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I ?

( ?

T''' ?

t ?

aeded

. ?

er S.71-80, Salectiori of Dcp.rtitient

©ADUM 

Members 

of

Senate ? 

.

?

Dr.

•. 

6.J. .Wi.1.so.,.V..i.c.P.re.sJ.d.ent, 

Acadern I c 

SELECTION OF DEPARTMENT CIIAI RHEN

Sublect................ .......... ?

....

........... .....

... .......... ................................

Date_ .... ..... J

u

y

19,.....97.1 

?

.................................. 

I undertu:k at the November 9. 1970 Board Meeting 

to revise the 

Senate 

Paper 

S224 

in order to provide 

for the selection of Departmental Chairmen without 

the necessity of providing for appraisal of 

Departmental performance prior to each selection, 

Since thaL time I have_ circulated two draft proposals 

to Cha I rmen and Departments, had two full meetings 

with Departmental Chairmen and have had some 

interactions with Departmental members both directly 

and through correspondence. 

As a result of these interactions two things have 

• ? 

become apparent; some Departments feel that the spirit 

of S224 must he maintained, as was set out in the 

Senate mo: ion, providing Departments with the 

opportunity 

f:

selecting their man 

?

In some senses, 

however, 

S22

11

is an obsolete document. 

?

It was drafted 

several years ago when the internal situation in the 

University was certainly different from that obtaining 

today and it assigned to Departments certain 

responsibilities which have subsequently been transferred 

to other agencies. Others have comi±ented that relatively 

weak Departments, if left to their own devices, may 

select a Chairman who is unlikely to "rock the boat 

or, in strong Departments, someone wrio is not 

likely

to press For a change in emphasis of the Departmental 

program, no matter how appropriate this might seem to 

members of faculty outside that Department. 

ttis clearly impossible to reconcile these two points 

of view completely and I have suggested two alternative 

rnechari I sms or 

selection 

the

of Chairmen, one of which 

places the main authority for the selection in the hands 

of the Department while the other shares this responsibility 

between the De 

p

artment and the Faculty, 

?

would feel 

that the best interest of Departments would be served 

when thai r Cha I rman enjoys the confidence 

of other 

.

?

Chairmen within the University 

and

the Dean, provided 

that he has the support of his Department. Someone who 

is supported by his Department but does not enjoy the 

confidence of other administrators, can hardly be as 

effective in carrying out his 

responsibiiities.

kp ? 

B. G. Wi I son 

F nr s

APPOTMENT. AUTHORITY AND RESPONSBILTY 

-

OF DEPARTMENT CHAIRMEN 

AB

M ?

i_

The partnership of faculty nembers in 

Chairman 

a Depart 

are

nta

de nd research. 

structu 

RE

and the consequent appo tment of a 

?

signed to 

promote the UniVe tLy 

?

t\!O

majot aims - 

?

a

It is clearly 

imortant tL:t policies should be recomme ed wh i 

are likely to raise the standar 

?

0f the UniVerty in fulfifl9 

these 

?

As a basic starting 

poifl

two pr 

?

onS seen) important 

oPO ? 

reaching 

. First, 

?

all members 

0

f a Departnt shou 

?

particiPatc   

he term 

?

policy 

dec

isions on matters concerned with teaching (using t 

iteachifl9' in tS widest sense 

?

second, when a facultY member 

?

is derelict in his duties, steps 

must he takefl to assure that 

he fulfills 

his

oblJCtiOnS.

ReSP0n5ibjtY and al-' 

?

must 

thecefo 

?

be provid 

?

For the 

Chairman so that h 

?

th

e wil he able 

to take suc 

h

act

?

as may be necC55Y' in acCo 

?

wi

University regU1ati0flS espec 

?

ly on matters which effect the 

University 

?

0jgati0flS to its Students. 

t is 

im7o5Sl°

and Pro 

?

undesirable to atte2t to legislate 

for every cont1n9en' 

?

