- Academic and administrative leadership are critical success factors (and the absence is a critical risk factor) for UT System campuses and administration. Leadership development is currently decentralized across the UT System and may not be reaching all key audiences.
- The need to identify and develop academic leaders was identified in a 2004 study of UT System academic campuses by the Washington Advisory Group, and in critical issues consultations conducted in 2006 during the UT System Board of Regents' strategic planning process. Based on these findings, recruiting, retaining, and strengthening academic leadership are specific goals of the UT System Board of Regents strategic plan.
- Development of the scope and business plan for this institute has been a topic of discussion by UT System Faculty Advisory Council, System administration and campus executives, and by a working group for the academic institutions that was convened in 2006-07. Based on preliminary planning, in 2007-08, the UT System will begin to develop a leadership institute, designed to supplement and add value to the academic leadership efforts that exist on each campus, and that are offered through a number of System administration offices.
- Focus: This initiative will focus on the identification and development of academic administrative leadership (i.e., those who become or are department heads, deans, and central campus administrative leadership. It is related to, but is distinguished from faculty development, which focuses on improving effectiveness and satisfaction with teaching and research. The goal is to reach a significant number of people each year, rather than to develop a single, small, highly selective program.
- Outcomes: smoother-running operations; better risk avoidance and problem solving; fewer emergencies and problems; more depth/redundancy for decision making; identification of potential leaders; better succession planning; better retention of chairs and deans; cost savings in reduced legal matters, and cost savings from reduced staff turnover.
- Needs assessment: The Office of Strategic Management conducted a survey, based on preliminary needs outlined by the Academic Affairs leadership task force, of the nine universities in early summer 2007 to assess current resources for academic leadership development, and to pinpoint gaps and opportunities to leverage existing programs. A parallel survey was conducted for the six health institutions in later summer 2007.
An in-depth analysis of results will be completed in fall 2007. Follow ups on the surveys will also focus on customization for specific campus interests and needs.
- Oversight and coordination of Leadership Institute activities will be the responsibility of a program director in the Office of Strategic Management, working in close consultation and collaboration with a System-wide leadership development advisory group, System offices, campus offices, and the FAC, as appropriate. Responsibilities will include: defining program priorities and needs; identifying instructors and contracting for instructional resources; designing, coordinating, and marketing the programs; assessing the impact; and staffing the system-wide advisory group.
- A System-wide advisory committee, representing all 15 campuses, the FAC, and key System offices has been appointed to on an ongoing basis, to consider priorities and resources, to identify and evaluate opportunities for the System to add value to campus academic leadership development activities, and to help formulate and assess recommendations for specific actions.
- Institute staff and the advisory group will work with groups noted above to outline a modular curriculum with common and customized programs and tracks. Focused oversight for academic and health institutions will be part of the structure. Key elements will include:
- A rotating suite of program listings to cover several years to avoid repetition and keep participants engaged, and deal with new issues as they emerge.
- A program menu in the form of a matrix/module agenda to make it possible to customize the "curriculum" for each participant and each type of participant (e.g., department heads, deans, etc.). This will eliminate any unnecessary duplication with on-campus activities, or activities people may participate through other organizations.
- Elements of the program that will be offered in Austin; others to be offered on the Web; customized modules for individual campuses to create local cohorts.
- Certificates of completion and other recognition tactics can be developed to provide incentives for participation.
- Evaluations of outcomes in the short and longer-term.
In 2006, the Faculty Advisory Council of the University of Texas System presented recommendations on a leadership academy to the Board of Regents. See pages 89-92 of the Agenda Book, Vol. 2.
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Goal: Strengthen campus leadership and faculty development.
To support and drive the vision for each institution requires identification and support for strong administrative and faculty leadership. Some campuses are addressing this significant need, and the UT System can build on these efforts and provide value-added assistance through the initiation in 2006-07 of a plan to develop and implement a System-wide leadership initiative. This might include development of programs such as a Leadership Academy for department heads and deans… (p. 40)
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