VICE PRESIDENT, ACADEMIC AFFAIRS (Academic Management) DEFINITION Under

the direction of the President/Superintendent, the Vice President, Academic

Affairs serves as the chief academic officer of the college and is responsible for
educational policy and academic programs. This includes program review and
improvement, accreditation and self-evaluation, assessment of student learning
and advancement of student success, academic personnel decisions, budget
development, enrollment management, fiscal accountability, program and
curriculum development, and the encouragement and improvement of teaching
and learning. DISTINGUISHING CHARACTERISTICS The Vice President, Academic
Affairs has primary leadership responsibilities for planning, implementing, and
coordinating the educational programs of the College. In assuming these
responsibilities, the Vice President must work closely with Academic Deans, other
administrators, and members of the faculty. While the managerial functions
related to curriculum and instruction rest with the Deans, the Vice President
serves as a leader in long-term planning of educational programs, assuring quality
of instruction, selection and development of a distinguished faculty, and
furthering the strategic plan, the educational master plan, and the goals and
objectives of Ohlone College. The Vice President, Academic Affairs will serve as
advisor to the President/Superintendent in matters related to curriculum and
instruction, faculty selection, assignment, development, and retention. The Vice
President, Academic Affairs will be the primary link between the academic staff
and the Vice President, Administrative Services in all budgetary matters related to
instructional programs. The Vice President will work with the Vice President
Student Services in all matters related to the coordination of the instructional
program and student services. The Vice President, Academic Affairs will be
accountable for achievement of College goals and objectives within the scope of
Academic Affairs as set forth in the College’s Strategic Plan, and for assessing and
meeting the educational and vocational needs of citizens of the District. The Vice
President, Academic Affairs will be responsible for relationships with the wider
educational and occupational community, particularly the public schools of the
District, the higher education institutions to which Ohlone students transfer, and
to the employers within the District. Working with the Academic Deans in
planning, conducting, and evaluating the instructional program, the essential
qualification of the Vice President is leadership

VP for Admin
Definition

This is executive administrative work in planning, developing,

organizing, directing and evaluating academic programs, policies,
procedures and guidelines. Work involves providing overall
leadership, direction and control in all academic areas; directing
faculty - administrators in the evaluation and review of academic
programs and curriculum development; implementing Board policies
and procedures relating to academic programs; exercising seasoned
judgment in determining the means, methods and resources
necessary to achieve academic goals and objectives; serving as
academic liaison with various state and federal academic educational
boards, systemwide university offices, Legislature, etc.; overseeing
faculty appointments, promotion and tenure recommendations made
by college deans; recommending approval for salary adjustments for
faculty and subordinate staff in accordance with University policies,
procedures, collective bargaining unit agreements, etc.;
recommending budget proposals for academic related programs;
allocating and reallocating funds and resources; etc.

he Vice President for Administration oversee's the Division of

Administrative Services which is responsible for providing
essential operations functions in support of the university's
mission. These include the following:
 Ensuring proper management of university physical
assets
 Planning, design, construction, maintenance, and
operation of the physical plant
 Managing real estate activities
 Complying with governmental, environmental, health,
and safety regulations
 Assuring a safe and supportive campus environment
 Providing essential human resource functions to our
university community
 Maintaining relationships with local government and
organization administrators and conducting joint projects
with these groups to benefit the university community
and surrounding region
College Secretary

Kimberlee M. Pastva is the Secretary of the University (secretary), reporting

directly to the president. This office is primarily responsible to support the
activities of Rutgers’ Board of Governors and Board of Trustees by managing
the work of the Boards and serving as the liaison between the boards and the
university administration. In consultation with general counsel, the secretary
ensures that board actions are in compliance with legal requirements. Both
the Board of Governors and Board of Trustees elect the secretary and
associate secretary. This office also coordinates University Commencement
and maintains the University Policy Library.

In addition, the secretary has the role of secretary of the corporation, signing
and accepting official documents and keeping the university seal. Members of
the academic community may request letters of introduction for academic
research abroad by contacting the secretary’s office.