Further, some able and cons entiOJS 

proFessors might rd 

USC

to occuPY an admifltti 

?

poSi ?

bound 

?

by a multitude of 

5

ecif c regulations and which provides mifl1m 

opportunity for the exercise 

0f creati 

?

talents. However, it 

seems 

in

?

to Specify some area 

0f auth0 

?

lo

?

ty and 

responsibility to be exercid within Departnts as 

?

ng as it 

?

is realized that these ca 

t

, be 

be only guidelines* 

Unif0ttY acrOS5 the JniVers 

itY

?

i

in internal Denartnta procedu 

res

has no intrinsic vaUe distribution of duties wil1 depend on the 

?

?

charactstCS of Departmnt members and oF the 

Chair1T 

?

n

ther 

?

personal relationships 

and the flature of the dSciplin 

?

NeVert 

?

some commonalitY in regulati0flS appears essent 

?

j

ial so that members 

of the University co, 

muflhtY

are aware of their reSP0UtS 

not onlY lthin their DePartmt but to the wider 

University 

commutY 

?

Students as we11 as senior University admii5t1t0rs 

St be able to appr0a 

?

somd0 

?

when roflgs 

?

to be righted 

and reproaches made. 

Good Departments and good Chairmen have the     

?

feature 

of mutual trust that Departmt 

?

i ?

11

?

mu

?

interests 

W ?

take precedence 

over privatd interestS 

?

Guide1 

nay be heiPf 

?

where 

?

l

trust alreadY ex is 

?

but i manY 

?

CCSCS

l of 

they are likely to be 

superfous. Where there 

a high dese ied leve 

?

mistrust, 

on the 0th 

0f ? 

C

er hand, there 5hoU 

?

ld be an 0poitutY for the recall 

Note: Good teac1g iC a

verS1t

1flVO1' ?

onlyhe

mere

a hair' 

flQ

uniVertY faCUltY be actiVC

ngaged

and

jfl

the

ifli

flQW18age arid skilJ.

o beai on

prohlCThS

the jder comut

-2-

RECOMMENDATIONS 

jua f 

cat i 

2ic.f_Dep 

artment Chairmen 

The position of Department Chairman should he held by someone 

who has the respect of students and colleagues, who is himself 

a teacher and scholar, but who is willing for a time to assume 

special responsibility for the harmonious and effective 

functioning of the University at the Departmental level. 

?

During 

the period of his appointment a Chairman is expected to put the 

interests of the Department ahead of his own research interest 

and the interest of his own specialty. He should be appointed 

because of his devotion to education and research, his 

intellectual, professional and administrative abilities, and 

his qualities of leadership. 

?

Hopefully he should be able to 

help create an environment conducive to the growth of 

intellectual life within the Department and to maintain the 

confidence and co-operation of students and colleagues. 

The Chairman should be able, through example and persuasion, to 

ensure that full commnicatior with interested persons is part 

of the decision-making process. He should be receptive to and 

support wherever possible the initiatives of faculty in 

teaching, research and professional activities. 

?

He sho1d be 

adept at reconciling differing viewpoints. 

2A. ? 

Method of Appointment 

a) The Dean and the Vice-President, Academic, after 

consultation with the Department will decide upon the 

desirability of including candidates from outside the 

University within the search procedure for Chairmen, 

taking into account staffing needs and the general 

operation of the Department. The Department will 

then be informed whether the search procedures shOuld 

be limited to the membership of the Department, or 

should include external candidates. 

b) If the Department selects a candidate from within, 

the Dean shall supervise the election for the position 

of Chairman. The person elected must he acceptable 

to the majority of the full-time Faculty members of 

the Department. 

1.

The Dean shall forward the recommended nomination to 

the Vice President, Academic, with his comments. If 

the Vice President, Academic, is unable to support the 

• ? 

.

?

recommendation he shall so inform the Department and 

the Dean. The Department shall then conduct a new 

election and select a second candidate. 

-3-

d)

it is the responsibility of the Vice-President, 

Academic, to recommend on the merits of the nomination 

from the Departmant, as forwarded by the Dean. 

