Dean Vivian Fueyo Dean Darrell Garber Dean Brad Balch.

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TECSCU Presentation Dean Vivian Fueyo Dean Darrell Garber Dean Brad Balch

Transcript of Dean Vivian Fueyo Dean Darrell Garber Dean Brad Balch.

Page 1: Dean Vivian Fueyo Dean Darrell Garber Dean Brad Balch.

TECSCU PresentationDean Vivian Fueyo

Dean Darrell GarberDean Brad Balch

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Leadership

Leadership is not mobilizing others to solve problems we already know how

to solve, but helping them to confront problems

that have not yet been addressed successfully.

Teacher Education Council of State Colleges and Universities

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A Framework for Leadership

Teacher Education Council of State Colleges and Universities

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Building a leadership teamWhat do you want to accomplish?

Who will help you?How do you build the structure?

Teacher Education Council of State Colleges and Universities

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HiringStrategic visionBudget analysisAuthorizationSearch processInterviewingMaking an offer

Teacher Education Council of State Colleges and Universities

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Tenure and PromotionBegins as soon as the contract is signedMentoringFeedbackDetermining success and failure

http://www.stpete.usf.edu/academics/faculty_resources/tenure_promotion.htm

Teacher Education Council of State Colleges and Universities

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ResourcesBensimon, E. M. & Neumann, A. (1993). Redesigning collegiate leadership:

Teams and teamwork in higher education. Baltimore, MD: Johns Hopkins University Press.

Bright, D. & Richards, M. (2001). The academic deanship. San Francisco: John Wiley and Sons.

Dickeson, R. (1999). Prioritizing academic programs and services: Reallocating resources to achieve strategic balance. San Francisco: Jossey-Bass.

Fullan, M. (2008). The six secrets of change: What the best leaders do to help their organizations survive and thrive. San Francisco: John Wiley

Wergin, J. (2003). Departments that work. San Francisco: John Wiley

Teacher Education Council of State Colleges and Universities

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Delegating DutiesDelegating is much easier if people volunteer

and take ownership.Without ownership, delegating can look like

micromanagement. Purkey uses the definition inviting from the

Latin invitare meaning “to summon cordially”.

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Delegationlines up with the progression of leadership.

Where you begin depends on where you are sitting.

Simple exercise of power to get work

done

Transactional

The leader and followers

“bargain” with one another to get the

work done.

Transformational

The leader and followers engage

in a common cause.

Moral LeadershipA shared mission, a shared purpose

and shared values.

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Leadership StyleA leader has to match the leadership style

with the needs of the followers.

• Use if a group member lacks knowledge about a certain procedure.

Authoritative Style

• Use with group members who understand the objectives and their role in the task.

Participative Style

• Use if the group members know more than you do about the task.

Delegative Style

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Communication

Message

Timing

Means

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Working with the MediaEssentially there are four “triggering events”

that would cause the Dean to interact with the media. 1. Publicizing an event2. Capitalizing on accomplishments from:

College Department(s) Faculty Staff

3. Sharing an unusual or unique story4. Serving as an expert to the media

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Rules of EngagementWork through your University Public

Relations Office.Be respectful of media deadlines. • Identify “experts” in the College• Be well prepared• Be available

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Utilizing Advisory GroupsGenerally, advisory groups serve two purposes:

1. NCATE compliance and best practices The unit and other faculty collaborate with P-12

practitioners in program design, delivery and evaluation of the unit and its programs.

2. Alumni and donor outreach Colleges have alumni groups in cooperation with

their University Foundation. (That relationship is important here.)

http://www.kutztown.edu/tower/Tower-Summer2010.pdf

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Shared Leadership and Building Capacity – The Essentials!

Vision – Mission - Core ValuesConceptual FrameworkDiversity PlanAcademic PlanStrategic Plan

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Vision – Mission - Core ValuesVision - It’s about creating a movie of the mind that

carries us from our present “what is” into a future of the best we can imagine…“what ought be.” It’s our dream!

Mission - A straightforward, clear, and concise statement that defines who we are, who we serve, what we do, and why we do it. Global enough to capture the larger purpose and specific enough to provide direction.

Core Values – Describe Relationships Underscore the Whole UnitClarify Who We Are Articulate What We Stand For Requires No External Justification

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Conceptual FrameworkThe conceptual framework includes aligned

educator preparation elements, describing the overall philosophy and purpose of the unit.

The Framework should also include the knowledge base, theories, research, and wisdom of practice.

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Diversity PlanThe Plan is underscored by a Cultural AuditThe Plan has three primary goals:To build and maintain an inclusive campus environment.To recruit, support, retain, and graduate a diverse

student population.To maintain and enhance diversity in employment of

staff, faculty, and administrators.An Implementation Team is essential. As the saying goes,

“What gets measured gets done!” Therefore, a committee reviews the Measures of Progress each year, identify persons responsible for goal accomplishment, and makes recommendations. The committee updates the diversity web page and posts relevant data.

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Academic PlanIt is a purposeful effort to enable the following:reflect on existing programs, opportunities, or efforts in

terms of additional support, revision, or elimination;identify new programs, opportunities or efforts;reflect on the current department model for the college

as it regards existing and new programs;consider appropriate staffing and supports;respond with creative and innovative solutions to three

change forces – declining funding, rising expectations, and rapidly developing technology; and,

reflect on the success/failure of our external partners in relationship to our own programs, opportunities, and efforts.

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Academic Plan ContinuedAcademic planning yields many desirable outcomes. The

exercise should favorably address the following: increased enrollment, retention and graduation rates;strengthen collaboration across programs, personnel,

and academic units;enhance the professoriate (discovery, integration,

application, teaching, learning, service);optimize our human resource commitment (existing and

future personnel);reduce costs;increase revenue opportunities;eliminate course duplication; and,seek new alignments for enhanced academic

opportunities.

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Academic Plan ContinuedThe 10-year academic plan should respond to the following

grand-tour questions: What will education professions look like in the next 10 years

relative to our college programs/services?What are the challenges facing education professions and how

can the college best position itself for these challenges through 2020?

How will programs/services respond to three change forces through 2020– declining funding, rising expectations, and rapidly developing technology?

If the college were to become the leading education provider, what programmatic/service opportunities should the college pursue? This might include, (1) eliminating programs/services, (2)

collaboration, partnerships, and new program/service alignments, (3) consolidation of programs/services, and (4) identifying resources for these opportunities.

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Strategic PlanA strategic plan will enable a unit’s mission

and assist in achieving the vision. The strategic plan also allows a unit to take a

big-picture view of itself over the next several years (e.g., 5) and be well positioned for distinctiveness in a change-oriented environment.

In part, it should include planning goals, timelines, a process, and overall desired outcomes.

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Examples Vision – Mission – Values:

http://coe.indstate.edu/dean/docs/fastfacts.pdf

Conceptual Framework: http://coe.indstate.edu/dean/conceptualframework.htm

Diversity Plan: http://coe.indstate.edu/dean/docs/DiversityTaskForceFinalReportDec2010.pdf

Academic Plan: http://coe.indstate.edu/dean/docs/AcademicPlanningDocumentFinal.pdf

Strategic Plan: http://coe.indstate.edu/dean/docs/StrategicPlanExecutiveSummary-2010.pdf