Key responsibilities:

 Supporting the activities of the Rutgers’ Board of Governors and

Board of Trustees
 Coordinating University Commencement, and the Honorary Degrees
Nomination Process
 Maintaining the University Policy Library
 Accepting service of legal process [PDF] on the university’s behalf
and forwarding legal documents to general counsel
 Directing the use of the university seal [PDF] and attesting to the
signatures of university official documents
 Preparing letters of introduction [PDF]
 Directing the procedure for lowering flags to half-staff [PDF]
 Report the passing of a Rutgers community member

The Office of the Vice President for Research and Extension (OVPRE) recommends to the University
President policies, strategies, guidelines, budgetary allocations, etc. pertaining to research and
development; directs the planning implementation and monitoring of R&D programs; collaborates with
institutional linkages for research and development.T

he Office of the Vice President for Research and Extension is directly responsible for all
the research and extension programs of the University. The office directly supervises the
operations of the Research, Planning & Development Office and the Extension Office.

The Office of the Vice President for Research and Extension e Office of the
Vice President for Research and Extension

The Office of the Vice President for Research and Extension (OVPRE) directly supervises the
operations of the Research and Extension (R&E) Division. It also assists the University
President in the formulation and implementation of administrative policies and procedures
concerning research and extension.

The PSU’s research and extension functions or mandates are the direct responsibility of the
R&E Division. Its goal is to strengthen the university’s research and extension capabilities by
coordinating the relevant units within the division. When Dr. Jeter S. Sespeñe took over as the
7th University President, he has initiated the transformation of PSU into a research university
during his term from (1 December 2011 to 30 November 2015). Through the leadership of Dr.
Michael D. Pido as the VP for R&E which started also in 1 December 2011, the R&E programs
have been revitalized gaining more linkages and partnerships among local, national and
international agencies, researchers and extensionists.

The Dean of Students Office connects students to resources, provides

support, and helps create policies that impact each student's Hoosier
experience.
The Dean of Students Office addresses the needs of the institution for:
developing, disseminating, interpreting, and enforcing campus
regulations for students; dealing with student behavioral problems in
a fair, effective manner; and protecting relevant legal rights for
students.

This program is committed to providing learning experiences for

students that facilitate and encourage respect for campus and
community governance as well as the conventions and expectations of
adulthood in American culture. Further, we seek to impart an
understanding of the importance of promoting a dignified
environment for teaching and learning. Through the services provided
to resolve student behavioral problems or interpersonal conflict on
campus, we strive to educate students on the values of personal
integrity, civility, tolerance and respect for the diversity found within
humanity.
Welcome to the Office of the Director of Finance
The Office of Director of Finance was created by the Philadelphia Home Rule Charter, adopted
by the electors of the City on April 17, 1951, to give the Mayor and the City government a
principal officer responsible for the financial, accounting, and budgeting functions of the
executive branch. The Director of Finance is thus the chief financial officer of the City and all
powers and duties concerning finances, accounting, and budgeting in the executive branch are
directly or indirectly the Director's. The Director of Finance is also the Chairman of the Board of
Pensions and Retirements and an ex-officio member of the board of various quasi-
governmental agencies, including the Pennsylvania Intergovernmental Cooperation Authority.
The City of Philadelphia operates on a fiscal year between July 1st and June 30th .

What We Do The Office of Planning, Research and Evaluation (OPRE) studies Administration
for Children and Families (ACF) programs and the populations they serve through rigorous
research and evaluation projects. These include evaluations of existing programs, evaluations
of innovative approaches to helping low-income children and families, research syntheses and
descriptive and exploratory studies. We also coordinate performance management for ACF.
View examples of Performance Plans and Reports.

The purpose of the Office of Planning, Evaluation, and Institutional Research

(OPEIR) is to support the University's planning, assessment, evaluation, and
improvement efforts, maintain the integrity of institutional data, coordinate the
flow of management information both within the University community and to
external agencies, and coordinate the University's Quality Assurance Funding
efforts.

