Resources for Chairs

The chair is the leader of the department – with a responsibility to facilitate the highest level of excellence in terms of teaching, research and service by the department. The chair is expected to guide the process of determining departmental goals, to articulate and advocate for the department in pursuit of these aims, and to maintain a climate that is hospitable to creativity and innovation. Chairs also serve as the key liaison between the department and the dean and other administrators, other units and external entities.

A representative list of the possible leadership and administrative responsibilities of the chair are:

Leadership Expectations

• Act as the representative of the department and articulate the goals of the department to USD’s administration and constituencies.
• Guide the department program review processes and curriculum planning.
• Act as mentor and facilitator for the faculty to fulfill the teaching, research and service missions of the department.
• Supervise, mentor and facilitate the work of the staff to fulfill the teaching, research and service missions of the department. For example, chairs can consider hosting goal setting one-on-one meetings or hosting department retreats.
• Oversee and manage the departmental processes for hiring, tenure, promotion and retention.
• Support the dean/college development officer to establish a plan for fundraising and engage with external constituencies. Contact appropriate parties before fundraising opportunities are initiated and/or presented.
• Participate in leadership development by attending an appropriate conference.

Administrative Expectations

• Prepare proposals to request resources needed by the department (capital equipment, minor capital outlay, labor/non-labor/budget-addition, etc.) based on department priorities and allocations.
• Field requests and provide oversight for the use of facilities (when applicable).
• The College's budget manager will provide details and deadlines for requests. 
• USD Facilities Request Form

Department Planning, Scheduling and Course Approvals

• Manage the departmental assessment process, ensuring that departmental learning goals are met, and lead department efforts in academic program review.
• Establish teaching and advising assignments and regulate faculty workload, including sabbatical leaves.
• Enrollment management. 
• Review and approve major declaration forms, transfers of credit and graduations petitions.

Department Representation and Communication

• Liaise with administrative offices around campus, including: Provost's Office, Registrar, Admissions, Alumni Relations, Dean's Office, among others.
• Represent the department at department chair meetings and share information to department in a timely manner.
• Attend events as necessary for department representation. Example events include Homecoming, Admissions events, Commencement and New Student Convocation.

Personnel Management

• Manage staff meetings (when applicable).
• Evaluate tenure-line faculty, adjunct faculty and staff on an annual basis.
• Oversee searches for faculty (full-time, adjunct and part-time).

Summer Responsibilities

• As appropriate, be available and responsive to the College, students and faculty during the summer and appoint an acting chair during any extended absences.
• Ensure there is a faculty serving as a transfer advisor to handle requests during the summer (if appropriate).

Reassigned Time

Resulting from the work of several College Chairs Compensation Committees since 2006, a recommendation was made in 2014 to base reassigned time given to a department chair according to a workload formula. Currently, this formula considers the # of full-time faculty; # of benefits-based and non-benefits based adjunct faculty; # of majors; # of students taught; # of sections of courses offered; total # of staff members; # of minors. The workload measure includes differently weighted factors in the order listed above. Based on this workload model, chairs may receive 6-9 units of reassigned time per academic year.

Stipends

The College allocates a $6,000 stipend to each chair. In the event the summer responsibilities of the chair are completed by and interim/acting chair, a portion of the stipend is distributed accordingly.

Performing the role of department chair is a service to the department that holds unique responsibilities. After their first year and a half in the position, chairs go through an evaluation process to get feedback from the department and the dean on their performance as chairs through an evaluation process.

Chair Evaluation Form

The dean of the College of Arts and Sciences appoints department chairs. The dean invites input and recommendations from department faculty. In general, the appointment of department chairs should be based upon:

• The ability to provide intellectual leadership in the development of departmental faculty and programs.
• The ability to provide administrative leadership in the effective functioning of the department.
• Possessing personal skills to deal effectively with students, faculty, administrators and support staff within the department, College and university.

