Academic Administrators Series: Department Chairs Wear Many Hats
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Transcript of Academic Administrators Series: Department Chairs Wear Many Hats
Academic Administrators Series: Department Chairs
Wear Many Hats Fall 2011
[email protected] Ann Long, Associate Provost
With thanks to Associate Provost Angel Kwolek-Folland
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A bridge between faculty and administration
Varies with:- Unit- Selection Process- Stability of Role- But always has specific administrative duties
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The Chair’s Role – B’twixt and Between
Advancing Others- Mentoring- Nominating faculty, staff and students for
awards- Encouraging faculty and staff development
Departmental Planning- Setting reasonable goals- Aligning with college and with UF
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The Chair’s Role
Resources: Office Manager College Associate Dean(s) Other Chairs Human Resource Services (College or UF) and Financial
Offices Graduate School Dean of Students Office & Registrar UF Police Department Department, College, and Faculty Senate Governance Academic and Professional Assembly Provost’s Office
You Are Not Alone! Ask, Ask, Ask!
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Helping faculty to succeed – requires different skills and approaches at different career moments.
UF regulations and union contract focus on junior faculty; but all faculty need mentoring along the way.
Chairs can assist with understanding expectations, setting goals, and steering to resources.
The Chair as Mentor
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Appropriate assignment of duties – semester assignment report
Orientation – teaching, tenure, and promotion
Prep for mid-career review Assigning a mentor Tenure track should have
research/scholarship assigned and be involved in graduate student training
Your New Faculty
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Must be done Self-evaluations can be done but official
annual evaluation is your evaluation of achievements
Context is assigned responsibilities Indicate progress toward T & P - Be clear Signature of faculty member acknowledges
receipt Candidate may attach concise response, if
disagrees
Annual Evaluations
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“Dr. XYZ’s teaching performance is not at level expected and improvement is recommended in syllabus clarity and timeliness of response on assignments; funded research and publications are on track for tenure in 3 years; service contributions are acceptable.”
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T & P Progress Note
Structure:◦ University, college, department criteria◦ Formal Third Year evaluation – separate from
annual evaluations◦ Faculty member can self-nominate at any time◦ Tenure and/or permanent status probationary
period specific to each college (6-7 years)
Tenure and Promotion Issues
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Advise candidates on:◦ Lead time◦ Soliciting letters◦ Preparing packet
* Know Department process and criteria
T & P (cont’d)
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Follow Department’s written procedures and policy
Votes recorded (account for all eligible voters)◦ Advice: Clear process protects candidate and you◦ Advice: Retain ballots in secure place for 1 year
T&P (cont’d)
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CHAIR’s LETTER◦ Basis for letter begins with appointment and annual
evaluations◦ Explore case in detail – “translate” for those outside
discipline◦ Address substantial changes in assignment◦ Describe what is: be positive but realistic◦ Explain negative, abstain and absent votes◦ Take a position◦ Copy of your letter to candidate w/in 5 days of
writing it; candidate may respond, w/in 10 days
T&P (cont’d)
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Case goes to dean and college committee, assessments recorded
Copy of dean’s letter to candidate; candidate may respond (5/10 days)
Case goes to UF APB Questions about case, if any, referred to dean who
refers to chair--who should notify candidate By mutual agreement, candidate may withdraw (if
not at end of probationary period) anytime before President’s decision
T&P (cont’d)
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Must be done every 7 years after last promotion
Based on previous 6 years annual evaluations
In unsatisfactory cases, Performance Improvement Plan required◦ Follow-up on progress
Sustained Performance Evaluation
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It is your right and responsibility to manage◦ Finances and administration, staff, graduate
assistants, faculty Examples:
◦ Student records confidentiality (FERPA)◦ Mandatory training: diversity training for search
committees◦ Faculty/staff interaction and staff workload◦ Course and other assignments (office hours)◦ Managing Conflicts of Interest
The Chair as Manager
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Consult before you act Document Document Document in personnel file (cc to individual) Start with “letter of counsel”, move to
formal disciplinary action, eventually can include dismissal.
Use College HR office
Disciplinary Actions
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Review University, College and (if relevant)
Department shared governance documents◦ Departmental By-Laws◦ Departmental Committees as sources of advice,
recommendations and approvals
Governance
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UFF – Some faculty- If in, know the Collective Bargaining Agreement- Not IFAS, HSC, Law, Selected others
Graduate Assistants United – All UF employed graduate assistants
AFSCME – Staff Gateway website at:
http://www.hr.ufl.edu/labor-relations/default.asp
The Bargaining Units
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Syllabi: must be student-accessible website and kept on file
Student syllabi and grade complaints:◦ Faculty grade final unless illegal discrimination or grade
imposed without proper authority
http://www.dso.ufl.edu/sccr/honorcodes/honorcode.phphttp://www.sfa.ufl.edu/additional/academic-progress/http://www.sfa.ufl.edu/additional/financial-aid-policies/http://www.dso.ufl.edu/studentguide/
Student Policies
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What are they?◦ Grievances: internal process to resolve differences
between faculty and administrative processes Out-of-unit – UF Regulations In-unit – CBA:http://www.hr.ufl.edu/labor-relations/moa/UFMOAImplementation.pdf
◦ Complaints: externally generated complaints (i.e., parents), complaints by one faculty member against another, etc.
◦ Seek HR guidance; inform dean EARLY
Complaints, Regulations, Grievances
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Can also be “just complaints”◦ Resolve difficulties informally if possible:
Formal complaints require formal responses. Consult Dean, Academic Affairs Office, HR
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Complaints…
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Formal processes are advised when:◦ The individual is unstable or unpredictable◦ The issue involves large differences of power◦ There is a history◦ Allegations may involve illegal or dangerous
activities (e.g., allegations of substance abuse, sexual harassment, physical abuse, discrimination)
Red Flags
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Employees engaging in outside activities (consulting, etc.) must disclose annually and receive approval PRIOR to activity. Must not infringe on UF responsibilities.◦ Office of Technology Licensing
http://www.research.ufl.edu/otl/◦ General Counsel’s Office
http://www.generalcounsel.ufl.edu/downloads/COI.pdf
Financial interests must be disclosed
Permission must be given to use University equipment, facilities, or services of personnel on the “Request to Use University Equipment….” form
Managing the Research Enterprise
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Conflict of Commitment Outside Employment Intellectual Property Conflict of Interest
◦ Example: Faculty-Authored Course Materials
Types of Disclosures
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Diversity training for all search committee members
Sell the university Involve the dean and the department
faculty Department negotiations/hiring committees You and the dean are the hiring authorities
Hiring
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Vital service to your department/college and UF◦ You make a difference for programs, faculty, staff, and
students◦ You can expand and deepen your understanding of the
university; achieve personal career goals; be a better-informed faculty member
You are not alone!◦ Seek out mentors: experienced chairs, associate deans,
others◦ Make use of governance structures, staff expertise,
college offices (HR, finances), and your dean Thank you for agreeing to serve!
Chairs (and Associate Deans) Toughest Job in Academe
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