· Agriculture and Life Sciences
· Business and Communication
· Education and Human Development
· Language and Letters
· Performing and Visual Arts
· Physical Sciences and Engineering
Additionally, three deans administer the following special offices:
· Faculty Development and Mentored Research
· Foundations and Interdisciplinary Studies
· Online Programs
Faculty members placed in leadership positions lead by example, lifting others. They motivate fellow faculty members to excel in learning and teaching and in their work with students.
The academic vice president selects the college deans from among full-time faculty members (see 2.3.9 Campus Administrative Assignments). The Board of Trustees approves the appointments. College deans sit on the Deans' Council, Academic Council, and University Council; attend Campus Leadership Forums and College Dean and Department Chair Retreats; and preside over their respective College Councils.
The position of college dean is generally a 5-7 year assignment. College deans receive 6 to 9 hours of administrative leave per semester.
Each college dean selects two associate deans to assist with curriculum issues and outcomes and assessment and faculty development and mentored research. Other tasks may be assigned (see 2.3.9 Campus Administrative Assignments). The associate dean of each college sits on the Curriculum Council or the Faculty Development Council.
The associate dean receives 3 to 6 hours of administrative leave per semester. The length of service is at the discretion of the dean.
The Faculty Development Committee members coach faculty members on Fellowship, PDL, and Student Mentored Research proposals that require load and funding (see 2.3.4 Professional Development Leaves and Faculty Learning Fellowships). The Faculty Development Committee serves as a resource to department chairs and college deans in evaluating and strengthening professional development travel plans within the college. Additionally, they review Fellowships applications prior to submission to the Univeristy Faculty Development Council for approval. Committee members typically serve for a term of 3 years without load.
College deans enlist the aid of associate deans, department chairs, and office assistants as they schedule meetings, trainings, and socials.
The College Council coordinates the work of the college. The college dean presides over the College Council, which generally meets twice a month. Minutes are kept and filed where council members may access them:
· College dean
· Associate dean
· Department chairs
The 2:00 pm hour on the second and fourth Thursdays of most months is set aside for college and department use (see 6.2.18 Thursday 2:00 pm Hour). College deans notify department chairs and faculty members regarding the dates of college meetings in a timely manner.
College socials using University funds are encouraged to be held one or two times per year.
The Academic Office schedules campus Forums on a third Thursday twice each semester (see 6.2.17 Forums and 6.2.18 Thursday 2:00 pm Hour). Each college is assigned at least one Forum opportunity each year. The college deans recommend speakers and help to host the Forums (see 3.3.10 Guest Speakers). Although Forum speakers do not have to be members of The Church of Jesus Christ of Latter-day Saints, they must be approved by the President's Council, the President's Executive Group, and the Board of Trustees, a process which takes about one year.
College deans typically sit on the stage during commencement exercises, and they conduct their college's convocation. In that capacity, they usually provide brief congratulatory remarks. College deans may assign logistical arrangements for the convocations to their associate deans and office assistants. College deans also coordinate with the Academic Office regarding visits by General Authorities.
Academic excellence (for students graduating summa cum laude, magna cum laude, and cum laude) is noted in the graduation program. College deans should discourage any department from having distinguishing regalia, such as ropes, pins, or ribbons.
College deans are responsible for overseeing the quality and efficiency of programs and curriculum in their colleges. In that effort, they work closely with the College Council, the Academic Discovery Centers, and the dean of Foundations and Interdisciplinary Studies.
College deans certify students' completion of program requirements for graduation, approving adjustments as appropriate (see 4.3.2 Educational Programs).
College deans direct ongoing review and evaluation of course content and teaching methods. They keep faculty members abreast of new curriculum and instruction ideas and provide encouragement for innovation, experimentation, and improvement.
College deans review statistical information regarding departmental effectiveness and efficiency. They review requests for additional sections and new adjunct faculty positions.
In consultation with their associate deans, the college deans screen department chairs' requests for new courses. Requests that merit attention are brought to Curriculum Council by the associate dean. When a course uses an interdisciplinary team of faculty members, college deans coordinate between the various departments and colleges involved.
