2022 Workshop for Department and Division Chairs - Pittsburgh, PA 5/4/2022 5/4/2022 5/4/20225/6/20225/6/20225/6/2022 Kimpton Hotel Monaco Pittsburgh
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About the Workshops

Welcome to the 2022 Workshops for Department and Division Chairs! Department and division chairs are the bridges between the members of their department or division and senior college administrators. Faculty members who take on the chair role need to understand how to use the position to achieve both departmental and institutional goals. These four workshops provide opportunities for chairs to learn how to be more effective while serving in this critical position. The 2022 Workshops for Department and Division Chairs will focus on effective strategies to develop leadership skills and institution-wide vision in the context of uncertainty and change.

Most chairs begin their positions with little or no training in the chair’s responsibilities and with incomplete knowledge of campus challenges. Effective chairs learn the value of developing an institution-wide perspective, communicating clearly, and collaborating with their peers to promote greater institutional effectiveness. They must develop the ability to think strategically, plan actively for the future, and cooperate with both academic and administrative departments, including admissions, advancement, finance, and student affairs. At the same time, most chairs remain heavily invested in their faculty responsibilities of teaching, advising, service, and scholarship. How can chairs become campus leaders while they balance the competing priorities of their roles as faculty members, departmental advocates, and institutional planners? Participants will gain skills and perspective useful to their roles and will meet colleagues who face comparable challenges at institutions similar to their own.

Sponsored by Academic Search


Who Should Participate?

The workshops are designed for incoming, new, and experienced chairs of departments or divisions at CIC member institutions. Deans who work directly with chairs are also welcome. Campuses are encouraged to send multiple department or division chairs to a workshop so that they can support one another in implementing new strategies. To ensure strong engagement, each workshop is limited to 100 participants.

Important Note on Health and Safety

​CIC is committed to the health and safety of its members and their communities. To create the safest possible environment while offering meaningful opportunities for interaction, CIC expects that all participants who are able to receive the COVID-19 vaccine will be fully vaccinated at least two weeks before arriving at the workshop. Please expect to be asked to attest to your vaccination status when you register online; closer to the workshop, you will be asked to submit verification. If you have been unable to receive the vaccine for any reason you will need to speak with a member of the CIC staff to complete your registration. For more information, please contact Leslie A. Rogers-Brown, CIC conference manager, at lrogers-brown@cic.edu.

At the workshop, participants will be expected to contribute to a safe event by respecting all national, local, and venue-specific health guidelines that might be in effect. Updated information about workshop-specific protocols for mask use and distancing will be issued shortly before the event. By attending, participants agree to support their colleagues and communities by complying with all recommendations that are in effect during the Institute, as well as with the CIC Code of Conduct.

 

 

  • Chad Berry
    Chad Berry
    Berea College
  • Mary K. Boyd
    Mary K. Boyd
    Berry College
  • Mark J. Braun
    Mark J. Braun
    Gustavus Adolphus College
  • Kenneth P. Carson
    Kenneth P. Carson
    Grove City College
  • Susan Llewellyn Deniker
    Susan Llewellyn Deniker
    Steptoe & Johnson PLLC
  • David R. Evans
    David R. Evans
    Southern Vermont College
  • Kevin Reilly
    Kevin Reilly
    Ferrum College

Preliminary Schedule

​At each workshop, presenters will include experienced department or division chairs, chief academic officers and deans who are knowledgeable about the work of chairs, an attorney who has experience with the legal issues that department and division chairs at independent colleges and universities face, and a CIC staff member.


May 4


Noon–1:00 p.m.

Registration

(Lunch on your own)

1:00–1:30 p.m.

Welcome and Workshop Overview


1:30–2:45 p.m.

Serving as Department or Division Chair: Beyond the Job Description

(Separate sections for newer chairs and experienced chairs/deans)

3:05–4:35 p.m.

The Department or Division Budget (Newer chairs)

Using Data Effectively (Experienced chairs/deans)


5:00 p.m.

Reception



May 5


8:00–8:50 a.m.

Breakfast Roundtable Discussions


9:00–10:30 a.m.

Using Data Effectively (Newer chairs)

The Department or Division Budget (Experienced chairs/deans)


10:50 a.m.–12:05 p.m.

Preventive Law I: Adhering to Institutional Procedures and Policies—Hiring Practices


12:15–1:15 p.m.

Luncheon


1:30–2:45 p.m.

Preventive Law II: Adhering to Institutional Procedures and Policies—Faculty Performance Evaluation


3:05–4:50 p.m.

Dealing with Difficult Faculty Conversations


4:50–5:00 p.m.