?

in the 

event that a second candidate has been selected by the 

Department and he is also unacceptable to the 

Vice- 

President, Academic, or in the event that the Depart- 

ment Fails to put forward a second candidate, the 

Vice- President, Academic, shall initiate the setting 

up

of

a Search Committee advisory to himself as set 

out below. 

e)

A Search Committee, advisory to the Vice-President, 

Academic, shall be established for each Chairmanship, 

in the Following circumstances: 

i. Where the Department is constrained to or wishes 

to include external candidates in its search 'For 

the Chairmanship, or 

• Where no agreement between the Department, Dean 

and Vice-President, Academic, has been reached 

• ? 

regarding the suitability of candidates nominated 

by the Department, 

f)

The voting membership of thaSearch Committee shall be 

as follows: 

1.

The Dean of the Faculty, or his designate (Chairman). 

2. 3 ? 

L.

?

and

5.

p;e:.:trc:, 

?

ne!u ? 

cc

ic::t Three faculty members, elected by: 

1. ? 

the 'Full-time faculty members of the Department, 

or,

ii. ? 

if the full-time faculty members so decide, all 

those with voting rights at Departmental 

meetings. 

**

?

If t 

.

hc f€tb 

m'm ? 

ii -, 

cfu'-1nf ?

k

in a major, honor or graduate program in a subject area 

offered by the Department. At the time of nomination 

he must be in good academic standing. 

In a Situation where the foregoing procedure cannot be 

applied, the appropriate Faculty Executive Committee 

will determine 

the compos i t i on of-the Committee 

members 

. ? 2, 

3,

+ and 5. 

** One student selected by the Departmental Student Union if the union 

exists, and, if not, one student. selected by the Student Society. 

The student must be enrolled 

-4-

6. and 7. 

?

Two Faculty members from other University 

departments selected by the Faculty Executive 

Committee, where such exists; otherwise by the 

current Chairmen of 

the

other departments of the 

Faculty, meeting as a group. 

8. One Faculty member nominated by the Vice-President, 

Academic, From another 

Faculty.

chqro

g)

A quorum shal I be the 

?

plus three others, at least 

two of whom shall he members of the Department faculty. 

h)

Members of the Department concerned and others wi 1 1 he 

invited to suggest the names of candidates to the Search 

Committee; the opinions of students and faculty should 

be sought and an opportunity should be afforded all 

departmental faculty to 

meet

with any external candidates 

whose names appear on a final short-list of candidates. 

1) ? 

The Dean, 

?

.:.

will report the conclusions of the Search Committee to 

the Vice-President, Academic, 

ftc

also has the duty and 

right to attach his own advice to the recommendations. 

j)

If the candidate recommended to the Vice-President is a 

current member of the Department, he she 1 1 determine 

the acceotahi 1 ity of the candidate generally within the 

Department. 

k)

The Vice-President, Academic, will recommend the appoint- 

ment to 

the

President when he is prepared to support the 

nomination; if he is not prepared to support the 

nomination he shell so inform the Committee through 

its

Chairman. 

1) ? 

In cases where the Search Committee's recommendation is 

not accepted, the Committee wi 1 1 select a second 

candidate using the same procedures, 

in) The President has final responsibility to recommend to 

the Board of Governors on all such appointments. 

-5-

2B. ? 

Alternative methodof appointment. 

a)

Provided that an additional appointment is authorised, 

the Department will decide whether it wishes to select 

an internal or external nominee for the position of 

Chairman of the Department. 

b) i . 

?

?

If the Department decides to select an internal 

candidate, the Dean shall supervise the election 

For position of Chairman 

?

The person elected 

must be acceptable to the majority of the 

Department; a definition of majority shall be 

arrived at by the Department prior to the election. 

I. If the Department decides to select an external 

candidate, it shall form a Search Committee, the 

composition of which shall be at the discretion of 

the Department. ? 

It may he thought advisable to 

include members of Faculty from outside the 

Department, and/or the Dean of the Faculty, on 

this committee. The final recommendation of the 

Search Committee shall be ratified by the Department 

as its nominee for the position. 

ii i . The nomination of the Department shall he forwarded 

to the Dean of the Faculty. Provided that he concurs 

in the appointment and the Vice-President, Academic, 

agrees, the nomination shall be forwarded to the 

President who may then recommend the appointment to 

the Board of Governors. 

iv. In the event that the nomination is not acceptable 

to the President or to the Board of Governors, the 

Search Committee shall seek a second name for the 

position. The same procedures will then be carried 

out as for the first nomination. 