College deans approve the names of guest speakers who visit with students from an entire department or from one of the majors within the department. College deans ask the academic vice president to approve the names of guest speakers who visit with students across an entire college (see 3.3.10 Guest Speakers). All campus-wide speakers require Board approval. Request forms are submitted one month in advance, and clearances are valid for one year.
Advertising may be hung throughout college facilities and posted on the University's website. Images and verbiage must clearly indicate the sponsor and should emphasize the event (not just the speaker). All advertisements must be approved by the University Relations Committee.
College deans provide support and share in the responsibilities of the Academic Discovery Satellite Center located in each college (see 6.3.3 Academic Discovery Centers).
College deans ensure that department chairs are trained and promote good faculty mentoring for students.
College deans approve the text for the catalog descriptions of their departments one academic year in advance (see 6.3.2 Catalog).
The Foundations program draws faculty members from every department on campus (see 1.3.1 Foundations). Because many of the teaching teams are interdisciplinary, the college deans coordinate faculty resources between the various departments and colleges involved.
College deans have oversight of the resources entrusted to their colleges. Every effort is made to keep costs low for students and to be frugal in the use of resources supported by sacred funds.
In the spring of each year, the college deans receive stewardship reviews from their department chairs. The college deans review the documents, merge the departments' budget proposals, and prioritize a master list of needs for new faculty, facilities, capital equipment, computers, and operating equipment.
The college deans meet with the academic vice president to explain their budget requests. Afterwards, they attend a formal stewardship review with the Budget Strategy Committee.
Once budgets are approved, college deans are responsible to communicate budget decisions to their department chairs. Throughout the year, college deans monitor the University funds allocated to their departments and colleges and handle needed interdepartmental budget adjustments.
College deans review all requests from departments for new faculty members. They may approve requests for new adjunct faculty positions, provided sufficient resources exist in their colleges. They submit requests for CFS and visiting faculty members to the academic vice president at the time of their stewardship reviews (see 5.4.1 Stewardship Reviews).
During the hiring process for CFS and visiting positions, the department chairs and faculty members study the applicants' files, and college deans review the prioritized lists of candidates (see 4.4.7 Hiring CFS and Visiting Faculty Members).
College deans conduct interviews during all candidates' visits. With CFS and visiting faculty positions, college deans also attend the decision meeting with the other academic leaders who conducted interviews (see 6.4.2 Hiring CFS and Visiting Faculty Members).
Following the decision meeting, college deans inform all candidates interviewed of the decision regarding a position. The college deans request permission to submit the finalists' and alternates' names to the Board of Trustees.
For each candidate whose name is to be submitted to the board, college deans write a paragraph giving a summary of the primary reasons for hiring the candidate to the Academic Office. These paragraphs are sent to the Board of Trustees.
After the Board of Trustees gives approval and after consulting with the associate academic vice president for instruction, college deans contact the highest-ranked candidate to extend an offer for employment. When a position is accepted, the college deans contact all remaining candidates to thank them for their participation.
The President's Council approves open staff and office assistant positions. The college dean reviews the job descriptions for positions at the college level, making sure they accurately describe the work to be done.
Human Resources posts the job descriptions and screens all interested individuals, selecting top candidates for review by the college dean (see 4.4.14 Nepotism).
The college dean schedules interviews and selects the individual who is best qualified. College deans may include members of the College Council in the interview process.
Human Resources completes reference checks and obtains the ecclesiastical clearance. They also assist in determining a beginning salary.
College deans directly interact with department chairs and faculty members on a regular basis. They ensure that concerns are heard and needs are met. College deans participate in the Continuing Faculty Status process, review professional development plans, and recognize teaching excellence. They seek the appropriate involvement of the members of their colleges in making decisions and giving committee assignments, remembering that "in the multitude of counselors there is safety" (Proverbs 11:14).
College deans work with their department chairs and associate deans to appoint CFS mentors and committee members for new faculty members (see 2.1.4 Continuing Faculty Status). CFS mentors are usually chosen from a new faculty member's own department, and the CFS committee members are drawn from any of the departments in the college. Whenever possible, CFS mentors and committee members should remain unchanged until CFS is achieved.
