Academic Administrators Series: Wearing Many

Hats Fall 2012

longka@ufl.eduKathleen 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)

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

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Administrator:

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

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Conflict Resolution

Faculty Students Staff Donors and General Public Dean College University

“Stakeholders”

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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 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.

Administrators CAN MENTORor help develop mentoring

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A bridge between faculty and administration

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

The Chair’s Role – B’twixt and Between

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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

The Chair’s Role

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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

Chair’s Role with New Tenure-Track Faculty

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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

Elements and Characteristics of ‘Good’ Mentoring

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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

Elements and Characteristics of ‘Good’ Mentoring

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Role conflict – is the mentor an evaluator or an

advocate? (Chair’s role???)

Miscommunication

Unrealistic expectations

Lack of preparation (on either side)

Hierarchy/politics

Likely Problems or Challenges?

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Personality clash, “chemistry”

Outside distractions

Time management

A dictatorial attitude on part of mentor

Mentee not open to criticism

Likely Problems or Challenges?

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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

Possible Topics for Mentors and Mentees

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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 (or toward

promotion)- Be clear Signature of faculty member acknowledges

receipt Candidate may attach concise response to

disagree

Annual Evaluations of Faculty by CHAIR

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“Dr. XYZ is improving in teaching and

making progress in research work.”

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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.”

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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◦ Required Tenure and/or permanent status

probationary period specific to each college (6-10 years)

Tenure and Promotion Issues

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Chair’s Role:

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 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 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

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 (e.g. By GTA)

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

*

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,

on-line courses

Types of Disclosures

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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

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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