Additionally, OPEIR provides UTC's students and the Chattanooga community

with opportunities for admissions, college credit, and licensure/certification
testing. Through the UTC Testing Center, OPEIR administer both individual and
group standardized examinations to enrolled students and residents of the
region. The UTC Testing Center is an authorized site for tests administered by
Educational Testing Service (ETS), the American College Testing Program (ACT),
The Psychological Corporation and other testing agencies.

Roles and Responsibilities of Department Chairperson

The Department Chairperson is a faculty member with assigned
responsibility to provide academic and administrative leadership to an
academic department. S/he is elected and recommended by the
 department faculty to the President or his/her designee (Provost and Senior
Vice President or College Dean) for appointment consideration. During an
individual’s tenure as chair, s/he retains all the rights and privileges of a
faculty member as contained in the union (AFT/State) Agreement. The
Chairperson reports to the College Dean. S/he provides appropriate
leadership for the advancement of academic excellence and the effective
functioning of the department which includes the implementation of
University, college and department policies.
In cooperation and consultation with his or her faculty member, the
Department Chairperson:
 Leads the department in developing and implementing immediate and long-
range departmental goals and objectives (in concert with faculty input) to meet
University and college goals and objectives;

 Leads the department in coordinating the development of a yearly plan of

course offerings, including the development of the annual course (teaching)
schedule for each faculty member, based on the academic needs of students
and in consultation with the faculty;

 Leads the department in coordinating the development and enhancement of

departmental curricula and initiatives for the improvement of instruction;

 Encourages and assists faculty to improve professionally through study,

research, creative activity, service and participation in professional activities;

 Leads the department in promoting inter-departmental cooperation and

interdisciplinary initiatives;

 Coordinates activities within the department that go beyond the delivery of

instruction, such as assessment, writing, critical thinking and diversity initiatives;

 Maintains active communication with university administration, the WPU

community, alumni, and related external bodies (e.g., for purposes of
certification practica and internships);

 Participates in college and university deliberations and contributes to policy

formation in his/her role as faculty;
 Monitors, with faculty advisors and program coordinators, the academic
progress of student cohorts;

 Coordinates and supervises departmental advisement, registration, and other

retention initiatives in collaboration with the faculty;

 In consultation with the faculty recommends the appointment of departmental

graduate coordinators to the College Dean and supervises their activities;

 In his or her role as faculty member, assures that the provisions of the union
(AFT/State) Agreement at the departmental level, including those relating to
recommendations for retention, tenure, and promotion, be followed;

 Coordinates all search and screening committee processes, including the

selection of the search committee; works closely with the Office of Employment
Equity and Diversity and the Office of Human Resources to ensure conformity to
the WPU Employment Process Guidelines and Diversity Plan;

 Forwards departmental recommendations to the Dean for hiring full-time, part-time and adjunct faculty;

 Serves as fiscal officer for the department; prepares and monitors the departmental budget, and reports to the
department on the status of the budget at least twice a year, minimally in September and May;

 Oversees the maintenance of accurate and up-to-date faculty and student records;

 Prepares reports in cooperation with the department faculty, including the annual departmental report, as requested
by the President or his/her designees, and appropriate outside agencies;

 Hires and monitors the evaluation of adjunct faculty per the union (State/AFT) Agreement and University policy (i.e.
Faculty and Professional Staff Handbook);

 Supervises and evaluates civil service staff, student workers, and graduate assistants;

 Reviews and forwards requests for permission to travel for professional purposes and for allocation of departmental
travel funds per departmental by-laws and guidelines and University policy;

 Reviews and forwards all faculty proposals for awards and leaves as per the union (AFT/State) Agreement and
University policy;

 Supervises the resolution of student grievances and grade appeals, following established departmental, college, and
University-wide procedures;

 Convenes department meetings on a regular basis (approximately once a month during the academic year);
 Arranges for representation for the department at official University functions such as convocation and
commencement ceremonies; and

 Performs other traditional duties and responsibilities as assigned by the President or his/her designee (Provost and
Senior Vice President or College Dean) in conformance with the union (State/AFT) Agreement.