College deans review the departmental binders on new faculty members annually. With their department chairs, they write status reports for new faculty members, making sure that concerns, if any, are duly noted (see 4.5.1 Continuing Faculty Status Process). After three years, college deans submit new faculty members' completed binders with the final year's status reports to the associate academic vice president for instruction.
College deans review teaching assignments and approved PDLs and Fellowships to ensure that the load for each faculty member meets approved guidelines for the type of contract he or she has accepted (see 2.2.2 Faculty Load Contracts).
College deans coordinate load for faculty members who are shared between departments and colleges, including Foundations (see 1.3.1 Foundations, 4.3.5 Foundations Teaching Assignments, and 5.3.7 Foundations Coordination).
College deans specifically coordinate and encourage the professional development of the department chairs in their colleges. They also examine with the department chairs on an annual basis the results of the ongoing professional development interviews conducted throughout the college (see 2.3.2 Faculty Professional Development Plans).
Office assistants are a vital part of the success of a college. In most cases, the office assistants have longer tenure in their positions than do the college deans. Counseling with the office assistant can yield great insight. Their capacity to do significant work is a tremendous assistance to the college and the college dean.
Generally, office assistants assist with day to day financial record tracking; taking minutes at College Council and other college-level committee meetings; oversight of student employees; ordering of materials; scheduling meetings; arrangements involving full-time and visiting faculty hiring; and assisting the office assistants in the departments.
Office assistants should not be asked to work overtime or to do personal tasks.
In addition to training provided by the college dean, college office assistants also receive training from office assistants in the Academic Office. In turn, the college office assistant provides assistance to the office assistants in the departments. Special note: Faculty professional development funds should not be used for office assistant training or other expenses including travel (see all subsections of 4.4 and 6.2.19 Office Assistant Trainings).
College deans are encouraged to visit the classrooms of faculty members within their colleges at regular intervals. College deans should also promote classroom visits among all faculty members in their college as a means to promote exchanges in learning and teaching techniques.
College deans occasionally visit faculty members in their offices. Such visits can be important times to recognize efforts, provide counsel, and offer encouragement.
When a faculty member is retiring, the college dean should schedule an exit interview. This visit, which should occur during a faculty member's final semester, provides the dean with an important opportunity to express thanks and glean insights (see 2.4.18 Retirement).
College deans receive notification from department chairs of faculty member absences beyond two days. College deans verify that classes are covered (see 2.4.16 and 4.5.7 Personal Leaves).
College deans may use University funds to purchase modest gifts that recognize extraordinary service. Such tokens should send a message of gratitude and recognition, not compensation. Federal tax regulations do not allow cash or cash equivalents (including gift cards) to be given as perks outside of the payroll system.
When a student approaches a college dean to complain about a faculty member, the college dean invites the student to meet with the faculty member privately first if it is appropriate to do so given the nature of the complaint (see Doctrine and Covenants 42:88). If the student indicates that a meeting with the faculty member has already taken place, the college dean invites the student to meet with the department chair and file a formal grievance in writing (see 3.5.7 Student Grievances in Campus Courses and 3.5.8 Student Grievances in Online Courses). If a student is unsatisfied with how both the faculty member and the department chair respond to the formal grievance, he or she may then take the complaint to the appropriate college dean for resolution.
If either the student or the faculty member is not satisfied with the resolution of the grievance at the college dean level, a different dean, selected by the Deans' Council, convenes an impartial Grievance Review Committee to make a final determination. The Grievance Review Committee consists of the designated dean, who serves as the committee chair; a faculty member from the same department as the faculty member against whom the complaint was filed; a faculty member from another department; and two students from the Honor Code office. All members of the committee should be impartial and without prior substantial knowledge of the facts and circumstances of the matter.
After a fair opportunity to be heard is provided to both parties, the student filing the grievance and the accused faculty member are excused, and the grievance is discussed by the committee. A decision is reached by majority vote.
A student generally must initiate a formal grievance no later than the end of the semester following the semester in which the alleged grievance occurred. The burden of persuasion to allow for the late filing of a grievance is upon the student and may be allowed or disallowed by a department chair or college dean (see also 3.5.8 Studnet Grievances in Online Courses).