Information For

E-mail this page to a friendE-mail this page

ADMINISTRATIVE ORGANIZATION


ADMINISTRATIVE ORGANIZATION - STATE UNIVERSITY OF NEW YORK


BOARD OF TRUSTEES

The overall direction of the State University of New York is the responsibility of a sixteen-member Board of Trustees.  The Governor appoints fifteen members: the sixteenth is the President of the Student Assembly of the State University, ex-officio, who serves as a voting member of the Board.

MEMBERS, BOARD OF TRUSTEES


SYSTEM ADMINISTRATION

Functioning under the Trustees is the University's System Administration staff with offices in Albany.  Chancellor of the University Robert L. King heads State University System Administration.

UNIVERSITY FACULTY SENATE

The Faculty Senate, established by Article VII of the Policies of the Board of Trustees, is "the official agency through which the University Faculty engages in the governance of the University."

I. Purpose

The purpose of the Senate is to "promote effective educational policies within the University and work to improve terms and conditions of employment of the University's professional staff."

II. Membership

The Chancellor of the University, two University representatives, having University-wide responsibilities, and one representative elected by each state-operated unit and contract college in the University.  Other representatives elected by each unit in proportion to the size of its faculty, with a maximum of four representatives per unit.  (All members have elected or appointed alternates, who serve as Senators if their counterparts are absent or unable to serve.)

III. Officers

The Senate has two officers, elected by the Senate from among its elected members:

The President, serving a term of two years;
The Vice President/Secretary, serving a term of two years.

IV. Committees

Executive Committee:  chaired by the President of the Senate; Standing Committee:  established by the Senate or Executive Committee as deemed advisable; chairpersons and members to be appointed by the Executive Committee and shall serve for one year.

V. Meetings
The Senate shall meet at least twice a year at such times and places as determined by the Executive Committee.  The Senate usually meets four times during the academic year.

VI. Representation from Plattsburgh

University Faculty Senator: Dr. Raymond Guydosh

CAMPUS ADMINISTRATION ORGANIZATION


COLLEGE COUNCIL

In accordance with the rules established by the State University of New York Board of Trustees, the operations and affairs of each state-operated institution of the State University are supervised locally by a Council consisting of a ten-member board, nine members appointed by the Governor and one student - the President of the Student Association at Plattsburgh State University of New York.  (See A SUNY College Council Handbook for duties and responsibilities.)


THE PRESIDENT - John Clark (Interim)

The President is the Chief Administrative Officer of the college and has overall legal responsibility for the operation of the college.  The President is responsible to the Chancellor of State University and the Board of Trustees.  Among the responsibilities assigned, the President is responsible for the preparation and recommendation of the annual college budget request and the allocation of resources.  The President makes policy decisions with respect to the mission, plans, and development of the campus.  The President promotes the development and effectiveness of the college through the supervision of the academic and non-academic staff and has legal responsibility for the appointment, reappointment, promotion, and separation from services of all staff members.  As Chief Administrative Officer, the President assigns duties, powers, and responsibilities to other administrative and academic officers or to special committees.

Reporting directly to the president is:

PROVOST AND VICE PRESIDENT FOR ACADEMIC AFFAIRS

The President, as Chief Administrative Officer, has designated the Provost and Vice President for Academic Affairs as the Chief Academic Officer of the college.  The Provost and Vice President for Academic Affairs will be responsible for the development and coordination of the academic programs and the academic budget of the college.

The Provost and Academic Vice President is responsible to the President for:


The following academic offices report to the Provost and Vice President for Academic Affairs.

ACADEMIC DEANS/DEANS OF FACULTIES

Role and Responsibilities of Deans of Faculties.  The Deans of the Faculties are responsible to the Provost and Vice President for Academic Affairs, who relies on them for the coordination and communication necessary for the fulfillment of the academic purposes of the college.  The Deans assist the President and the Provost and Vice President for Academic Affairs in the development of the academic goals and objectives for the college.  They are responsible for planning programs and services to be offered by their faculties suited to these goals and objectives, and for the cultivation of human and physical resources to support these programs and services.