3. ? 

Term of Office 

a) The Chairman shall be appointed initially for a defined 

term which shall be not less than two and not more than 

Five years; the appointment may he renewed for a second 

term. ? 

His position should be reviewed early in the 

final year of his appointment. 

?

(In moving from the 

?

present semester by semester operation to a two to five 

year term period, the minimum term may be reduced to 

one year on mutual agreement between the Department, 

Chairman-elect and Dean). 

.

-6-

.

b)

The appointment of the incumbent after two terms of' 

office should not be made without the overwhelming 

support of the members of the Department. 

c)

The length of the term of office and the definition 

of 'overwhelming support" shall be recommended, in 

each case by the selecting body. 

NOTES: 

1.

The position of Chairman should not normally be considered 

a career post. Any period longer than seven years, during 

which there must be some neglect of scholarly activities, 

would constitute too great an interruption for most 

academics. However, it would be wrong to deprive depart- 

ments of an outstanding Chairman who is willing to continue 

holding such a position. Such a person would be expected 

to command "overwhelming support". 

2.

Rotating Chairmanships are not recommended, in the sense 

that all members of the Department can expect a "turn': 

.

?

Even in quite large and distinguished departments, it is 

often found that only a few faculty will possess the 

qualifications outlined in the first recommendation. 

1 4 .  

,

?

Regaton and Recal 

l

a)

The Chairman is expected to give a minimum of four 

months notice to the.University of his intention, 

before the normal expiry of his term of office, to 

relinquish his administrative duties. 

b)

Reconsideration of the suitability of a Chairman is 

obligatory when a petition to this end, signed by at 

least one third of the Full-time faculty members of 

the Department, is presented to the Dean. Only in 

extraordinary circumstances, however, would the Dean 

accept such a petition during the first year of a 

Chairman's tenure of office. 

?

A recall vote will be 

held between sixty and ninety days after the 

submission of such a petition. The question of non- 

confidence in the Chairmanship will be resolved by 

simple majority vote of the full-time faculty members 

of the Department. ? 

If the vote of non-confidence is 

.

?

negative no further reconsideration shall take place 

for at least one year. 

-7-

c)

The Dean of the Faculty has the right to recommend 

recall of a Chairman through recommendation to the 

President, The powers of the Board of Governors and 

the President regarding suspension (and dismissal) 

of any University officer are given in Section 58, 

paragraph 

I

of the Universities Act, 

?

In exercising 

such power in respect of a Chairman, the President 

is assumed to be advised by the appropriate Dean and 

the Vice-President, Academic. 

?

Before such a step is 

taken the Dean and the Vice-President, Academic, must 

familiarize themselves with the views of the Department 

and report their findings to the President. 

d)

These regulations are not intended in any way to limit 

the Chairman's direct communication with the President 

and the Vice-President, Academic. 

5.

?

The Administration of the Department 

a)

To provide continuity within the Departmental 

administration, it is desirable that Department Chairmen 

be on campus for the calendar year, apart from normal 

vacation periods. 

?

Participation in teaching duties are 

expected For two of the three semesters, but, because 

of the interference by administrative duties with the 

research program of an incumbent, a year's leave at 

full pay after five years' service (pro rata for 

shorter periods) would appear appropriate. Such leave 

would not be regarded as influencing Chairmen's 

eligibility For sabbatical leave. 

b)

The administrative load falling on Chairmen should be 

such as to allow them to continue as much of their 

scholarly interests as is consistent with the fulfillment 

of their duties. 

c)

A Department which feels the need For administrative 

competence in addition to its Chairman may wish to 

formalize positions such as Associate Chairmen. 

?

A

request which shall include a statement of the case, 

shall he transmitted to the Dean of the Faculty who 

should consult with the Vice-President, Academic, 

regarding the merits of the request. Recommendations 

may then be directed to the President and the Board of 

Governors. When authorized, Chairmen shall appoint 

Associate Chairmen subject to ratification of the choices 

. ?

by the Full-time faculty members of the appropriate 

Departments. The term of office of an Associate 

Chairman shall terminate not later than that of the 

Chairman but shall not normally be less than 12 months, 

.

