authorization.

Conduct that threatens, intimidates, or coerces another employee, a student, or a member of the public will not be

tolerated. This prohibition includes all acts of harassment, including harassment that is based on an individual's sex,

race, age, or any other characteristic protected by federal, state, or local law.

All threats of (or actual) violence, both direct and indirect, should be reported as soon as possible to the immediate

supervisor or any other member of administration. This includes threats by employees, as well as threats by students,

vendors, solicitors, or other members of the public. When reporting a threat of violence, the employee should be as

specific and detailed as possible.

All suspicious individuals or activities also should be reported as soon as possible to an administrator. Employees

should not place themselves in peril. If an employee sees or hears a commotion or disturbance near his/her

workstation, he/she should not try to intercede or see what is happening, but should report the suspicious activity

immediately.

Cabrini will promptly and thoroughly investigate all reports of threats of (or actual) violence and of suspicious

individuals or activities. The identity of the individual making a report will be protected as much as is practical. In order

to maintain workplace safety and the integrity of its investigation, Cabrini may suspend employees, either with or

without pay, pending completion of a full investigation.

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Anyone determined to be responsible for threats of (or actual) violence or other conduct that is in violation of these

guidelines will be subject to prompt disciplinary action up to and including termination of employment.

Cabrini encourages employees to bring their disputes or differences with other employees to the attention of their

supervisors or the Office of Human Resources before the situation escalates into potential violence. The University is

eager to assist in the resolution of employee disputes and will not discipline employees for raising such concerns.

2.8.0 LEAVE POLICIES

2.8.1 Bereavement Leave

Bereavement leave of five work days with pay will be granted immediately following the death of an immediate family

member. Immediate family member is defined as husband, wife, mother, father, son, daughter, brother, sister,

stepfather, stepmother, stepson, or stepdaughter.

Bereavement leave of three work days with pay will be granted for the funeral of the following relatives: mother-in-law,

father-in-law, daughter-in-law, son-in-law, brother-in-law, sister-in-law, grandmother, grandfather or grandchild.

Bereavement leave of one work day with pay will be granted for the funeral of the following relatives: uncle, aunt,

nephew, niece, or cousin.

One additional paid day of bereavement will be granted if funeral services for the family member are conducted

beyond a 200-mile radius of the University. If for some reason more time is needed, the employee may request

additional time without pay. Such requests should be made through the employee's immediate supervisor to the area,

Vice President, and the Office of Human Resources for approval.

2.8.2 Family and Medical Leave Act (FMLA)

Pursuant to the Family and Medical Leave Act of 1993, Cabrini University is to provide up to 12 weeks of unpaid,

job-protected leave to eligible employees for certain family and medical reasons during a 12-month period. This leave

does not have to be 12 consecutive weeks, although no more than 12 weeks can be taken during a 12-month period.

Cabrini University defines this 12-month period as the first date of the absence in a 12-month period. Employees are

eligible if they have worked for Cabrini University for at least one year and for 1,250 hours (specified by law) over the

previous 12 months.

Although the law mandates only unpaid leave, under certain circumstances, Cabrini University policies will allow for

paid leave such as an employee’s own personal, vacation, sick, or short-term disability leave. FMLA leave must be

granted for any of the following reasons:

to care for the employee's child after birth

to care for a child that has been placed with an employee for adoption or foster care

to care for the employee’s spouse, son, daughter or parent who has a serious health condition

for a serious health condition that makes the employee unable to perform his/her job

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The employee is required to provide advance leave notice of 30 days, if leave is foreseeable, and medical certification

before taking leave. Cabrini University requires a medical certification because of the definition of a serious health

condition and may require second or third opinions (at Cabrini University's expense) and a fitness-for-duty report to

return to work.

Intermittent Leave or a reduced work schedule may also be available through the Family and Medical Leave Act

(FMLA). Only the amount of leave actually taken while on intermittent leave or a reduced schedule may be charged as

FMLA leave. Employees who may require this type of FMLA leave must work with their supervisor and the Director of

Human Resources to schedule the leave so that it does not cause undue disruption to the department's operations.

In some cases, the employee may be temporarily transferred to an alternative position with equivalent pay and

benefits. Please see the Director of Human Resources for more information.

Job Benefits and Protection

For the duration of FMLA leave, Cabrini University will maintain the employee's health coverage under any group

health plan. This means that the University and the employee continue current contributions to the group health plan

to the same extent as before the leave was granted. If the employee pays into his/her own health insurance, these

costs will accrue and then settle once the employee returns to active employment. Cabrini University will also continue

other insurance plans in which the employee is currently enrolled (life, short- or long-term disability, etc.). Employees

will not accrue sick or vacation hours while out on FMLA leave.

Upon return from FMLA leave, the employee must submit medical certification that he/she is medically able to return

to work. In most cases, employees will be restored to their original or equivalent positions with equivalent pay,

benefits, and other employment terms.

The use of FMLA leave cannot result in the loss of any employment benefit that accrued prior to the start of an

employee's leave. FMLA makes it unlawful for any employer to interfere with, restrain or deny the exercise of any right

provided under FMLA; or discharge or discriminate against any person for opposing any practice made unlawful by

FMLA or for involvement in any proceeding under or relating to FMLA.

Any employee who must extend their leave beyond the approved leave request must submit the appropriate medical

certification indicating the condition or circumstances for the extension. However, once the leave exceeds the

requirements of the FMLA, the University may have to fill the position if business needs determine such action.

Any employee who does not return by the expected FMLA date of return or fails to contact his/her supervisor or the

Office of Human Resources prior to the date of return, will be considered to have abandoned his/her job which

constitutes an automatic resignation and subsequent loss of benefits, seniority and employment rights.

2.8.3 Jury Duty and Legal Proceedings

Jury duty leave will be provided without loss of pay for a maximum of two weeks. An employee required to serve on

jury duty should make appropriate arrangements with his/her immediate supervisor.

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If an employee is subpoenaed to appear as a court witness, the employee must submit proof of subpoena prior to

such court duty in order to receive compensation for time spent away from work.

Employees appearing as a plaintiff, defendant or for non-subpoenaed court appearances will not receive paid time-off.

2.8.4 Military Leave

Cabrini University will provide a leave of absence for those employees who are serving in the United States through

military service. In compliance with the military Selective Service Act and Pennsylvania law, leave will be granted for a

period of active duty, active duty for training, or training duty for reservists in any branch of the U.S. Armed Forces.

Employees are expected to notify their supervisors and the Office of Human Resources of their need for military leave

as far in advance as possible. A copy of the official military orders must be submitted to the Office of Human

Resources.

The difference between the employee's regular base salary and military pay will be paid for up to 10 working days of

reserve training duty and for up to 10 additional working days of emergency reserve duty. In all other cases, military

leave is taken without pay. Employees may be permitted to use any accumulated personal or vacation time to extend

pay. Benefits are extended during this period of time up to 30 days. The University will continue their contributions,

and employees are responsible for their regular deductions. Extension of benefits beyond this period is governed by

federal and state law.

In most cases, employees are entitled to reinstatement upon completion of military service to the same or equivalent

position with equivalent pay upon return from leave pursuant to federal and state law. Upon completion of military

service, employees must promptly notify their supervisor of their intention to return to work. Failure to do so may

preclude reemployment.

2.8.5 Sick Leave

Cabrini University has established a salary-continuation policy designed to protect its employees against personal

sickness or disability and to enable care of a member of the immediate family or care for a child after birth.

The birth of a child or maternity leave falls under Family Medical Leave Act (FMLA) leave, which begins the day the

child(ren) is born or is adopted and can continue for up to 12 weeks. Neither FMLA nor sick leave covers daycare or

the need to obtain or provide daycare, as it is not considered a medical reason under the FMLA law.

Salary continuance for full-time faculty members in the event of sickness or disability becomes available after one

year of full-time teaching at Cabrini University. Upon completion of the first year of full-time teaching service, a faculty

member is eligible to receive one month of sick pay for a qualified sickness or disability in the second year. Each

succeeding year of full-time teaching service will entitle a faculty member to an additional month of sick pay including,

but not to exceed, a maximum of three months total of sick pay.

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One month of sick pay is equal to the normal gross salary less the normal deductions. Sick leave taken in excess of

three consecutive working days must present medical documentation for the absence and notify the Office of Human

Resources to inquire and/or apply for the Family and Medical Leave Act (FMLA), which provides up to 12 weeks of

job-protected leave. FMLA and sick leave runs congruent with one another.

For complete details about FMLA, see Section 2.8.2.

The faculty member must provide medical certification of the health condition that includes the starting and expected

ending date of the health condition. This certification must be submitted to the Director of Human Resources who will

review the certification and make a determination on benefit qualification.

The faculty member must return to work as soon as permitted by his or her healthcare provider and must submit a

fitness-to-return-to-duty clearance to the Director of Human Resources. An absence that has been designated as

FMLA (Family and Medical Leave Act) leave is eligible for reinstatement as provided by the FMLA.

When sickness or disability occurs in excess of available sick leave, faculty may be eligible for short-term (STD)

and/or long-term disability (LTD) benefits. If a faculty member’s leave is not medically certified by their physician via

FMLA, STD or LTD, they may request arrangements with their department chair and the Provost/VPAA to cover or

teach 24 credit hours during the course of the academic year in adherence of their contract of employment.

These courses/credit hours must be made up within the same academic year including the fall, spring, and summer

semesters of which the faculty member requests time off from work.

For the duration of sick leave, Cabrini University will maintain the faculty member’s health coverage under any group

health plan. This means that the University and the faculty member continue current contributions to the group health

plan to the same extent as before the leave was granted. If the faculty member pays into his/her own health

insurance, these costs will accrue and then settle once the faculty member returns to active employment. Cabrini

University will also continue other insurance plans in which the faculty member is currently enrolled (life, pension,

etc.).

Unused sick leave is not payable upon termination of employment.

2.9.0 OTHER GENERAL POLICIES

2.9.1 Acceptable Use Policy

Rapid changes in technology and technology threats require flexibility from both the users and providers of

technology. The Department of Information Technology and Resources (ITR), staffed by Drexel University, supports

and maintains all email, internet, and other electronic systems on campus. The Acceptable Use Policy, maintained by

ITR, is available at www.cabrini.edu/policies.

The Cabrini University Finance Division supports and maintains all telecommunication and voice systems on campus.

http://www.cabrini.edu/policies

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2.9.2 Cell Phone Use Policy

Cell phones shall be turned off or set to silent or vibrate mode during class times, meetings, conferences, and in other

locations where incoming calls might disrupt normal workflow.

2.9.3 Children in the Workplace Policy

Employees are welcome to bring their children to visit their worksite, provided that the visits are infrequent, brief, and

planned in a fashion that limits disruption to the workplace. While children are in the workplace, they must be directly

supervised by the host/parent at all times. If the frequency, length, or nature of visits becomes problematic, the

employee will be advised of the situation and will be expected to take corrective action.

Employees are not permitted to bring children to work with them when other childcare arrangements have fallen

through.

2.9.4 University-Sponsored Events

When authorized by the University, alcoholic beverages may be served at University-sponsored events. Only those

individuals legally permitted to consume alcoholic beverages may be served at such functions. However, no employee

is obligated to consume alcohol at such events.

At University functions, no employee should feel pressured to consume alcoholic beverages. If an employee chooses

to drink alcohol during University events, the employee does so at his or her own risk. All employees are expected to

maintain a high standard of professional and personal conduct at any University event.

The University reserves the right to arrange transportation for any employee suspected of being intoxicated at a

University social event. The University reserves the right to cease allowing alcoholic beverages to be served to any

employee who is suspected of being intoxicated or who behaves inappropriately at such functions. Supervisors should

set the standard for acceptable, responsible behavior at University social events.

2.9.5 Confidential Information

Many employees come into contact with confidential information about the University, its employees, students, alumni

and contributors. Examples of confidential information include, but are not limited to salaries, performance

evaluations, home addresses, phone numbers and social security numbers, and charitable donations to the

University.

Supervisors should emphasize to employees in their department what is considered confidential. Employees are

expected to respect this confidentiality and to refrain from disclosing information of a confidential nature to

inappropriate people, including other employees of the University or family members. Confidential information will only

be released to the individual for whom it is necessary. Unauthorized disclosure of confidential information relating to

the University is considered a serious offense and may be cause for corrective action up to and including termination

of employment.

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2.9.6 Crime Reporting

A federal law known as the “Clery Act” requires universities to compile and publish crime statistics for their campus

and other designated areas in an Annual Security Report. Under the terms of the act, individuals who have significant

responsibility for student and campus activities are defined as “Campus Security Authorities,” who are obligated to

report incidents for inclusion in the annual campus crime statistics. Generally, all administrators, full-time faculty

members, advisors to student organizations, athletic coaches and Public Safety officers are considered to be

“Campus Security Authorities.” Categories of reportable offenses under the Clery Act and the University’s campus

crime statistics can be found on the Cabrini website at www.cabrini.edu/PublicSafety.

As "Campus Security Authorities," faculty members who observe or who learn of a crime from a victim or perpetrator

should immediately contact the Director of Public Safety (610-902-8245) or the Director of Residence Life (610-902-

8410) to report the incident. While an alleged victim of a crime may wish to keep the matter confidential, faculty

members still have an obligation to report it, but may do so without identifying the victim or, if necessary to keep the

matter confidential to the extent possible, the alleged perpetrator. Proper reporting of any crime requires, at minimum,

the date, time, location, and a description of what occurred.

If doubt exists as to whether or not a crime is reportable, faculty members are asked to err on the side of reporting

the incident.

2.9.7 Fundraising

Fundraising is centralized through the Office of Institutional Advancement. All fundraising efforts for the University

must be coordinated through this office.

2.9.8 General University Insurance

Employees of the University are, in most cases, covered by the general insurance policies of the University while they

are engaged in their assigned duties, subject to the terms and conditions of the policy. For example, claims brought

against an employee by a fellow employee may not be covered. If at any time an employee is named in a work-related

lawsuit, the employee should immediately notify the Vice President for Finance and Administration and the Director of

Human Resources. For covered claims, the insurance carriers will normally provide legal counsel and indemnification

within the terms of the policy.

An employee's personal property, whether or not used in performing assigned duties, is not covered under University

insurance policies. Theft or damage to such personal items is the sole responsibility of the employee. No employee

involved in an accident while operating a personally owned vehicle or a vehicle leased in the employee's name will be

covered under University automobile liability insurance. Liability protection is governed by the terms of the employee's

automobile insurance coverage.

Any employee involved in an accident while operating a vehicle owned by or leased in the name of Cabrini University

must report the accident immediately to his or her supervisor, the Vice President for Finance and Administration, and

the Director of Human Resources.


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2.9.9 Gifts From Vendors

Employees of Cabrini University are not permitted to accept personal gifts from vendors. If such a gift is received,

other than items of nominal value such as pens, magnets, etc., that serve as advertising, it must be returned to the

vendor with an explanation of University policy.

2.9.10 Health Insurance Portability and Accountability Act (HIPPA) Rights

For Individuals covered under Cabrini University’s Health Insurance Plans: If an employee terminates health plan

coverage, he/she may need to provide evidence of prior coverage in order to enroll in another group health plan, to

reduce a waiting period in another group health plan, or to get certain types of individual coverage. This policy

describes certain protections available under the Health Insurance Portability and Accountability Act (HIPAA) when

changing health insurance coverage. Questions regarding HIPAA portability rights should be directed to the Office of

Human Resources.

Pre-existing condition exclusions: Some group health plans restrict coverage for medical conditions present before an

individual's enrollment. These restrictions are known as "pre-existing condition exclusions." A pre-existing condition

exclusion can apply only to conditions for which medical advice, diagnosis, care, or treatment was recommended or

received within the six months before an employee's "enrollment date."

An employee's enrollment date is the first day of coverage under the plan, or, if there is a waiting period, the first day

of the waiting period (typically, the first day of work). In addition, a pre-existing condition exclusion cannot last for

more than 12 months after an employee's enrollment date (18 months if the employee is a late enrollee).

Finally, a pre-existing condition exclusion cannot apply to pregnancy and cannot apply to a child who is enrolled in

health coverage within 30 days after birth, adoption, or placement for adoption.

If a plan imposes a pre-existing condition exclusion, the length of the exclusion must be reduced by the amount of an

employee's prior creditable coverage. Most health coverage is creditable coverage, including group health plan

coverage, COBRA continuation coverage, coverage under an individual health policy, Medicare, Medicaid, State

Children's Health Insurance Program (SCHIP), and coverage through high-risk pools and the Peace Corps.

Not all forms of creditable coverage are required to provide Certificates of Group Health Plan Coverage. If an

employee does not receive a certificate for past coverage, he/she should talk to his/her new plan administrator. An

employee can add up any creditable coverage he/she has, including the coverage shown on his/her Certificate of

Group Health Plan Coverage. However, if at any time an employee went for 63 days or more without any coverage

(called a break in coverage), a plan may not have to count the coverage the employee had before the break.

Therefore, when an employee's coverage ends, he/she should try to obtain alternative coverage as soon as possible

to avoid a 63-day break. He/she may use his/her Certificate of Group Health Plan Coverage as evidence of creditable

coverage to reduce the length of any pre-existing condition exclusion if he/she enrolls in another plan.

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Right to get special enrollment in another plan: Under HIPAA, if an individual loses his/her group health plan

coverage, he/she may be able to get into another group health plan for which he/she is eligible (such as a spouse's

plan), even if the plan generally does not accept late enrollees, if the individual requests enrollment within 30 days.

(Additional special enrollment rights are triggered by marriage, birth, adoption, and placement for adoption).

Therefore, when an individual's coverage ends, if he/she is eligible for coverage in another plan (such as a spouse's

plan), he/she should request special enrollment as soon as possible.

Prohibition against discrimination based on a health factor. Under HIPAA, a group health plan may not keep an

individual (or his/her dependents) out of the plan based on anything related to an individual's health. Also, a group

health plan may not charge an individual (or his/her dependents) more for coverage, based on health, than the

amount charged a similarly situated person.

Right to individual health coverage: Under HIPAA, "eligible individuals" have a right to buy certain individual health

policies (or in some states, to buy coverage through a high-risk pool) without a pre-existing condition exclusion.

To be an eligible individual, a person must meet the following requirements:

1. Have had coverage for at least 18 months without a break in coverage of 63 days or more

2. Most recent coverage was under a group health plan (which can be shown by a Certificate of Group

Health Plan Coverage)

3. Group coverage was not terminated because of fraud or nonpayment of premiums

4. Not eligible for COBRA continuation coverage or have exhausted COBRA benefits (or continuation

coverage under a similar state provision)

5. Are not eligible for another group health plan, Medicare, or Medicaid, and do not have any other health

insurance coverage

The right to buy individual coverage is the same whether a person is laid off, fired, or quit his/her job. Therefore, if a

person is interested in obtaining individual coverage and meets the other criteria to be an eligible individual, he/she

should apply for this coverage as soon as possible to avoid losing eligible individual status due to a 63-day break.

State flexibility: This policy describes minimum HIPAA protections under federal law. States may require insurers and

HMOs to provide additional protections to individuals in that state.

For more information: Employees with questions about HIPAA rights should contact the state's insurance department

or the U.S. Department of Labor, Employee Benefits Security Administration (EBSA) toll-free at 1-866-444-3272 (for

free HIPAA publications ask for publications concerning changes in health care laws). They may also contact the

CMS publication hotline at 1-800-633-4227 (ask for "Protecting Your Health Insurance Coverage").

These publications and other useful information are available on line at www.dol.gov/ebsa, the DOL's interactive

web pages – Health Elaws, or www.cms.hhs.gov/hipaa1.

http://www.dol.gov/ebsa

http://www.cms.hhs.gov/hipaa1

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2.9.11 HIPPA Privacy and Security Compliance

It is the intent of Cabrini University to safeguard and protect the privacy and security of its applicants and employees'

"protected health information" as defined by HIPAA.

"Protected health information" includes individually identifiable information, maintained or transmitted through any

medium, relating to an individual's past, present, or future physical or mental health or healthcare.

Health information is considered “individually identifiable” if it either identifies a person by name or creates a

reasonable basis to believe the individual could be identified (through identifiers such as address, social security

number, dates of service, telephone number, email address, or vehicle identification number).

It is the policy of Cabrini University to ensure the confidentiality, integrity, and availability of protected health

information entrusted to the University by its applicants and employees by protecting those assets from unauthorized

access, alteration, deletion, or unauthorized transmission and by ensuring their physical security.

Employees and supervisors of Cabrini University shall not at any time access, use, or disclose to any person or entity,

any protected health information of the University's applicants or employees, except as necessary and authorized in

the course of their duties and responsibilities with the University.

Similarly, employees and supervisors are prohibited from making any unauthorized transmission, alteration, deletion,

or unauthorized access of protected health information. Such unauthorized transmission includes, but is not limited to,

removing and/or transferring protected health information in the University's computer system to an unauthorized

location.

These privacy and security obligations apply regardless of the manner in which the employee or supervisor acquires

the protected health information, whether it was communicated verbally, in writing, electronically, or in any format, and

regardless of whether it was communicated directly to the individual or intended for his/her access.

The unauthorized access, use, disclosure, alteration, deletion, or unauthorized transmission of protected health

information in violation of this policy may subject an employee to disciplinary action up to and including termination

of employment.

2.9.12 Media/Marketing/Communications Information

If employees are contacted by anyone from the media concerning the University, the call must be referred to the

Office of Marketing and Communications. It is the responsibility of the Office of Marketing and Communications to

manage any such requests.

2.9.13 Political Activity

Employees are free to engage in political activities outside of work hours. However, employees should not speak for

the University in political matters.

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2.9.14 Solicitations and Personal Business

A University employee may not solicit another University employee for any purpose while either is working unless it

has been authorized by the area Vice President. Likewise, non-employees are not permitted to distribute any material

or solicit employees on University property. Employees are expected to refrain from conducting personal business

with salespeople or others on University property during business hours unless authorized by the area Vice President.

2.9.15 Use of University Property

A. University Name and Seal

The University's name and seal are the exclusive property of the University and, consequently, may not

be used in connection with goods or services offered by an outside organization without the prior

permission of the Vice President of Marketing & Communications. Similarly, official stationery may not be

used in connection with outside activities, except with respect to academic and scholarly activities.

B. Other University Property

Employees may not take University property off campus without the explicit prior permission of the

employee's Department Head and/or the area Vice President. Supervisors should keep a written record of

University property that has been taken off campus by an employee.

2.10.0 STUDENT EMPLOYMENT POLICIES

Students are eligible to work on campus to meet the needs of the departments. If a department requests a student

employee, the open position must first be filled from among those students eligible for work study.

Each year, the Financial Aid Office holds a work-study fair to recruit work-study students for available positions.

Only those departments with budgeted student positions may hire non-work study students. This procedure is

necessary to spend the monies that are awarded to Cabrini University for work study.

For the full policy and procedure in hiring student workers, please contact the Office of Human Resources.