The Deans serve as the liaisons between officially designated administrative and non-administrative units of the college.  They communicate the interests, concerns, and needs of their respective faculties to other administrative officers and those of the college and other administrative offices to their faculty.  They shall consult with faculty units before taking actions which alter the faculty status and shall assist faculty units in meeting the goals of the college.

Each Dean serves as the academic leader of his or her Faculty in consultation with the chair of departments and other faculty and staff.  The responsibilities of a Dean of a Faculty cover seven major areas:  (a) Academic Planning, (b) Personnel, (c) Students, (d) Budget, (e) Space and Equipment, (f) General Operations and (g) Graduate Studies.

A. Academic Planning

  1. Ensures that clear goals and objectives, consistent with those of the college, are established for that faculty; that programs in the faculty are designed to achieve these ends; and that goals, objectives, and programs are periodically evaluated to guarantee that they are suited to the needs of students.
  2. Coordinates programs in the various units to ensure coherence in faculty curricula.
  3. Coordinates the development of new programs and revisions of existing programs in the faculty.
  4. Plans, in consultation with the Provost and Vice President for Academic Affairs, and supervises a systematic evaluation of programs and services within the faculty.
  5. Presents to the Provost and Vice President for Academic Affairs a coordinated faculty schedule of courses for the academic year and summer sessions.
  6. Coordinates all long-and short-term planning for the faculty.


B. Personnel

  1. Oversees the recruitment of new faculty and recommends appointments to the Provost and Vice President for Academic Affairs.
  2. Supervises the affirmative action program of the faculty and ensures that it is consistent with that of the college.
  3. Evaluates the teaching effectiveness, scholarship, research, and college and community services of the departments and units within the faculty.
  4. Makes recommendations to the Provost and Vice President for Academic Affairs, after appropriate consultation with faculty, concerning all reappointments, continuing appointments, promotions, salaries, changes in status, and other personnel matters for faculty and non-teaching personnel assigned to the faculty.
  5. Ensures that the workload within the faculty is equitably distributed among its members and suited to their individual talents and accomplishments, and to the needs of the faculty and its units.
  6. Approves the assignment of courses for the academic year and summer session.
  7. Assigns responsibilities to and supervises clerical and non-teaching personnel assigned to the faculty.
  8. Supervises the departments and units within the faculty to insure that teaching and institutional obligations are met.
  9. Supervises and coordinates the multi- and interdisciplinary groups, units, or activities within the faculty.
  10. Recommends to the Provost and Vice President for Academic Affairs tuition waivers for faculty and students within his/her jurisdiction.
  11. Maintains records of faculty sick leaves and of vacation time for calendar year employees and submits this information periodically to the Human Resource Office.
  12. Formulates, implements, and evaluates a program of faculty development.


C. Students

  1. Oversees student advisement and retention within the faculty.
  2. Oversees the independent study, honors, and thesis programs within the departments and other units of the faculty and ensures that they are consistent with college and faculty policies and directives.
  3. Approves course overloads and deviations from faculty requirements and recommends to the Provost and Vice President for Academic Affairs deviations from appropriate college requirements.
  4. Admits students to graduate programs within the faculty.


D. Budget

  1. Formulates, after consultation with appropriate faculty groups, long-range faculty budget projections, which indicate how resources will be allocated to achieve faculty goals and objectives.
  2. Presents budget recommendations to the Provost and Vice President for Academic Affairs, after consultation with faculty.
  3. Allocates, after appropriate consultation with the faculty, the faculty budget; administers the budget of his or her office and is authorized to make valid expenditures within this budget.
  4. Maintains current records on expenditures within the faculty.
  5. Disseminates full information on budgets and expenditures to members of the faculty.
  6. Evaluates annually the effectiveness of department expenditures in relation to department and faculty goals and objectives.


