Academic Administrators Series: Wearing Many Hats

1. Academic Administrators Series: Wearing Many Hats Fall 2012 longka@ufl.edu Kathleen Ann Long, Associate Provost With thanks and credit to Associate Provost Angel Kwolek-Folland and The Advance Program, University of Michigan and NSF AAFACE grant (A. Donnelly, A. Dorsey, J. Gentry, A. Kwolek-Folland, M. Law)

2. Administrator: • Leadership requires good interpersonal skills: - Listen, then listen - Communicate often and be clear - Do not respond too quickly - Do not fail to respond

3. Conflict Resolution • Do not ignore the problem. • Do not escalate the problem. • Informal, early solutions are best, if possible • Consult before acting. • Know and follow rules and procedures

4. “Stakeholders” • Faculty • Students • Staff • Donors and General Public • Dean  College  University

5. You Are Not Alone! Ask, Ask, Ask! 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

6. Administrators CAN MENTORor help develop mentoring • Helping faculty members succeed – requires different skills and approaches at their different career points. • UF regulations (and union contract) focus on junior faculty; but all faculty need mentoring along the way. • Chairs and other administrators can assist with understanding expectations, setting goals, and steering to resources.

7. The Chair’s Role – B’twixt and Between • A bridge between faculty and administration • Varies with: • Unit • Selection Process • Stability of Role • But always has specific administrative duties

8. The Chair’s Role • Supervision • Specific Responsibilities • Advancing others • Ensure mentoring • Encouraging faculty and staff development • Nominating faculty, staff and students for awards • Departmental Planning • Setting reasonable goals • Aligning with college and with UF

9. Chair’s Role with New Tenure-Track Faculty • 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

10. Elements and Characteristics of ‘Good’ Mentoring • Mentor sends clear consistent message that reflects reality • Mentor acts as advisor • Mentor is responsive and listens well • Mentor is well-respected in the field

11. Elements and Characteristics of ‘Good’ Mentoring • Relationship established with camaraderie • Mentor is supportive and critical • There is a clear role for the mentor – all parties know what is expected • Mentor is knowledgeable about the process • Both mentee and mentor are pro-active

12. Likely Problems or Challenges? • Role conflict – is the mentor an evaluator or an advocate? (Chair’s role???) • Miscommunication • Unrealistic expectations • Lack of preparation (on either side) • Hierarchy/politics

13. Likely Problems or Challenges? • Personality clash, “chemistry” • Outside distractions • Time management • A dictatorial attitude on part of mentor • Mentee not open to criticism

14. Possible Topics for Mentors and Mentees • Balancing research, teaching, service • Documenting successes • Effective public presentations • Time management • Publishing, getting grants, handling rejections • Teaching efficiently* • Choosing service strategically * see teach.ufl.edu

15. Annual Evaluations of Faculty by CHAIR • 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 (or toward promotion)-Be clear • Signature of faculty member acknowledges receipt • Candidate may attach concise response to disagree

16. T & P Progress Note •  “Dr. XYZ is improving in teaching and making progress in research work.”

17. 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.”

18. Tenure and Promotion Issues • Structure: • University, college, department criteria • Formal Third Year evaluation – separate from annual evaluations • Faculty member can self-nominate at any time • Required Tenure and/or permanent status probationary period specific to each college (6-10 years)

19. T & P – (cont’d) Chair’s Role: • Advise candidates on: • Lead time • Soliciting letters • Preparing packet * Know Department process and criteria

20. T&P (cont’d) 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

21. T&P (cont’d) • 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

22. T&P (cont’d) • 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 • By mutual agreement, candidate may withdraw (if not at end of probationary period) anytime before President’s decision

23. Sustained Performance Evaluation • 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

24. The Chair as Manager • It is your right and responsibility to manage your department • Finances and administration, staff, graduate assistants, faculty • Examples: • Student records confidentiality (FERPA) • Mandatory training for search committee work • Faculty/staff interaction and staff workload • Course and other assignments (office hours) • Managing Conflicts of Interest

25. Disciplinary Actions • 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

26. Governance • Review University, College and (if relevant) Department shared governance documents • Departmental By-Laws • Departmental Committees as sources of advice, recommendations and approvals

27. The Bargaining Units • 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

28. Student Policies • 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 (e.g. By GTA) http://www.dso.ufl.edu/sccr/honorcodes/honorcode.php http://www.sfa.ufl.edu/additional/academic-progress/ http://www.sfa.ufl.edu/additional/financial-aid-policies/ http://www.dso.ufl.edu/studentguide/

29. Complaints, Regulations, Grievances • 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

30. Complaints… • Can also be “just complaints” • Resolve difficulties informally if possible: • Formal complaints require formal responses. Consult Dean, Academic Affairs Office, HR *

31. Red Flags • 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)

32. Managing the Research Enterprise • 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

33. Types of Disclosures • Conflict of Commitment • Outside Employment • Intellectual Property • Conflict of Interest • Example: Faculty-Authored Course Materials, on-line courses

34. Hiring • Training required for all search committee members (on-line) • Sell the university • Involve the dean and the department faculty • Department negotiations/hiring committees • Chair and the dean are generally the hiring authorities

35. Chairs (and Associate Deans) Toughest Job in Academe • 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!