2.11.0 WHISTLEBLOWER POLICY

Cabrini University encourages all faculty, staff, students and volunteers, acting in good faith, to report suspected or

actual wrongful conduct. The University is committed to protecting individuals from interference with making a

protected disclosure and from retaliation for having made a protected disclosure or for having refused an illegal order

as defined in this policy.

University faculty, staff, students, and volunteers may not retaliate against any individual who has made a protected

disclosure or who has refused to obey an illegal order. University faculty, staff, students, and volunteers may not

directly or indirectly use or attempt to use the official authority or influence of their positions or offices for the purpose

of interfering with the right of an individual to make a protected disclosure to the individual’s immediate supervisor or

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other appropriate administrator or supervisor within the operating department, or other appropriate University official

about matters within the scope of this policy.

It is the intention of the University to take whatever action may be needed to prevent and correct activities that violate

this policy.

For the Whistleblower Procedures and related information regarding the University’s Secure Reporting Line, please

visit www.cabrini.edu/HR.

http://www.cabrini.edu/HR

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CHAPTER 3 – FACULTY PERSONNEL POLICIES

3.0.0 INTRODUCTION

The academic reputation and accomplishments of Cabrini University depend on the institution's ability to attract and

retain well-qualified faculty members who embrace the mission and goals of the University.

In its commitment to excellence, Cabrini University is dedicated to promoting and supporting an academic climate in

which faculty can engage in teaching, research and other scholarly work, as well as outreach and service to the

community. This section of the Faculty Handbook provides criteria, policies and procedures that guide the University

and full-time faculty members from initial faculty appointments, through the granting of academic tenure/rolling

contract and promotions, to final separation from the University.

3.1.0 ACADEMIC INTEGRITY

3.1.1 Academic Freedom

The Faculty and Administration of Cabrini University support the 1940 Statement of Principles on Academic Freedom

and Tenure published by the American Association of University Professors (AAUP) and quoted from below:

"The purpose of this statement is to promote public understanding and support of academic freedom and tenure and

agreement upon procedures to ensure them in Universities and universities. Institutions of higher education are

conducted for the common good and not to further the interest of either the individual teacher or the institution as a

whole. The common good depends upon the free search for truth and its free exposition.

Academic freedom is essential to these purposes and applies to both teaching and research. Freedom in research is

fundamental to the advancement of truth. Academic freedom in its teaching aspect is fundamental for the protection of

the rights of the teacher in teaching and of the student to freedom in learning. It carries with it duties correlative with

rights.

Tenure is a means to certain ends; specifically: (1) freedom of teaching and research and of extramural activities, and

(2) a sufficient degree of economic security to make the profession attractive to men and women of ability. Freedom

and economic security, hence, tenure, are indispensable to the success of an institution in fulfilling its obligations to its

students and to society.

A. Teachers are entitled to full freedom in research and in the publication of the results, subject to the

adequate performance of their other academic duties; but research for pecuniary return should be based

upon an understanding with the authorities of the institution.

B. Teachers are entitled to freedom in the classroom in discussing their subject, but they should be careful

not to introduce into their teaching controversial matter which has no relation to their subject. Limitations

of academic freedom because of religious or other aims of the institution should be clearly stated in

writing at the time of the appointment.

C. University and university teachers are citizens, members of a learned profession, and officers of an

educational institution. When they speak or write as citizens, they should be free from institutional

censorship or discipline, but their special position in the community imposes special obligations. As

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scholars and educational officers, they should remember that the public may judge their profession and

their institution by their utterances. Hence, they should at all times be accurate, should exercise

appropriate restraint, should show respect for the opinions of others, and should make every effort to

indicate that they are not speaking for the institution."

See http://www.aaup.org/report/1940-statement-principles-academic-freedom-and-tenure

3.1.2 Professional Ethics

The Faculty and Administration of Cabrini University support the AAUP's Statement on Professional Ethics as quoted

below:

“From its inception, the American Association of University Professors has recognized that membership in the

academic profession carries with it special responsibilities. The Association has consistently affirmed these

responsibilities in major policy statements, providing guidance to professors in such matters as their utterances as

citizens, the exercise of their responsibilities to students and colleagues, and their conduct when resigning from an

institution or when undertaking sponsored research. The Statement on Professional Ethics that follows sets forth

those general standards that serve as a reminder of the variety of responsibilities assumed by all members of the

profession.

In the enforcement of ethical standards, the academic profession differs from those of law and medicine, whose

associations act to ensure the integrity of members engaged in private practice. In the academic profession, the

individual institution of higher learning provides this assurance and so should normally handle questions concerning

propriety of conduct within its own framework by reference to a faculty group.

The Association supports such local action and stands ready, through the general secretary and the Committee on

Professional Ethics, to counsel with members of the academic community concerning questions of professional ethics

and to inquire into complaints when local consideration is impossible or inappropriate. If the alleged offense is

deemed sufficiently serious to raise the possibility of adverse action, the procedures should be in accordance with the

1940 Statement of Principles on Academic Freedom and Tenure, the 1958 Statement on Procedural Standards in

Faculty Dismissal Proceedings, or the applicable provisions of the Association’s Recommended Institutional

Regulations on Academic Freedom and Tenure.

A. Professors, guided by a deep conviction of the worth and dignity of the advancement of knowledge,

recognize the special responsibilities placed upon them. Their primary responsibility to their subject is to

seek and to state the truth as they see it. To this end professors devote their energies to developing and

improving their scholarly competence. They accept the obligation to exercise critical self-discipline and

judgment in using, extending, and transmitting knowledge. They practice intellectual honesty. Although

professors may follow subsidiary interests, these interests must never seriously hamper or compromise

their freedom of inquiry.

http://www.aaup.org/report/1940-statement-principles-academic-freedom-and-tenure

http://www.aaup.org/statements/Redbook/1940stat.htm

http://www.aaup.org/statements/Redbook/Rbfacdis.htm

http://www.aaup.org/statements/Redbook/Rbfacdis.htm

http://www.aaup.org/statements/Redbook/Rbrir.htm

http://www.aaup.org/statements/Redbook/Rbrir.htm

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B. As teachers, professors encourage the free pursuit of learning in their students. They hold before them

the best scholarly and ethical standards of their discipline. Professors demonstrate respect for students

as individuals and adhere to their proper roles as intellectual guides and counselors. Professors make

every reasonable effort to foster honest academic conduct and to ensure that their evaluations of

students reflect each student’s true merit. They respect the confidential nature of the relationship between

professor and student. They avoid any exploitation, harassment, or discriminatory treatment of students.

They acknowledge significant academic or scholarly assistance from them. They protect their academic

freedom.

C. As colleagues, professors have obligations that derive from common membership in the community of

scholars. Professors do not discriminate against or harass colleagues. They respect and defend the free

inquiry of associates. In the exchange of criticism and ideas professors show due respect for the opinions

of others. Professors acknowledge academic debt and strive to be objective in their professional

judgment of colleagues. Professors accept their share of faculty responsibilities for the governance of

their institution.

D. As members of an academic institution, professors seek above all to be effective teachers and scholars.

Although professors observe the stated regulations of the institution, provided the regulations do not

contravene academic freedom, they maintain their right to criticize and seek revision. Professors give due

regard to their paramount responsibilities within their institution in determining the amount and character

of work done outside it. When considering the interruption or termination of their service, professors

recognize the effect of their decision upon the program of the institution and give due notice of their

intentions.

E. As members of their community, professors have the rights and obligations of other citizens. Professors

measure the urgency of these obligations in the light of their responsibilities to their subject, to their

students, to their profession, and to their institution. When they speak or act as private persons, they

avoid creating the impression of speaking or acting for their University or university. As citizens engaged

in a profession that depends upon freedom for its health and integrity, professors have a particular

obligation to promote conditions of free inquiry and to further public understanding of academic freedom.”

See http://www.aaup.org/report/statement-professional-ethics

3.1.3 Academic Honesty Policy of Cabrini University

The principal objective of the Cabrini University Academic Honesty Policy is to encourage a dynamic, open and

honest intellectual climate based on the personal and academic integrity of all its members. The faculty are expected

to endorse and support the University's Academic Honesty policy as described in the University Catalogs. It is also a

duty and responsibility of all faculty members to understand the policy and to educate their students about its

importance and how the policy will be enforced in their classrooms.

http://www.aaup.org/report/statement-professional-ethics

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3.2.0 TYPES OF FACULTY APPOINTMENTS

3.2.1 Regular Faculty

Academic ranks for full-time teaching faculty at Cabrini University include Instructor, Professor of Practice, Assistant

Professor, Associate Professor, and Professor. Rank reflects a professional’s training and experience in higher

education and/or industry. The Provost and Vice President for Academic Affairs (Provost/VPAA), in consultation with

the School Dean, will recommend initial faculty rank to the President.

3.2.1.1 Instructor

Instructors may be hired to complete either a one-year or multi-year contract. An instructor’s appointment may be

either non-tenure track or tenure/rolling contract track. Instructors must hold at least a Master's degree or an

acceptable alternative as determined by the Provost/VPAA in consultation with the Chair.

Instructors are not eligible to apply for tenure. Service credit for time spent as an Instructor may be applied to a

tenure-track/rolling contract appointment with approval of the Chair and the Provost/VPAA. An Instructor in a

tenure/rolling contract track appointment who completes a doctoral program or an acceptable alternative will be

promoted to the rank of Assistant Professor without formal application at the beginning of the next academic year.

3.2.1.2 Professor of Practice

Professors of Practice may be hired to complete either a one-year or multi-year contract. Professors of Practice must

hold at least a Master’s degree coupled with skills and substantial expertise and experience acquired in nonacademic

careers as determined by the Provost/VPAA in consultation with the School Dean.

Professors of Practice are not eligible to apply for tenure, but are principally engaged in teaching and service.

Additionally, there is an expectation to maintain professional activities to inform teaching.

No more than 20% of the total full-time faculty can have the rank of Professor of Practice.

3.2.1.3 Assistant Professor

Assistant Professors must hold an appropriate doctoral degree or an acceptable professional degree in their discipline

as well as demonstrate potential for successful teaching, research or scholarly/creative work, and service. On a case-

by-case basis, a faculty member who lacks, but is in the process of earning, these credentials may be hired at the

Assistant Professor rank.

At the time of hire, the Provost/VPAA will give the faculty member a deadline for completion of his/her degree work,

and failure to meet this deadline may result in demotion to Instructor rank or termination of employment. Assistant

Professors approved by the Board of Trustees to receive tenure or a rolling contract automatically receive an

appointment as Associate Professor without formal application at the beginning of the next academic year.

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3.2.1.4 Associate Professor

Associate Professors must meet the criteria for Assistant Professor and have completed a minimum of six years of

effective full-time University-level teaching or equivalent experience as determined by the Provost/VPAA.

Associate Professors must consistently demonstrate successful teaching, scholarship, and service relative to their

discipline and show sustained contributions to the University and the profession.

3.2.1.5 Professor

Professors must meet the criteria for Associate Professor and have completed a minimum of seven years at the

Associate Professor rank or have a minimum 14 years of full-time University-level teaching.

Promotion to Professor is not based solely on time in rank or years teaching. Professors are expected to show

continued growth and sustained excellence in teaching and service to the University as well as to demonstrate

significant contributions, recognized by their peers, to a scholarly/creative field relevant to their discipline. Endeavors

may include but are not limited to research, publications, exhibitions, and/or activity in professional organizations.

3.2.2 Part-time Faculty

3.2.2.1 Lecturer

Adjunct faculty are typically hired at the rank of Lecturer on an as-needed basis. Adjunct appointments are normally

accorded to highly skilled professionals who are employed in the community or elsewhere and who are appointed to

academic responsibilities on a part-time basis to enrich the University’s offerings or competencies. Lecturers often do

not possess the academic degrees requisite for full-time appointment. Lecturers remain eligible to apply for a full-time

faculty opening if one occurs.

The rank of Professorial Lecturer may be assigned in exceptional cases when a distinguished scholar, researcher, or

teacher is brought to campus at a higher rate of compensation than other lecturers.

3.2.3 Additional Faculty Types

3.2.3.1 Administrative Faculty

Administrative faculty are employees of the University whose primary positions include oversight of the University as a

whole or management of broader educational goals and programs, such as the President, Provost/VPAA, Dean, or

Director of the Library. Administrative Faculty may hold all ranks open to regular faculty and are eligible, but not

required, to engage in teaching, scholarship, and service.

3.2.3.2 Visiting Faculty

Visiting status may be conferred upon faculty holding a temporary appointment at the University. Visiting faculty may

be on leave from another institution, an eminent scholar, or an expert available for a limited time period whose primary

objective is to pursue teaching and/or research during the appointment. Visiting faculty may hold all ranks open to

regular faculty.

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3.2.3.3 Professors Emeriti

Upon nomination by a full-time faculty member or Provost/VPAA, the rank of Professor Emeritus/Emerita may be

awarded to distinguished faculty following their separation from the University. Faculty must have served the

University for a minimum of 15 years, held tenure or a rolling contract and been approved by the full Board of

Trustees upon the recommendation of the Chair, Provost/VPAA, President, and Academic Affairs Committee of the

Board of Trustees.

3.3.0 TYPES OF CONTRACTS

3.3.1 Tenure-Track Contracts

Tenure-track faculty are those persons whose employment record will be evaluated in accordance with established

tenure eligibility and promotion criteria (See Section 3.5.0). If the final evaluation results in a positive outcome, a

faculty member will be awarded tenure or a rolling contract.

3.3.1.2 Tenure

Tenure commonly refers to the academic system in which professors enjoy security of appointment. While a tenure

contract is considered a contract for life, certain circumstances exist that can result in termination such as financial

exigencies, substantial decline in enrollment, program discontinuation, or inadequate performance (See Section

3.6.0).

In accordance with provisions specified by the Board of Trustees (1994), no more than 70 percent of the regular full-

time faculty may be tenured. The President may exceed this percentage as provided by the Board of Trustees.

Reducing this percentage requires a vote of the Board of Trustees. Prior to implementation of any policy change, it is

desirable that the Board of Trustees review and consider recommendations about its policy proposal with members of

the University administration and the faculty.

3.3.1.3 Three-Year Rolling Contracts

A rolling contract is a term contract for a specified period of time and may be rolled forward from year to year. At

Cabrini University, the rolling contract is usually for three years. The receipt of a rolling contract signifies that the

person has been deemed worthy of tenure, but that there is not a tenure slot available for him/her to fill.

A faculty member on a rolling contract will be considered to be in the first-year of a three-year rolling contract unless

financial exigencies, substantial decline in enrollment, program discontinuation, or inadequate performance warrant

that the contract becomes terminal (See Section 3.6.0).

Faculty members serving on rolling contracts enjoy the same academic freedom and due process rights as tenured

faculty. For promotion in rank, faculty members on rolling contracts must satisfy the same criteria for promotion as

tenured faculty. Salaries and benefits are comparable to those for similarly situated tenured faculty. Faculty members

on rolling contracts have the right to participate in faculty governance and departmental deliberations, to be awarded

sabbaticals, and to participate in all faculty development activities and programs.

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3.3.1.4 Determination of Tenure/Rolling Contract Status

The contract status of full-time faculty members will be determined according to the following procedure:

The Provost/VPAA will advise each new full-time faculty member at the time of initial appointment of the likelihood

he/she will stand for either tenure or rolling contract.

At the time of the full-time member's third-year review, the Chair and Provost/VPAA will again advise him/her in

writing of the likelihood he/she will stand for either tenure or a rolling contract. This determination will be based on the

Board of Trustees-approved cap on tenure and institutional criteria as defined below.

At the time the full-time faculty member applies for a change in his/her probationary contract status in the fifth year, it

is the responsibility of the Provost/VPAA, after appropriate consultation, to make a formal recommendation about the

contract status of each applicant to the President.

If the Board-approved limit precludes all successful candidates standing in the same year to be considered for tenure,

the University will award tenured positions to them in order of the length of full-time service to Cabrini University. If two

or more candidates have an equal number of years of service, the President will weigh their documented prior

performance, recommendations of the Provost/VPAA and Promotion and Tenure Board (PTB), and institutional

criteria as described below to determine contract status.

The President will inform each candidate in writing whether he/she will stand for tenure or a rolling contract in the

following year and will report his/her decision as information to the Academic Affairs Committee of the Board of

Trustees.

The sixth-year evaluation process will be the same, whether the candidate is applying for tenure or a rolling contract.

When a tenure slot opens, the faculty member serving on a rolling contract who has the longest full-time service to the

University will be moved into a tenured slot. If two or more candidates have an equal number of years of full-time

service, then institutional criteria and the candidate's continued professional growth in teaching, research or

scholarly/creative work, and service to the University, as evaluated jointly by the Provost/VPAA and PTB, will be

considered. Final determination of contract status will be made by the President.

3.3.1.5 Institutional Criteria for Determination of Tenure vs. Rolling Contract Status

Program vitality as documented in a five-year history of departmental enrollments and the number of

majors and minors

Percentage of courses taught by adjunct faculty

Institutional goals, to include considerations of strategic planning, faculty diversity, contributions to the

general education program, percentage of doctoral faculty within departments, and market forces

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3.3.2 Non-tenure Track Contracts

Full-time teaching faculty may be hired by the University in non-tenure track positions

3.3.2.1 Annual contracts

Annual contracts are given to full-time non-tenure track faculty. These contracts may be non-renewable if the

University is currently conducting a search for the same position or if the Provost/VPAA, in consultation with the dean

and chair, determines it to be a programmatic necessity.

3.3.2.2 Three and Five Year Contracts:

Faculty are eligible to receive a three-year contract after three years of successful full-time faculty employment with

annual contracts (in accordance with the annual review process as stipulated in 3.5.5). In the third year of the annual

contract, the faculty will be considered for a three-year contract. If advancement to a multi-year contract of three years

is not desired by the faculty member or denied, the faculty member will receive an annual contract or written

notification of non-renewal by March 1st.

Review at the end of the three-year contract would determine whether a faculty member is eligible for a second three-

year contract. When the fiscal and programmatic needs of the institution permit, faculty may be eligible for a five-year

contract after two consecutive three-year contracts.

Review at the end of the second and fourth year of the five-year contract would determine whether a faculty member

is eligible for a successive five-year contract.

Faculty members are eligible to return to an annual contract if determined to be in the best interest of the faculty

member or the University.

Non-tenure track faculty members are eligible to apply for a tenure track position where available.

3.3.3 Personnel Files

The Office of Human Resources maintains personnel files for all University employees. In addition, the Office of

Academic Affairs maintains a personnel file for each faculty member. The contents of this file include materials

relevant to a faculty's role as teacher and scholar such as annual contracts, curriculum vitae, SIR reports, and

performance evaluations submitted by Chairs and the Provost/VPAA.

Faculty may request to review their files by contacting the Office of Academic Affairs. Within six months of termination

of employment, the Office of Academic Affairs sends all files to the Office of Human Resources for storage/disposal.

Access and disposal policies for all Human Resource personnel files are described in Section 2.3.11.

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3.4.0 SEARCH AND APPOINTMENT OF FACULTY

Cabrini University is dedicated to the task of recruiting faculty members of high quality to provide excellence in

teaching and learning. The primary focus in screening candidates is on their academic credentials, teaching

competence, potential for scholarship, and ability to contribute to the Cabrini University community. In recruiting new

faculty members, the University conforms to the letter and spirit of the Equal Employment Opportunity policies as

required by state and federal laws and Affirmative Action guidelines.

All new faculty members will be required to undergo a background check and provide employment eligibility

verification information as dictated by the Department of Homeland Security. Cabrini University is also bound by the

State of Pennsylvania (Act 76 of 1990 English Fluency in Higher Education Act) requirement that all faculty must be

fluent in speaking the English language.

Chairs should ascertain fluency through normal conversation during the interview process. Acceptable fluency must

be documented for all non-native speakers by a letter from the Chair to the Provost/VPAA with a copy to Director of

Human Resources. The letter will be placed in the faculty candidate's personnel file.

3.4.1 Full-Time Appointments

Requests for new or replacement full-time faculty positions are initiated by the Chair and submitted to the School

Dean in the form of a written needs assessment rationale. After discussion with the Provost, the Provost/VPAA will

submit these requests to the Academic Planning Committee for prioritization and, following review by the Planning

and Budgeting Council and approval by the President, will inform the Chair regarding the final decision as to new and

continuing faculty lines within the department.

The Office of Academic Affairs and the Chair, in conjunction with the Office of Human Resources, initiate an

appropriate search.

The Chair convenes a suitable search committee, which includes the Chair, additional department faculty, at least one

faculty representative from outside the department, and student representatives. The Chair either serves as the

Search Committee Chair or selects another department faculty member to serve in this capacity. The Chair also

prepares materials for advertising that are sent to the Provost for approval.

Following advertisement in nationally recognized journals or websites (e.g., The Chronicle of Higher Education,

discipline-specific journals/websites), interested candidates send their applications to the Office of Human Resources

which notifies applicants of the receipt of their materials and then sends the applications to the Search Committee

Chair.

The Search Committee reviews all applications and organizes preliminary interviews via phone, on-campus meetings

or acceptable professional meetings/conferences for selected candidates. Final approval by the Provost/VPAA is

required to invite candidates for campus interviews. Search Committees must follow search guidelines established by

the Office of Human Resources and the Provost/VPAA.

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Candidates selected for campus interviews meet with department faculty, University administrators, including the

Provost/VPAA and the Director of Human Resources (or their representatives). Candidates should have some

interaction with students and will be asked to demonstrate teaching proficiency during the interview process.

With input from the Search Committee, the Chair, Dean and Provost/VPAA, in consultation, select the finalist. The

Provost/VPAA determines the provisions of the contract, including initial salary, tenure/rolling contract or non-

tenure/rolling contract track status, and acceptance of prior experience as it relates to rank and length of the

probationary period.

The Provost/VPAA will consult with the Department Chair and Dean regarding a potential candidate’s prior experience

as it relates to rank and length of the probationary period.

The Provost/VPAA recommends the finalist to the President who makes the contract offer or delegates this

responsibility to the Provost/VPAA.

New faculty receive a letter of one-year appointment stating rank, salary, and any special provisions. The letter notes

the year in which the individual would stand for tenure/rolling contract, provided he or she receives annual

reappointments. The Office of Academic Affairs will send a formal employment contract and Faculty Handbook to new

faculty members prior to the beginning of the first academic semester of employment.

The individual must return the signed contract by the date specified. Appointments are also contingent upon the

University’s receipt of official transcripts from all colleges and universities confirming the individual’s attendance and

degrees, a satisfactory background check, and submission of INS credentials.

The Office of Human Resources notifies all other candidates as to the final status of their application.

Cabrini University, as an Equal Opportunity Employer, is committed to the principle of equal employment and

educational opportunity to all qualified persons and does not discriminate against faculty in the operation of any of its

programs and activities because of race, color, religion, sex, age, national origin, handicap or disability which does not

interfere with performance of essential functions of the job (with or without reasonable accommodation, if any),

veteran status, marital or parental status, or any other protected class.