E. Space and Equipment

  1. Maintains a current inventory of faculty equipment.
  2. Prepares long-range projections of faculty space and equipment needs.
  3. Allocates the space and equipment assigned to the faculty.
  4. Submits requests for repairs, maintenance, and plant improvements.
  5. Supervises the security of faculty equipment and space.


F.  General Operations

  1. Cooperates with other administrative officers in planning and administering programs and services that depend upon the resources of more than one faculty.
  2. Provides accurate data to the Office of Institutional Research for the production of official college statistics.
  3. Coordinates and supervises the preparation of all faculty reports.
  4. Represents the faculty to the general public and communicates newsworthy activities of individuals and groups within the faculty to the Office of College Relations.
  5. Appoints appropriate faculty committees and chairs faculty meetings and meetings of its chairpersons.
  6. Serves on the Deans Cabinet and the Academic Council of the Provost and Vice President for Academic Affairs.
  7. Communicates faculty opinions and needs to the Provost and Vice President for Academic Affairs; transmits faculty and college policies, directives, and opinions to the faculty; fosters inter-faculty communication.
  8. Assumes such other duties and responsibilities as are assigned by the Provost and Vice President for Academic Affairs or the President.


G.  Graduate Studies

  1. Works with the Graduate Studies Council and the Chair of Graduate Studies Council to coordinate and plan curriculum evaluation and faculty/course scheduling and enrollment.
  2. Works with the departments to develop creative recruitment efforts to attract graduate enrollment.
  3. Advises the departments on appropriate admissions standards.
  4. Prepares and sends out letters of appointment for graduate teaching and research assistantships.
  5. Assists the Registrar and the departments in maintaining accurate records on progress of graduate students' advisors as assigned by the departments.
  6. Coordinates the certification of graduate students for graduation.  Works with Registrar and departments in this effort.  Approves theses as to format and distribution of copies.
  7. Assesses the degree to which student needs are being met in graduate programs, and works with departments to improve the effectiveness of college fulfillment of these needs.
  8. Develops recommendations on the need for proposed graduate programs, evaluates their prospective quality, and evaluates their administrative feasibility.  Reports conclusions to the Faculty Senate Curricula and Programs Standing Committee and the Provost and Vice President for Academic Affairs.
  9. Assists in the preparation of the Graduate Catalog.


GUIDELINES FOR THE FACULTY EVALUATION OF THE FACULTY DEANS

The Faculty Bylaws (3.2.5.5) obligates a Faculty Affairs Committee of appropriate units to "evaluate faculty deans and associate deans during every third year of the individual's appointment.  The means of the evaluation shall be worked out jointly between the person being evaluated and the appropriate Faculty Affairs Committee."

The following guidelines are understood to be only recommendations to the Faculty Affairs Committee and the evaluees as the best thinking of the Faculty Senate in guiding those Faculty Affairs Committees in fulfilling their responsibility to work out jointly with the evaluees the procedures for the evaluation.