The term of a chair is approximately 3-5 years, subject to change based on the result of the chair review process and other factors. 

In rare instances, an administrative structure including an associate chair or area directors may be implemented. A faculty member may also serve in an associate chair position during a transitional year, before becoming department chair. It is important that the responsibilities for these positions are clearly defined in relation to the chair's functions. The degree of specificity and distribution of responsibilities will necessarily vary among the different departments that have these positions.

To foster a collaborative department, chairs should strive to be fair and transparent. Here are a few publications that might be helpful:

• 10 Suggestions for a Department Chair, Chronicle of Higher Education 

•  Should I Be the Next Chair?, Chronicle Vitae

•  They Don't Train Us for This, Chronicle of Higher Education 

•  Resources for Chairs, CCAS 

•  Inside Out Leadership, AACU

Other considerations include:

• Establish a culture of fairness by balancing course loads and managing expectations of teaching lower vs. upper division courses. Possibly consider a system of rotating course assignments.
• Strive to create an environment where everyone understands the shared vision of the department and is invested in its success.

Ideas for Leading a Department Retreat

If your department hosts retreats, during a program review or otherwise, here are some suggestions for thinking about how to organize a retreat:

• Send a save the date early. 
• Semester breaks are often a good time to hold a retreat.
• Compile an agenda before the retreat, and consider asking department members to review it beforehand.

Mentoring Procedures:

The purpose of the mentoring program is to help faculty successfully navigate the transition to USD as a faculty member.

The department chair assigns a mentor to new faculty at the beginning of their appointment at USD. The purpose of the mentoring relationship is to facilitate the transition from graduate student to full time faculty status. The mentor/mentee relationship is assigned for 2 years, but can be terminated by either party at anytime if requested.

Mentor Responsibilities:

Year 1

• Create the schedule of interactions.
• Hold at least 3 official face-to-face interactions during the fall semester.
• Hold at least 2 official face-to-face interactions during the spring semester.
• Observe faculty in the classroom at least 2 times in first year (with pre- and post- discussions), discuss pedagogy in a face-to-face interaction and provide written feedback.
• Visit the  faculty member's office to "check in" twice a month.
• Identify appropriate CEE events and attend with mentee.
• Identify resources that would be beneficial to the faculty member.

Year 2

• Hold at least 2 official face-to-face interactions per semester.
• Provide support to faculty member during the preparation of job applications for tenure line positions.
• Observe faculty in the classroom at least once and discuss how the faculty member has adjusted teaching methods in a face-to-face interaction. Provide written feedback.

Topics to be addressed:

• • Department culture and expectations
  • USD culture and climate (including CID info)
  • Teaching and opportunities for development (CEE info)
  • Research agenda and time management
  • Advising
  • Service opportunities
  • The review process
  • Family and personal life balance
  • Funding opportunities

Faculty members are committed to creating a supportive environment that fosters success, but it is also incumbent upon the new faculty member to ensure success.

Mentee Responsibilities:

• Be available for mentoring interactions.
• Ask informed questions.
• Listen attentively.
• Ask for feedback about your progress.
• Share your experiences.
• Observe mentor in the classroom at least once in the first year.
• Attend faculty workshops and gatherings offered by the CEE and the College.
• Talk with the chair and/or the associate dean if the mentoring relationship is ineffective or if you need additional support.

As department chair you should be aware of some general areas of risk management: property, liability, insurance policy, domestic and international travel, visitor risk issues, emergency preparedness and child safety at USD. Naturally, some of these areas are more relevant for a given department than others. The Office of Risk Management can provide detailed information and forms. 

In addition, all USD faculty, staff and students who are traveling abroad on university business are required to register their trip details. This registration is important as it will help USD be able to reach you in the event of an emergency. The chair should ensure that all faculty in the department are aware of this requirement:

• Trip Registration

You should consult with the previous chair with regards to departmentally specific protocols, forms, and policies for risk assessment and management.