Need for development programs for current and future deans

American Journal of Pharmaceutical Education, Summer 2001 by Sagraves, Rosalie

This is the third article that I have written this year as Chair of the Council of Deans. The previous two articles addressed the need for mentors and the need for AACP to determine ways in which the organization can help in the areas of faculty recruitment and retention. Included in the latter article was information about the Council of Deans' Ad Hoc Committee on the Recruitment and Retention of Faculty. This article addresses deans and our need to have programs available through AACP and other venues that enable individuals to attain the rank of dean and for others who are deans to assist them in their daily work. In this article I am going to address the CEO deans, that is those who are the chief executives of their organizations, and who also serve as chief academic officers (CAO). Many of these individuals also have the role of chief financial officer (CFO) for their college/school.

For many deans, at times, his/her job of being a CEO, CAO, and possibly CFO of an organization may be lonely. The dean may not know where to turn for support or resources necessary to help him/her solve problems that may have lingered with time or new ones which may have a significant impact on the college/school. For every dean, or for individuals who would some day espouse to such a position, there is a need to know as much information as possible about the duties, functions, and tasks required of a dean although these may vary with institution and whether it is public or private. The major task of any dean or CEO is understanding types and needs of various individuals in an organization.

As we at the University of Illinois at Chicago prepare for our American Council on Pharmaceutical Education (ACPE) evaluation team visit this fall, I had to think about and answer the following question, "What development programs exist for the Dean?" Earlier this year at one of the AACP Board of Directors meetings, the question came up as to what should AACP do in the area of education for current deans, especially those who are new in their positions, and individuals who aspire to a deanship? Therefore, I thought about the second question as I answered the first. I would like to share some of my response to the first question and hope that it will inspire CEO deans to send me information about what development programs are available for them, what programs have best fulfilled their needs, and what programs they believe are needed. In addition, it would be helpful to let me know what AACP might be able to do for current and future deans, because just as we need more faculty and department heads, we need additional deans - assistant and associate deans as well as those in CEO positions.

The following is an excerpt from my ACPE statement about the availability of development opportunities for me. Within the University of Illinois at Chicago (UIC), there are formal and informal mechanisms by which a dean can develop his/her skills that are required of a leader and manager. Among formal opportunities are monthly Deans' Council meetings that occur in three-hour blocks among deans and senior administrators in the Office of the Provost (who is also the Vice Chancellor for Academic Affairs at UIC). During these meetings, the Chancellor comes to update those present on issues that have a bearing on the University of Illinois system and specifically, UIC. The update is then followed by a discussion of items on the agenda set by the Provost. Overall, Deans' Council meetings allow deans to learn more about the campus as a whole and what individual colleges are doing and where advances can be made. The deans of the six health science colleges (the Health Services Policy Council; HSPC) meet monthly with the Provost, Vice Chancellor for Health Affairs, Vice Chancellor for Research, the CEO of the Medical Center and other administrators. The HSPC discusses issues of mutual importance and ways by which the health-sciences colleges and the Medical Center can solve problems and work together in more mutually acceptable ways. Individual deans have meetings at least on a monthly basis with the Provost and some deans (including the Dean of Pharmacy) have regular meetings with the Vice Chancellor for Health Affairs. All of these formal meetings accomplish the need for a dean to inform upper administration about the status of the College, but they also give deans opportunities to learn from others. In addition, UIC has made available to administrators an opportunity to attend a Harvard short course on management for academic administrators. I had an opportunity to attend this course three years ago and it was invaluable to me.

The President, Provost, and Vice Chancellor for Health Affairs typically have annual retreats that allow deans and other University administrators to discuss issues and develop plans that effect day-to-- day operations and long-term goals of the University. For example, this year's Provost's retreat is on University development and how we can increase our efforts, especially in the area of capitol campaigns. This year's HSPC retreat was a sharing of what our colleges were currently doing. In addition, a consultant was present to lead discussions concerning working together for mutual benefits. Annually the College of Pharmacy has College Enrichment Days (faculty retreats) to address specific issues such as the professional curriculum, graduate education, educational methods, the use of technology in the classroom, etc. These retreats enable all present to expand their knowledge bases.