  1. The guidelines contained herein are understood to refer to the evaluation of Academic Deans and Academic Associate Deans.  (All personnel to be evaluated will be referred to hereinafter as the evaluees.)
  2. In accordance with the three-year period mandated in the Faculty Senate Bylaws, an evaluation of evaluees now serving in office should be undertaken in the spring of the third year period.  This review should be repeated at three-year intervals from that date.  Newly appointed administrators should be evaluated in the spring term of the third academic year of their appointment and the review should be repeated at three-year intervals.  The Senate Standing Committee on Faculty Affairs, in consultation with the unit-level faculty affairs committees and the evaluees, will establish a standardized timetable for the various steps in the evaluation procedure aimed at producing a report to the President from all faculties and divisions by May 1 of review year.
  3. The purpose of the evaluation should be two-fold:  (1) to provide the President of the college with information necessary to his/her evaluation of the evaluees; (2) to act as a guide to each evaluee in assessing his/her own effectiveness.
  4. The content of the evaluation should be clearly understood by all concerned to encompass an evaluation of the performance of the individual serving in the offices specified.
  5. Prior to the evaluation by each faculty and division, the unit-level faculty affairs committee and the evaluee will jointly review the duties and responsibilities of the office to be evaluated as defined in the Campus Handbook (and/or in current official position descriptions).  This review should insure a common understanding of the evaluee's office and should also permit the evaluee and the FAC to agree on the particular activities beyond those specified by the Bylaws, which should be included in the evaluation.
  6. After approval of these guidelines by the Faculty Senate, the Senate Standing Committee on Faculty Affairs will continue in an advisory capacity throughout the evaluation procedures. 
    The unit-level Faculty Affairs Committee and the evaluee will, however, be responsible for the administration of the evaluation.  The evaluees and a unit-level Faculty Affairs Committee will jointly work out the means of evaluation.
  7. The results will be tabulated and summarized by the Faculty Affairs Committee in each faculty or division.  The evaluee should have the right to review and respond to his/her evaluation before it is submitted to the President.  Copies of a final report, based upon the original data, should be submitted to the President; given to the evaluee, placed on file in the Human Resource Office; and placed in the Archives of the unit-level Faculty Affairs Committee for inspection by all faculty members of the unit.
  8. Although the Faculty Affairs Committee in each faculty or division will be responsible for administering the evaluation, for collating the results, and for preparing the final reports, the Faculty Affairs Committee should not determine the shape of the evaluative questionnaire or the content of the reports solely at its own discretion.  The committee should consult various other bodies as described below and should represent the attitudes conveyed by these bodies.

The unit-level Faculty Affairs Committee should do the following:

Obtain a job description of the evaluee's duties and responsibilities in accordance with Item 5 above.
 
a. Design and publicize a procedure for the compilation of evaluative data, inviting reactions from all members of the faculty or division.
 
b. Design and publicize all questionnaires and other evaluative instruments to be used in the formal evaluation, inviting reactions from all members of the faculty or division.
 
c. Include in the evaluation, at a minimum, a general questionnaire submitted to all faculty members and/or professionals under the jurisdiction of the evaluee.

d. Include in the evaluation, at a minimum, interviews with the following groups:

  1. The Faculty Affairs Committees are encouraged to exceed these minimum steps outlined in item 8 "d" and 8 "e" as deemed appropriate, but the Committees are reminded that all evaluative sources must be described in the final report.
  2. The Faculty Affairs Committees are requested to take necessary steps to insure the anonymity of all solicited faculty responses before they are deposited in the Archives of the unit-level Faculty Affairs Committee and before the evaluee, the President, and participating faculty evaluators are granted opportunity of inspection.

The Guidelines of the Faculty Evaluation of the Deans were approved by the Faculty Senate on December 10, 1974.


ADMINISTRATIVE ORGANIZATION OF THE FACULTY

Recognizing a collegiate identity built upon mutuality of support among all members of our community of scholars as the ideal, the two basic functional elements of the organizational structure of this college are the Faculty (as broadly defined in the college Bylaws) and the Office of the President as represented by him/her and other administrative officers.  Each of these elements has subdivisions created for convenience and functional utility in the interest of the larger collegiality.

Through its representative Senate, the collegiate Faculty considers matters within its purview as defined in the Trustees' policies and the college Faculty Bylaws.  The teaching staff is further organized into three Faculties*, each responsible for matters of specific interest to its academic program within the context of the total college mission.  Each Faculty is under the jurisdiction of an Academic Dean who is responsible to the President through the Provost and Vice President for Academic Affairs for all aspects of departmental and staffs organization and operation.  Changes in the internal organization of a Faculty must have the approval of the President.  All new programs of instruction, new programs of research, and new programs of public service as well as major changes in established programs, must be consistent with the campus master plan and college policy and have the approval of the President.

