Academic Administrators Series: Department Chairs

Wear Many Hats Fall 2011

longka@ufl.eduKathleen Ann Long, Associate Provost

With thanks to Associate Provost Angel Kwolek-Folland

1

A bridge between faculty and administration

Varies with:- Unit- Selection Process- Stability of Role- But always has specific administrative duties

2

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

3

The Chair’s Role

Faculty Students Staff Donors and General Public Dean College University

“Stakeholders”

4

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!

5

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

6

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

7

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

8

“Dr. XYZ is improving in teaching and making progress in research work.”

9

T & P Progress Note

“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.”

10

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

11

Advise candidates on:◦ Lead time◦ Soliciting letters◦ Preparing packet

* Know Department process and criteria

T & P (cont’d)

12

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)

13

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)

14

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)

15

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

16

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

17

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

18

Review University, College and (if relevant)

Department shared governance documents◦ Departmental By-Laws◦ Departmental Committees as sources of advice,

recommendations and approvals

Governance

19

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

20

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

21

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

22

Can also be “just complaints”◦ Resolve difficulties informally if possible:

Formal complaints require formal responses. Consult Dean, Academic Affairs Office, HR

*

Complaints…

23

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

24

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

25

Conflict of Commitment Outside Employment Intellectual Property Conflict of Interest

◦ Example: Faculty-Authored Course Materials

Types of Disclosures

26

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

27

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

28