1 / 9

Chairs and the CBA Why did I do this ? When can I retire? Teaching a full load may not be so bad?

Chairs and the CBA Why did I do this ? When can I retire? Teaching a full load may not be so bad?. By A great Panel of wonderful folks. Chair Duties defined in Article 6. Direct the activities of the department subject to the approval of the Dean/Director Responsible to the Dean/Director for

tivona
Download Presentation

Chairs and the CBA Why did I do this ? When can I retire? Teaching a full load may not be so bad?

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Chairs and the CBAWhy did I do this?When can I retire?Teaching a full load may not be so bad? By A great Panel of wonderful folks

  2. Chair Duties defined in Article 6 • Direct the activities of the department subject to the approval of the Dean/Director • Responsible to the Dean/Director for • Development of departmental plans • Guidelines and internal office operation • Direct the departments administrative organization • Represent the academic discipline both on and off-campus

  3. Chair Duties defined in Article 6 • Responsible for “recommending” to the Dean/Director such matters as personnel actions, curricular changes, course offerings, teaching assignments and the departmental budget (without “recommend” this is textbook 1st Level Supervisor, still likely as is.) • In all phases of departmental affairs, the chair should be sensitive to and reflect (but not restricted to), majority department faculty sentiment

  4. Chair Responsibilities in Hiring • Shall review candidates recommended for hire by the majority of faculty in the department and make a recommendation (unless a family member). • Interesting tips • We must submit a recommendation of the candidates, but the CBA only reacts when the hiring is “against the majority of the faculty vote • So, if the chairs disagree with the majority of faculty, there is no clear cut direction (in the CBA) of what happens next. • The President defends his/her decision only when going against the majority of faculty

  5. Chair Responsibilities in Evaluation • Chairs are required to • Evaluate non-tenured faculty once a year • Meet with faculty to discuss DEC evaluation, then write a separate evaluation based on “his/her” knowledge and personal observation of faculty members performance, the DEC evaluation and materials submitted by Faculty member • Submit to faculty, DEC, Dean by certain date • Tips – Chair can use DEC’s evaluation as part of the overall recommendation in annual evaluations.

  6. Chair Responsibilities in Tenure • Make a “independent” recommendation for Tenure to the UWTC (Feb 15, Oct 1) • Must submit a list of those eligible for tenure along with recommendations to the UWTC • Tips • First and second year faculty (no grievance rights) • 3rd and 4th year, - grievance rights, but faculty has burden of proof (They have to prove they deserve another year) • 5th year, grievance rights – more complicated • If 2 or more committees approve, Management has burden of proof • If less than two, approve, No grievance rights, (interesting!) but hopefully there are letters in the file (potential civil action)

  7. Chair Responsibilities in Promotion • Accept applications for Promotion • Notify DPC and UPC of candidates going for promotion and submit documents to appropriate committee • Submit an “independent” recommendation of candidate going for promotion to UPC ( 2 page max) • Sign transmittal form

  8. Tips, Tidbits and Points of Confusion • While we recommend personnel actions, first level grievance meetings are with “management” • While we have recommending rights to hire, it is the majority of faculty who have the protected interest • We can “use” DEC evaluations for renewal-non-renewal, but not for Tenure and Promotion • Whether you like it or not, you are a union member and covered by the CBA... Which has its problemswhen acting as a first level supervisor (potential liability). • We look like, smell like, and sound like a first level supervisor, but... we are not according to the agreement (and maybe you want it that way)

  9. Tips from an Arbitrator to help you sleep at night • If you have a bad faculty hire, take care of them in year 1 and 2. • If you go to year 3 and 4, make sure the recommendations come with clear expectations and potential consequences • It’s a problem if a 5th year makes it to 5 and doesn’t get more than 2 recommendations • Write recommendations you can prove, with documentation, and not conjecture • If you are witnessing a train wreck, do something before it happens and document itthoroughly. Don’t wait until after it happens and hope it all goes away

More Related