*The term Faculty, when introduced with a capital, denotes that portion of the collegiate faculty under the direct jurisdiction of an Academic Dean.  (Arts and Sciences, Professional Studies, School of Business and Economics)

Consistent with policies of the college, each Faculty is charged to:

  1. Develop, conduct, and improve specialized courses, sequences, and programs within the special competence of that Faculty as required by the various instructional and service programs of the college;
  2. Develop, conduct, and improve a program of academic guidance and counseling for all students enrolled as majors within that Faculty;
  3. Consider and recommend to the Dean administrative policy governing conduct of instructional, research and service programs within its area of responsibility;
  4. Consider and recommend to the Dean administrative policy governing appointment, continuance, and separation for that Faculty; 
  5. Consider and recommend to the Dean plans for development of the program offered by that Faculty;
  6. Consider and recommend to the Dean plans for development of the teaching staff within its area of responsibility;
  7. Consider and recommend to the Dean plans for the development of financial resources other than those provided in the State budget in support of its programs of research, public service, and instruction;
  8. Advise the Dean on administrative matters within its area of concern;
  9. Discharge such other responsibilities as the Dean, Provost and Vice President for Academic Affairs, and President may assign.


ROLE AND RESPONSIBILITIES OF CENTER DIRECTORS (Under Revision 2001-02)

The Policies of the Board of Trustees provide that center directors are responsible to the President of the college through the Faculty Dean, and Provost/VPAA for the supervision and management of the center's personnel and programs.  They have such powers, duties, and responsibilities as may be assigned by the President of the college.

The center concept was established to consolidate a variety of interdisciplinary academic programs and services previously assigned to individual program units.  Thus, the multifaceted role of the center director exceeds that of the department chairperson and encompasses the complex administration of a center.  Directors are accountable to the President of the college through the Faculty Dean, and Provost/VPAA for the implementation of college and faculty policies and procedures as defined by the center, and for the implementation of center policies and procedures consistent with those of the college and the appropriate faculty.  Directors are responsible for and supervise the instructional program of the center within the context of the mission and goals of the college and the appropriate faculty.  They serve as spokespersons for the institutional needs of the college and the faculty to the members of the center and for the center needs to the Dean and other appropriate administrators of the college.  The responsibilities of a director cover six major areas:  (a) Academic Planning and Evaluation, (b) Personnel, (c) Students, (d) Budget, (e) Space and Equipment, (f) General Operations, and (g) Outreach.


A.   Academic Planning

  1. Ensures that clear goals and objectives, consistent with those of the college and the appropriate faculty, are established by the center; that center programs are designed to achieve these ends; and that goals, objectives and programs are periodically evaluated to guarantee that they are suited to the needs of students, both majors and non-majors.
  2. Supervises the development of comprehensive and coherent center curricula for the various programs of the center.
  3. Supervises and coordinates the development, revision, and evaluation of courses, sequences, and programs for the academic year and the summer.
  4. Recommends to the appropriate Dean the schedule of courses for the academic year and the summer session.


B.  Personnel

  1. Coordinates center recruitment of new faculty, recommends appointments to the Dean, oversees the orientation of new faculty. 
  2. Supervises the centers' affirmative action program and ensures that it is consistent with that of the college.
  3. Evaluates the teaching effectiveness, scholarship, research, and college and community service of individual faculty members; initiates the evaluation process of the center evaluation group; and makes personal recommendations to the Dean for each member of the center.
  4. Fosters the scholarly growth, research, creative activities, and teaching effectiveness of faculty members.
  5. Ensures that the workload within the center is equitably distributed among its members and suited to their individual talents and accomplishments, and to the needs of its approved programs.
  6. Assigns courses for the academic year and summer session after consultation with members of the center and with the concurrence of the Dean.
  7. Supervises clerical, non-teaching personnel, student, and graduate assistants assigned to the center by the Dean.
  8. Counsels and advises faculty.
  9. Supervises faculty to guarantee that teaching and institutional obligations are met.
  10. Recommends tuition waivers to the Dean for faculty and graduate assistants.
  11. Records faculty absences from class, keeps records of faculty sick leave, and forwards such information to the Dean.


