1. By A great Panel of wonderful folks

2.  Direct the activities of the department subject to the approval of the Dean/Director  Responsible to the Dean/Director for  Development of departmental plans  Guidelines and internal office operation  Direct the departments administrative organization  Represent the academic discipline both on and off-campus

3.  Responsible for “recommending” to the Dean/Director such matters as personnel actions, curricular changes, course offerings, teaching assignments and the departmental budget (without “recommend” this is textbook 1 st Level Supervisor, still likely as is.)  In all phases of departmental affairs, the chair should be sensitive to and reflect (but not restricted to), majority department faculty sentiment

4.  Shall review candidates recommended for hire by the majority of faculty in the department and make a recommendation (unless a family member).  Interesting tips  We must submit a recommendation of the candidates, but the CBA only reacts when the hiring is “against the majority of the faculty vote  So, if the chairs disagree with the majority of faculty, there is no clear cut direction (in the CBA) of what happens next.  The President defends his/her decision only when going against the majority of faculty

5.  Chairs are required to  Evaluate non-tenured faculty once a year  Meet with faculty to discuss DEC evaluation, then write a separate evaluation based on “his/her” knowledge and personal observation of faculty members performance, the DEC evaluation and materials submitted by Faculty member  Submit to faculty, DEC, Dean by certain date  Tips – Chair can use DEC’s evaluation as part of the overall recommendation in annual evaluations.

6.  Make a “independent” recommendation for Tenure to the UWTC (Feb 15, Oct 1)  Must submit a list of those eligible for tenure along with recommendations to the UWTC  Tips  First and second year faculty (no grievance rights)  3 rd and 4 th year, - grievance rights, but faculty has burden of proof (They have to prove they deserve another year)  5 th year, grievance rights – more complicated  If 2 or more committees approve, Management has burden of proof  If less than two, approve, No grievance rights, (interesting!) but hopefully there are letters in the file (potential civil action)

7.  Accept applications for Promotion  Notify DPC and UPC of candidates going for promotion and submit documents to appropriate committee  Submit an “independent” recommendation of candidate going for promotion to UPC ( 2 page max)  Sign transmittal form

8.  While we recommend personnel actions, first level grievance meetings are with “management”  While we have recommending rights to hire, it is the majority of faculty who have the protected interest  We can “use” DEC evaluations for renewal-non- renewal, but not for Tenure and Promotion  Whether you like it or not, you are a union member and covered by the CBA... Which has its problems when acting as a first level supervisor (potential liability).  We look like, smell like, and sound like a first level supervisor, but... we are not according to the agreement (and maybe you want it that way)

9.  If you have a bad faculty hire, take care of them in year 1 and 2.  If you go to year 3 and 4, make sure the recommendations come with clear expectations and potential consequences  It’s a problem if a 5 th year makes it to 5 and doesn’t get more than 2 recommendations  Write recommendations you can prove, with documentation, and not conjecture  If you are witnessing a train wreck, do something before it happens and document it thoroughly. Don’t wait until after it happens and hope it all goes away