Faculty Policies, Resources and

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Faculty Policies, Resources and Development
at Ohio State Susan S. Williams Vice Provost for
Academic Policy and Faculty Resources September
8, 2009
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Faculty at Ohio State

• 18 Colleges
• 110 TIUs (Tenure Initiating Units)
• Joint appointments
• Centers and Institutes

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Multiple Tracks

• See Faculty Rank Title Codes (Handbook Tab 7)
• Regular Faculty
• Tenure Track
• Clinical Track
• Research Track
• Auxiliary Faculty
• Lecturers, visiting, adjunct

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Regular Tenure Track Faculty

• Professor 1,164
• Associate Professor 964
• Assistant Professor 815
• Instructor 19
• Total 2,962
• (Statistics via Faculty Analytics)

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Regular Clinical Track

• Approved in 11 colleges
• Professor 67
• Associate Professor 150
• Assistant Professor 327
• Instructor 7
• Total 551

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Clinical Track

• Track must be approved by the University Senate
  (see list on Handbook pp. 47-48)
• Hired for 3 5 years for specific duties
• Department must have criteria for appointment,
  reappointment, and promotion
• Can be promoted through the ranks
• No time limit of time in rank
• May switch from tenure track or give up tenure to
  be promoted in clinical track
• Reviewed during penultimate year

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Regular Research Track Faculty

• Approved in 10 colleges
• Professor 4
• Associate Professor 4
• Assistant Professor 58
• Total 66

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Research Track

• Contract for 1 5 years
• Salary must be supported from non-general funds
• Department must have criteria for appointment,
  reappointment, and promotion
• Reviewed during penultimate year

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Leadership Role

• Chair vs DEO (Department Executive Officer)
• Manager
• Leader
• Facilitator
• Agents for quality work convene faculty
  conversations that, precisely because they raise
  tough questions, evoke meaningful answers
  defining the nature of their communitys work
  (Departments That Work, 126)

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Transitioning to a New Role

• Shift your thinking from individual success to
  collective success. The criteria for success as
  an individual faculty member are not the same
  criteria for success as a department chair/dean.
• Get into a learning and listening mode. Map out
  what you need to learn and identify from whom you
  can learn it. Develop relationships with those
  who have information/resources you need.
• Identify opportunities to build personal
  credibility.

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Shadow of the Leader (Senn-Delaney)
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Shadow of the Leader
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Departments that work have chairs who

• Are good listeners
• Introduce difficult conversations
• Frame issues clearly, delineate options, and lay
  out consequences of those options
• Create settings for quality work and remove
  barriers to such work
• Create ways for the department to think
  critically about its work as a unit (Wergin,
  138)

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Develop Trusting, Credible Relationships

• Relationships are made up of conversations
• As a leader, you will survive or fail one
  conversation at a time. (See Seattle
  Post-Intelligencer article)
• Each conversation you have with another, enhances
  the relationship, flat-lines the person, or takes
  the person down.
• The manner in which you have a conversation is
  more important than the content of the
  conversation.
• Enter into conversations with a listening,
  inquiring approach. Be present in the
  conversation.
• Be real be authentic be respectful.

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Professional Development as a Leader

• CIC Department Executive Officers Seminar
• CIC Academic Leadership Program
• Academic Leaders Series
• Coaching
• NSF ADVANCE Project CEOS at Ohio State
• College programs (e.g. MED, FAES Leadership
  Institute)

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Professional Development Beyond OSU

• American Council on Education (ACE) workshop for
  chairs and deans http//www.acenet.edu//AM/Templat
  e.cfm?Sectionchairs_workshop
• Professional organization programs
• Magna Publications http//www.magnapubs.com/ (Aca
  demic Leader newsletter)
• The Department Chair (e-journal in OSU Libraries)
  

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Characteristics of a high quality department

• What are the criteria by which academic
  programs are evaluated?
• What are the criteria by which you wish academic
  programs were evaluated?
• How does this list compare to Wergins list on
  pp. 120 and 125?

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Framing Focusing Differentiating Integratin
g
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The Engaged Department Centrality of Faculty to
Academic Mission

• Inside-out approach
• Beginning with the work faculty are doing and
  linking it to collective expectations (p. 21)
• Examine what the individual pieces add up to
• Ask the collective
• How does the collective whole add value
• How are we more than just an aggregate of
  individual faculty activity?
• What is it about our collective strengths,
  interests and experiences that makes our group
  unique?
• How might we best contribute to the good of our
  students, Ohio State and our discipline?