-8-

d)

In the case of the absence of the Departmental Chairman, 

the following shall apply: 

i. ? 

Where absence is to he of a short term, i.e. 

less than one month, the Chairman may appoint 

an Acting Chairman. 

Where absence is to be longer than one month, 

the Associate Chairman, where the appointment 

exists, shall fill the position as Acting 

Chairman until the Chairman returns or until a 

new Chairman is selected. 

?

In Departments which 

do not have an Associate Chairman, Acting Chairman 

will be appointed by the Dean after consultation 

with the Chairman and the Department. 

iii. When the position becomes vacant, without notice, 

through resignation, recall or suspension, the 

Dean shall appoint an Acting Chairman until a 

new appointment is made according to the 

procedures set out above. 

e)

Normal academic considerations will apply in establishing 

the basic salary of a Chairman or Associate Chairman. 

In addition to the salary, each shall receive an extra 

stipend for the performance of his administrative duties. 

This stipend shall he paid as long as the person 

concerned continues to hold the position in question. 

Authority, Duties and ResponsHLties 

The Chairman has an overall responsibility to is Department and 

Dean for ensuring that Departmental policies are formulated and 

executed, that University, Faculty and Departmental regulations 

are followed and that individual members of the Department fulfil 

their assigned duties. 

?

The assignment of duties will normally be 

on the recommendat ion of the Cha I rman. 

6.

In the actual formulation and execution of Departmental policy 

and in the fulfillment of Departmental functions, the division of 

authority and duties will vary from Department to Department and 

from time to time within the same Department. This division of 

responsibility should be determined at Departmental meetings and 

reviewed periodically. ? 

Policy decisions which affect the 

.

?

Department as a whole should in general be determined at 

Department meetings or by committees designated by the Department 

for the making of such decisions. It is nevertheless expected 

that on occasion the Chairman may have to make and later report 

to his colleagues decisions affecting the Department as a whole 

before these can be considered at a Depart-mental meeting. 

9 -

Because of the emphasis on joint responsibilities there are 

reciprocal obligations between the Chal rmari and other members 

of the Department. Both have duties to ensure that the 

Chairman can free himself from administrative chores in order 

to be available for discussions with individuals and groups of 

department members. Both have duties to ensure that the 

operating procedures of the Department are understood by 

everyone concerned, Through 'their own involvement in selecting 

a Chairman, all department members have committed themselves 

to support the incumbent and must tolerate his right to be 

occasionally wrong. Through acceptance of the position, the 

Chairman undertakes to provide democratic leadership taking 

note of majority and minority views. The members of the 

Department should pay special attention to the views of the 

Chairman compared to those of other members, because of his 

special knowledge of possible administrative or other 

impi icat ions of decisions they may reach and because of his 

responsibility in executing such decisions. 

The Chairman's ultimate responsibility exists most clearly in 

the implementationof University, Faculty and Departmental 

. ?

decisions. One of hisduties is to act as spokesman in 

reporting decisions of the Department to senior University 

administrators and other sections 

of

the Faculty. He also 

serves as the channel for communicating to the Department 

decisions of his Dean and the President, of Faculties and of 

Senate. ? 

He will of necessity delegate some of his duties to 

members of the Department and support staff. Notwithstanding 

any suggestions made in these guidelines, the Chairman has the right 

and duty to report to his Dean significant dissent from Departmental 

decisions, including his own reservations, if any. ? 

He has also 

the right and duty to report failure on the part of members of 

the Department to 'Fulfill University, Faculty or Department duties, 

especially obligations to students and to suggest ways of 

preventing their occurrence. The Chairmanalso has the right 

and duty to maintain privacy in matters 

of

a confidential, 

personal nature. 

(Appendix to document) 

&

.

RESPONSIBILITIES OF ACADEMIC DEPARTMENTS 

Academic departments have the following responsibi 1 ities to 

a University. 

1.

Departments are responsible for maintaining teaching and 

research programs of the highest quality. They should 

maintain interest in the well-being of students and 

concern for the academic progress of the University. They 

should ensure that the quality of teaching and scholarship 

in the department is appropriate to the academic aims of 

the University and should facilitate effective collabor- 

ation with other Departments. ? 