3.4.2 One-Year Appointments

In situations where the search process outlined above cannot be completed in a timely manner, the University may

appoint faculty on a full-time, one-year, temporary basis. Such situations include discontinued searches, resignations,

sabbaticals, death or illness, or unexpected enrollments.

The Provost/VPAA, Chair, and the Director of Human Resources will process all such appointments. One-year

appointments also may be appropriate for faculty members who do not possess the academic degrees requisite for

tenure status. Employment on a one-year appointment does not preclude the possibility of the appointees being hired

for a tenure-track appointment in the future.

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New one-year appointments receive a letter of appointment stating rank, salary, and special provisions. Appointments

are contingent on receipt of official transcripts from all colleges and universities attended, a satisfactory background

check, and INS credentials. The Office of Academic Affairs will send a formal employment contract and Faculty

Handbook to new faculty members prior to the beginning of the academic semester.

3.4.3 Part-Time Appointments

It is the responsibility of the Chair and Program Coordinators to staff courses that they submit for inclusion in a given

semester’s offerings for that department and of the Chair to notify the Office of Academic Affairs of regular and/or new

appointments for a given semester. Chairs and program coordinators conduct interviews with potential candidates

following local and regional searches, and select finalists, and make recommendations to the Dean. Contracts are

drawn up and sent to appointees along with Human Resources paperwork, payroll schedules, and e-mail account and

general faculty information.

It is the responsibility of the Office of Academic Affairs to draw up and send contracts to part-time appointees

approximately one month prior to the first day of class of the contracted semester. The part-time appointee must sign

and return the contract within 15 calendar days. Academic Affairs will notify the Chair if contracts have not been

accepted and returned within 20 calendar days.

The Office of Academic Affairs will provide part-time faculty members with an abbreviated version of the current

Faculty Handbook. Chairs or Program Coordinators inform the part-time faculty member of general school policies

and teaching evaluation procedures. All part-time faculty are required to file their syllabi in the Office of Academic

Affairs prior to the first class meeting each semester and to participate in formal course evaluations as directed by

current University guidelines (See Section 3.5.1.1).

3.4.3.1 Policy on the Appointment of Retired Faculty Members for Short-Term, Part-Time Teaching

Assignments

Cabrini University values the scholarly expertise, professional experience, and dedication to student learning of its

retired faculty members and faculty emeriti.

So that current students may benefit academically from contact with these former members of the University’s

teaching force, the University encourages, as appropriate and as needed, the appointment of retired faculty members

and faculty emeriti to serve as adjunct faculty members on a course-by-course, semester-by-semester basis. Such

appointments shall be governed by the following terms:

The recommendation to engage a retired faculty member for an adjunct teaching appointment is the

prerogative of the chair of the appropriate academic department and is subject to approval by the

Provost/VPAA.

The retired faculty member will be appointed to teach only courses scheduled by the appropriate academic

department and for which there is demonstrated need.

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The retired faculty member may teach no more than nine (9) credits (typically three courses or sections) in

any twelve-month period.

The retired faculty member will be compensated at the highest level of the adjunct faculty pay scale currently

in effect for undergraduate or graduate instruction as may be appropriate.

Retired faculty members will not be eligible for any employee benefit plan coverage as a result of appointment

as an adjunct faculty member.

The appointment of a retired faculty member as an adjunct faculty member could have an impact on the

retired faculty member’s Social Security benefits. The University encourages retired faculty members to

consult with a professional advisor on this and potential other financial issues before making a decision to

return as an adjunct faculty member.

Service by a retired faculty member in an adjunct appointment is on a course-by-course, semester-by-

semester basis and shall not guarantee future employment. As with all policies of the University, this policy

may be changed, amended, or terminated at any time by the University.

While teaching in an adjunct appointment, the retired faculty member is welcome to use his or her former

faculty rank (e.g., Associate Professor of Biology) or his or her emeritus rank (e.g., Professor of Graphic

Design Emerita).

The retired faculty member will be assigned a faculty office on a space-available basis for the term in which

he or she teaches as an adjunct faculty member.

This policy supersedes previous agreements that may have restricted retired faculty members from accepting

future teaching assignments at Cabrini University for compensation.

3.4.3.2 Summer Session Appointments

Adjunct contracts for Summer Session courses are processed by the Academic Affairs Office. The School Deans, in

consultation with Department Chairs, are responsible for the hiring of Summer Session faculty. Contracts for courses

having or exceeding a minimum class enrollment are finalized one week prior to the beginning of each Summer

Session. The signed contract is due prior to the first day of class.

3.4.4 Faculty Vacancy

In the event that a faculty position becomes vacant and the University is unable to follow the above stated search and

appointment procedures, an interim faculty member will be appointed by the Provost/VPAA in consultation with the

Dean, Program Director or Chair.

3.5.0 EVALUATION, REAPPOINTMENT, TENURE / ROLLING CONTRACT, AND PROMOTION

Upon hire as a tenure track faculty member, the candidate begins a comprehensive developmental review process for

the purpose of providing a framework for future work and a means of assessing progress. The evaluation,

reappointment, promotion and review process is a comprehensive developmental review that serves three purposes:

a) to provide a framework for a future tenure/rolling contract portfolio,

b) to provide an assessment of probationary faculty that will give them a firmer picture of their potential for

tenure at Cabrini University, and

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c) to establish consistency in the review of candidates for tenure.

A candidate must submit all required materials on or before due dates indicated unless an extension is granted

because of an emergency/extenuating circumstance as determined by the Provost/VPAA. In the third and sixth year

reviews the Provost/VPAA and Chair of the PTB must agree on the granting of any extension. A candidate who fails to

timely submit materials will receive a one-year terminal contract.

3.5.1 Evaluation Tools

Faculty and Administration support the use of external and University-designed tools to inform the comprehensive developmental review process. Examples of assessment tools include, but are not limited to:

Student Instructional Reports II (SIRS) recommended for face-to-face and hybrid classes OR eSIRS, recommended for online courses, administered electronically

Student evaluations of academic advising skills,

Student evaluations of co-op and internship supervisors,

Department peer review, and Chair evaluations.

These tools are designed for use in contract renewal and tenure/rolling contract decisions and promotion

recommendations, as well as to support a faculty member's personal growth.

3.5.1.1 SIRS

SIRs are a standardized assessment tool for student rating of instructional quality designed and administered by the

Educational Testing Service (ETS). This report rates a faculty member and course on the following categories:

course organization and planning,

communication,

faculty-student interaction,

assignments, exams, and grading,

supplementary instructional methods,

student effort and involvement,

course difficulty and workload,

and course outcomes.

While all faculty are encouraged to use SIRS as a developmental tool, specific faculty groups are required to

administer and submit SIRS to the Provost/VPAA, Dean and/or Chair as part of their performance evaluation and/or

as a condition of their continued employment by the University. For faculty undergoing evaluation and/or as a

condition of their employment by the University that did not adhere to these guidelines for SIRs administration, a

written explanation must be submitted to Academic Affairs no later than June the 1st preceding the next academic

year. Following are the SIR administration guidelines:

1) All full-time, non-tenured/rolling contract faculty must administer at least one SIR per semester and provide

copies of the SIRS to the Provost/VPAA and Chair.

2) All full-time, tenured/rolling contract faculty must administer at least one SIR per year and provide copies to

the Provost/VPAA.

Copies should be submitted to the Chair.

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SIR outcomes may be examined by the Provost/VPAA, Dean and Chair for improvement, consistency, and

distribution of values relative to faculty within the same discipline or general faculty at four-year institutions.

3.5.2 Tenure/Rolling Contract Faculty - Probationary Faculty Reappointment, and Tenure

The University endorses the 1940 Statement of the AAUP on Academic Freedom and Tenure with its several

interpretations as set forth in the current edition of AAUP Policy Documents and Reports

(http://www.aaup.org/report/1940-statement-principles-academic-freedom-and-tenure). Tenure is an agreement

between the University and the individual faculty member that he or she will have permanent and continued

employment. The granting of tenure to an individual is a pledge of the University’s confidence in the faculty member. It

is likewise a pledge of the faculty member that he or she will continue to be a vital part of the University community.

Tenure gives the University stability; it also, however, assumes a continued productivity on the part of the tenured

faculty member. If such productivity is not maintained, provision is made for the termination of tenure of the faculty

member.

All initial tenure track appointments are probationary. Probation is that period of service without tenure, normally six

years. In accordance with provisions specified in the initial contract, this may be reduced.

For the purposes of this section, the term “Dean” refers to the Dean of the School within which the faculty member is

applying for tenure or promotion.

All due dates listed in the faculty evaluation process that fall on a non-working day (weekends, holidays, etc.…) will

assume to be the next working day. The due date will assume to end at 11:59 p.m.

3.5.2.1 First-Year Review

Reviewers – Chair, Dean and Provost/VPAA.

Procedure

1) To create a sustained involvement of elected members of the PTB in the peer review process, prior to the end

of the fall semester of the first year of a faculty member’s appointment, all first-year faculty will meet together

with a member of the PTB, the Provost, and the Dean to discuss faculty review procedures.

2) By February 1, the applicable Chair shall submit written evaluations to the faculty member based on the

faculty member's teaching proficiency through class observation and SIRS. The Chair will then meet with the

faculty member to review the evaluation and to create with the faculty member a developmental plan/agenda

for teaching, service, and scholarship/professional vitality as the faculty member enters his or her second year

at the University. The evaluation and the plan will be submitted by the Chair to the Dean by February 8th.

3) The Dean, Chair and any other appropriate supervisor will meet with the faculty member by February 15 to

review the evaluation and developmental plan. After this review of the plan, the faculty member will make any

changes to the plan that were suggested during this review and submit a revised plan to the chair and dean,

which all three parties will sign. By February 22, the Dean will submit a recommendation to the Provost/VPAA,

along with the Chair’s evaluation and developmental plan signed by the faculty member, Chair and Dean.

4) Written notification of intention of reappointment or non-reappointment for the next academic year, the Dean’s

recommendation and a copy of the updated developmental plan signed by the faculty member, Chair and

http://www.aaup.org/report/1940-statement-principles-academic-freedom-and-tenure

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Dean will be sent to the faculty member by the Provost/VPAA not later than March 1 of the first year of

employment. These materials will be put into an electronic repository for use in subsequent reviews.

If the candidate is a Chair, the Dean shall select a tenured faculty member, in consultation with the candidate, who will

evaluate the candidate rather than the Chair. This alternate faculty evaluator will act in place of a Chair only for the

purpose of evaluating the Chair.

3.5.2.2 Second-Year Review

Reviewers – Chair, Dean and Provost/VPAA.

Procedure

1) To create a sustained involvement of elected members of the PTB in the peer review process, prior to the end

of the fall semester, all second-year faculty will meet with a member of the PTB, the Provost, and the Dean to

continue discussion of faculty review procedures, including the third-year review portfolio requirements.

2) By February 1 of the second academic year, the faculty member uploads required materials to an electronic

portfolio for discussion with the Chair. The portfolio will be made available for viewing on February 1.

Materials within the portfolio should include a narrative, not to exceed 16 double-spaced pages, the

developmental plan and supplemental attachments. A summary of information required in the portfolio is

stated below.

A. Title Page – Name, department, date, academic year

B. Professional vitae

C. Teaching

Courses taught at Cabrini and, if applicable, planned changes to existing courses and/or courses

planned for the next academic year,

Description of newly designed or redesigned courses and supporting documentation (e.g., syllabi,

exams, examples of student work),

Copies of all SIR evaluations from all courses and any other supporting documents assessing

student-learning,

Self-analysis of SIR results and teaching proficiency,

Clear statement of teaching agenda.

D. Service

Departmental Service

a. Service during current academic year and what is planned for the next academic year,

b. Advising and Mentoring (e.g., advising loads, student group advising, advising methods and

materials).

University Service

a. Service completed and planned during the current academic year (e.g., committee work,

assisting with the admissions process, co-curricular participation such as Cabrini Day,

academic Centers and the Arts, Scholarship and Research Symposium),

b. Clear statement of service agenda

E. Scholarship/Professional Vitality

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Plans for the current academic year and next academic year;

Participation in professional organizations and/or Meeting/Conference attendance (e.g., on-

campus, local, regional, national);

Summary of publishing, editing, etc.

Professional growth and development (e.g., current journal readings, attending courses,

development of online materials, artistic productions, consulting, scholarship of teaching,

volunteer service in community, assessment, publication, etc.);

Clear statement of scholarship/professional vitality agenda.

F. Reflection/Update Developmental Plan for Year 3

3) The Chair submits his/her written evaluation to the Dean by February 12th of the second year. The Dean and

any other appropriate supervisor identified by the Dean will meet with the faculty member to review the

portfolio, the developmental plan, and the written evaluation from the Chair. After this review of the plan, the

faculty member will make any changes to the plan that were suggested during this review and submit a

revised plan to the chair and the dean, which all three parties will sign. At this point, the portfolio is considered

finalized and cannot be altered by the faculty member.

4) The Dean will email his/her recommendation to the Provost/VPAA along with any revisions to the

developmental plan that were agreed upon and signed by the faculty, Chair and Dean by February 22 for

viewing by the Provost/VPAA.

5) The Provost/VPAA will send the faculty member written notification of the University’s decision regarding

reappointment or non-reappointment for the next academic year and a copy of the updated developmental

plan signed by the faculty member, Chair, Dean and Provost not later than March 1 of the second year of

employment.

3.5.2.3 Third-Year Review

Reviewers – PTB, Provost/VPAA, Dean, Chair.

The third-year faculty review is a comprehensive developmental review that serves the purposes set forth in Section

3.5.0, as well as encouraging sustained involvement of elected members of the PTB in the peer review process.

Outcomes

The third-year review will provide information on a probationary faculty member’s future prospects and will conclude

with the granting of one of the following options:

A terminal fourth-year contract;

A contract of reappointment together with a letter that commends meritorious work and identifies areas for

improvement.

Procedure

1) By January 15 of his/her third academic year at Cabrini University, the faculty member will upload required

materials to an electronic portfolio for the Chair for review.

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2) By 11:59 pm midnight on February 15, the faculty member will finalize the portfolio for use by the PTB, Dean

and Provost/VPAA in assessing reappointment or non-reappointment. At this point, the portfolio is considered

finalized and cannot be altered by the faculty member. This portfolio will form the basis of the portfolio he/she

will submit for tenure in the sixth year. The portfolio includes the following:

A. Title Page – Name, department, date, academic year

B. Table of Contents

C. Professional Vitae

D. Developmental Plan from Year 2

E. Narrative Section

Introductory Statement. The candidate will describe his/her contributions to advancing the mission of

the University in their first years as faculty (no more than two pages).

Body. The candidate will then expand that perspective in terms of teaching, service,

scholarship/professional vitality (sections I, II, III) in a maximum of six double-spaced pages (in 12-

point font) per topic. In each section, the candidate will reflect on how he or she has addressed the

expectations described in the developmental plan that was revised during Year 2.

I. Teaching

Reflective Statement of Teaching to include a description of breadth of courses taught, pedagogy,

alternate methods of content delivery, and contributions to the University’s various curricula;

Syllabi from two different courses taught while at Cabrini University;

Two student course evaluations for the same course offered in different semesters from three

different courses (a total of six evaluations).

II. Service

Reflective Summary of Department and University Service to include a description of advising,

committee work, administrative work, and involvement with student activities;

Advising assessments when available;

Each candidate will submit to the chair of the PTB a list of the committees on which the candidate

has served, and will indicate the committees on which the candidate believes he or she has made

the greatest contributions. The PTB chair will solicit Committee Member Evaluation Forms from

the chairs of at least two of the committees. Letters will not be solicited from persons who are

also PTB members or other candidates who are up for review. If the PTB chair deems it

appropriate, a letter may be solicited from a person who is not the chair but who is familiar with

the candidate’s work on that committee.

III. Scholarship/Professional Vitality

Reflective Statement of Professional Vitality to include a description of scholarship/professional

vitality and/or creative work, professional organization participation, seminar and convention

attendance, research, publishing and public presentations, grants, consulting, and relevant

service in the community. The candidate should explain their role and contribution to any multiple-

authored publications or other works.

Full copies of the candidate’s publications

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Documentation/representation of the candidate’s presentations or projects.

Concluding Statement. The candidate will project his/her contributions to the future growth and

development of the University (no more than two pages).

F. Evaluations.

All previous written evaluations that are part of this process.

G. Professional Recommendations.

The portfolio shall include letters of recommendation discussing the candidate’s overall contribution to

the University and/or professional reputation. These confidential letters must be delivered or emailed

by the authors to the Office of the Provost/VPAA to be placed in the candidate’s portfolio.

Candidates will solicit letters from

* their Department Chair; a Cabrini University faculty member who is not a current member of the

PTB; an external evaluator (minimum of one), such as a disciplinary-specific professional or

faculty member from another institution (the candidate’s dissertation chair is not acceptable as a

sole reviewer); and an administrative employee other than the Provost/VPAA or Dean (optional,

limit of one).

3) Upon completion of independent reviews of the portfolio by the PTB, Dean and Provost/VPAA, five members

of the PTB, Dean and Provost/VPAA will meet to discuss whether to support or not support the candidate to

continue on a probationary contract. A decision to recommend or not recommend is made by a majority vote

of these seven individuals.

The Provost/VPAA will be charged with drafting a letter representing the collective opinion of the PTB, Dean

and Provost/VPAA. The letter will be reviewed for accuracy and approved by a majority vote of the PTB and

Dean. After review the Provost/VPAA will submit the letter to the President.

4) After review and decision by the President, the final letter and the developmental plan signed by the faculty

member, Chair and Dean will be presented to and reviewed with the candidate, Dean and his/her Chair in a

meeting with the Provost/VPAA by May 15 of the third year of employment. In keeping with recommendations

by the AAUP, probationary faculty members will be notified of their appointment status for the third and all

subsequent years of probationary employment at least 12 months before the expiration of their current

appointment. If it is determined through the third-year review that the faculty member has not made adequate

progress, he or she will receive a terminal, fourth-year contract.

3.5.2.4 Fourth-Year Review

Reviewers –Chair, Dean, and Provost/VPAA.

Procedure

1) By April 1 of the fourth year the candidate will submit a letter and a revised developmental plan to and meet

with his/her Chair addressing the plans stated in the third-year narrative and those issues raised for

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improvement in the third-year review. The Chair will submit the candidate’s letter along with a letter reflecting

his/her comments and recommendation to the Dean for review by April 15 and a copy to the candidate.

2) By May 8, the Dean will submit a recommendation to the Provost/VPAA, along with the Chair’s evaluation and

developmental plan.

3) The Provost/VPAA, in consultation with the Dean and the Chair, will respond in writing by May 15 of the fourth

year to the candidate, evaluating the faculty member’s progress in light of the candidate’s and Chair’s letters

and the Dean’s review. The evaluation will result in a recommendation to the President for (1) continued

employment in which the candidate will advance the developmental plan for the remainder of the tenure

process or (2) a terminal fifth-year contract.

4) All materials will be uploaded to an electronic folder by the Provost/VPAA’s office.

3.5.2.5 Fifth-Year Review

Reviewers –Chair, Dean, and Provost/VPAA

There is no formal fifth-year review required unless identified in the fourth-year review letter. If a fifth-year review is

required, the following procedure applies:

Procedure

1) By April 1 of the fifth year the candidate will submit a letter and a revised developmental plan to and meet with

his/her Chair addressing those issues raised for improvement in the fourth-year review. The Chair will submit

the candidate’s letter along with a letter reflecting his/her comments and recommendation to the Dean for

review by April 15 and a copy to the candidate.

2) By May 8, the Dean will submit a recommendation to the Provost/VPAA, along with the Chair’s evaluation and

developmental plan.

3) The Provost/VPAA, in consultation with the Dean and the Chair, will respond in writing by May 15 of the fifth

year to the candidate, evaluating the faculty member’s progress in light of the candidate’s and Chair’s letters

and the Dean’s review. The evaluation will result in a recommendation to the President for (1) continued

employment in which the candidate will advance the developmental plan for the remainder of the tenure

process or (2) a terminal sixth-year contract.

4) All materials will be uploaded to an electronic folder by the Provost/VPAA’s office.

Faculty members who intend to stand for tenure in their sixth year must file the Application for Tenure/Rolling

Contract form with the Office of Academic Affairs by April 1 of their fifth year of employment.

3.5.2.6 Sixth-Year Tenure/Rolling Contract Review

Reviewers – Chair, PTB, Dean, Provost/VPAA, President, Educational Quality Committee of the Board of Trustees,

and the full Board of Trustees.

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Cabrini University awards tenure/rolling contracts to those faculty members whose professional characteristics

indicate that they will continue to serve with distinction in roles of long-term value to the University. The sixth-year

review serves as a summative assessment of the candidate’s accomplishments and potential for future contributions

to the vitality of the University. The foundations of this review are the comprehensive developmental plan, previous

reviews, and candidate’s responses in prior years to recommendations in previous reviews.

Outcomes

The tenure/rolling contract review will result in one of the following:

A terminal seventh-year contract,

Receipt of tenure and promotion to the rank of Associate Professor,

Receipt of a three-year rolling contract and promotion to the rank of Associate Professor.

Procedure

1) Prior to the end of the spring semester of the fifth year, all candidates indicating their intention to stand for

tenure/rolling contract will meet together with at least one PTB Co-Chair, Deans and Provost to discuss

tenure portfolio development and procedure.

2) The Sixth-Year Review requires a summative portfolio of the candidate's work at the University. The faculty

member will upload his/her materials to the electronic portfolio for use by the PTB, Dean and Provost/VPAA to

the Office of Academic Affairs by 11:59 pm midnight on September 15 of his/her sixth academic year at

Cabrini University. At this point, the portfolio is considered finalized and cannot be altered by the faculty

member. Further materials will only be added after this date with the written approval of both the

Provost/VPAA and the PTB Co-Chairs.

The contents of the sixth-year portfolio are as follows:

A. Table of Contents.

B. Professional Vita.

C. Narrative Section.

This reflective narrative should contain the following parts with a maximum of 25 double-spaced

pages for the entire narrative:

Introductory statement. The candidates will describe overall growth throughout their time at

Cabrini and their most important contributions to advancing the mission of the University (no more

than two pages).

Body. The candidate will expand that perspective in terms of teaching, service,

scholarship/professional vitality (sections I, II, III) in a maximum of seven double-spaced pages

(in 12-point font) per topic.

I. Reflective Statement of Teaching in relation to the developmental plan, including breadth of

courses taught, pedagogy, alternate methods of content delivery, student evaluations and

contributions to the University’s various curricula.

Required Appendices:

Syllabi from two different courses taught while at Cabrini University, and

All SIRs of courses taught at Cabrini University during the tenure process.

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* In the event SIRs were not administered for a taught course(s) during the tenure

process, a written explanation must be provided as to the reason why in section I of the

narrative section of the portfolio.