Assessing the Day’s Work—Questions and Comments


Evening

Dinner on Your Own



May 6


8:00–8:50 a.m.

Breakfast Roundtable Discussion Groups


9:00–10:15 a.m.

Becoming a Leader on Campus

(Separate sections for newer chairs and experienced chairs/deans)

10:35–11:45 a.m.

Building and Maintaining a Collegial Department


11:45 a.m.–Noon

Wrap-up


Noon

Workshop Adjourns

 

 

The Department or Division Budget (Newer Chairs)The Department or Division Budget (Newer Chairs)22<p>The department or division operating budget is often viewed as a simple set of line-item allocations. Chairs will learn what a budget is (and isn’t), the different types of budgets, how their unit budgets fit into the larger institutional picture, effective practices for budget management, how to support colleague chairs in the budget process, and how to make an effective case for additional funding for the department or division. Each workshop will offer separate sections for new and experienced chairs/deans.​</p>
Using Data Effectively (Newer Chairs)Using Data Effectively (Newer Chairs)26<p>Good data can inform decisions about revisions to existing academic programs, help determine new curricular directions, and suggest strategies for attracting students to the major. How can departmental- or divisional-level data—including data from learning-outcomes assessment, program reviews, campus satisfaction surveys, enrollment trends, and national surveys such as the National Survey of Student Engagement—be used to strengthen programs? Chairs will learn how to use data for revisions to the curriculum, to conduct program reviews, and to attract students. Each workshop will offer separate sections for new and experienced chairs/deans.​</p>
Using Data Effectively (Experienced Chairs/Deans)Using Data Effectively (Experienced Chairs/Deans)22<p>Good data can inform decisions about revisions to existing academic programs, help determine new curricular directions, and suggest strategies for attracting students to the major. How can departmental- or divisional-level data—including data from learning-outcomes assessment, program reviews, campus satisfaction surveys, enrollment trends, and national surveys such as the National Survey of Student Engagement—be used to strengthen programs? Chairs will learn how to use data for revisions to the curriculum, to conduct program reviews, and to attract students. Each workshop will offer separate sections for new and experienced chairs/deans.​</p>
The Department or Division Budget (Experienced Chairs/Deans)The Department or Division Budget (Experienced Chairs/Deans)26<p>The department or division operating budget is often viewed as a simple set of line-item allocations. Chairs will learn what a budget is (and isn’t), the different types of budgets, how their unit budgets fit into the larger institutional picture, effective practices for budget management, how to support colleague chairs in the budget process, and how to make an effective case for additional funding for the department or division. Each workshop will offer separate sections for new and experienced chairs/deans.​</p>
RegistrationRegistration19<p>​<span>Lunch on your own</span></p>
Welcome and Workshop OverviewWelcome and Workshop Overview20
Serving as Department or Division Chair: Beyond the Job DescriptionServing as Department or Division Chair: Beyond the Job Description21<p>​<em>(Separate sections for newer chairs and experienced chairs/deans)</em><br><br>Few chairs planned to serve as administrators, managers, or chairs when they were in graduate school or starting their academic careers. Most job descriptions for department chairs are simply lists of activities for which the chair is responsible, suggesting that chairs are task-oriented managers who schedule courses, handle student complaints, order equipment, prepare reports and evaluations, and take care of other departmental business. Chairs also must assume responsibility for departmental leadership, representing the department to the campus and community, serving as departmental advocate, and mentoring junior—and sometimes senior—faculty members. How do chairs manage these responsibilities along with their teaching and scholarly duties? What are models for the chair role? What tasks and projects might be successfully delegated to colleagues? What does the dean or CAO expect from chairs? Participants will discuss their institutional roles using interactive exercises and small group discussions. Each workshop will offer separate sections for new and experienced chairs/deans.<br></p>
ReceptionReception23
Dine-around DinnersDine-around Dinners24<p>​<span>To get to know colleagues from other campuses and exchange ideas over dinner in area restaurants, participants are encouraged to sign up at the CIC Registration Desk to join a “dine-around dinner” group on the evening of the first day of the workshop. Participants are responsible for their own meal expenses. Please sign up by 3:00 p.m. so that CIC can make transportation arrangements if needed. Groups will meet in the hotel lobby at 6:00 p.m.</span></p>
Breakfast Roundtable DiscussionsBreakfast Roundtable Discussions25
Preventive Law I: Adhering to Institutional Procedures and Policies—Hiring PracticesPreventive Law I: Adhering to Institutional Procedures and Policies—Hiring Practices27<p>An attorney with experience in relevant cases will discuss hiring practices from the viewpoint of the department or division chair role. Discussion will focus on the importance of following effective procedures and institutional policies in drafting the position description, appointing the search committee, managing candidate files, checking references, and interviewing candidates on the phone and in person.​</p>
LuncheonLuncheon28
Preventive Law II: Adhering to Institutional Procedures and Policies—Faculty Performance EvaluationPreventive Law II: Adhering to Institutional Procedures and Policies—Faculty Performance Evaluation29<p>An attorney will lead a discussion of the chair’s role in faculty performance evaluation for reappointment, tenure, and promotion. Topics for discussion include the importance of adhering to effective procedures and institutional policies when documenting professional performance, the role of student evaluations of instruction, peer review of teaching, the evaluation of scholarly activities, and contributions to the work of the department or division.​</p>
Dealing with Difficult Faculty ConversationsDealing with Difficult Faculty Conversations30<p>Department and division chairs can prevent many issues from mushrooming into major problems through early intervention. Sometimes chairs delay difficult conversations with colleagues because they lack expertise to encourage change or to deliver bad news tactfully. How can the department or division chair understand better why a faculty member is less effective than expected? What strategies can motivate and support faculty members to become more productive? What skills and strategies might chairs develop to facilitate difficult conversations? Participants will explore how to have a frank conversation with a colleague and will have an opportunity to practice proven techniques.​</p>
Assessing the Day’s Work—Questions and CommentsAssessing the Day’s Work—Questions and Comments31
Dinner on Your OwnDinner on Your Own32
Breakfast Roundtable Discussion GroupsBreakfast Roundtable Discussion Groups33
Building and Maintaining a Collegial DepartmentBuilding and Maintaining a Collegial Department35<p>What are the strategies that experienced chairs employ to build and maintain a collegial atmosphere within a department or division? What lessons have they learned about working with their colleagues, students, and staff members toward departmental goals? How can chairs encourage diverse points of view and respect for all department or division members? Participants will explore these questions with an experienced administrator.​</p>
Becoming a Leader on CampusBecoming a Leader on Campus34<div><em>(Separate sections for newer chairs and experienced chairs/deans)<br></em></div><div><br></div><div>Department and division chairs occupy a pivotal role in the administrative structure of a college or university. The job often has been described as “leading from the middle.” How does the chair learn to lead? What are the potential challenges in the role of the leader? How can the chair influence faculty colleagues within and beyond the department or division? Department or division chairs must develop a wider vision and understanding of campus-wide initiatives in which they might assume a leadership role. What campus resources do chairs tap to develop an institutional perspective? How can campus governance be a vehicle for this development? How can a chair find a mentor? What opportunities might be available when the chair is no longer the department or division leader? Participants will learn how to identify opportunities for leadership at the chair level. Each workshop will offer separate sections for new and experienced chairs/deans.<br><em></em></div>
Wrap-upWrap-up36