C.   Students

  1. Supervises the center advisement program; assigns advisors for majors; provides faculty with advisement materials; counsels students who seek advice beyond the advisor; provides internal transfer students with credit evaluations and degree requirements.
  2. Supervises the independent study, honors, and thesis programs within the center and ensures that they are consistent with college and faculty policies and directives.
  3. Maintains center student records.
  4. Approves deviations from center requirements and recommends to the Dean deviations from appropriate faculty or college requirements.
  5. Approves requests, consistent with college or faculty policies or directives, for independent studies, change of major, undergraduate enrollment in graduate courses, course withdrawals, permission to take courses at other institutions; recommends to the Dean course overloads; signs reports of incomplete work; and participates in academic progress decisions.
  6. Assists with student orientation and registration.
     
D.   Budget
  1. After consultation with the center, formulates long-range center budget projections, which indicate how resources will be allocated to achieve center goals and objectives.
  2. Allocates and administers the center budget and authorizes valid expenditures within this budget.
  3. Prepares a yearly report for the Dean delineating how expenditures were related to center goals and objectives.
  4. Maintains current records on center expenditures.
  5. Disseminates full information on budget and expenditures to members of the center.


E.   Space and Equipment

  1. Maintains a current inventory of center equipment.
  2. Prepares long-range projections of center space and equipment needs.
  3. Coordinates the allocation and utilization of space and equipment assigned to the center.
  4. Submits to the Dean requests for repairs, maintenance, and plan improvements.
  5. Supervises the security of center equipment and supplies.


F.  General Operations

  1. Maintains records for the center on faculty workloads, student majors and enrollments; and provides the pertinent data to the Dean for the preparation of official faculty and college statistics on these subjects by the Office of Institutional Research.
  2. Prepares center reports.  (Routine reports may be done by the director alone; all other reports should be prepared by the director after appropriate consultation with the center committees.)
  3. Appoints appropriate center committees; prepares agenda for, and chairs center meetings; and coordinates center activities.
  4. Advises the Dean and communicates center opinions and needs to the Dean; transmits faculty and college policies, directives, and opinions to the center; and fosters inter-center/departmental communication.
  5. Encourages and participates in inter-center and interdisciplinary activities.
  6. Attends Dean's Administrative Council.


G.  Outreach

  1. Represents and promotes the center to the general public and external agencies.
  2. Communicates newsworthy center or individual faculty activities to the Dean.
  3. Expands network capabilities of center to the general public and external agencies.


ROLE AND RESPONSIBILITIES OF DEPARTMENTAL CHAIRPERSONS (Under Review and Revision 01-02)

The Policies of the Board of Trustees provide that chairpersons in consultation with the members of their departments, are responsible to the President of the college through the Faculty Dean and Provost/VPAA for the supervision of the department personnel and programs.  They have such powers, duties and responsibilities as may be assigned by the President of the college.  Chairpersons have a dual role as teacher and administrator.  They are accountable for the implementation of the college and faculty policies and procedures within the department and for the implementation of department policies and procedures consistent with those of the college and the appropriate faculty.  Chairpersons are responsible for and supervise the instructional program of the departments within the context of the mission and goals of the college and of the appropriate faculty.  They serve as spokespersons for the institutional needs of the college and the faculty to the members of the department and for the department needs to the Dean and other appropriate administrators of the college.  The responsibilities of a chairperson cover six major areas:  (a) Academic Planning, (b) Personnel, (c) Students, (d) Budget, (e) Space and Equipment, and (f) General Operations.

A.  Academic Planning

  1. Ensures that clear goals and objectives, consistent with those of the college and the appropriate faculty, are established by the departments; that department programs are designed to achieve these ends; and that goals, objectives and programs are periodically evaluated to guarantee that they are suited to the needs of students, both majors and non-majors.
  2. Supervises the development of a comprehensive and coherent department curriculum.
  3. Supervises and coordinates the development, revision and evaluation of courses, sequences, and programs for the academic year and the summer program.
  4. Recommends to the appropriate Dean the schedule of courses for the academic year and the summer session.