II. Reflective Statement of Service to the Department and University in relation to the

comprehensive developmental plan, including advising and committee work, and (where

appropriate) administrative work, involvement with student activities, program or curriculum

development, etc.

Optional Appendix:

Advising assessments, when available.

III. Reflective Statement of Scholarship/Professional Vitality in relation to the developmental

plan, including peer-reviewed published scholarship and/or creative work and professional

organization participation, and (where appropriate) seminar and conference presentations,

research, publishing and public presentations, grants, consulting, relevant service in the

community, works in progress, etc. The candidate shall explain his or her role and

contribution to any multiple-authored publications or other works.

Required Appendices:


Documentation/representation of the candidate’s presentations or projects.

(Candidates are also encouraged to include manuscripts in progress as

appendices.)

IV. Concluding Statement: The candidate will project his/her contributions to the future growth

and development of the University (no more than two pages).

D. Evaluations.

All previous written evaluations completed by the applicant’s Chair, PTB, Provost/VPAA and Dean.

E. Professional Recommendations.

The portfolio should include letters of recommendation that discuss the candidate's overall contribution to the

University and/or professional reputation. These confidential letters must be delivered by the authors

to the Office of the Provost/VPAA to be placed in the candidate’s portfolio by midnight September 15.

All letters must be signed and on letterhead or on the PTB form. Letters received after this date will

only be added to the portfolio with the written approval of both the Provost/VPAA and the PTB Co-

Chairs.

The candidate will solicit letters from

his/her Chair (or alternate faculty evaluator if the candidate is the Chair);

three Cabrini University faculty members, at least two of whom are tenured and two from outside

the applicant's department and who are not current members of the PTB;

external evaluators such as faculty from other institutions and/or professional affiliations

(Minimum of two. Examples of appropriate external evaluators include previous employers, co-

authors of peer-reviewed journal articles,

community partners, and experts in a relevant academic field.);

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optional letters (no more than three total) from members of the staff other than the Provost/VPAA,

Dean, or others involved in the review process.

F. Portfolio Elements solicited by Academic Affairs/PTB

1. The candidate will be asked to submit, by July 15, a list of all University groups (with names of

Committee Chairs) on which they have served during their career at Cabrini University. From this

list the candidate will indicate which three Committee Chairs he/she would like to write on his/her

behalf. Jointly the PTB and Provost/VPAA will select and solicit forms from up to two additional

Committee Chairs for inclusion in the portfolio. The PTB Chair, using a standardized form, will

solicit Committee Member Evaluation Forms from all selected Chairs. If the candidate served as

Chair of a committee, he or she shall designate a senior committee member to serve as a

potential evaluator.

2. Alumni Recommendations. Using a standardized form, the Office of Academic Affairs will solicit

evaluations by July 15 from five Cabrini alumni who have taken at least one course with the

applicant. Alumni evaluators send their letters to the Office of Academic Affairs by September 15

for inclusion in the portfolio. These letters will not be made available to the candidate following the

completion of the tenure review process without prior written consent from the authors.

3) Evaluation Procedure

a. Before the fall semester begins, the Provost/VPAA will inform the PTB Chair of individuals standing for

tenure/rolling contract review and the PTB Chair will schedule an orientation meeting with members of the

PTB, Deans and Provost/VPAA.

b. The PTB, Dean and Provost/VPAA will review each portfolio independently.

c. On or before November 15, the PTB will meet with the Provost/VPAA and Dean to share its findings.

d. By December 15, the PTB and the Provost/VPAA will submit to the President their separate written

recommendations.

e. After reviewing the recommendations, and candidate portfolios, the President will select candidates to

recommend to the Board of Trustees for tenure/rolling contracts.

f. The Provost/VPAA and PTB Chair will present portfolios of the candidates selected by the President to

the Executive Session of the Educational Quality Committee of the Board of Trustees at the next regularly

scheduled Board of Trustees meeting. The Educational Quality Committee of the Board of Trustees will

review appropriate materials, including the recommendations of the PTB, Provost/VPAA and President

and institutional need. In order to facilitate discussion, the PTB chair will be present during the

deliberation but not the voting of the Educational Quality Committee.

g. The Chair of the Educational Quality Committee shall present a formal recommendation to the full Board

of Trustees in Executive Session. The candidate will be notified of the University’s decision no later than

March 15 of the sixth year of employment.

Tenure/rolling contract, if granted, is effective at the beginning of the seventh year unless the faculty member

is notified otherwise. Candidates receiving such a contract will no longer be probationary and will be subject

only to review and continuation provisions as are required for tenured faculty.

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If the decision is not to grant tenure/rolling contract, the faculty member receives a seventh-year terminal

contract. The candidate may solicit a written statement of reasons for the denial from the President and/or

Board of Trustees and/or the candidate may appeal the process to the Grievance Committee (Section 3.10.0)

3.5.2.7 Tenure / Rolling Contract Portfolio Evaluation Guidelines

Candidates for tenure/rolling contracts are evaluated on the basis of excellence in the following categories: teaching

performance, contributions to the department and University community as a whole, and scholarship/professional

vitality; this evaluation will indicate promise of continued growth and excellence.

Portfolio Evaluation is a process of assessing the candidate’s developmental plan and determining the extent to which

the candidate has successfully achieved the realization of that plan. In each category, candidates will be evaluated as

“Exceeding Expectations,” “Meeting Expectations,” and “Not Meeting Expectations” (in relationship to their year of

standing). Candidates must attain at least “Meet Expectations” in all three areas in order to receive tenure.

While it is probable that each developmental plan will have features unique to a candidate, the general evidence

outlined below will be applied to all candidates.

Evaluation Criteria

1. Verification and/or review of the commonly accepted terminal degree in the field, of a terminal degree

approved by the University, or of educational progress in conformity with the terms of appointment.

2. Review of all student evaluations (SIRs and other assessments as appropriate) of the candidate’s teaching.

3. Review of alumni evaluations of the candidate.

4. Review of a candidate’s peer-reviewed/juried publications, participation in professional conferences and the

state of his or her research or performance in his or her field. He or she must demonstrate competence in

scholarship/professional vitality or creative work which has been recognized both within and outside the

University. Acquiring the terminal degree does not suffice to demonstrate this criterion. In addition to the

external evaluators selected by the candidate, the PTB and/or Provost/VPAA reserve the right to seek outside

expert advice as to the quality and appropriateness of the candidate's work. In such a case, the candidate will

be asked to submit three potential evaluators and a summary of his/her credentials as related to the

candidate's discipline to the party requesting the outside advice. That party will then select and solicit advice

from one or two evaluators from this list.

5. Review of Chair’s and Provost/VPAA's written evaluations of the candidate’s performance during the

probationary period. The PTB will examine existing evaluations of a candidate’s performance written by the

Chair(s) and Provost/VPAA(s) for years preceding the tenure/rolling contract decision, as well as the Chair’s

written evaluation of the candidate’s qualifications for tenure/rolling contract. When a Chair is being

considered, the PTB may request an evaluation from his/her department colleagues and review previously

existing evaluations.

6. Review of the candidate’s solicited written statements from the colleagues in his or her own field, evaluating

the candidate’s knowledge of the field and the promise of continued professional growth and excellence. At

least one letter must be submitted from a colleague not employed by Cabrini University at the time the letter is

written in accordance with the procedure already outlined.

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7. Review of the quality and appropriateness of the candidate’s committee activity, work on University programs

of an academic or non-academic nature, work with student activities such as clubs, publications, community

service, etc., as it pertains to the mission of the University.

8. Review of written statements made by administrators or faculty members that evaluate a candidate’s

contributions to the University.

3.5.2.8 Alternate Review Schedules

Faculty members receiving credit towards tenure/rolling contract for work completed prior to their hiring by Cabrini

University, as indicated in their original letter of appointment and annual contracts, may stand for tenure/rolling

contract using an accelerated review schedule. This schedule will be determined by the Provost/VPAA and the

candidate, in consultation with the Department Chair. The Provost/VPAA will provide the candidate with written

confirmation of the agreed-upon review schedule.

Faculty with extended leaves of absence (e.g., medical leave, family leave, military leave) or other compelling reasons

may request a suspension of the tenure/rolling contract clock for a period of time. Faculty must submit requests to the

Provost/VPAA who will make a formal recommendation to the President. The President will grant or deny the request.

If a faculty member is granted a suspension of the tenure/rolling contract clock, he/she will be reviewed/evaluated

based solely on the work completed prior to and after the period of time during which the tenure/rolling contract clock

was turned off. Exceptions will be confirmed in writing by the Provost/VPAA and President.

3.5.2.9 Evaluation Materials

Effective evaluations and letters of reference describe the facts upon which they are based and then draw

professional conclusions—whether positive, neutral, or negative—from the facts.

The Pennsylvania Personnel Files Act allows employees to review certain information in their files, including

performance evaluations. In compliance with the Act, faculty undergoing reviews may have the legal right to inspect

documents submitted by current Cabrini University faculty, University committee chairs or members, and

administrators. Under State law, candidates do not have the right to inspect letters of reference—required or

optional—submitted by external reviewers or alumni.

A candidate may invite a colleague to submit a letter on his or her behalf. (As described above, the third-year review

requires one such letter and the tenure review requires three.) The colleague is free to accept or decline the invitation.

The colleague shall, in either case, so advise the candidate.

In the unlikely event that a candidate lacks the required number of letters to be solicited from colleagues, the

candidate will be notified of the deficiency by the Provost/VPAA or PTB. If, after a reasonable period of time, the

required number still has not been submitted, the evaluation process will continue with the available materials.

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3.5.3 Tenure/Rolling Contract Anniversary Update

Cabrini University employs periodic updates to provide information on the University faculty for such purposes as

Middle States evaluation procedures, strategic planning, etc. They also are for the purpose of setting professional

goals and reviewing accomplishments and contractually-required duties.

3.5.3.1 Annual Update Requirements

All faculty who hold tenure or a three-year rolling contract appointment must provide the following items on an annual

basis to the Office of Academic Affairs by July 1 for inclusion into his/her Academic Affairs personnel file.

Updated professional vitae

one SIR of the faculty member's choosing

and samples of professional growth and scholarship (copies of publications, presentation summaries, grants),

if any

Additionally, the Provost/VPAA will review each faculty member's major accomplishments as documented in the

Department Annual Report submitted by the Chair.

3.5.3.2 Five-Year Anniversary Update Conference

Tenured/rolling contract faculty are required to meet with the Dean in five-year intervals following tenure (e.g., A

faculty member approved for tenure in 2005 is required to meet with the Dean by July 1 of 2010, 2015, 2020, etc.)

until termination of employment at the University. During this conference the faculty member and Dean will review

past accomplishments and discuss future academic plans. The Dean may call additional meetings with the faculty

member as needed.

3.5.4 Promotion in Professorial Faculty Ranks

3.5.4.1 Instructor to Assistant Professor

Promotion from the rank of Instructor to Assistant Professor for Instructors on tenure/rolling contract track

appointments occurs automatically at the start of the next academic year when faculty members obtain the

appropriate terminal degree in his/her field as determined by the Chair and Provost.

3.5.4.2 Assistant Professor to Associate Professor

Promotion from the rank of Assistant Professor to Associate Professor occurs automatically at the start of the

academic year following the granting of tenure or a three-year rolling contract.

3.5.4.3 Associate Professor to Full Professor

Professors must meet the criteria for Associate Professor and have completed a minimum of seven years at the

Associate Professor rank or have a minimum 14 years of full-time University-level teaching. Promotion to Professor is

not based solely on time in rank or years teaching. Professors are expected to have earned an appropriate terminal

degree, show continued growth and sustained excellence in teaching and service to the University as well as to

demonstrate significant contributions, recognized by their peers, to a scholarly/creative field relevant to their discipline.

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Endeavors may include but are not limited to research, publications, exhibitions, and/or activity in professional

organizations.

Faculty seeking promotion from the rank of Associate Professor to Full Professor not only must meet the qualifications

previously listed for tenure and rank but also must have an appropriate terminal degree, demonstrated excellence in

teaching, a continued record of scholarship/creative work that has brought recognition to the individual and the

University, and a varied and continuous record of leadership to the University and profession.

Reviewers - Chair, PTB, Provost/VPAA, and President.

Procedure - The candidate notifies the Office of Academic Affairs in writing of his/her intent to stand for promotion to

Professor by May 1. The candidate prepares a portfolio and supporting documents using the format required for

tenure/rolling contract, with an emphasis on what has been accomplished since the previous promotion. The

candidate submits his/her portfolio to the Office of Academic Affairs by September 1st of the following academic year.

The PTB and Provost/VPAA will review the portfolio and supporting documents and on or before November 15, the

PTB will meet with the Provost to share its findings. By December 1, the PTB will send its final report to both the

Provost/VPAA and the President. The Provost/VPAA shall send his/her recommendation to the President. The final

responsibility for promotion rests with the President and, after consideration of both recommendations; the President

will notify the candidate prior to February 1. Should a request for promotion be denied, the President shall send a

written explanation to the applicant. If a promotion is denied, the faculty member may submit an appeal to the

Grievance Committee (See Section 3.10.0).

Procedure:

1. By May 1, the candidate notifies the Provost/VPAA in writing of his/her intent to stand for promotion to full

professor.

2. Prior to the end of the spring semester, all candidates standing for promotion will meet with the current PTB

Chair and the Provost/VPAA to discuss portfolio development and procedure.

3. Promotion to full professor requires a summative portfolio of the candidate’s work and accomplishments at the

University since receiving tenure. By September 1st, the faculty member will submit three complete copies of

his/her portfolio for use by the PTB and the Provost/VPAA to the Office of Academic Affairs. The contents of

the promotional portfolio are as follows:

A. Table of Contents

B. Professional Vita

C. Narrative Section

This reflective narrative should contain the following parts with a maximum of twenty-five double-spaced

pages for the entire narrative.

Introductory statement: The candidates will describe their overall growth at Cabrini University and

their major contributions to advancing the mission of the University since receiving tenure. (no more

than two pages)

Reflective statement of teaching: Candidates will describe teaching growth since tenure that could

include new courses taught, courses modified, new pedagogies, contributions to the University’s

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curriculum and analysis of student evaluations since receiving tenure. (no more than 7 pages)

Required appendices: SIRs from two courses each semester since receiving tenure.

Reflective statement on service to department and University: Candidates will describe and

explain their service agenda as well as significant contributions to their department and the University

since receiving tenure. Candidates should emphasize the leadership roles they have played at the

institution (no more than 7 pages).

Reflective statement of scholarship/professional development: Candidates will describe their

research agenda and explain their scholarship/creative work that has brought recognition to

themselves and the University since receiving tenure. This statement should include peer reviewed

publications, participation in professional organizations, presentations, grants, consulting and any

works in progress. (no more than 7 pages)

Required appendices: All publications or their equivalent since receiving tenure.

Concluding statement: Candidate will project his/her contributions to the further growth and the

development of the University and its mission. (no more than 2 pages)

D. Professional Recommendations: The portfolio should include letters of recommendation that discuss the

candidate’s overall contributions to the University and/or professional reputation since receiving tenure.

Authors should deliver their letters to the Office of Academic Affairs before September 1st. Candidates

will solicit letters from:

Department Chair, or the Dean if the candidate is the Chair.

Three Cabrini faculty members, one of whom is a full professor. Two of the letters must be from

faculty members outside the candidate’s department. Candidates cannot solicit letters from current

members of the PTB.

Optional letters from members of the University staff other than the Provost/VPAA. (no more than

three)

E. At least one outside external evaluator who is an expert in the candidate’s relevant field and who will

review the candidate’s professional reputation and vitality. Portfolio Elements solicited by Academic

Affairs/PTB:

By July 15, the candidate will be asked to submit a list of all University groups (with names of

Committee Chairs) on which they have served since tenure. From this list, the candidate will indicate

which two Committee Chairs (or alternate faculty evaluator if the candidate is/was the chair) the

candidate would like to write on his/her behalf. Jointly, the PTB and the Provost/VPAA will select and

solicit forms from up to two additional Committee Chairs/evaluators for inclusion in the portfolio. The

PTB Chair, using a standardized form, will solicit Committee Member Evaluation Forms from all

selected chairs.

The PTB will pick a second outside external evaluator who is an expert in the candidate’s relevant

academic field and who will review the candidate’s professional reputation and vitality from a list of at

least three provided by the candidate at his/her informational meeting with PTB and Provost/VPAA

before the end of the spring semester.

4. Evaluation procedure:

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By May 1, the candidate will submit his/her written intention to stand for promotion to professor to the

Office of Academic Affairs.

Before the end of the spring semester, the candidate will meet with the Chair of the PTB and the Provost/

VPAA to discuss promotion procedure and the development of the portfolio.

By September 1, the candidate will submit his/her portfolio to the Office of Academic Affairs.

The PTB and Provost/VPAA will review the portfolio separately.

On or before November 15, the PTB will meet with the Provost/VPAA to share their findings.

By December 1, the PTB and Provost /VPAA will present their separate recommendations for

consideration by the President.

After reviewing the recommendations and the candidate’s portfolio, the President will notify the candidate

of his/her decision by January 15.

If the President denies promotion, the faculty member may submit an appeal to the Grievance Committee

(see section 3.10.0).

5. Evaluation criteria: Candidates for promotion to professor are evaluated on the basis of excellence in the

following categories: teaching performance, service to the department and University, and

scholarship/professional vitality. A candidate’s performance in each category is based on their performance

and accomplishments since receiving tenure. In each category, candidates will be evaluated as “Exceeding

Expectations”, “Meets Expectations” and “Does Not Meet Expectations”. Candidates must attain at least

“Meets Expectations” in all three categories to be promoted to professor. The evaluation criteria are:

Verification of an appropriate terminal degree

Verification of years as an Associate Professor or years of full-time teaching.

Review and evaluation of all narrative statements and documents within the portfolio.

Review and evaluation of student evaluations (SIRs and other assessments as appropriate) of the

candidate’s teaching.

* In the event that at least two SIRs were not administered for a taught course(s) per semester

since receiving tenure, a written explanation as to the reason for this must be provided in the

narrative section of the portfolio.

Review of the quality of the candidate’s committee service, the leadership he/she has provided the

department and University, and the contributions he or she has made to advance the mission of the

University.

Review of written statements by faculty and staff attesting to the candidate’s leadership and to the

contributions the candidate has made to the University.

Review of the candidate’s peer-reviewed publications or their equivalent, participation in professional

organizations, presentations, grants and other forms of scholarship.

Evaluation of the candidate’s contribution to his/her academic field or discipline.

Review of the external evaluators’ written statements and their evaluation of the candidate’s contribution

to scholarship in their academic field or discipline

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3.5.5 Non-Tenure/Rolling Contract Track Reappointment and Review

Faculty in non-tenure/rolling contract track continuing positions are reappointed upon the recommendation of the

Chair and the Dean and with the approval of the Provost/VPAA following the same format prescribed for first-year

tenure/rolling contract candidates. Faculty members who have already served at least one year as a full-time faculty

member will update the developmental plan that was developed in prior years. Written notification of intention of

reappointment or non-reappointment for the next academic year will be sent to the candidate by the Provost/VPAA no

later than March 1.

3.5.6 Part-time Faculty Reappointment and Review

Part-time faculty in lecturer positions are reappointed upon the recommendation of the Chair or Program Coordinator,

based on an evaluation of SIRS, classroom observations, and performance of other contractual responsibilities, and

with the approval of the Provost/VPAA. If a reappointment is not approved or there is no University need for the

position, the Chair will inform the faculty member in a timely manner.

3.5.7 Advancement Within Rank

In order to encourage and recognize extraordinary work by tenured faculty after reaching the rank of Professor, faculty

may apply for advancement within rank. A faculty member with Full Professor status may receive advancement within

rank any time after the latter of five years since: a. promotion; or b. advancement within rank. Ordinarily the

application for Advancement Within Rank would be tied to the Five-Year Anniversary Conference, although there may

be exceptions.

A Professor applying for advancement within rank will be held to the same criteria as for promotion to Professor, as

listed in the current year’s Faculty Handbook.

3.5.7.1 Advancement Within Rank Policies

Recognition of advancement within rank would be made as in the case of promotion and tenure. Advancement should

represent a culmination of extraordinary efforts or projects that have not been previously acknowledged by promotion

or a prior Advancement Within Rank award. Extraordinary work must be demonstrated in at least one of the three

areas normally evaluated for promotion: teaching excellence, scholarly or professional involvement and achievement,

and service to the student body, university and wider community. It is expected that extraordinary work in any single

area is matched with documented evidence that the faculty member meets expectations in the other two areas.

3.5.7.2 Advancement Within Rank Procedure

The candidate notifies the Office of the Provost and Vice-President for Academic Affairs in writing of his/her intent to

stand for advancement within rank by September 15. The candidate prepares a portfolio and supporting documents

with an emphasis on what has been accomplished since the previous promotion or advancement in rank following the

same procedures as promotion to Full Professors with the following exception:

By February 15, the faculty member will submit the electronic portfolio to the Office of the Provost. The electronic

portfolio includes the following:

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A. Title Page – Name, department, date, academic year, year of promotion to Full Professor

B. Professional Vitae.

C. Narrative Section.

Introductory Statement. The candidate will describe his/her contributions to advancing the mission of the

University since their promotion to Full Professor or most recent advancement within rank

Body. The candidate will then expand that perspective in terms of teaching, service, scholarship/professional

vitality (sections I, II, III) in a maximum of six double-spaced pages (in 12-point font) per topic

I. Teaching

Reflective Statement of Teaching to include a description of breadth of courses taught,

pedagogy, alternate methods of content delivery, and contributions to the University’s various

curricula;

Two student course evaluations (SIRs) for the same course offered in different semesters

from three different courses (a total of six evaluations)

II. Service

Reflective Summary of Department and University Service to include a description of

advising, committee work, administrative work, and involvement with student activities

III. Scholarship/Professional Vitality

Reflective Statement of Professional Vitality to include a description of scholarship and/or

creative work, professional organization participation, seminar and convention attendance,

research, publishing and public presentations, grants, consulting, and relevant service in the

community. The candidate should explain their role and contribution to any multiple-authored

publications or other works.


Documentation/representation of the candidate’s presentations or projects

Concluding Statement. The candidate will project his/her contributions to the future growth and

development of the University (no more than two pages).

D. Professional Recommendations

Letter of Recommendations are required from Department Chair and the Dean. Other letters are only

required if necessary to demonstrate extraordinary work.

The PTB and Provost/VPAA will review the portfolio and supporting documents on or before April 1st. The

Board recommendation includes the vote of the PTB and a summary of the reasons for its recommendation.

The Provost and Vice President for Academic Affairs will forward this recommendation to the President by

April 15th. The final decision rests with the President. The Provost and Vice President for Academic Affairs

will notify the candidate of the President’s decision prior to May 1st.

