WORKSHOP FOR DEPARTMENT HEADS 2012. You who choose to lead must follow, But if you fall, you fall alone. If you should stand, then who’s to guide you? Robert Hunter. Session 1: Administrative Rudiments. Role of the department head Budget fundamentals and CPM Hiring
You who choose to lead must follow,
But if you fall, you fall alone.
If you should stand, then who’s to guide you?
We know the job has headaches. How can it be empowering?
Academic Affairs website: http://www.uwyo.edu/AcadAffairs/
Nature of the position
“Officers of the university;” serve at will.
Retain tenure and rank as faculty members (“retreat rights”) if tenured. (Trustees’ Regulation I).
Variety of titles: department head, department chair, division head, dean (Schools of Pharmacy, Nursing).
Report directly to the dean of the college.
Usually bad practice to circumvent the college dean.
College dean and associates
Typical job description: 50% administration, remainder in teaching & research. (Not universal.)
General fund (legislature) $186.9M/yr
Tuition 56.2 M/yr
Other (land-grant funds, royalties, etc.)17.7 M/yr
Section I total $260.8 M/yr
3/4 goes to salary and benefits
Non-grant section II funds $140.6 M/yr
Grants & contracts (est., w/o fin. aid) 74.4 M/yr
Section II total (est.) $215.0 M/yr
Estimated total $475.8 M/yr
(FY 2013, ends 30 June 2014
72% of section 1
41% of total budget
(High for state universities)
*not including Hathaway scholarships or Endowment for Excellence
Note: any new position requires money for salary and benefits (~ 40% × salary)
Indirect cost reversions (ICR). Section II. Department’s share (15%) of the indirect costs budgeted for external awards. (IC = 43% DC.) Lots of flexibility, if your faculty get grants.
*48 positions, $3.6 million in 2012.
Off-cycle (“exigency”) allocations are possible when there’s a strong supporting case by the college dean.
Department automatically retains all resources associated with denials of reappointment, tenure, or extended term initiated by the department faculty or department head. There have been no exceptions since CPM started in 2000.
Make sure your dean is well informed about instructional need.
Food for thought: You’ve finally had it with your dean, and you storm out of her office, sending her a note saying that you’re stepping down as department head and returning to the faculty immediately. It’s February, and you’re on a fiscal year appointment for the duration of your administrative term.
What problems do you foresee?
Discuss, take a break, get back together in 15 minutes
Hiring standards for faculty, APs, and staff
Faculty: Open, national or international search; terminal degree in the field; best qualified candidate; promise of excellence in teaching and national or internationally recognized scholarship.
APs: Open regional search, at least; best qualified candidate; promise of excellence in job duties.
Staff: Local (or broader) search; done through Human Resources with detailed procedures and guidelines.
Domestic partner hiring
No universal solution, but UW has a pretty good record of solving these problems. Bring the issue to the dean’s attention ASAP.
Don’t ask about marital status, family configuration, ethnicity, religion, political beliefs, veteran status, disabilities, sexual orientation. Candidates are free to volunteer the information.
Give a pep-talk to faculty before the interviews. The interview is not a test or a hazing ritual. You’re evaluating the candidate and selling the department.
*Credit toward tenure requires prior approval from Academic Affairs
Setting the tone
You have a powerful influence on the department’s morale. A positive outlook and a sense of control over the department’s destiny are the faculty’s most precious assets. Cultivate them.
If departmental ambitions are high, they will bump up against resource constraints. Some frustration is inevitable. Don’t let it dampen the will to excel.
Department faculty review
Department head’s recommendation
College-level faculty review
College dean’s recommendation
University-level faculty review
Review by Academic Affairs
Review by President (on appeal)
Tenure, promotion, reappointment, extended terms: the decision chain
Your department has a fourth-year faculty member who’s toxicin department meetings and who has a habit of showing up to class unprepared. She seems perennially at odds with her students, who tend to do poorly in follow-on courses. Whenever anyone discusses these issues with her, she mentions her attorney.
The majority of the department faculty members vote against her reappointment case. One of their comments dwells on the fact that she’s a woman in a field where men have traditionally been more successful. After reading their remarks, she tells you she’ll sue you for discrimination if you recommend against reappointment.
What should you do?
Collegiality: The willingness to work with colleagues in a civil, productive fashion that advances the mission of the department and university.
Collegiality is tricky: big egos and rebellious spirits are part of the academic landscape.
However, failure to contribute to the university’s mission – and interference with it – are grounds for poor performance appraisals, including reappointment denials.
People (including department heads) are fragile and fallible. Family difficulties, messy relationships, substance abuse, medical problems, and ethical lapses are as common in academia as elsewhere.
Be sensitive; maintain confidentiality; protect the legitimate interests of others (including the institution); try to approach problem constructively instead of punitively. Remind us to do the same.
Get advice and help. You can’t handle everything yourself.
A university is a center for learning.
When you learn something nobody knew before, we call it research and creative activity. When peer-reviewed, it’s the most demanding form of scholarship.
When you expand your own understanding with what others know, it’s still a form of scholarship – and part of your job.
The raison d’être of the research university is to inform teaching with scholarship and hence to allow our curriculum and modes of teaching to evolve.