They wi 1 1 ensure that their 

faculty and students are given every ooportunity to 

participate in the academic life of the University and to 

obtain the maximum benefit from their participation in 

the Simon Fraser University community. 

2.

Departments are responsible for mounting and maintaining 

their teaching programs including the assignment of 

specific courses, tutorials and laboratory classes as may 

he determined through appropriate procedures within the 

Department. 

3.

Departments recommend to faculty and to Senate on the 

advice of the appropriate Departmental committees the 

courses and instruction to be 

offered 

in the Department. 

i -i . 

.

?

Departments should engage in a continuous review of their 

operation to ensure that they are functioning well within 

the University and to ensure that they are well regarded 

by the wider academic community. 

5.

Departments should ensure that there are in the department 

at all times members of faculty who have been assigned the 

duties of advising students and that the Registrar is 

aware of such advisors. 

6.

Departments will collaborate with Senate and other Departments 

to ensure that duplication of courses or activities is 

avoided and that the resources of all Departments are used 

to the maximum advantage of the academic community. 

7.

Departments will organize and supervise graduate work in 

the Department in conformity with the policy and practices 

of the Senate Graduate Studies Committee. 

8.

Departments will recommend to the Dean suitable teaching 

assistant appointments for the academic program of the 

Department. 

-2-

(Appendix/continued...) 

9.

Departments will recommend to the Vice-President, Academic, 

on the advice of appropriate Departmental and Faculty 

Committees the appointment of teaching staff in their 

Departments, where such appointments have been authorised. 

10.

Departments will make such recommendations as are required 

by the President relating to the promotion, salary 

increases, renewal of appointments and tenure of departmental 

members. 

11.

Departments will prepare annual budget estimates as required 

by the Dean of the Faculty following University procedures. 

12.

Departments will recognize that they have a responsibility 

for carrying their fair share of the committee work 

required of faculty in the operation of the University. 

. ?

SIMON FRASE1 UNIVERSITY 

MEMORANDUM 

To: All Members of Senate 

Subject: Senate Paper S71-80 

71104#

From: M.E. Eliot Hurst 

A/Chairman, Geograph 

Date: August 2, 1971 

At the last Department meeting held on July 28th, my colleagues 

and I reviewed Senate Paper S71-80 concerning Chairmanships. It 

was decided, unanimously, to circulate our comments and observations 

on Senate Paper S71-80. 

FIRST, we unanimously endorse method 2B p.5 as the most acceptable 

way of choosing a Department Chairman. This accords most closely 

with the way this Department choose to move from a headship to an 

acting chairmanship position(submitted to the Dean of the Faculty of 

Arts, March 1970). The only query we have concerns: 

2B b)i., in asking for definition of the word 'Department". The 

use of this term throughout the document is confusing and 

often contradictory. Does Department here mean faculty 

•

?

alone, or the "Department Meeting? 

SECONDLY, having made it clear that we prefer the alternative method 

of selecting Chairmen, we do have comments on the rest of the paper, 

which we would want clarified should method 2A be endorsed by 

Senate: 

p3.

(F) 2, 

3, 4

and 5. We would prefer a return to the earlier draft 

in which the fourth member was in all cases 

a student member of the Department. We would 

prefer to have those representatives elected 

by all those with voting rights at Depart- 

mental meetings. 

p4.

(g)

?

A quorum should be the Dean plus three others, 

at least two of whom should be the Departmental 

representatives (i.e. either student and 

faculty, or two faculty). 

p

l

i. (h) ? 

... should be afford all departmental faculty 

and students to meet... 

p h. 

.

(j) ? 

How do you measure 'general acceptability"? 

p6.

(b)

?

second sentence. This clashes with a memor- 

andum addressed to the Geography Department 

. by the Vice President, Academic 

(23/7/71) 

in

which he did not use the term "extraordinary 

circumstances". If there was to be no ratif- 

ication of an external candidate, we would 

wish the power of recall to be available during 

the first year. 

• ? 

2.

p8.

(d) ii 

?

The suggestion of a candidate should 

originate 

with 

the Department, subject to the Dean's 

approval. 

P8.

(d) iii 

?

Again, we believe the initiative should be 

the Department's, subject to the 

Dean's 

approval. 