Should a request for promotion be denied, the President shall send a written explanation to the applicant. If

the submission is denied, the faculty member may submit an appeal to the Grievance Committee only if they

believe that a violation of the process has occurred. The Committee evaluates the grieved decision for

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manifest unfairness in the process and determines whether to convene a Hearing Committee to hear the

grievance.

When an application for advancement is approved, the increase in the faculty member’s base salary will take

effect with the beginning of the next regular appointment.

3.6.0 SEPARATION/TERMINATION OF EMPLOYMENT

3.6.1 Voluntary Separation

3.6.1.1 Retirement

Retirement is a voluntary termination after a career of academic service at the University. Faculty members relinquish

tenure when they no longer have full-time teaching status at the University.

Faculty members should submit a written notice of intention to retire to their Chair and Provost/VPAA one year prior to

retirement allowing the University adequate time to respond to the vacancy. The Provost/VPAA will notify appropriate

University offices, but it is also the responsibility of the faculty member to contact Office of Human Resources to

discuss the retirement process and final salary payout schedules and changes to benefit availability (See Section

2.3.1.3).

At various times, the University has offered retirement incentives, available during specified and temporary time

periods, to faculty who have served the University for many years.

3.6.1.2 Resignation

Faculty who have signed and returned a contract for an academic semester or year are expected to fulfill their

contractual obligations to the University. A faculty member is permitted to resign from the University within 30 days of

signing the original contract. A faculty member who decides to resign for any reason is obligated to give immediate

written notification to the Provost/VPAA who will then notify the Chair and appropriate University offices.

Upon resignation, the faculty member relinquishes rights to all University services and benefits. A final paycheck for

the percentage of contract served will be issued during the next pay period. The University retains the right to seek

remuneration for costs incurred by the breaking of the employment contract.

3.6.2 Involuntary Separation

Non-tenured faculty may be terminated because of one of the following conditions:

contract completion

financial exigencies as declared by the Board of Trustees

termination or reduction of programs and/or academic or administrative units as approved by the Board of

Trustees

malfeasance or contumacious conduct

incompetence or inadequate performance

other cause

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Tenured/rolling contract faculty may only be terminated because of one of the following conditions:

financial exigencies as declared by the Board of Trustees

termination or reduction of programs and/or academic or administrative units as approved by the Board

of Trustees

malfeasance or contumacious conduct

gross incompetence or inadequacies in performance

other cause

If the University intends to terminate or suspend a faculty member involuntarily for performance reasons during the

term of a contract or while on tenure/rolling contract status, an appropriate administrative officer shall first discuss the

situation with the faculty member. Upon request, the President or his/her designate shall provide the individual with a

statement of charges. The University may then terminate or suspend the individual immediately.

Tenured/rolling contract faculty dismissed for financial exigencies or termination or reduction of programs, academic

or administrative units as approved by the Board of Trustees shall remain employed by the University for a minimum

of one academic year from the date of notification and retain all rights and privileges of University faculty and

employees until that time. Evidence for these reasons must be bona fide, and the University will not hire a

replacement for this position for a period of three years from the final termination date.

A final paycheck for monies owed may be issued during the pay period immediately following termination.

Burden of proof rests with the University in cases where a faculty member is dismissed or suspended for

malfeasance, contumacious conduct, incompetence, or other cause.

Upon termination, the faculty member relinquishes rights to all University services and benefits. A final paycheck for

the percentage of contract served will be issued during the next pay period or as determined at the time of hire.

In all cases, faculty may appeal their dismissal pursuant to the grievance policies of the University (See Section 3.10).

3.7.0 FACULTY WORKLOAD AND WORKING CONDITIONS

Workload is defined as the total of the instructional and other scholarly and professional service rendered to the

University by its faculty. All faculty, regardless of rank, are expected to respect and further the mission of the

University as it is expressed in the Mission and Goals Statements in the Introduction of this Faculty Handbook.

3.7.1 Full-Time Faculty

3.7.1.1 Term of Employment

Members of the Faculty receive a nine-month contract that is generally concurrent with the traditional fall/spring

academic year and is payable over a 12-month period (26 biweekly pay periods) unless otherwise stipulated

contractually. The University does not require teaching responsibilities on the part of full-time faculty members during

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the Winterim or Summer terms, but it is understood that the University’s need to prepare for upcoming semesters may

require some limited faculty involvement during these months.

3.7.1.2 Teaching

Effective teaching is a primary faculty responsibility which requires continued professional development in scholarly

ability, mastery of subject matter, and use of pedagogies that facilitate learning. Faculty are encouraged to

demonstrate effective teaching by contributing to the development of department courses, the University’s core

curriculum, and other academic and co-curricular programs. Effective teaching is determined by Provost/VPAA

evaluations, Chair, and/or department colleague evaluations, self-reports, and standardized evaluation instruments.

3.7.1.2.1 Teaching Load

The standard full-time undergraduate teaching load is 12 credits or its equivalent during each of the fall and spring

semesters. For faculty teaching solely within the graduate division, the teaching load is nine credits or its equivalent

during each of the fall and spring semesters. Credit awarded for other class formats (e.g., laboratories, studio

courses, internships, directed study, team-taught courses) is determined by the Provost/VPAA using University-

prescribed guidelines.

Faculty members may choose, but are not required, to teach overloads/additional courses based on department need.

Overloads of more than one three- or four-credit course during each of the fall and spring semesters should be

approved by the Provost/VPAA. Courses taught during the Winterim and Summer terms are not generally considered

part of the standard load, but credit assignment throughout the year may be subject to the priorities of the Academic

Planning Committee.

Chairs and others with similar responsibilities may be compensated for their efforts based on a matrix, to be

determined, that provides for an equitable system of compensation. If course release is awarded, faculty members

must teach a minimum of six credits per academic semester to retain Regular Faculty status (Section 3.2.1).

3.7.1.2.2 Teaching Responsibilities

In addition to the expected instruction and assessment associated with teaching, for each student enrolled in a

course, faculty must:

provide a copy of a course syllabus within the first week of class that clearly states course learning objectives

and outcomes as outlined in the University Catalog, course requirements, assessment tools, and policies

related to academic honesty, attendance requirements, Disability Resource Center policy, etc.

Copies of each syllabus also must be submitted to the Chair, School Faculty Support Office, and the Office of

Academic Affairs each semester

maintain an accurate record of attendance until the last day of the Add/Drop period and notify the Registrar of

sporadic or non-attendance so the University may adhere to state and federal financial aid dispersal policies

notify the Office of Academic Affairs of poor student performance by submission of first-year student early

assessments, warning notices, etc., throughout the semester

accommodate students according to Disability Resource Center (DRC) and National Collegiate Athletic

Association (NCAA) policies (see, in particular, Sections 4.3.2 and 4.3.3.3)

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assign final grades for all students enrolled in courses and submit same to the Office of the Registrar no later

than 48 hours after exam completion

Faculty are required to maintain a minimum of four regularly scheduled office hours per week each semester and are

expected to be present on campus at least four days a week.

3.7.1.3 Advising

All full-time faculty share the responsibility for the advising of students in academic and co-curricular matters.

Advising has several forms, including but not limited to the following:

advising students in the major

advising first-year students

advising student clubs and organizations

advising students in assignments outside the classroom (e.g., internships)

working with the Office of Admissions in student recruitment

and assisting students in other academic initiatives such as the pursuit of academic scholarships, internships,

career, and graduate/professional school applications, etc.

Major advisors discuss and approve advisees' academic rosters each semester prior to registration, supervise

changes in advisees' rosters, and monitor students' academic progress. Faculty advisors should be familiar with

important academic policy information and the requirements for earning the degree as per the core and major

requirements. Advising responsibilities are established to meet departmental and institutional needs. Chairs are

expected to assign equitable advising loads to all members of their department.

First-year student advisors are selected by the staff in the Center for Student Success, in consultation with the School

Deans, and may receive a supplemental contract and compensation for services. First-year advisor duties include the

following:

attending events such as Matriculation and Orientation

teaching COL 101, College Success Seminar

attending COL 101 planning meetings and faculty development workshops organized by the Center for

Student Success

reviewing academic performance (e.g., review of transcripts and online warning notices and discussion of

strategies to improve performance) of their advisees

meeting with their advisees to select appropriate courses for subsequent semesters, to change class

schedules, sign forms, provide guidance with academic issues or refer students to various University support

services as needed

and assisting their advisees in selection and declaration of majors

Advisors to Student Organizations are required for all recognized and registered student clubs and organizations and

must come from the ranks of the faculty, staff or administration of Cabrini University. The advisor’s primary

responsibility is to assist in the growth and development of students involved with the organization, to help them apply

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their classroom learning to real world situations, sound decision-making and problem-solving, and to help students to

exercise creativity and hone their leadership skills.

The level of involvement of an advisor is an individual decision, and different organizations require different levels of

advisor commitment. Generally, the University expects that student organization advisors will engage in the

following activities:

advise and assist the group to the fullest extent, while respecting the right of the student members to establish

organizational policies and make group decisions

work with the organization to ensure that policies are followed and the welfare of student participants is

protected

attend periodic meetings sponsored by the Center for Student Engagement and Leadership to keep advisors

informed about current issues of importance to student organizations

and be present during activities sponsored by the organization, to serve as a resource if required and to

intercede in the event of an emergency

Effective advising is determined by self-reports, standardized evaluation instruments, Chair and/or colleague

evaluations, and Provost/VPAA assessments.

3.7.1.4 Service

The University recognizes two levels of service—to the Department and to the University.

3.7.1.4.1 Departmental Service

Service to the Department may include participation in department meetings, course/major planning and

development, design and implementation of department assessments plans and periodic program evaluations,

oversight of equipment or facilities, student recruitment, advising of department majors and minors, moderation of

departmental clubs or societies, and other duties as required by the department.

3.7.1.4.2 University Service

Service to the University includes substantial contribution and participation in shared governance on an annual basis.

Service includes committee work involving all facets of the University, participation in faculty meetings, workshops and

University events, moderation of University clubs and societies, and active engagement in promoting the mission of

the University including involvement in community service.

Faculty also are expected to participate in Spring Honors Convocation and Commencement Weekend activities. In the

absence of unusual circumstances (e.g., simultaneous meeting scheduling, illness, emergency), committee members

are expected to attend all regularly scheduled meetings in order to fulfill their responsibility to the governance system.

In the event of chronic absences, the Committee/Subcommittee/Board Chair, in consultation with the faculty member

and the NAB, may request a replacement.

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3.7.1.5 Professional Development and Scholarship

Faculty are expected to engage in the process of professional development. This development may include published

research in refereed journals, invited essays, books or book chapters, book or literature reviews, monographs,

scholarly editing, presentations at conferences, juried exhibitions of creative work, musical or theatrical performances,

video or multimedia productions, or other forms of generally recognized academic endeavors.

Contributions to teaching in the form of pedagogical innovation, preparation and delivery of new courses, collaborative

student-faculty research, demonstrated leadership in academic affairs, meaningful involvement in professional

associations, and the attainment of advanced degrees or other forms of continuing education experiences are also

valued by the University.

3.7.1.6 Outside Employment

Full-time faculty members may engage in part-time outside employment, whether professional, instructional, or

otherwise, as long as such outside work does not interfere with normal contractual duties and full-time commitment to

the University.

Faculty members receiving a regular salary/compensation from outside employment requiring more than the

equivalent of one day per work week are required to obtain approval from the Provost/VPAA. All activities may be

reviewed with the Provost/VPAA during annual/periodic evaluation conferences or as appropriate.

3.7.2 Part-Time Faculty

3.7.2.1 Term of Employment

The faculty contract for part-time appointments is on a course-by-course basis and is payable bi-weekly during the

semester. Part-time faculty are required to complete teaching evaluations (Section 3.5.0) as part of their contract

renewal.

3.7.2.2 Teaching

3.7.2.2.1 Teaching Load

Part-time faculty may not exceed nine credits per semester and fifteen credits overall during the fall and spring

semesters. The Chair and Provost/VPAA may approve exceptions to this policy in situations of exceptional

departmental need.

3.7.2.2.2 Teaching Responsibilities

Part-time appointees have the same classroom responsibilities as indicated for full-time faculty. Part-time faculty must

be available to assist students with their academic needs either by appointment or regularly scheduled office hours.

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3.7.3 Department Chairs

3.7.3.1 Duties and Responsibilities

In general, Chairs are ultimately responsible for the contribution their departments make to the academic quality of the

University. In particular, the University depends upon the Chairs to serve as department leaders and establish

curricula and other ancillary services that advance the mission of the University. Key duties include the following:

curriculum planning and program oversight

revising of the University Catalogs

class scheduling

planning, implementing, and using student learning outcome assessments for program improvement

purposes

assessing departmental efficacy and overseeing the program review process

hiring of full-time and part-time faculty

evaluating faculty performance

assigning students for advising

representing the department on University committees

developing and overseeing departmental budgets

3.7.4 Program Coordinators

Program Coordinators, appointed by the Provost/VPAA, are selected to assist Chairs with specific course offerings,

scheduling, budgeting, faculty hiring, advising, etc., and report directly to the Chair. Program Coordinators are hired

on a semester-by-semester basis and may receive a supplemental contract and compensation.

3.7.5 Working Conditions

In addition to standard compensation and benefits (See Section 3.8.0), Cabrini University provides each full-time

faculty member with an office on the University campus, a computer, printer access, Faculty Support (e.g., secretarial

services, technology support), and a budget, managed through his/her Chair, for teaching and office supplies. Chapter

2 covers working condition policies afforded all University employees.

3.7.6 Institutional Review Board Policy

Purpose of the Institutional Review Board

All faculty and students using active human subjects in scholarly research are required to seek approval from and to

meet standards set forth by the University's Institutional Review Board (IRB) and the U.S. Department of Health and

Human Services federal guidelines for the protection of human subjects. Specifically, the purpose of the IRB is to

determine whether:

procedures of proposed research will minimize risks to subjects;

risks to subjects are reasonable in relation to expected benefits;

selection of subjects is equitable;

informed consent is obtained;

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the research plan makes adequate provision for monitoring data collected so as to ensure safety of subjects,

protection of privacy, and the confidentiality of data;

appropriate safeguards are included to protect the rights and welfare of subjects;

confidentiality of subjects is maintained;

research studies have safeguards to protect the safety of the campus community.

Types of reviews include Exempt, Expedited, and Full and are primarily classified based on apparent risk to subjects

and whether the research conducted is an established or commonly accepted educational practice. The complete IRB

policy and related forms are available at www.cabrini.edu/irb

3.7.6.1 Institutional Review Board Membership

Membership of the Institutional Review Board

The Institutional Review Board (IRB) Committee includes the following members:

the Provost/Vice President for Academic Affairs or his/her designee

the Director of Institutional Research

one external member with relevant professional competence not currently affiliated with the University or part

of an immediate family of a person affiliated with the University

one faculty member from School of Business, Arts and Media (and one alternate faculty member from that

School)

one faculty member representing a traditional Humanities discipline from the School of Humanities and Social

Sciences (and one alternate faculty member representing the same area)

one faculty representing a traditional Social Science discipline from the School of Humanities and Social

Sciences (and one alternate faculty member representing the same area)

one faculty member from School of Education (and one alternate faculty member from that School)

one faculty member from School of Natural Science and Allied Health (and one alternate faculty member from

that School)

one at-large faculty member from any discipline that primarily teaches courses at the graduate level (and one

alternate member at-large from any discipline that primarily teaches courses at the graduate level)

one faculty member appointed as Chair from any discipline

one faculty member from the above list will be appointed by the President of the University and approved by

the Board of Trustees to serve as Co-Chair.

IRB members need to be sufficiently qualified through experience and expertise to promote respect for their advice

and counsel in protecting the rights and welfare of human subjects.

IRB Committee members serve three-year terms, with a subsequent optional rotation as an alternate member for an

additional three years. IRB Committee members are appointed by the President of the University and approved by the

Board of Trustees.

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3.7.6.2 Leadership of the Institutional Review Board

The Chair of the IRB is appointed by the President of the University and approved by the Board of Trustees. The

Chair serves a three-year term with the option to renew for a second term. The Chair oversees protocol review, policy

changes, and sets agendas for meetings. The Chair must also have the same qualifications and experience as

members of the Board.

3.7.6.3 Meetings of the Institutional Review Board

The IRB meets twice a semester and as needed for full reviews. The Chair distributes agendas, minutes, and related

materials prior to each meeting.

3.7.6.4 Relevant Procedures and Policies

All faculty on the Board vote. Administrators serve ex officio. Only faculty members review protocol for approval. If a

Board member abstains from reviewing a proposal because of a perceived conflict of interest, the alternate member

will serve during the review of this proposal. Protocol reviews are to begin within seven days of receipt, except during

academic calendar breaks. Policy and procedure changes require a majority vote. All protocol approvals that require a

full review must result in a unanimous decision. A member of Faculty Support is responsible for recording the minutes

and logging protocol

3.7.7 Intellectual Property Statement

Preamble: This Intellectual Property Statement sets forth Cabrini University’s current position with respect to the

ownership of and responsibility for intellectual property created by the faculty. Although at the present time Cabrini

University does not anticipate substantial modifications to this Statement, Cabrini University, upon written notice to the

faculty, reserves the right to amend this Statement as it deems appropriate for the good of the institution. This

Statement should be understood as a unilateral policy of Cabrini University and not as an agreement between Cabrini

University and its faculty.

1. “Intellectual property” is defined for purposes of this Statement as any original work of authorship created by

an individual or group of individuals, be it presented in written, oral, recorded, visual, or digital form.

Intellectual property includes that which may be protected by copyright law or patent law.

Examples of such copyrightable work include, but are not limited to, those materials identified as

copyrightable subject matter by 17 U.S.C. §§ 101 and 102, such as syllabi, lectures, performances, articles,

books, periodicals, manuscripts, computer programs, artwork, web pages (regardless of the ownership of the

server on which they are stored), film, video or sound recordings, digital presentations, class handouts,

projects and notes, policy statements, course and academic program design.

Examples of patentable work include, but are not limited to, those materials identified as patentable subject

matter by 35 U.S.C. §§ 100 and 101, such as inventions, processes, and machines.

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2. Although Cabrini University would be within its legal rights to claim that intellectual property produced by

faculty members as employees of Cabrini University are “works made for hire” under the Copyright Act and

that Cabrini University is entitled to certain patent rights in inventions made by faculty members, except as is

otherwise set forth in this Intellectual Property Statement and unless and until this Statement is revised by

Cabrini University,

Cabrini University will permit faculty members, regardless of classification, to retain ownership of intellectual

property that they create, individually or jointly with others. Cabrini University is not responsible for the costs

or fees associated with perfecting the faculty member’s registration of ownership of his or her intellectual

property with the appropriate governmental authority, including costs or fees associated with registering

copyright in a particular work or applying for patent registration.

3. Pursuant to this Statement, Cabrini University will not assert that the method of course delivery or use of

Cabrini University’s technological resources in creating, duplicating or posting intellectual property transfers

ownership of intellectual property to Cabrini University. Except as may be otherwise separately negotiated

between the faculty member and Cabrini University, all material subject to this Statement will remain the

property of the individual who produced it (or remain the joint property of joint authors who produced it),

regardless of where the material is stored or who owns the tools used to produce it. Ownership of intellectual

property by faculty members pursuant to this Statement is limited by the following:

a. Notwithstanding the rights granted by Cabrini University to faculty members in course materials

pursuant to this Statement, each faculty member shall provide Cabrini University with a copy of all

course descriptions and syllabi used by the faculty member at Cabrini University, and Cabrini

University shall retain a non-exclusive, royalty-free, perpetual, irrevocable right to use, display, copy,

distribute, modify and prepare derivative works of such descriptions and syllabi for any purpose,

including, by way of example, for use by other faculty members teaching sections of the same or

similar courses, by future faculty members in developing similar courses if and when a faculty

member departs, and in the development of distance learning courses.

b. In order to preserve the integrity of Cabrini’s academic programs, administrative structure, and

governance, work produced by faculty members as part of an administrative duty or committee work

remains the exclusive property of the University.

All such work is a “work made for hire” under the Copyright Act. Notwithstanding the foregoing,

faculty members who work on specific administrative tasks or committee tasks may retain and reuse

materials that they have prepared as part of their administrative or committee tasks (other than

materials that include confidential information about the University or its faculty, staff or students) in

connection with subsequent employment.

Pursuant to this Statement, the awarding of special grants or allocation of special funds beyond normal salary

to encourage faculty to produce specific intellectual work does not automatically result in the retention of

intellectual property rights by Cabrini University, except as otherwise provided under the terms of the grant,

allocation of special funds or other agreement between Cabrini and the faculty member.

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Pursuant to this Statement, therefore, faculty members will obtain copyright as authors unless, for example,

the work is created under a grant or sponsored program that specifies ownership rights in Cabrini University

or some entity other than the faculty member, or is the subject of a contract modifying ownership rights.

4. An individual faculty member and the administration on a case-by-case basis may enter into written contracts

that charge the individual faculty member with creating a project specifically for Cabrini that will be owned

entirely by the University. In the event there is no written contract, pursuant to this Statement, intellectual

property will be owned by the individual faculty members participating in the project as set forth above.

The faculty understands that Cabrini University may in the future institute distance learning programs and, to

maintain the stability of the distance learning curriculum, may need to retain ownership of distance learning

course materials. In such cases, Cabrini University will contract with faculty members and third parties in order

to obtain such materials. In any event, Cabrini University, pursuant to Section 3a of this Statement, may use

course descriptions and syllabi to develop such distance learning materials without any obligation, financial or

otherwise, to the faculty member that created such course descriptions and syllabi.

5. Pursuant to this Statement, unless otherwise agreed to in a written contract, as between a faculty member and

Cabrini University, all proceeds from the license or transfer of the faculty member’s intellectual property, as

defined above, shall belong to the faculty member.

6. As professionals, faculty members are fully responsible for the intellectual property that they create and use in

their capacity as teachers at Cabrini University, including but not limited to making certain that they have the

rights necessary from third party intellectual property owners to conduct their courses, post course materials,

and engage in the other teaching activities in connection with their responsibilities at Cabrini University.

If a third party claims that a faculty member has infringed any intellectual property rights in connection with his

or her teaching at Cabrini University, the faculty member shall indemnify and hold Cabrini University harmless

from and against any such claim, including but not limited to claims related to plagiarism, posting of materials

on the Internet or any website, and illegal duplication of copyrighted material.

3.7.8 Conflict of Interest Policy

1) A member of the faculty may have a significant investment or interest, or hold an official position, in an

outside firm or organization. Such an economic or official relationship is of concern if 1) the firm or

organization is engaged in activities which parallel activities in which the University is currently or

prospectively engaged and in which the faculty member plays (or might appropriately play) a role in an

academic capacity; or 2) the firm or organization has a present or prospective relationship with the University,

e.g., as a supplier of goods or services or as a party to a research contract, and the conduct of that

relationship may involve the faculty member in his academic capacity. In either of these situations the faculty

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member shall be required to report the facts and circumstances to the Provost so that appropriate steps may

be taken to avoid a conflict of interest with faculty.

