Liaison Between the Department and the Dean

Liaison between the department and the Dean

This is a key function of the chair. You are the person the Dean will turn to about any issues facing your department, and you are the person who will go to the Dean with concerns initiated by the department. You are the representative of the department, a spokesperson, an advocate. You are also the person who will be relating back to the department the perspective and concerns of the Dean.

What happens when there is a conflict between what the department collectively agrees are its needs and what is presented by the Dean as the college's needs? The chair serves as the intermediary, conveying the department's perspective to the Dean, and the Dean's perspective to the department. If an issue is particularly contentious, the Dean may meet with the whole department. Associate deans are also available to meet with chairs.

Tell the Dean’s Office about departmental accomplishments, including those of students and faculty. Departmental accomplishments are an important factor in resource allocations, and departmental prestige, both within the university and nationally in the field, is based upon faculty and student achievements. Construct an annual end-of-year report of departmental accomplishments for the Dean and share with your department.

Here are examples of some of the issues that routinely call for the chair to consult with the Dean (for more details, see sections on these issues):

    • definition of positions in the department (when change is being considered)
    • searches (various aspects, from approval of the search through to candidate choice)
    • significant curriculum changes or proposed new initiatives
    • faculty workload issues
    • faculty development
    • scheduling
    • some course logistics (e.g., over- or under-enrollment)
    • departmental contribution to interdisciplinary programs
    • departmental advising systems
    • student learning outcomes
    • program assessment
    • faculty evaluation and review
    • personnel issues and conflicts
    • space needs
    • departmental contribution to interdisciplinary programs, including the University Foundations program