 

 

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​SERVING AS DEPARTMENT OR DIVISION CHAIR: BEYOND THE JOB DESCRIPTION

Few chairs planned to serve as administrators, managers, or chairs when they were in graduate school or starting their academic careers. Most job descriptions for department chairs are simply lists of activities for which the chair is responsible, suggesting that chairs are task-oriented managers who schedule courses, handle students’ complaints, order equipment, prepare reports and evaluations, and take care of other departmental business. Chairs also must assume responsibility for departmental leadership, representing the department to the campus and community, serving as departmental advocate, and mentoring junior—and sometimes senior—faculty members. How do chairs manage these responsibilities along with their teaching and scholarly duties? What are models for the chair role? What tasks and projects might be successfully delegated to colleagues? What does the dean or CAO expect from chairs? Participants will discuss their institutional roles using interactive exercises and in small group discussions. Each workshop will offer separate sections for new and experienced chairs and deans.

THE DEPARTMENT OR DIVISION BUDGET

The department or division operating budget is often viewed as a simple set of line-item allocations. Chairs will learn what a budget is (and isn’t), the different types of budgets, how their unit budgets fit into the larger institutional picture, effective practices for budget management, how to support colleague chairs in the budget process, and how to make an effective case for additional funding for the department or division. Each workshop will offer separate sections for new and experienced chairs and deans.

USING DATA EFFECTIVELY

Good data can inform decisions about revisions to existing academic programs, help determine new curricular directions, and suggest strategies for attracting students to the major. How can departmental or divisional level data—including data from learning-outcomes assessment, program reviews, campus satisfaction surveys, enrollment trends, and national surveys such as the National Survey of Student Engagement—be used to strengthen programs? Chairs will learn how to use data for revisions to the curriculum, to conduct program reviews, and to attract students. Each workshop will offer separate sections for new and experienced chairs and deans.