2) A number of other existing University policies pertaining to conflict of interest apply to faculty members and

are listed under ethics and other compensation clauses found in sections 3.7.1.6 and 3.1.2 part E of the

Faculty Handbook

3.8.0 FACULTY COMPENSATION

3.8.1 Full-time Faculty

The University is committed to providing equitable salaries and benefits to all full-time faculty using national II-B

Institution annual salary guidelines as reported by the AAUP.

3.8.2 Annual Salary and Benefits

Full-time faculty receive an annual salary in compensation for teaching a standard 12/12 (undergraduate faculty) or

9/9 (graduate faculty) load, ongoing professional development, advising, and departmental and University service.

Additionally, the University, when possible, will make efforts to follow AAUP guidelines that suggest no more than six

course preparations per year. Original annual salaries are determined by the Provost/VPAA, with approval of the

President, based on initial faculty rank and prior professional and teaching experience.

Annual salary adjustments may be provided by the University based on availability of financial resources. Adjustments

may include any or all of the following:

across-the-board pay raises related to the costs of living

equity adjustments within ranks based on AAUP national II-B Institution benchmarks

increases related to promotion

compensation to recognize faculty contributions to strategic priorities of the University

Faculty are required to teach on dates specified by the Academic Calendar for a given semester. Eligible full-time

faculty receive as additional compensation the annual benefits package available to all University employees. This

package may include medical, vision, dental, and life insurance, short- and long-term disability coverage, sick leave,

tuition remission, and a retirement plan (403b defined contribution plan), as well as the right to purchase upgraded

policies or additional coverage for family members. (See Section 2.5.2 for a description of University-Funded Plans

and Section 2.5.3 for a description of other University Benefits.)

In addition to the University-wide Budget Advisory Council, which includes faculty representation, the faculty may form

its own committee to develop and submit salary and benefit recommendations to the Provost/VPAA. The

Provost/VPAA is responsible for forwarding these recommendations to the appropriate University committees and

administrators, including the President and the Vice President for Finance and Administration.

3.8.3 Teaching Overload

Full-time faculty are eligible to receive additional compensation for some instructional services offered to the

University beyond the standard 12/12 load. Instructional services may include faculty/student interactions in which

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faculty instruct and assess student performance and students receive credit towards graduation (e.g., teach a

traditional course, oversee directed study or supervise internship students). Overload teaching does not increase

benefit levels.

For a traditional course, faculty are compensated on a per credit basis using the University's current pay scale based

on course level (e.g., undergraduate courses are paid at the undergraduate course rate). Guidelines and salaries for

internship supervision, undergraduate student-faculty research, and directed study are determined by the Office of

Academic Affairs.

3.8.4 Additional Duties

On a case-by-case basis, faculty may receive compensation or a reduction in teaching load for administrative duties

beyond their standard contractual agreement with the University as determined by a matrix to be developed.

Examples of additional duties include:

service as Chair or Program Coordinator

service as an advisor beyond normal department expectations, e.g., first-year student advisor, study abroad

program advisor

facilitation of undergraduate research

substantial committee leadership and service

service as a grant coordinator with substantial grant-related duties

3.9.0 FACULTY DEVELOPMENT

3.9.1 Orientation

New full-time faculty members participate in a comprehensive, year-long orientation program implemented by the

Office of Academic Affairs. This program begins with a two-day orientation preceding the fall semester introducing

new faculty members to Cabrini University—its heritage and traditions, its faculty and staff, its educational philosophy

and practice, and its faculty and student support services.

Topics and activities include the following:

the Cabrinian heritage of the University and the history of the Woodcrest estate

the University’s mission, focusing on community service and social justice

a community plunge experience with community partners

meetings with probationary faculty who discuss their own experiences as new faculty members

discussions with the Provost/VPAA and Dean for Academic Affairs on pedagogical strategies, learning

outcomes, and roles and responsibilities for new faculty members

technology policies and information

policies and procedures of the Registrar’s Office, School Faculty Support Office, and Holy Spirit Library

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meetings with academic support staff with whom they will interact and collaborate, and meetings with

members of the President’s Cabinet to gain an overview of the total University organization and functional

structure

After this orientation, new faculty meet as a cohort throughout the fall and spring semesters with the Director of the

Center for Teaching and Learning, CTL Fellows, and Deans, to discuss issues of interest and concern. Topics range

from the general education program to faculty evaluation procedures.

The Faculty Development Subcommittee also provides guidance during the first year. New faculty members are

assigned a faculty mentor as a resource during the first year. The Subcommittee also organizes various workshops

and provides documents on subjects of interest to new faculty.

Staff from the Office of Human Resources meet with each new faculty member individually to discuss pay schedules,

benefits, and policies relevant to all University employees.

3.9.2 Faculty Development Workshops

Two major faculty development workshops per academic year and several book discussions are sponsored

throughout the year by the Office of Academic Affairs in conjunction with the Faculty Development and Advancement

Committee and its subcommittees on topics ranging from pedagogical strategies and the general education program

to timely University-wide and strategic-planning initiatives.

Faculty workshops are also offered throughout the year on an as-needed basis by various faculty and student support

offices and through The Southeastern Pennsylvania Consortium for Higher Education (SEPCHE).

3.9.3 Faculty Development Funding

Various forms of funding to support attendance at discipline-specific conferences, workshops, and courses or other

scholarly endeavors are made available through the Office of Academic Affairs to promote excellence in teaching and

professional growth.

Examples of such funding include the following:

Departmental funds available to each full-time faculty member for travel, conference attendance, and

professional development

Supplemental funds obtained by application to the Provost/VPAA

Typically, these funds are limited to faculty who are presenting their scholarly/creative works at regional,

national, and international conferences/venues or to faculty playing key roles on certain University

committees.

Applications may be made at any time. Total funds available are dependent on the financial resources

available to the Provost/VPAA and are awarded at his/her discretion.

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Grants obtained from the Faculty Grants, Initiatives, and Sabbaticals Subcommittee through a competitive

application process

A call for applications will be sent out during the fall semester of each academic year, with funds dispersed

during the spring semester of that academic year. Grant recipients are expected to present the outcomes of

their work at Faculty Forums open to the University community. Total funds are dependent on the financial

resources available to the Subcommittee and the number of applicants during the academic year.

Special funds through endowments or local, state, or federal grants received by the University

The Provost/VPAA or his/her designee will be responsible for advertising the availability of such funds to

appropriate individuals and selecting awardees/recipients.

3.9.4 Sabbatical Leave

The purpose of sabbatical leave is to provide for a faculty member’s professional advancement and his/her

professional growth and intellectual enrichment not realistic under the demands of a normal teaching load. This may

include execution of meaningful research/creative projects in his/her field or other activities that are mutually beneficial

to the faculty member and the University.

The University will make every effort to provide a sabbatical leave to eligible faculty as long as the proposed

sabbatical activity will benefit both the University and the professional development of the faculty member, but

sabbatical leave is not guaranteed.

3.9.4.1 Eligibility

Tenured and rolling contract faculty who have successfully completed seven years of full-time teaching or its

equivalent at Cabrini University are eligible to apply for sabbatical leaves. A faculty member who has taken sabbatical

leave will be eligible to apply for subsequent leaves no earlier than the seventh year of full-time teaching following

his/her return from the previous sabbatical leave.

For example, if a faculty member applies for leave by October 2015 and leave is granted during the 2016–17

academic year, the faculty member may reapply no sooner than October 2023 for subsequent leave during 2024–25.

The total number of sabbatical leaves awarded during any given year shall be determined in accordance with the

University’s financial resources, its educational priorities and the availability of replacement personnel for the period

affected by the applications. Awarding of sabbaticals is competitive.

In certain cases, the University may request that a faculty member delay the sabbatical, normally for one or two years.

For example, more than one member of a department may be eligible for sabbatical leave in the same year, or the

department may need the services of a particular faculty member (e.g., as Department Chair).

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3.9.4.2 Procedure

The faculty member requesting sabbatical leave should submit a sabbatical application (which has been signed and

approved by his/her Chair) to the Provost/VPAA for evaluation by the Faculty Grants, Initiatives, and Sabbaticals

Subcommittee by Oct. 1 of the academic year preceding the one in which the sabbatical leave is to be taken.

The Subcommittee will review all applications and rank them based on three criteria:

1) contribution to the University

2) contribution of leave activities to the faculty member's professional growth and scholarship

3) realistic completion of project

Taking into consideration the applicant's previous number of sabbaticals, the Subcommittee will present its

recommendations to the Provost/VPAA by Dec. 1. The Provost/VPAA will submit a final report with his/her

recommendations to the President, who will then make the final awards prior to Feb. 1.

At the end of the sabbatical leave, an account or report of activities must be given to the Subcommittee with a copy to

both the Provost/VPAA and President. It is also expected that a faculty member will teach at the University for at least

one year following a sabbatical. If a faculty member declines to return from a sabbatical or resign from the University

before serving for one additional year, the individual may be required to repay the University for all sabbatical salary

and other costs incurred by the University in the situation.

3.9.4.3 Salary

There are two categories of sabbaticals: 1) half-year sabbaticals, and 2) full-year sabbaticals. The half-year sabbatical

may be taken for full salary, while the full-year sabbatical may be taken with half salary distributed over 26 biweekly

pay periods. All faculty rights are continued during this leave including full participation in the University benefits and

pension plan. The leave is counted towards the faculty member’s years in rank.

Total salary compensation for sabbatical employment should not exceed the faculty member's regular salary, but

additional compensation directly related to expenses associated with the sabbatical activities (e.g., travel money,

housing allowance) is allowed.

3.9.4.4 Grounds For Refusal

Taking into consideration the recommendations of the Faculty Grants, Initiatives, and Sabbaticals Subcommittee and

the Provost/VPAA, the President may refuse a faculty member’s application for sabbatical.

If the application is refused for reasons relating to available financial resources, the faculty member shall be informed

as to when he or she may reasonably expect to be allowed a sabbatical. In the event that a sabbatical is rejected for

other reasons (e.g., quality of proposed work, faculty's current involvement in key strategic initiatives), the applicant

should be informed in writing of the specific reasons the proposal has been rejected.

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3.9.4.5 Service to University

For the duration of the approved sabbatical, faculty relinquish all committee and subcommittee service responsibilities

including chair positions. If a faculty-elected committee chair (Academic Council, Faculty Assembly, Faculty

Development and Advancement Committee, and Academic Planning Committee co-chair) is scheduled for sabbatical,

the Nominating and Appointment Board will prepare nominations and hold an election for this interim position.

If an internally-elected subcommittee chair is scheduled for sabbatical, the committee itself will organize the

nomination and election of an interim chair from the existing members. If an appointed subcommittee chair is

scheduled for sabbatical, the individual responsible for the chair appointment will choose another from those currently

serving on the subcommittee.

All vacant chair positions must be filled prior to the start of the sabbatical. The time on sabbatical counts toward term

of service on elected and nominated committees.

3.9.5 Professional Leave of Absence

Faculty members may request an unpaid leave of absence for reasons that will benefit both their professional

development and the University. Reasons include, but are not limited to, serving as a visiting scholar (e.g., Fulbright)

or assisting in civic or industrial projects related to the faculty member’s area of expertise.

Leaves of absence will not be counted towards years in rank or for tenure/promotion determination and faculty

members are not eligible to receive University benefits during the leave period.

3.10.0 GRIEVANCE

3.10.0 Grievance

3.10.1 Faculty Grievance Committee

Faculty grievance procedures are the special province of the Faculty Grievance Committee (the “Committee”). The

Committee receives the grievances of faculty concerning the process by which decisions are made by the University

(“grieved decisions”). A grievance is defined as an allegation by a faculty member or group of faculty members that

there has been an alleged breach, misrepresentation or misapplication of University procedure as set forth in the

Faculty Handbook. Grievances may include, but are not limited to, cases concerning the following:

promotion,

tenure/rolling contracts,

failure to comply with the Faculty Handbook,

annual review,

academic freedom and free speech violations,

sanctions.

The Committee evaluates the grieved decision for manifest unfairness in the process and determines whether to

convene a Hearing Committee to hear the grievance.

Amendments to the grievance procedure require the joint approval of Faculty Assembly and the Board of Trustees.

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The Committee does not hear cases related to discrimination, harassment, or retaliation. Such issues are referred to

the University’s Title IX process or other relevant Human Resources procedure.

3.10.2 Faculty Grievance Committee Membership

Membership of the Committee consists of three faculty who hold tenure or have a rolling contract and an alternate

tenured/rolling contract faculty to serve in case of a conflict of interest. Members are elected by the Faculty Assembly

and serve a two-year term. Membership is staggered so that at least one member possesses a year of service on the

Committee. Members may not serve on the PTB and the Committee at the same time, and only one member of a

department may serve on the Committee in any given year. The members of the Committee elect the Chair and the

Committee meets as work requires. It is the responsibility of the Committee to receive grievances from any regular

full-time status faculty member or group of such faculty.

3.10.3 Process for Filing a Grievance

Within thirty (30) business days of grieved event or after receipt by the Committee of a notice creating a grievance,

the grievant must submit to the Chair of the Committee a written request for a hearing before the Hearing Committee.

The Committee shall not consider requests received after the above time limit. The written grievance should set forth

in detail the rationale for filing the grievance (insofar as possible), the party against whom the grievance is directed,

prior informal efforts to settle the grievance (if any), the relief/remedy sought by the grievant, and any other data the

grievant deems pertinent.

A business day is defined as a Monday through Friday during the time when the University is open (Saturdays,

Sundays, emergency closings and College Holidays excepted). The time period for the receipt of written grievances

may be extended by agreement between the Committee and the parties to the grievance if a written notice of intent to

file a grievance is received by the Chair of the Committee within the thirty (30) business day period specified above.

Such an extension shall not exceed an additional ten (10) business days.

Within ten (10) business days after receipt of the grievance, the Chair shall convene the Committee. The Chair will

provide the Committee with all of the materials supplied by the grievant. The Committee will try to resolve the

grievance by informal means with no precedent if both parties agree. The Committee may hold joint meetings with the

parties concerned to clarify issues, collect relevant facts, provide for the exchange of documents and information, and

mediate the grievance, if possible. All participants are bound by confidentiality and are subject to discipline if they

breach that confidentiality.

3.10.4 The Hearing Committee

If no resolution is reached through informal means, the Chair of the Committee will constitute a formal grievance

Hearing Committee and be the presiding (non-voting) officer. The Hearing Committee will determine whether an error

has occurred in the process by which the decision(s) were made.

The Hearing Committee consists of one fulltime tenured/rolling contract faculty member chosen by the grievant, one

full-time tenured/rolling contract faculty member chosen by the President or Provost and one full-time tenured/rolling

contract faculty member not seated on the PTB or the Committee and chosen by lot by the Hearing Committee

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presiding officer from the available pool of remaining fulltime tenured/rolling contract faculty. Each side in the hearing

will have the right to one preemptory challenge of the member chosen by lot. The Committee must establish the

Hearing Committee within twenty (20) business days of the Committee’s first meeting on the case. Once constituted,

the Hearing Committee must hear the case before ten (10) business days elapse.

If it is the decision of the Committee that circumstances warrant a different time schedule, the Committee will propose

an amended schedule to the Hearing Committee, the grievant, and the appropriate administrator or faculty

member(s). The schedule will be finalized at a meeting between the Hearing Committee and both parties to the

grievance.

3.10.5 Hearing Committee Process

The hearing shall be conducted in private. All parties are bound by confidentiality, except that either party may consult

with such advisors (defined below) as may be appropriate to the circumstances. The party consulting an advisor shall

inform him or her of the requirement for confidentiality. Indications of irresponsible discussion outside of the formal

hearing may become the basis for allegations that due process has been violated and may subject the violator(s) to

discipline.

In the hearing, the grievant shall speak first and, as determined by the presiding officer, be afforded ample time to

frame the issue(s), present any relevant testimony or evidence, question appropriate University administrators or

faculty member(s), and request appropriate relief. Upon conclusion of the grievant’s presentation, the representative

of the University or faculty member(s) shall have the opportunity to present the case of the University or faculty

member(s). Immediately following this, the grievant will be granted the opportunity to rebut the presentation of the

University administrator or faculty member(s). The administrator or faculty member(s) may then rebut the issues the

grievant raised in his/her rebuttal. The presiding officer of the Hearing Committee will be responsible for moderating

the proceedings and conducting the hearing in a fair and equitable manner.

During the proceedings, both parties will be permitted to have an advisor who is a full-time employee of the University.

No outside advisors are permitted for either party. All parties to the grievance will have the right to present witnesses

and evidence within reasonable boundaries that the Hearing Committee may impose. The University will cooperate

with the Hearing Committee and with the grievant in securing witnesses and making available documentation as well

as other evidence requested by either party to the extent permitted by law. All parties will have the right to cross-

examine witnesses. When a witness has made a written statement and cannot or will not appear, but the Hearing

Committee determines that the interests of justice require admission of that statement, the Hearing Committee will

identify the witness, disclose the statement, and, if possible, provide for written questioning. The Hearing Committee

will grant appropriate continuances to enable either party to investigate evidence or for any other appropriate reason.

In all cases except dismissal for cause or suspension, the burden of proof shall be on the grievant.

The Hearing Committee will not be bound by strict rules of evidence. Every effort will be made to obtain the most

reliable evidence. The decision of the Hearing Committee will take the form of findings of fact, conclusions, and

recommended disposition of the grievance. The findings of fact, conclusions, and recommended disposition must be

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based solely on the record and pertinent University procedures as set forth in the Faculty Handbook. A majority of the

members of the Hearing Committee must concur in the findings of fact, conclusions and recommended disposition.

The Hearing Committee shall record proceedings of the hearing. It is suggested that the presiding officer appoint a

meeting recorder, or the grievance committee collectively develop the recorded proceedings, with consideration of

issues of confidentiality.

Within ten (10) business days after the conclusion of the hearing, the presiding officer of the Hearing Committee shall

send copies of the Committee’s report to the grievant, the party against whom the grievance is directed, the

Grievance Committee members, the Provost/VPAA and the President. The report should state the decision of the

Hearing Committee, including the findings of fact, conclusions and recommended disposition.

3.10.6 Timeline/Process for Appeal of the Hearing Committee’s Decision

The grievant, within ten (10) business days of the receipt of the report of the Hearing Committee, may file a written

appeal to the President. The appeal shall not exceed 25 double-spaced pages and shall clearly explain the grounds

on which the grievant believes that the Hearing Committee erred. The President shall review the record and must

respond in writing within twenty (20) business days as to the final disposition of the grievance within the institution.

If the President accepts or rejects the Hearing Committee’s decision, the President will state in writing the reasons for

doing so to the grievant, the party against whom the grievance is directed, the Hearing Committee members, the

Grievance Committee members, and the Provost/VPAA within thirty (30) calendar days.

Unless the President is a direct party in the first instance to the grievance, or if the grievance is based on a

tenure/rolling contract decision, the President’s decision is final. If the President is a direct party in the first instance to

the grievance or if the grievance is based on a tenure/rolling contract decision, the grievant may file a direct appeal to

the Educational Quality Committee of the Board of Trustees within ten (10) business days of the receipt of the Hearing

Committee’s decision. The Educational Quality Committee of the Board of Trustees shall review the record and must

respond in writing within twenty (20) business days as to the final disposition of the grievance within the institution.

3.10.7 Responsibilities and Legal Rights for All Parties in All Grievances

Failure in any step of this procedure to communicate the decision on the grievance within the specified time limits, or

such additional period of time as shall be mutually agreed upon in writing, shall permit the grievant to proceed to the

next level of appeal.

Failure at any step of this procedure to appeal a grievance to the next level within the specified time limits, or such

additional period of time as may be mutually agreed upon in writing, shall be deemed to be acceptance of the decision

rendered at that level.

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If either the President or the Educational Quality Committee of the Board of Trustees fail to act within the mandated

timeframe, the case will be found in favor of the grievant.

If a grievant or the University proceeds directly with a legal action in the court of law, the University will terminate its

internal grievance process.

3.11.0 CONCLUSION

Cabrini University has a strong commitment to academic integrity and excellence. The faculty and administration of

the University support the AAUP statements on academic freedom and professional ethics.

The faculty personnel policies contained in this chapter establish a living-learning environment that fosters effective

teaching, scholarly research and service to the institution as well as outreach to the community.

The purposes of the policies and procedures are to achieve the mission of the University, advance the academic

reputation of the institution and enrich the individual intellectual growth of members of the faculty.

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CHAPTER 4 – ACADEMIC POLICIES AND PROCEDURES

Academic policies, procedures and regulations apply to the classroom experience and its extensions. Many of these

policies and practices are explicitly expressed in one or both of the University Catalogs, which are the official

repository of the University’s academic policies, procedures and requirements; the items that are presented in the

Catalogs are, therefore, briefly annotated below, and their “titles” are those to be found in the Catalogs.

Those items not found in the University Catalogs are presented in their entirety and include the following:

Academic Advising, Accommodations for Students with Disabilities, Approval of New Academic Offerings,

Class Attendance by Students, Classroom Management, Course Syllabus Policies, Field Trips, FERPA, Library,

Ordering Course Materials, Student Assessment, Student Retention, and Use of Campus Space.

The information in this chapter is divided into the following sections:

Academic Advising/Rostering

Academic Program

Student Evaluation

The Classroom

Miscellaneous.

Many of the items below are centered on student matters; those items that pertain to the faculty primarily are followed

by an asterisk.

4.0.0 ACADEMIC ADVISING / ROSTERING

4.0.1 Academic Advising

All full-time faculty share the responsibility for the advising of students in academic and co-curricular matters. Advising

has several forms, including but not limited to:

advising of first-year students

advising of students in the major

advising student clubs

advising of students in assignments outside the classroom, such as:

internships

study abroad

independent study

prestigious scholarships

For more information about academic advising, please see Section 3.7.1.3.

4.0.2 Adding a Course After the Free Add/Drop Period

Sets forth procedures and limitations for the process

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4.0.3 Cancellation of Courses

Establishes the University’s right to cancel courses; enrolled students are notified by the Registrar when courses are

cancelled. Faculty are notified of cancelled courses by the Department Chair.

4.0.4 Classification of Students

Enumerates credit requirements for student progress

4.0.5 Career and Professional Development

Describes the opportunities provided by the office

4.0.6 Cross-Registration with Southeastern Pennsylvania Consortium for Higher Education (SEPCHE)

Outlines opportunities available to students

4.0.7 Departments

Lists departments, majors, minors, concentrations, certifications, and options

4.0.8 Enrichment Electives

Establishes guidelines for electives and pass/fail status

4.0.9 Free Add/Drop Period

Describes the operation of the process

4.0.10 Honors Program

Describes eligibility, requirements, and objectives of the program

4.0.11 Leave of Absence and Involuntary Leave of Absence

Establishes the criteria and steps for voluntary, involuntary absence, and withdrawal

4.0.12 Pass / Fail

See Enrichment Electives.