Program Development and Departmental Planning

 Chairs are responsible for the planning and initiation of changes in the curricula
(including Continuing Education and Summer/Winter curricula) of their
department.
 Chairs oversee research programs carried out under departmental auspices or
involving department resources, and are responsible for encouraging an
appropriate and balanced program of research among the department faculty
that involves both graduate and undergraduate students, as well as postdoctoral
students, wherever possible.
 Chairs oversee service/outreach/extension programs carried out under
departmental auspices or involving departmental resources, and are responsible
for encouraging an appropriate and balanced program of
service/outreach/extension activities among departmental faculty.
 Chairs prepare budget requests, allocate funds, and supervise departmental
expenditures.
 Chairs work with the Director of University Libraries to enrich the collection,
giving due attention to planned research and future growth of the department.
 Chairs work with the department, the dean, and appropriate administrative
offices in planning physical facilities for the department.
 Chairs work with the department, the dean, and appropriate administrative
offices in planning enrichment programs, such as lecture series and colloquia,
for majors and other interested students, faculty, and members of the
community.

Periodic Statement of Departmental Goals

To provide a continuing basis for development and evaluation of a department, each
chair (by means of consultation with the appropriate committees within the
department, or the department meeting as a committee of the whole) prepares, at least
every five years, a statement concerning problems, long-range plans, and objectives.
This statement of goals includes consideration of the adequacy of physical facilities,
sufficiency of monetary support, and appropriateness of departmental organization
and communication. The statement, sponsored by the department and agreed on by
the dean, is submitted to the provost and the president for use as a planning document.
Organization and Communication
  The chair holds regular department meetings as seem most appropriate within
the organization of the department, and as agreed on by the chair and the
faculty.
 The chair appoints and oversees the responsibilities of any subordinate
department administrator(s), such as assistant chair, chairs of standing
committees, and administrative assistants.
 The chair communicates with the department for the dean, the provost, the
president and other administrative offices.
 The chair communicates with the dean, the provost, the president and other
administrative offices for the department.
 The chair represents the department before committees, councils, and other
bodies.
 The chair orients new faculty members to departmental policies and
procedures.
 The chair is responsible for implementing affirmative action policies and
providing equal employment and educational opportunity at the departmental
level.
 The chair recommends the appointment of and oversees the work of non-
academic departmental staff.
 The chair supervises the use and assignment of allocated departmental space
(excluding general classrooms), facilities, equipment, and supplies, and
maintains an inventory of the latter two.
 The chair contributes to the formulation and execution of college and
University policies and regulations.
 The chair is responsible for revision of copy for the catalogs and other
bulletins.

Administration of Student Development

 The chair coordinates and makes recommendations concerning the advising of

majors and the admission and advising of graduate students in the department
or in special programs under department control and supervision.
 The chair provides recommendations for student aid at both the undergraduate
and graduate level.
 The chair encourages student participation and involvement in departmental
affairs.
 The chair ensures that a balanced and appropriate offering of courses at all
levels is made each term and works closely with faculty and with other
administrators toward appropriate enrollments.
Department governance The Department Chair has primary responsibility for
managing and facilitating the department’s decision-making and governance.
Each department has its own formal procedures and informal customs in this
regard, and typically the Chair works within these systems, though periodic
review and revision of procedures and norms is sometimes needed. The Chair
oversees faculty meetings (scheduling, setting the agenda, preservation and
distribution of minutes, maintaining order during discussion, et cetera), and
follows the department’s procedures for staffing the department’s standing
committees and appointing faculty to administrative roles in the department
(e.g., directors of graduate and undergraduate studies). In addition to enacting
these procedures, of course, the Chair acts a leader – bringing opportunities,
pressing questions, and issues of concern to the faculty, recommending the
course of action in response to these, and working to build agreement on the
directions the department will pursue. Critical in all of this is the Chair’s ability
to foster communication, negotiation, and common purpose among the
faculty