Semester Leave Proposal
Proposal for Semester Leave Program for CAS Department Chairs and Directors
Purpose:
- To develop faculty who want to take on positions of leadership within departments in the College of Arts and Sciences.
- To stabilize the position of chairpersonship in departments by establishing incentives for faculty who take on this responsibility.
- To facilitate the transition from the role of chair to that of full time faculty member.
Proposal:
The Dean and Chairs/Directors of CAS propose that, after a total term of 4 years/8 semesters of continuous service as department chair/director, the chair/director receives a one semester paid leave. (Note: The 4 year/8 semester term may include time spent as chair/director of a department outside of one's own or a term interrupted by a one semester leave for medical, family, educational, or sabbatical leave.) The leave must be arranged with the department so that it does not jeopardize operations of the department. One also may "bank" the time to take it at another, more appropriate, time. Such leave will not ordinarily stop the clock on matters requiring specific lengths of time (e.g., post tenure review, sabbatical leave). This proposal would be effective for anyone completing at least their 4th year or 8th semester as chair/director in June 2005.
Rationale:
The roles and responsibilities of chairs and directors in the College of Arts and Sciences are complex and varied (see February 26, 2002 report of Working Group entitled, "Role Differentiation Department-based Directors vs. Chairs, subsection: Department Chairperson Responsibilities" appended below). Most CAS departments elect chairs/directors to either a 2-year or a 3-year term, and most chairs/directors take on an 11-month responsibility (in reality, a 12 month position), although some chairs/directors commit to a 9-month appointment with another faculty member filling in during summer.
Faculty members who find themselves elected to the chair's position face a steep learning curve. They generally spend their first and second years just trying to understand the department from a different perspective and learning the role itself. At some point in the latter half of their term, they can begin to establish initiatives within the department. By the end of their term, they may be serving as effective leaders, but then they are apt to "rotate out" of the position, and the process begins again with a different faculty member. To the extent that a chair can be encouraged to serve a second term, both the department and the college benefit.
A department chair/director receives compensation in the form of a modest stipend and course releases during the academic year. Nonetheless, the position remains an altruistic undertaking for the faculty member, who must juggle responsibilities for teaching, chairing the department along with other service, and scholarship. Neither the responsibilities for teaching nor for chairing can be denied or deferred. Thus, scholarship usually suffers most. Paid leave would enable faculty to regain scholarly ground delayed or lost during their term as chair/director. A paid release would meet other important objectives. It would reward the faculty member for their leadership role within the department, the college, and the university. This, in turn, may encourage faculty to persist in that role for longer periods of time, allowing them to become even more effective leaders. Finally, such a program provides respite from leadership essential for morale, continued development and professional productivity, and motivation to assume future leadership positions.
University of Southern Maine
Role Differentiation Department-based Directors vs. Chairpersons*
DEPARTMENT CHAIRPERSON RESPONSIBILITIES
ADVISORY TO DEAN
Acts as department liaison and advisor to the Dean on academic policies, program needs, issues, and accomplishments
REPRESENT PROGRAM INTERNALLY/EXTERNALLY
Represents the department and academic program(s) to students, faculty, the School/College, the University, and external groups at appropriate.
Represents the department at university functions
EVALUATION / ACCREDITATION/ PROGRAM
Coordinate program evaluation, institutional self-studies, outside reviews, and professional accreditations.
Monitors Department enrollments and reports information on enrollments to Dean and Institutional Research
Coordinates review of Department personnel policies and reappointment, promotion, and tenure policies.
CURRICULUM
Responsible for regular curriculum review and development.
Works with the Dean to assure completion of accurate program information for University catalog(s) and Department, School/College, and University publications.
SCHEDULES
Manage and develop program schedules, including a 3-year plan, according to the needs and goals of the Department, School/College, and University.
Recommends, in consultation with faculty, teaching assignments, including assignment of adjunct and part-time faculty, for approval to the Dean.
Recommends to the Dean faculty leaves (e.g., sabbaticals), workload redistributions (e.g., unfounded and funded release time, assignments external to the Department), and overloads.
MANAGE RESOURCES OTHER THAN BUDGET
Negotiate office space.
FACULTY SUPPORT
Provide for orientation and mentoring of new faculty
Works to enhance at atmosphere of collegiality and support for improving the teaching/learning environment, faculty, faculty development, and scholarship
RECRUITMENT AND PERSONNEL ACTION
Identify faculty and other personnel needs for Department and represents these needs to the Dean.
Manages recruitment of faculty and other personnel and makes hiring recommendations to the Dean.
Assures that necessary personnel evaluations and other personnel actions are conducted.
Ensures that faculty and staff adhere to Department, School/College, and University policies and procedures, including peer review.
Supervises and evaluates classified and professional staff within the Department.
Evaluates part-time faculty.
FACULTY MEETINGS
Organizes and chairs Department faculty meetings (e.g., agendas, governance, scheduling).
STUDENTS
Actively engages in recruitment, admissions, and retention of students in all phases of
Departmental programs.
Assures completion of transcript evaluations for internal transfer students.
Responds to student complaints and appeals on academic matters in accordance with School/College and University procedures.
Assures timely assignment of advisors.
BUDGET
Manages Department budget including the development of budget priorities.
Approve Department expenditures, requisitions, actions, and transactions.
GENERAL
Coordinates procurement and inventory of department equipment and supplies.
Develops articulation agreements within and outside the University.
WORKLOAD
Work with the Dean to prioritize own workload related to teaching, research and scholarship, and service that enhances and supports the Department and School/College goals.
Workload must be consistent with the union contract.
*Chairperson Responsibilities from February 26, 2002 report of Working Groups entitled “Role Differentiation Department-based Directors vs. Chairs, subsection: Department Chairperson Responsibilities.” Working Group: Dick Barnes, Jane Kirschling (convener), Bud McGrath, Betty Robinson, John Wright, Report submitted to Joseph Wood – February 26, 2002 [based on prior working group: Dick Barnes, Luisa S. Deprez, Steve Worchel convened by then-Provost Lapping]