4.0.13 Registration

Describes registration procedures

4.0.14 Resumption of Study

Explains how students can return to study at the University

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4.0.15 Transcripts

Enumerates procedures and costs for obtaining transcript copies

4.0.16 Withdrawals

See Leave of Absence and Involuntary Leave of Absence.

4.0.17 Withdrawing and Adding a Course After the Free Add/Drop Period

Describes the limitations and costs for late dropping and adding of courses.

4.1.0 ACADEMIC PROGRAM

4.1.1 Academic Offerings

Describes the University’s program offerings

4.1.2 Approval of New Academic Offerings

Academic departments may propose adding new majors, minors, concentrations or courses or modifying or removing

existing ones. Proposals for such changes should be written and submitted by the department to the appropriate

University committee for approval if approval is required or for the information of the committee if approval is not

required.

The proposal should include justification for the requested changes, a summary of resources that will be required or

saved if the changes are implemented, and the impact the changes will have on the curriculum.

4.1.3 Auditing

Sets forth procedures and costs for auditing courses.

4.1.4 Concentrations

Enumerates available concentrations

4.1.5 Conferring of Degrees

Establishes the calendar of degree conferral

4.1.6 General Education Program

Describes the program and course offerings in detail

4.1.7 Course Numbering and Prefix System

Outlines the course coding system

4.1.8 Course Waivers

Establishes the waiver process and its impact on academic standing

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4.1.9 Credit Load

Describes credit values and requirements

4.1.10 Declaring a Major/Minor

Explains the process, timeline and requirements for declaration

4.1.11 Degree Requirements

Outlines all degree requirements

4.1.12 Degrees

Lists available degree options

4.1.13 Exploration Courses

Lists all exploration courses and their classification

4.1.14 Graduate and Post-Baccalaureate Courses

Describes the available programs

4.1.15 Independent Study

Prescribes the requirements and responsibilities of independent study

4.1.16 Majors

See Departments.

4.1.17 Participation in Graduation Ceremonies

Sets forth requirements for student participation in graduation ceremonies

4.1.18 Placement for General Education Program Literacies

Outlines the process used for Mathematics and Language placements

4.1.19 Repeating a Course

Explains the requirements and GPA implications of repeating courses

4.1.20 Requirements for a Degree

Establishes minimum degree requirements

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4.1.21 Special Studies Options

Describes the Individualized Major, Study Abroad Program, International Students, Internships, and Pre-Law

Advisory Programs

4.1.22 Studying at Another University

Describes the process for taking courses at another institution

4.1.23 Summer School

Outlines the nature and operation of summer study options.

4.2.0 STUDENT EVALUATION

4.2.1 Academic Grievance Procedure

Outlines the process by which a student can grieve a faculty member’s academic decision.

(See also Student Assessment—Final Grade Grievance Policy)

4.2.2 Academic Honesty

The principal objective of the Cabrini University Policy on Academic Honesty is to encourage a dynamic, open and

honest intellectual climate based on the personal and academic integrity of all members.

Faculty, students, and administrators share responsibility for maintaining this environment of academic honesty and

integrity, accepting individual responsibility for all actions, personal and academic. Each member of the community—

faculty, students and administrators—is expected to uphold the values identified and described in this policy.

Faculty members are responsible for educating students about this policy.

The University Catalogs contain the full information on this policy including the following sections:

a. Academic Honesty Board

b. Academic Honesty Violation Definitions

c. Academic Honesty Violation Penalties

d. Academic Honesty Violation Charge, Hearing, and Appeal Procedures

4.2.3 Academic Progress

Sets forth requirements for academic progress for full-time and part-time students

4.2.4 Academic Warning, Probation, and Dismissal

Establishes criteria and procedures for probation and dismissal

4.2.5 Assessment of Prior Learning

Describes the process and limitations of receiving academic credit for prior learning

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4.2.6 Change of Grade Policy

Explains the process for and limitations on changing grades

4.2.7 General Education Program Requirements / Student Progress Record

Provides a template for tracking student completion of general education program requirements

4.2.8 Examinations (Student)

Describes the semester examination “conflict” process

4.2.9 Examinations

The University Registrar creates the official final examination schedule. In the interest of academic excellence, no

faculty members may change the date of an examination without permission of the Department Chair and the

appropriate Dean.

Exams may not be scheduled on reading days which are put into the calendar to provide study time to prepare for

exams. In certain courses, e.g., some honors courses, alternative evaluation procedures may be used. These should

be clearly articulated in the course syllabi given to both students and the Office of Academic Affairs at the beginning of

each semester.

4.2.10 Grading Standards for Undergraduate Courses

Establishes criteria for grading

4.2.11 Grading System

Enumerates grades and their mathematical / GPA values

4.2.12 Pass / Fail

See Enrichment Electives.

4.2.13 Student Assessment

All faculty share the responsibility of completing student assessments throughout the semester on a timely basis to

promote the improvement of students in their coursework. This section comprises the related topics of student

assessment and grading at Cabrini University.

4.2.13.1 Grading System

Please refer to the University Catalogs for the Grading System at Cabrini University.

4.2.13.2 Confidentiality of Grades

Faculty should maintain confidentiality of student grades at all times. This would mean refraining from posting grades

in a public place (even if identified by something other than a student’s name), or sending grades via email. Grades

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may be posted on Cabrini One through the University’s LMS. Also, please refer to the FERPA section for a discussion

of confidentiality of students with regard to their parents or guardians.

4.2.13.3 Change of Grade Policy

Please refer to the University Catalogs for the process of changing grades by faculty at Cabrini University.

4.2.13.4 Warning Notices

Warning notices should be completed by faculty for any students in danger of receiving a “D” or below in a course.

Warning notices are to be completed online no later than the mid-semester point.

When faculty submit a Warning Notice, an email with the relevant evaluation information is sent to the student’s

Cabrini email account, and it is placed into a database that advisors can access at their convenience. Faculty are

encouraged to return to the website throughout the semester and continue to send Warning Notices to additional

students or the same students as the need arises.

When logging in as an instructor, all students enrolled in each course will be listed alphabetically by course. Click on

the student’s last name to complete the Warning. There is only a comment box so please type brief comments for the

student and advisor to see.

Clicking “Submit” will send an email to the student and the database will be updated with the completed information. It

is not necessary to complete all Warning Notices at one time. Instructors can do some and return to finish others at a

later time. Also, instructors can send multiple Warning Notices to a single student. The database will keep track of

each time a Warning Notice is submitted.

Warning notices and conferences with advisors precede pre-registration for the next semester for full-time students.

Students often need to make decisions about dropping courses before the official deadline or to select courses and

credit loads for the next semester, while reviewing their experiences of the current semester.

Instructors should refer to the Section 3.7.1.3 for further information about this area of faculty responsibility.

4.2.13.5 First-Year Student Evaluations

All faculty who teach first-year students are required to complete the first-year evaluations, typically within the first four

weeks of the semester. The faculty will submit their evaluations online. Once faculty submit an evaluation, an email

with the relevant evaluation information is sent to the first-year student’s Cabrini email account.

To complete the First-Year Evaluation, the instructor should proceed to the website address listed in Appendix F.

When he/she logs in as an instructor, any first-year students enrolled in his/her courses will be listed alphabetically by

course. Click on the student’s last name to complete the evaluation (there is a “not applicable” choice for most

categories and there is room for comments at the bottom of the form).

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Clicking “Submit” will send an email to the student and the database will be updated with the completed information. It

is not necessary to complete all evaluations at one time. An instructor can return to the Evaluation form to finish at a

later time, as long as it is before the indicated cut-off date.

4.2.13.6 Intercollegiate Athlete Evaluations

The Athletics Department also will send evaluations to instructors for their student athletes. The instructor is required

to complete these evaluations in a timely basis and return them to the Assistant Athletic Director at the Dixon Center.

This is another early intervention tool that can be utilized to increase our students’ opportunities for success. These

evaluation forms are currently completed on a form that is mailed directly to the instructor.

4.2.13.7 Incomplete “I” Grades

Please refer to the University Catalogs for the process a faculty member should use to issue an incomplete “I” grade

by faculty at Cabrini University.

4.2.13.8 Grade Submission

All final grades must be submitted by faculty members through CabriniOne within 48 hours after their course’s final

exam. The final submission for each semester is listed on CabriniOne under the Final Grades section, but is typically

within 48 hours after the last scheduled final exams. There is typically another earlier deadline for any graduating

seniors or Master’s program completers that semester.

4.2.13.9 Final Grade Grievance Policy

Students have the right to file an academic grievance with the faculty member if they disagree with their final grade.

The faculty member should explain to the student the basis of the grade. If the faculty member decides to change

the student’s grade, then the faculty member must follow the procedure outlined in the University Catalogs for

Change-of-Grade Policy.

If the faculty member does not agree with the student and wants to maintain the original grade, the student can follow

up with the Department Chair or Program Director with the procedures outlined in the University Catalog.

See the Catalogs under Academic Grievance for more information on this topic.

4.3.0 THE CLASSROOM

4.3.1 Academic Support Services

Describes Academic Counseling, Center for Teaching and Learning, Support Services for Students with Disabilities,

and the Graduate Studies Programs.

4.3.2 Accommodations for Students with Disabilities

On occasion, a faculty member may have in class a student with a documented physical, psychological or learning

disability. Under federal law and in keeping with the philosophy of the University, the student must be given

appropriate accommodations. These are not intended to give the student an advantage over others, but rather to

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provide equal opportunities for that student to succeed. The standards and requirements for successful completion of

the course should not be lowered for such a student.

A faculty member shall allow or provide appropriate and reasonable accommodations to students with documented

disabilities. Any such accommodations must be approved by and coordinated with the University’s Coordinator of

Disability Resource Center (DRC). It is the responsibility of the student to provide the faculty member with

documentation from the DRC Coordinator verifying the need for and specifying the type of accommodations needed.

Prior to requesting accommodations, the student must provide documentation to the DRC Coordinator supporting the

claim of a disability. After verifying the claim, the Coordinator will give the student a form to take to his or her professor

that specifies the type of accommodation(s) the student requires.

4.3.2.1 Typical Accommodations

Typical accommodations include the following:

allowing extra time to take a test (usually 1.5 to 2 times the normal amount of time)

allowing a student to take a test in a distraction-reduced setting (to be arranged in advance by the student

with DRC)

allowing a note taker for a student

excusing spelling errors on in-class writings or allowing a student to use a word processor or spell checker

allowing a student to have a reader or a tape version of a test (to be provided by DRC)

allowing a student to tape record lectures

4.3.2.2 Assessment Accommodations

If a student is allowed to take a test in a setting provided by the Disability Resource Center (DRC), the student must

arrange with DRC for such a setting. The faculty member will provide DRC with the test as well as specific instructions

and information such as the date and time of the test, what aids a student may use (open book or open notes, a

calculator, note card, etc.), how late a student may arrive and still take the test, and instructions for returning the test.

These instructions shall be provided on a Testing Accommodation Form (TAF) that must accompany each test. The

test and TAF shall be provided to DRC by hand-carrying them to DRC, putting them in an envelope in the secure DRC

mailbox in the faculty mailroom, or emailing or faxing them to DRC at least one day in advance of the test.

Under no conditions should the student be allowed to carry the test to the testing location. The student shall take the

test at the same time as the rest of the class unless there are extenuating circumstances. In such a case, an Exam

Reschedule Form shall be completed by the student and signed by the instructor.

If a student only needs extra time for a test, the instructor may opt to provide that to the student in the classroom or in

the faculty member’s office. If the faculty member does not wish to provide this, the student should be allowed to take

the test under the supervision of DRC using the procedures described above.

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A faculty member who gives unannounced quizzes as part of assessment in a course should communicate with the

students the policy on the quizzes early in the semester. Suggestions for accommodating students with disabilities

without drawing attention to their needs include:

giving the quizzes at the end of class and allowing a student who needs extended time to stay after class to

complete the quiz

allowing the student to take only a portion of the quiz and grading only that portion

allowing the class to complete the quizzes outside of the classroom and submit them the next day or next

class meeting

4.3.2.3 Recording Agreement

If a student’s disability requires that he or she tape lectures, the faculty member has the right to request a written

agreement (Recording Agreement Form) prior to allowing the taping to begin.

4.3.2.4 Timely Notification

A student must provide timely notification to a faculty member of a required accommodation. If reasonable advanced

notice is not provided by the student to the faculty member, the faculty member is under no obligation to allow the

accommodations. The requirement to provide reasonable accommodations commences once the student provides

the faculty member with the documentation from DRC. A student should not be allowed to retake tests or assignments

that were given prior to the form being received by the faculty member.

4.3.2.5 Confidentiality

The faculty member shall treat any information on the special needs of a student with the utmost of confidentiality.

The faculty member shall not draw attention to the needs of the student by discussing the needs with the student in an

open place or having the student take a test in a public place other than the classroom.

4.3.2.6 Appeals

If a faculty member believes a student does not warrant an accommodation or if the faculty member feels it subjects

him or her to undue burden, he or she may challenge the request for an adjustment with the Director of the Disability

Resource Center (DRC). If the faculty member and the Coordinator of DRC are unable to reach an agreement, the

matter shall be brought to the faculty member’s Department Chair for resolution.

If that effort is not successful, the matter shall be brought to the appropriate School Dean within five days of the

attempt of the resolution by the Department Chair. The Dean shall have the final decision in the matter. Until such a

time as the matter is resolved, the faculty member must provide the original accommodations to the student.

4.3.2.7 Referrals

If a faculty member believes a student has a disability, he or she can refer the student to DRC or can contact the

Director of DRC. The faculty member may not ask the student whether he or she has a disability if the student has not

divulged that to the instructor. Also, the Director of DRC is not allowed to divulge any information about a student to

an instructor without the student’s consent.

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4.3.2.8 Syllabus

Each course syllabus should include a statement provided by DRC on disability accommodations. If a faculty member

has any questions or concerns, he or she should contact the Coordinator of DRC.

4.3.3 Class Attendance by Students

The following procedures elaborate information contained in the University Catalogs. Cabrini students are responsible

for class attendance and are expected to know what is required for each course in which they are enrolled from the

instructor’s course syllabus.

Faculty are strongly encouraged to have an attendance policy. There is often a high correlation between class

absence and low achievement. Accurate attendance reporting is solicited throughout the semester.

4.3.3.1 Short-Term Absences

Short-term absences (for one to three classes) for such reasons as illness, funerals, accidents, etc., should be

reported directly to the instructor at the phone number or email address supplied in the syllabus. Faculty should

address how excused and unexcused absences will be handled for exams and other assignments in their course

syllabus.

4.3.3.2 Long -Term Absences

Long-term absences (more than three classes) should be reported to the Office of Academic Affairs. Medical or other

documentation may be required. The instructor will then be notified regarding the circumstances of the student.

4.3.3.3 Intercollegiate Athletes

The Athletics Department strongly encourages student-athletes to attend all of their classes. There are times,

however, when the competition schedule of the University’s athletic teams requires student-athletes to miss class in

order to participate. On those occasions, faculty members are required to excuse a student-athlete from class without

penalty and with the understanding that the student is responsible for making appropriate arrangements to make up

any work missed as a result of the absence.

Student-athletes are not required to miss class for practice, study halls, film review, or weight training, and faculty

members should not excuse them for those purposes.

Occasionally, faculty members may have reservations about excusing a student-athlete from class earlier in the day

than may seem reasonable for a late afternoon game. Typical pre-game preparation (training-room requirements,

dressing, warm-up periods) requires approximately two hours, and the most distant competitor is approximately a two-

hour bus ride from campus. Consequently, a request for release from class four hours prior to the scheduled start time

of a competition may not be as unrealistic as it may first appear.

Faculty members who wish to verify a student-athlete’s need for an early class release may contact the Assistant

Director of Athletics or the Faculty Athletic Representative to request confirmation.

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Prior to the start of their athletic season, students are responsible for reviewing their class schedules, identifying any

potential conflicts, recording them on a “Class Release Form,” and submitting them to the Athletics Department.

The Assistant Director of Athletics will verify the conflict by signing the form and returning it to the student. The

student will then submit the form to his/her faculty member, who must also sign off and retain a copy of the form. If it

becomes apparent that student-athletes’ competition schedules require that they miss half or more of the classes for

any given course, they should be referred to their academic advisor, the Faculty Athletic Representative or the

Director of Athletics and Recreation for additional review and discussion.

The Athletics Department strongly encourages student-athletes to communicate with their academic advisors about

their participation on an athletic team, so that the advisor can offer support and recommendations that assist the

student in successfully meeting his/her academic obligations.

4.3.3.4 Non-Attendance Forms

Instructors should complete the Non-Attendance online form by the third week of class because non-attendance can

affect a student’s financial aid and residence status. When the Registrar receives these forms, he/she will send a copy

to the faculty advisor, the student, and Office of Financial Aid. If students drop classes and their number of credits fall

below 12 in a semester, they are in danger of losing residency and financial aid. Advisors should contact their

students if they receive one of these forms.

4.3.3.5 Classroom Attendance Recorded

It is the instructor’s prerogative to decide on an attendance policy and clearly define it in the course syllabus.

However, it is beneficial for faculty to take attendance for each class, as this is required information for first-year

evaluations, student-athlete evaluations, warning notices, and the notice of Non-Attendance mentioned in this section

and the section on Student Assessment.

4.3.3.6 Class Cancellation

If, for reason of illness or personal matters, a faculty member is forced to cancel a scheduled class, he/she is required

to do the following:

Call the Registrar’s Office before class time at 610-902-8545.

If there is no answer, call the School Faculty Support or Office of the Provost at 610-902-8301.

Indicate the time and location of the class to be cancelled and the reason for the cancellation.

If possible, indicate when the classes or exams will be rescheduled.

The Registrar will notify:

The Department Chair

The School Dean and Assistant to the School

A notice for students will be posted on the classroom door.

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4.3.3.7 Schedule conflicts and absences

A credit-bearing class may require students to participate in events outside of the designated hours of the course as

listed on the master schedule.

In these cases, the required hours must be clearly stated in the course syllabus at the beginning of the semester. If

this requirement conflicts with a student’s class attendance in another class, priority is given to class attendance in the

course as listed on the master course schedule. The student is responsible for notifying the instructors of both classes

with a scheduling conflict to work out a solution.

Co-curricular programs (non-athletics) may require students to participate in events that may at times conflict with

class attendance. Priority is given to class attendance for hours during the regularly scheduled hours on the master

schedule and any other attendance requirements that are clearly stated in the course syllabus at the beginning of the

semester.

Students are responsible to review their semester schedule ahead of time to identify any scheduling conflicts and to

notify instructors of these conflicts. Students should determine with their advisors if the conflicts would make the

withdrawal from a course or co-curricular activity advisable. If a course requires attendance during a time that is not

listed on the master schedule or on the course syllabus and a student already has scheduled a University-sanctioned

co-curricular event, priority is given to the co-curricular event.

4.3.4 Classroom Management

It is the responsibility of each faculty member to conduct classes in a manner that results in effective and efficient

student learning. Faculty should develop appropriate procedures that result in classroom routines, discipline and focus

that increase the likelihood of students’ successfully achieving course outcomes. A faculty member may dismiss a

disruptive student from class.

4.3.5 Course Syllabus Policies

A syllabus must be distributed to students on the first day of each course. The syllabus may be posted on the web or

printed and distributed during class.

4.3.5.1 Organization of Syllabus

Each syllabus should include the following:

Heading (course number, name, semester, year, and name of instructor)

Instructor office location, office hours, email address, and phone contact information

Course description based on information contained in Cabrini University Undergraduate or Graduate Catalogs

Required textbook(s) – including title, author, publisher, and edition

If another edition is acceptable, it must be stated in the syllabus.

Required materials or equipment

Course outcomes and assessment

Course requirements

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Evaluation of student performance/grading

Information about the number and types of exams and other graded assignments and their approximate dates

and percentage or point values relative to the final grade must be included in the syllabus.

University Policy on Academic Honesty

Holy Spirit Library

University Policy on the Disability Resource Center

4.3.5.2 Student-Learning Outcomes

The Justice Matters – General Education Program Student-Learning Outcomes are to be listed on the syllabus

for any undergraduate course which is within the four required divisions of the Justice Matters program.

These include courses within the Explorations (Heritage, Individual and Society, Aesthetic Appreciation, and Values),

a Seminar (University Success 101), the Engagements with the Common Good (ECG 100, 200, and 300), and the

21st Century Literacies (Information Literacy, Cross-Cultural/Foreign Language Literacy, Quantitative Literacy,

Religious Literacy, and Scientific Literacy).

4.3.5.3 Changes to Syllabus

Modifications to course policies, examinations, basis for grades or other information provided in the initial syllabus

should be distributed to students in a timely manner. These changes are to be given to the student in writing or posted

on the course webpage.

4.3.5.4 Submission of Syllabus

Faculty are required to submit an electronic copy of each course syllabus to their department chair each semester or

equivalent of a semester to be uploaded onto the appropriate electronic repository.

4.3.6 Enrollment Verifications

Outlines timelines and fees for verification of student enrollment.

4.3.7 Field Trips

Faculty members are welcome to lead field trips as part of a course, a club, or other University-sponsored

organization. The purpose of a field trip must be relevant to the mission of the University and/or the purposes of the

course, and the faculty member leading the trip must be acting within the scope of his/her employment at the

University.

4.3.7.1 Procedures for Faculty-Led, University-Sponsored Field Trips

A faculty member planning to lead a field trip as part of a course should inform their Department Chair prior to the

beginning of the semester or as soon as possible when planning.

Prior to the date of the trip, the faculty member should provide the Department Chair with a list of students who will be

participating in the field trip.

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On the day of the trip, emergency communications should be available at all times. A working cell phone is sufficient

for this purpose. If the field trip is in a remote location, emergency transportation should be available at all times.

Faculty members should complete an Assumption of Risk, Waiver, and Release from Liability form

(see Section 4.3.7.2).

4.3.7.2 Waiver of Responsibility

All students participating in a field trip must sign an Assumption of Risk, Waiver, and Release from Liability form.

Faculty leading the field trip should maintain this copy for a period of no fewer than twelve (12) months following the

trip.

4.3.7.3 Use of Personal Vehicles

Personal vehicles should not be used to transport students to the field trip location. All transportation should be

provided by the University if the event is sponsored by a faculty member.

4.3.7.4 Use of University Vans

The Office of Public Safety is responsible for scheduling van service. All van requests should be submitted online

using the van reservation form located on the Cabrini University website found in Appendix F.

Requests received verbally, via letter, or via email cannot be processed. The request must be received 72 hours prior

to the date needed. You will be contacted via email about the availability of vans for the date(s) requested. Please see

Section 5.15.0 for additional information.

4.3.7.5 Ordering Course Materials

Cabrini faculty members are encouraged to order their course materials through the Cabrini University Bookstore.

Orders are due by April 15 for the fall semester, Oct. 15 for the spring semester, and March 15 for summer courses.