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The Engaged Department

• Patterns of Administration
• Appointments, Promotion, and Tenure Documents
• Mission statements
• Hiring

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The Engaged Department

• Semester conversion as an example of Wergins
  Disorienting Dilemma (p. 20)
• Relation to University Steering Committee
• Workload issues
• On duty/off duty issues (Task Force on Nine
  Month Appointments)
• Curriculum issues

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The Engaged Department

• Program Review
• See http//oaa.osu.edu/irp/programreview_intro.php
  
• On a six-year cycle determined by OAA and deans
• Program review consists of
• Data-informed self-review
• Visit and report by external team
• Goals and initiatives that emerge from internal
  and external reviews are integrated with
  department and college strategic plans

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Program Reviews

• Ritual of apparent compliance or opportunity
  for critical reflection and integration with the
  work of the faculty? (p. 29)
• Culture of evidence
• Office of Institutional Research
• OSUpro

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The Engaged Department Invites Strategic
Conversations

• Create opportunities for faculty to engage in
  critical reflection and have open discussion
• Set aside specific time for critical reflection.
  Formats might include
• Half-day retreats
• Extended faculty meetings where business is
  suspended
• Consider the use of a facilitator to structure
  and facilitate discussion

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Supporting Faculty Questions for Discussion

• What characteristics describe a valued
  colleague in your unit? (p. 43)
• How do you support autonomy while also supporting
  other institutional goals?
• How is autonomy related to academic freedom? (p.
  15)
• How are faculty valued and supported within a
  high performance academic culture?

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Supporting Faculty Annual Reviews

• Look at accomplishments as well as future plans
• Include planning for leaves (FPLs) and other
  professional development
• Niche vs rut (Departments that Work, 21)
• Opportunity for goal setting and reflection
• A department chair can treat post-tenure review
  as one more externally imposed rule and find ways
  of complying that will not disturb or disrupt the
  status quo. Or a department chair can decide to
  seize on the policy, misguided as it may be, as
  an opportunity to address larger issues about
  teaching and scholarship (Departments that Work,
  x).

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Supporting Faculty Promotion and Tenure

• Discuss procedures and criteria with new faculty
• Roles of PT committee chair and chair in review
  process
• OSUpro
• Fairness in process is key
• Eligible faculty for PT review
• Quorum

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Extending the Tenure Clock

• Three ways to extend tenure clock
• Birth/adoption of child (guaranteed but must
  notify OAA)
• Adverse events beyond ones controlrequires
  approval of PT committee, dean, OAA
• Part-Time (currently 47 faculty take this option)

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Supporting Faculty

• Provide clear deadlines and schedule for the
  academic year
• Pay attention to orientation and mentoring
  opportunities for new faculty
• OAA New Faculty Toolkit at http//oaa.osu.edu/fa
  culty_staff.php
• MentorNet http//www.mentornet.net/

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Supporting Faculty Nominations and Awards

• OSU awards
• Be proactive re national academies and other
  national awards
• Develop and/or support departmental or college
  awards committee
• Get the word out

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Supporting Faculty Compensation

• See Handbook Tab 1, Chapter 5 (begins p. 65)
• Annual Merit Compensation Process
• http//hr.osu.edu/comp/
• Office of Academic Affairs Programs
• Counter offers (p. 69)
• Dual Career Hiring Program (p. 61)

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Supporting Faculty Compensation as Recognition
Faculty need evidence that someones paying
attention. Thats why so mahy salary disputes in
higher education seem so symbolic Money, even in
miniscule increments, symbolizes recognition.
Other symbols of recognition, while simple are
surprisingly powerful.Recognition is public
validation, and its exceedingly powerful
hearing unsolicited compliments from students or
colleagues, getting quoted in a research article
fielding requests for assistance in an area of
professional expertise (Departments that Work,
17)
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Supporting Faculty Managing Conflict

• Respond to conflicts quickly dont let them
  fester
• Use your best listening skillsthe more you
  understand the problem, the better you will be
  able to help
• Gather the facts remember that each person
  involved will have a new/different perspective
• Invite those in conflict to talk directly to each
  other, and/or to talk with you together
• If those in conflict cannot resolve their issue,
  then resolve it for them and be clear in your
  expectations for moving beyond the conflict

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Supporting Faculty Compliance

• Balance between individual entrepreneurship and
  institutional risk
• Conflict of Interest forms must be submitted
  annually
• Conflict of Commitment policy
• Leave forms

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Create a Positive Collegial Environment

• Set and maintain expectations for civil discourse
  and rules of engagement.
• Address inappropriate behavior.
• Set guidelines for meetings reduce the stress
  associated with faculty meetings.
• Always refer cases of workplace violence, sexual
  harassment, and discrimination to the Office of
  Human Resources (2-2800)

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Supporting Faculty Leadership Development

• CIC Academic Leadership Program
• Presidents and Provosts Leadership Institute
• Higher Education Resource Services (HERS) Bryn
  Mawr Summer Institute
• More information at http//oaa.osu.edu/LeadershipD
  evelopment.php

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Leadership Partners

• Organization and Human Resources Consulting
  (2-2800)
• Office of Legal Affairs (2-0661)
• Office of Academic Affairs (2-5881)
• Council of Deans, monthly
• Quarterly chairs meetings
• Chairs collaborating with chairs
• Office of Student Life
• The Womens Place (2-3960)
• Graduate School (2-6031)
• UCAT