PREVENTIVE LAW I: ADHERING TO INSTITUTIONAL PROCEDURES AND POLICIES—HIRING PRACTICES

An attorney with experience in relevant cases will discuss hiring practices from the viewpoint of the department or division chair role. Discussion will focus on the importance of following effective procedures and institutional policies in drafting the position description, appointing the search committee, managing candidate files, checking references, and interviewing candidates on the phone and in person.

PREVENTIVE LAW II: ADHERING TO INSTITUTIONAL PROCEDURES AND POLICIES—FACULTY PERFORMANCE EVALUATION

An attorney will lead a discussion of the chair’s role in faculty performance evaluation for reappointment, tenure, and promotion. Topics for discussion include the importance of adhering to effective procedures and institutional policies when documenting professional performance, the role of student evaluations of instruction, peer review of teaching, the evaluation of scholarly activities, and contributions to the work of the department or division.

DEALING WITH DIFFICULT FACULTY CONVERSATIONS

Department and division chairs can prevent many issues from mushrooming into major problems through early intervention. Sometimes chairs delay difficult conversations with colleagues because they lack expertise to encourage change or to deliver bad news tactfully. How can the department or division chair understand better why a faculty member is less effective than expected? What strategies can motivate and support faculty members to become more productive? What skills and strategies might chairs develop to facilitate difficult conversations? Participants will explore how to have a frank conversation with a colleague and will have an opportunity to practice proven techniques.

BECOMING A LEADER ON CAMPUS

Department and division chairs occupy a pivotal role in the administrative structure of a college or university. The job often has been described as “leading from the middle.” How does the chair learn to lead? What are the potential challenges in the role of leader? How can the chair influence faculty colleagues within and beyond the department or division? Department or division chairs must develop a wider vision and understanding of campus-wide initiatives in which they might assume a leadership role. What campus resources can chairs tap to develop an institutional perspective? How can campus governance be a vehicle for this development? How can a chair find a mentor? What opportunities might be available when the chair is no longer the department or division leader? Participants will learn how to identify opportunities for leadership at the chair level. Each workshop will offer separate sections for new and experienced chairs and deans.

BUILDING AND MAINTAINING A COLLEGIAL DEPARTMENT

What are the strategies that experienced chairs employ to build and maintain a collegial atmosphere within a department or division? What lessons have they learned about working with their colleagues, students, and staff members toward departmental goals? How can chairs encourage diverse points of view and respect for all department or division members? Participants will explore these questions with an experienced administrator.

Hotel and Travel

 Location

Kimpton Hotel Monaco Pittsburgh

620 William Penn Place
Pittsburgh, PA 15219
(412) 471-1170

 Hotel Information

Reservation deadline: Tuesday, April 12, 2022
Room Rate: $169 single/double
 
Reservations can be made online or by calling (617) 772-5854. Please state that you are attending the Council of Independent Colleges’ Workshop for Department and Division Chairs. The group code is FGD. Reservations made after Tuesday, April 12, cannot be guaranteed at the group rate and will be accommodated on a space-available basis.

The Kimpton Hotel Monaco Pittsburgh is housed in a striking 1903 building located in the city’s central business district across from Mellon Square Park. It is a quick ride from the Phipps Conservatory and the Botanical Gardens, and just across the Allegheny bridge from the Andy Warhol Museum. A nearby neighborhood, Pittsburgh’s Cultural District, offers a 14-square-block area that features art galleries, restaurants, and retail shops.

 Travel

Airport Transportation

Pittsburgh International Airport (PIT) is approximately 20 miles from the Hotel Monaco Pittsburgh. View a comprehensive list of approved limousine, taxi, and shuttle services.

Uber or Lyft service also is available. Travelers must make arrangements for drop-off or pick-up through the apps or online. Vehicles will pick up passengers from the front curb of the terminal.
 

Hotel Parking

Self-parking is available at nearby Mellon Square Garage. Please check its website for rates and other information.

Registration Information


Registration Fees

CIC Member RateNonmember Rate
First Registrant$600$775
Additional Registrants$500$695


Dress Guidelines

Business casual clothing is appropriate throughout the workshops.


Cancellation Policy

Refunds will be made in full (less a $50 processing fee) for cancellations received more than ten business days prior to the workshop for which participants have registered. Refund requests received between five and ten business days of the start of the workshop incur a charge equal to 25 percent of the total registration fee. Requests received fewer than five business days prior to the start of the workshop are ineligible for a refund.

Please send cancellation requests, in writing, to the attention of Leslie Rogers-Brown, CIC conference manager, by fax to (202) 466-7238 or by email to lrogers-brown@cic.edu. Registrations are transferable within an institution.