These orders can be placed in two ways:

1. Hardcopy forms: Bookstore staff will send hard copies of the Course Material Adoption forms midway through

the semester prior to the course. These forms can be returned to the Bookstore through campus mail.

2. Online: Course Material Adoption forms can be filled out and returned at the website listed in Appendix F.

This website can be used to search for text materials within a large database of textbooks being used by

other colleges and universities.

The Bookstore asks that faculty fill out adoption forms completely, especially remembering the following:

To make sure all of the information is correct for your classes, including section number and instructor name.

Even if a class does not require a text, to notify the Bookstore so students also can be informed.

To inform the Bookstore if a course pack is being used.

To be sure to clarify copyright before creating a course pack.

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Faculty also may ask students to order course materials from places other than the Cabrini University Bookstore, but

should assume responsibility for instructing students in the ordering process.

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4.4.0 MISCELLANEOUS

4.4.1 Academic Honors and Awards

Describes academic awards and requirements for degrees with honors.

4.4.2 Academic Review Committee

Describes the function of a committee to review requests for exceptions to University policy.

See Section 1.1.9.5 for further information.

4.4.3 Affiliations

Reviews special studies affiliate program options.

4.4.4 Certificates

Outlines certificate program options.

4.4.5 Family Educational Rights and Privacy Act of 1974 (FERPA)

FERPA legislation protects the privacy of all student educational records. FERPA mandates apply to all academic

records which relate directly to a student and which are maintained by an academic institution.

When a student reaches the age of 18, or when a student enters post-secondary education (regardless of age),

FERPA rights transfer to the student.

4.4.5.1 Student Rights

Under FERPA, a student’s primary rights include the following:

The right to view and inspect education records

The right to request to amend education records

The right to control disclosure of information from education records—more specifically, the right to limit

disclosure of personally identifiable information known as “directory information”

4.4.5.2 Release of Information

The terms of this legislation allow for each institution to release certain information, designated “Directory

Information,” to be released without a student’s consent. This is information which is not considered harmful or an

invasion of privacy if disclosed. Cabrini University has designated the following information as “Directory Information”:

Name

Major field of study

Class level

Anticipated date of graduation

Dates of attendance

Participation in officially-recognized activities

Degrees and awards received

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Most recently-attended educational institution

Cabrini University may release records identified as public or directory information for all students currently enrolled

without written consent, provided that students have been notified of these categories. Students do retain the right to

refuse the disclosure of any and/or all categories of directory information.

Disclosures without written consent may be given at any time to the following officials and representatives:

Authorized representatives of government agencies for the purpose of audit and evaluation of federal and state

programs (for example, the Secretary of the Department of Education and the Attorney General)

State and local officials

Veterans’ Administration officials

School officials with a legitimate educational interest within the institution the student attends

Officials of other institutions at which the student plans to enroll

Information which has been designated as “Non-directory Information” may not be released without a student’s

consent. This information includes the following:

Social Security Number

Citizenship

Gender

Religious Preference

GPA

Grades

Student Campus Address

Student Home Address

Student Email Address

Telephone Number

Student Class Schedule

4.4.5.3 Parental Disclosure

The FERPA legislation establishes clear guidelines for disclosing information to parents. Information may be disclosed

only if (1) a student’s written consent is obtained on a FERPA waiver form, (2) parents have established a student’s

dependency, as defined by the Internal Revenue Service (by submitting an income tax form), or (3) if the University’s

drug or alcohol policy has been violated, but only if the student is under the age of 21.

Under FERPA, a student’s rights to inspect educational records does not include access to (1) parental financial

information, (2) confidential letters and recommendations to which the student has waived the right of inspection, and

(3) educational records containing the names of more than one student.

The Registrar’s Office maintains records of students’ waiver forms; faculty members should consult the Registrar

about a student’s FERPA status each time before speaking to a parent.

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Further information regarding FERPA rules and regulations is available in the 2001 FERPA Guide published by the

American Association of Collegiate Registrars and Admissions Officers. This publication is available in the Office of

the Registrar as is information of Cabrini’s practices with regard to FERPA.

4.4.6 Graduation Procedures

See Section 4.1.1.7.

4.4.7 Honor Societies

Enumerates and describes honor societies open to membership by qualified students

4.4.8 Library

The following policies and procedures can be found on the Holy Spirit Library website:

Acquisitions

Borrowing Privileges

Circulation

Collections / Collection Development

Confidentiality of Library Records

Copyright Compliance

Electronic Reserves

Faculty Services

Interlibrary Loan

Photocopying and Printing

Purchase Requests

Reserve Desk

Searching the Cavalog

4.4.9 Student Retention

Faculty play an important role in both the voluntary and involuntary decisions of students to continue their enrollment

at Cabrini University. When students consider themselves valued members of the institution, they are more likely to

finish their University education in a timely manner. The frequency and quality of a student’s relationship with course

professors and academic advisors are significant factors in the decision of a student to remain at the University.

Cabrini faculty members are encouraged to view their role not only as instructors of course material but also as

supporters of student body retention.

Cabrini University has instituted a formal process for retaining students who are at risk of leaving the University

because of poor academic performance. Faculty should pay particular attention to the sections on advising and

student assessment; in them the processes of Academic Warning, Probation and Dismissal procedures are

described.

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4.4.10 Use of Campus Space

Faculty members are able to arrange for use of the following communal campus spaces:

Grace Hall Multipurpose Room

Classrooms

Grace Hall Academic Affairs Conference Room

Grace Hall Atrium

Library Spaces

Mansion Dining Room/Sun Room

Mansion Foyer

Margaret Hamilton Duprey Auditorium in the Antoinette Iadarola Center for Science, Education, and

Technology

Widener Center Lecture Hall

Jazzman’s Café

Any questions about the contents of this chapter—or academic policy matters not addressed in it—should be

addressed to the Office of Academic Affairs or the School Dean.

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CHAPTER 5 – STUDENT LIFE POLICIES

At Cabrini University, Academic Affairs, and Student Life work collaboratively to provide students with an enriched

campus learning environment. Policies, procedures, resources, and programs that affect a student’s quality of life

outside the classroom often influence the quality of their performance inside the classroom.

As a consequence, faculty members who have a working familiarity with those processes enhance their ability to

advise, support, and refer their students accordingly.

5.0.0 PRIMARY RESOURCES

To ensure familiarity with major policies, procedures, programs and resources related to student life at Cabrini

University, faculty members are encouraged to review two primary publications of the Division of Student Life, both of

which are updated on an annual basis: the Student Handbook and Community Standards for Student Conduct.

The annual edition of the Student Handbook is posted online prior to the start of fall semester classes each August,

and is available at https://www.cabrini.edu/handbook. The handbook is not available in hard copy form, but can be

printed from the website.

The annual edition of Community Standards for Student Conduct is also available prior to the start of fall semester

classes, and is distributed in hard copy form each year to all students. The publication is available at

https://www.cabrini.edu/handbook.

5.0.1 Alcohol Policies

5.0.1.1 Student Use

Consistent with state law, the University prohibits students who are under the age of 21 from possessing, consuming

or being in the presence of alcoholic beverages while on-campus. Students who are of age are permitted to possess

moderate amounts of alcohol for their own personal consumption.

Student consumption of alcohol or possession of open containers of alcohol in public areas of the campus

(hallways, lounges, buildings, on the University grounds) is not permitted. Beer kegs, beer balls, and any similar type

of common source containers are not permitted. Programmatic exceptions may be authorized by the Vice President

for Student Life.

5.0.1.2 University Programs

Alcohol is generally not served at University programs where the majority of those expected to attend will be under the

age of 21. At Cabrini, the vast majority of juniors and many first semester seniors have yet to reach the legal drinking

age. Responsibility is assumed by the sponsoring department for managing the distribution and consumption of

alcohol at University-sponsored events.

https://www.cabrini.edu/handbook

https://www.cabrini.edu/handbook

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5.0.1.3 Faculty-Sponsored Programs

Individual faculty members interested in planning on- or off-campus events for students that include the use of alcohol

should contact the Office of Student Life to discuss the proposed program prior to implementation. Faculty members

programming off-campus activities involving the use of alcohol are subject to the laws of the state in which the event

is being held.

5.0.1.4 Faculty Chaperones at Student Events

Faculty members may be asked to serve as a chaperone for student events when a) they are the designated advisor

for a student organization that is programming an event (e.g., an on-campus dance) and/or b) a student organization

is sponsoring a large event that requires the presence of several volunteer chaperones (e.g., the annual

Student Government off-campus formal).

Generally, the role of the chaperone is to provide oversight for the event, serve as an on-site resource for the student

sponsors if required, and ensure that participant behavior is in keeping with the University’s Community Standards

and policies. Faculty advisors and those who are approached by students asking for their assistance as event

chaperones should contact the Director of Student Engagement and Leadership to review the roles and

responsibilities of chaperones in greater detail.

5.1.0 ATHLETICS

5.1.0.1 Philosophy

Cabrini’s men’s and women’s athletic teams compete at the NCAA Division III level and are members of the Eastern

College Athletic Conference (ECAC) and the Colonial States Athletic Conference (CSAC).

Colleges and universities in Division III place highest priority on the overall quality of the educational experience and

on the successful completion of a student-athlete’s academic program. They seek to establish and maintain an

environment in which a student-athlete's athletic activities are conducted as an integral part of his/her educational

experience. Division III University’s also seek to establish and maintain an environment that values cultural diversity

and gender equity among their student-athletes and athletic staff.

5.1.0.2 Release from Class

The University’s policies regarding student absences to participate in athletics are outlined in Section 4.3.3.3.

5.1.0.3 Faculty Athletic Representative

The NCAA requires each member institution to appoint a Faculty Athletic Representative (FAR). The role of the FAR

is to provide oversight and advice in the administration of the University’s athletic program, and to ensure its

commitment to academic integrity and the welfare of student-athletes.

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The Faculty Athletic Representative for Cabrini University is Dr. Seth Frechie, Professor, English, Grace Center,

Room 214 (610-902-8364), [email protected]). Faculty members should consult Dr. Frechie about academic

issues affecting student-athletes.

5.2.0 CAMPUS SAFETY AND SECURITY

Officers from the Department of Public Safety are available to provide assistance 24 hours a day and seven days of

the week. The Department conducts foot and/or vehicular patrols of campus buildings and grounds and assists with

monitoring access to designated student residence halls.

Public Safety staff are trained and annually updated in the areas of cardiopulmonary resuscitation (CPR), first aid, use

of the Automated External Defibrillator (AED), conflict and crisis resolution, patrol procedures, and fire safety. The

Department is also responsible for managing and enforcing the University’s parking program and policies, and

coordinating the campus identification-card system.

In case of emergency, faculty members should call for officer assistance at 610-902-8245, or use one of the blue

emergency call boxes located throughout the campus. When calling, please speak clearly; provide your name,

location, and any other essential information. Officers will respond immediately to assist you.

Individuals concerned about traveling from one area of the campus to another at night may call Public Safety and

request an escort.

5.2.0.1 Crime Reporting

Faculty responsibilities for crime reporting as required under the “Clery Act” are outlined in Section 2.9.6.

5.3.0 COMMENCEMENT

The planning and staging of the University’s annual Commencement ceremony is the cross-functional responsibility of

a wide variety of campus departments, coordinated by the Office of Student Life. Commencement Mass, traditionally

held on the evening prior to Commencement, is coordinated by Campus Ministry.

A review of faculty roles and responsibilities as they relate to Commencement can be found in Section 3.7.1.4.2.

5.4.0 COMMUNITY STANDARDS FOR STUDENT CONDUCT

The University’s Standards for Student Conduct represent both the rights and responsibilities of members of the

Cabrini community and make it possible for a diverse group of individuals to live, interact and learn together in ways

that promote an “Education of the Heart.” The disciplinary process for students who violate the standards is

educational and intended to encourage individual responsibility and respect for the rights of others.

Following are the standards and examples of unacceptable behavior associated with each:

mailto:[email protected]

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5.4.0.1 Treat Every Person in this Community with Respect:

Discrimination, bias-related behavior, hazing, physical harm, psychological harm, retaliation, sexual assault, and

sexual harassment

5.4.0.2 Uphold a High Level of Honesty and Integrity:

Theft, attempted theft, dishonesty, improper or false identification, misuse of parking privileges, violations of dining

and housing contracts, academic dishonesty, and misuse of electronic communication.

5.4.0.3 Promote the Peace, Health, and Safety of the Community:

Violation of the alcohol and drug policies, disorderly and/or indecent conduct, dangerous practices, and non-

compliance with fire-safety policies.

5.4.0.4 Demonstrate Respect for Property:

Destruction of property, unauthorized usage of property and facilities

5.4.0.5 Comply with University Policies:

Failure to comply, abuse of the judicial system, interference with University operations

Faculty members may file written reports of alleged violations of community standards with the Dean of Students, who

serves as the University’s Chief Judicial Officer, or his/her designee.

Alleged instances of academic dishonesty should be addressed as outlined in Section 4.2.2 and the University

Catalogs.

Students alleged to have violated community standards have specific procedural rights, which form the basis of the

University’s disciplinary process. Detailed information about student rights and the judicial process can be found in the

publication, Community Standards for Student Conduct, available at https://www.cabrini.edu/handbook or in hard copy

through the School Faculty Support Offices.

5.5.0 COUNSELING AND PSYCHOLOGICAL SERVICES

Counseling and Psychological Services (Grace Hall, 610-902-8561) provides students with individual and group

counseling, crisis intervention, and programs for personal growth and enrichment. The office also provides

consultation to faculty and staff on student and student-life problems. All services are free of charge.

Faculty members may find themselves in a position to observe and recognize changes which signal distress in

students. Many students initially seek assistance from faculty members, or a faculty member may become concerned

with behaviors observed in a student.

https://www.cabrini.edu/about/departments/student-life/handbook-and-code-of-conduct

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5.5.0.1 Referrals

A referral to Counseling and Psychological Services is appropriate any time that the faculty member thinks a student

might benefit from professional assistance and the faculty member:

feels that a student’s problem is more serious than he/she feels comfortable or capable of dealing with

has attempted to resolve his/her concerns with a student without success

has been approached by a student asking for information or assistance about getting help

Faculty members who are concerned about a student—but unsure about the process for or appropriateness of a

referral—are invited to contact the office and speak with one of the counselors.

5.5.0.2 Emergency Assistance

A faculty member who requires immediate help to resolve a student's emotional or psychological crisis during normal

working hours should contact Counseling and Psychological Services at 610-902-8561 and indicate that there is an

emergency situation.

A counselor will respond immediately, consult with the faculty member and determine what course of action is

required. Assessment, triage, de-escalation of the crisis, treatment, consultation, and referrals may be provided for the

student.

If there is an emergency after-hours, faculty members should contact Public Safety at 610-902-8245. The officers who

arrive will respond to any immediate health and/or safety issues, and then contact the Student Life professional on-

call to mobilize appropriate assistance for the student in crisis.

5.5.0.3 Confidentiality

It is important for faculty members to understand that counseling is confidential in nature and the information

regarding counseling sessions cannot be released without a student’s prior written permission. Counseling and

Psychological Services is mandated by law to maintain confidentiality about a client’s visit to the office, as well as the

content of the session.

The only exceptions to the confidentiality laws are when there is a clear and present danger of harm to one’s self or

others; there is imminent danger that someone’s life is at risk; there is concern regarding child abuse; there is a court

order to release information; or the client has waived confidentiality.

Faculty members interested in following up on a referral to Counseling and Psychological Services should speak

directly with the student whom they referred. Alternately, if a student is willing to sign a release form, the counselor will

be happy to discuss recommendations with faculty members.

5.6.0 DISABILITIES – POLICIES, ACCOMMODATIONS, AND RESOURCES

Please see Section 4.3.2 for complete information on policies and resources related to students with disabilities.

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5.7.0 ACADEMIC FIELD TRIPS / OFF-CAMPUS TRAVEL WITH STUDENTS

Please see Section 4.3.7 for policies and procedures related to off-campus travel with students. Information about

the reservation and use of University vans for off-campus travel can be found in this section under the heading,

“Vans – Reservation and Use.”

5.8.0 HEALTH SERVICES – EXCUSED ABSENCES

Health Services does not issue written excuses for students to cover class absences, missed examinations, or failure

to complete assignments as a consequence of illness. Rather, students who miss class due to illness are encouraged

to contact their faculty member(s) to inform them of the reasons for their absence.

If requested by a student, Health Services will verify that the individual presented to the department for service.

The department also will notify the Office of Academic Affairs if a student has an extended illness or requires

hospitalization.

5.9.0 ON-CAMPUS HOUSING

The University’s approach to the allocation of on-campus housing is often a topic of discussion among current and

prospective students, and frequently faculty members are approached with questions and concerns about housing

policies and procedures.

Faculty are encouraged to refer students with housing concerns to the Office of Residence Life. Familiarity with the

University’s housing policy can, however, assist faculty members in addressing the most basic housing questions that

students may have.

Cabrini University provides students with on-campus housing on a space-available basis and does not guarantee that

housing will be available for all class years. Priority is given to rising sophomores and juniors already residing on-

campus and incoming first-year students who are admitted as residents. Housing is offered to rising seniors on a

space-available basis and distributed via a random lottery process.

Students eligible to receive on-campus housing must be no more than 22 years of age at the start of the fall semester

and enrolled on a full-time basis (minimum of 12 credits).

Requests for exceptions are considered on a case-by-case basis. Typically, if a resident student drops below 12

credits as a consequence of having withdrawn from a class after the start of the semester, she/he will be permitted to

remain in residence. Faculty members are encouraged to refer students in that situation to Residence Life.

Students who leave campus housing voluntarily become ineligible to participate in the housing selection process for

the subsequent academic year and may only return to the halls on a space- available basis.

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Housing in the Cabrini Apartment Complex is limited to upperclass students in good disciplinary standing at the time

of the annual housing assignment process. In distributing assignments to the Cabrini Apartment Complex, priority will

be given to upperclass students who have not yet had the opportunity to reside there.

The Office of Residence Life maintains a resource list of local area property rentals for use by students who are

interested in finding off-campus accommodations. The list is available at www.cabrini.edu/OffCampus.

5.10.0 POSTING FLYERS, NOTICES, BANNERS, AND ADVERTISEMENTS

The Center for Student Engagement and Leadership is responsible for administering the University’s policy and

approval process for posting material in public areas of the campus. Faculty members interested in posting material in

areas designated for that purpose should review the policy, available in the Student Handbook (page 53) at

www.cabrini.edu/Policies, under Posting Policies.

5.11.0 STUDENT ACTIVITIES

Working in collaboration with faculty, staff, and students, the Center for Student Engagement and Leadership offers a

wide array of educational, cultural and social programs that foster student learning, development, and growth.

The department is responsible for overseeing student organizations, facilitating student leadership development,

coordinating a variety of large-scale campus programs (e.g., New Student Orientation, Homecoming), and advising

the Commuter Student Program, the Student Government Association (SGA), and the Campus Activities and

Programming Board (CAP Board).

5.12.0 STUDENT ORGANIZATIONS

Cabrini University supports a wide variety of academic, social, and cultural student organizations, which are required

to register with the Center for Student Engagement and Leadership on an annual basis in order to maintain their

recognition status and to qualify for funding. University recognition ensures that the purpose of a student organization

is appropriate to the mission and educational objectives of the institution.

Only those groups in compliance with the annual registration requirement are permitted to do the following: use the

Cabrini University name; reserve campus space for meetings and programs; solicit members from among the Cabrini

community; request funding through the Student Government Association; and use University's services, equipment,

and resources.

Students are encouraged to join or create student organizations during any point in the academic year.

Funding opportunities through the Student Government Association are, however, available to those organizations

created and approved prior to the annual registration deadline(s). A list of student organizations currently recognized

by the University are available at www.cabrini.edu/Clubs.

http://www.cabrini.edu/OffCampus

http://www.cabrini.edu/Policies

http://www.cabrini.edu/Clubs

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5.12.0.1 Student Organization Fundraising

Student organizations must obtain the Center for Student Engagement and Leadership’s approval to engage in

fundraising activities, which include the sale of products, the solicitation of money or contributions, the collection of

dues or donations, the charging of admission, or any other means of collecting revenue.

Groups seeking approval for fundraising activities must complete a “Fundraiser Registration” form and submit it to the

Center for Student Engagement and Leadership a minimum of five working days before the fundraising activity is

scheduled to begin. All fundraising events to be conducted in the Residence Halls must receive further approval from

the Director of Residence Life.

Approval to raise funds will be limited to student organizations that are officially registered with and recognized by the

University; do not serve or support partisan political purposes or activities; and are open to all individuals and non-

discriminatory in nature. Approval will not be given for fundraising activities that are intended to improve the personal

financial status of any person or group of persons involved in the sponsorship of the activity or that involves products

or services that conflict with the religious and/or educational values of the University.

Publicity for fundraising activities should include the name of the sponsoring organization, the name of the individual

or organization benefiting from the event(s) and the intended use of the funds to be collected.

Fundraising accounts should be established through the University’s Business Office. Proceeds should be deposited

into the account at the earliest possible opportunity. Delayed deposits may be kept for one night in the safe in the

Center for Student Engagement and Leadership if received during normal business hours.

The officers of the organization or the advisor are then responsible for retrieving the funds and depositing them with

the Business Office on the next business day. Please note that funds should not be carried or stored in unsecured

locations.

5.13.0 STUDENT RECORDS

The Family Educational Rights and Privacy Act of 1974, also known as the Buckley Amendment, protects the privacy

of student records. The Act provides for a student’s right to inspect and review education records, the right to seek to

amend those records and the right to limit disclosure of information from the records.

Please see Section 4.4.5 for more complete information about faculty obligations under FERPA.

5.14.0 VANS – RESERVATION AND USE

Cabrini University owns one 15-passenger and two 12-passenger vans for use by faculty, staff, and students for off-

campus travel. Reservations are coordinated through the Office of Public Safety.

Policies and procedures related to the reservation and use of University vans are available at

www.cabrini.edu/Policies under Vehicle Usage and Scheduling Policy link.


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Faculty members interested in learning more about student life programs, policies and resources are welcome to

contact the Office of Student Life, 610-902-8416.

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5.15.0 WEB REFERENCES:

Campus Crime Statistics - www.cabrini.edu/PublicSafety

Campus Posting Policy - www.cabrini.edu/Policies

Community Standards for Student Conduct - http://www.cabrini.edu/Handbook

Student Handbook - http://www.cabrini.edu/Handbook

Student Organizations - www.cabrini.edu/Clubs

Off-Campus Housing for Students - www.cabrini.edu/OffCampus

Vans – Reservation & Use Policy & Procedures - http://ems.cabrini.edu



http://www.cabrini.edu/Handbook

http://www.cabrini.edu/Handbook

http://www.cabrini.edu/Clubs

http://www.cabrini.edu/OffCampus

http://ems.cabrini.edu/

Revised 7/27/2018 - Cabrini University · 2016-03-15 · INTRODUCTION TO THE CABRINI UNIVERSITY...

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