Section: Personnel
Policy Number: 4-32
Policy Name: Duties and Evaluations of Deans
Date: June 5, 1989
Revisions: October 15, 2001

  1. INTRODUCTION

    The requirements for the position of dean depend upon the college's stage of internal development, the opportunities presented by its environment, and its place in the University's overall program. These requirements will change as the college evolves. Hence the evaluation of a dean's performance must be considered in the context of the college's total situation.

    The dean's performance will be evaluated in relationship to the realization of the college's objectives, goals, and plans as developed by the college and agreed upon by the Provost and the President. Each college will be recognized as having certain objectives, goals, and plans which may require special evaluation procedures. It is expected that every dean will maintain an outstanding level of professional competence in teaching, research and/or public/professional service.

  2. GENERAL DUTIES OF DEANS

    This list of duties represents the typical obligations of every dean. Although some of the duties listed below may be assigned to chairpersons, to other faculty members, or to faculty committees, the dean is still the responsible agent. The duties of the dean shall include but not be limited to the following:

    1. Organization and Communication

      1. The dean shall be the chief executive officer of the college. The dean shall be responsible for defining, articulating and achieving its overall objectives fulfilling its educational, research, and service philosophies, and meeting its primary criteria for success.

      2. The dean is a senior member of the University academic leadership team. The dean shall be an active party to the formulation of University and college policies and regulations, and shall be responsible for the dissemination and execution of such policies and regulations within the college.

      3. The dean shall be responsible for the supervision of the college's internal administrative operation, including the management of college finances and personnel, the preparation and distribution of necessary program assessment and the coordination of college's activities.

      4. The dean shall communicate with the college for the University administration.

      5. The dean shall communicate with the University administration for the college.

      6. The dean shall represent the college before committees, councils, and other bodies.

      7. The dean shall represent the college in external relationships.

      8. The dean shall organize the activities of the college and take whatever steps are necessary to assure adequate internal communications within the college and provide faculty and students adequate opportunity for participation in college affairs. Where appropriate (and with the advice of the faculty and the approval of the Provost, the President, and the Board of Trustees) the dean shall organize the faculty into departments or similar organizational entities and, with the advice of the faculty, recommend persons to administer such units.

      9. The dean shall be responsible for the proper use of allocated college space (excluding general classrooms), facilities, equipment, and supplies.

      10. The dean shall participate in fund raising and development working in coordination with the University Development Office.

    2. Faculty and Personnel Development

      1. The dean of a college is responsible for providing leadership in the continual improvement of the quality of the college's teaching, research, and service activities.

      2. The dean is responsible for the establishment of priorities and for the allocation and use of the college's faculty resources by administering the teaching, research, service, and support work of the college.

      3. The dean is responsible for continually improving the quality of the college's faculty and professional and administrative staff by recommending

        1. new appointments
        2. reappointments
        3. salary changes
        4. promotions
        5. tenure
        6. non-renewals
        7. leaves of absence
    3. College Planning and Administration

      1. The dean shall be responsible for the development and maintenance of the college's curricula and academic programs (including Continuing Education and the summer and winter programs).

      2. The dean shall be responsible for the preparation of budget requests, allocation of funds, and supervision of college expenditures and for maximizing program effectiveness with the resources available.

      3. The dean shall be responsible for providing leadership and coordination for the college in obtaining grants for research, instructional improvement, and other special activities appropriate to the college's objectives.

      4. The dean shall be responsible for encouraging research and publication (or professional equivalent) and for planning, acquiring, and maintaining the research equipment and facilities (including library holdings) required for the present and future work of the college, as well as for the coordination and control of the use of such equipment and facilities.

      5. The dean shall cooperate with the administration in planning physical facilities appropriate to the functions of the college and in scheduling the use of such facilities by the college.

      6. The dean shall be responsible for internal evaluation of the effectiveness of the college's program and activities.

    4. Administration of Student Development

      1. The dean shall be responsible for administering the admission standards for the college as determined by the faculty.

      2. The dean shall be responsible for administering the advisement of all students in the college.

      3. The dean shall be responsible for the maintenance of records on all students in the college and for certification of students for graduation.

      4. The dean shall be responsible for the enforcement of academic rules and regulations within the college.

      5. The dean shall actively encourage student participation and involvement in college affairs.

  3. PROCEDURE FOR EVALUATION

    Two types of evaluation are important and necessary:

    1. Annual Evaluations

      While the term of appointment for Deans is dependent on college needs and the requirements for program development and continuity, Deans are subject to an annual review and serve at the pleasure of the Provost and the President. Customarily a major in-depth review is conducted after the initial five years of appointment.

    2. Major Periodic Evaluations

      From time to time major, in-depth reviews and evaluations of the dean will be found desirable or necessary. These may be initiated by the President, the Provost, the dean, or the petition of a simple majority of the college faculty. Regardless of the source of initiative, the purpose of the review will be to assist the Provost in:

      1. making recommendations or decisions concerning the leadership of the college, and

      2. generating constructive advice for improving the administration of the college.

      After conferring with the President, the Provost will appoint an ad hoc review committee and will charge them with gathering information from all sources they deem relevant, but including at a minimum the sources and procedures outlined below. The committee will further be charged with delivering a written report on its findings to the Provost and the dean. This report shall contain specific comments concerning the college's achievements, weaknesses, and goals under the present leadership and must conclude with a clear recommendation regarding the renewal or nonrenewal of the dean's appointment, as supported by the evidence.

      The in-depth review committee will decide upon its specific procedures in the light of its charge from the Provost, but it will include among these procedures:

      1. A study of the goals and objectives and periodic evaluation of programs of the college as prepared for national or regional accreditation bodies and the like.

      2. The dean's own written evaluation of his/her performance and the college's.

      3. Evaluations, either written or by interviews, with assistant and associate deans, department chairpersons, representative present and former faculty members, students, staff, and others, such as the President and other University administrative officers, who might help provide the committee with useful information for an accurate appraisal of the dean's performance.

      4. Evaluations, written or by interview with such persons as the dean might wish to recommend as pertinent sources of information and assessment.

      5. All necessary safeguards will be taken to protect the confidentiality of any statements the committee receives, whether written or oral.

      After the committee submits its report, the Provost will consider the recommendations in the context of his/her own knowledge and judgment of the dean's work. The Provost will share the substance of the report and his reflections upon it in a personal interview with the dean before sending his/her recommendations to the President.