B.  Personnel

  1. Coordinates department recruitment of new faculty, recommends appointments to the Dean, oversees the orientation of new faculty.
  2. Supervises the department affirmative action program and ensures that it is consistent with that of the college.
  3. Evaluates the teaching effectiveness, scholarship, research, and college and community service of individual faculty members; initiates and oversees the evaluation process of the departmental evaluation group; and makes personal recommendations to the Dean for each member of the department in accordance with the Performance Reviews of Academic Employees, Policies and Procedures (Agreement between Plattsburgh State University and UUP, Inc.
  4. Fosters the scholarly growth, research, creative activities, and teaching effectiveness of departmental members.
  5. Ensures that the workload within the department is equitably distributed among its members and suited to their individual talents and accomplishments, and to the needs of its approved programs.
  6. Assigns courses for the academic year and summer session after consultation with members of the department and with the concurrence of the Dean.
  7. Supervises clerical and non-teaching personnel, and student and graduate assistants assigned to the department by the Dean.
  8. Counsels and advises faculty.
  9. Supervises faculty to guarantee that teaching and institutional obligations are met.
  10. Recommends to the Dean tuition waivers for faculty and graduate assistants.
  11. Records faculty absences from class, keeps records of faculty sick leave, and forward such information to the Dean.


C.  Students

  1. Supervises the department advisement program; assigns advisor for majors; provides faculty with advisement materials; counsels students who seek advice beyond the advisor.
  2. Supervises the independent study, honors, and thesis programs within the department and ensures that they are consistent with college and faculty policies and directives.
  3. Maintains department student records.
  4. Approves deviations from department requirements and recommends to the Dean deviations from appropriate faculty or college requirements.
  5. Approves requests, consistent with college or faculty policies or directives, for independent studies, change of major, undergraduate enrollment in graduate courses, course withdrawals, permission to take courses at other institutions; recommends to the Dean course overloads; and signs report of incomplete work and participates in academic progress decisions.
  6. Assists in student orientation and registration.

D.  Budget

  1. Formulates, after consultation with the department, long-range department budget projections, which indicate how resources will be allocated to achieve department goals and objectives.
  2. Allocates and administers the departmental budget and authorizes valid expenditures within this budget.
  3. Prepares a yearly report for the Dean delineating how expenditures were related to department goals and objectives.
  4. Maintains current records on department expenditures.
  5. Disseminates full information on budget and expenditures to members of the department.


E.  Space and Equipment

  1. Maintains a current inventory of department equipment.
  2. Prepares long-range projections of department space and equipment needs.
  3. Coordinates the allocation and utilization of space and equipment assigned to the department.
  4. Submits to the Dean requests for repairs, maintenance, and plant improvements.
  5. Supervises the security of department equipment and supplies.


F.  General Operations

  1. Maintains records for the department on faculty workloads, student majors and enrollments; and provides the pertinent data to the Dean for the preparation of official faculty and College statistics on these subjects by the Office of Institutional Research.
  2. Prepares department reports.  (Routine reports may be done by the chairperson alone; all other reports should be prepared by the chairperson after appropriate consultation with the departmental committees.)
  3. Represents the department to the general public and communicates newsworthy department or individual faculty activities to the Dean for transmission to the Office of Institutional Advancement.
  4. Appoints appropriate department committees; prepares agenda for, and chairs, department meetings; and coordinates department activities.
  5. Advises the Dean and communicates department opinions and needs to the Dean; transmits faculty and College policies, directives and opinions to the departments; and fosters interdepartmental communication.
  6. Encourages and participates in interdepartmental and interdisciplinary activities.
  7. Attends faculty chairpersons meetings called by the Dean.
  8. Assumes such other responsibilities or duties as the President may assign.


SELECTION OF THE CHAIRPERSON

The Trustees place final responsibility for designating chairperson in the Office of the President.  The Provost and Vice President for Academic Affairs, after consultation with the appropriate Dean, recommends to the President the person to be appointed.  For those departments in which the President has authorized elections to express the choice of the department for the chairpersonship, the Dean and the department shall jointly determine the means by which the election and consultative process shall take place.  For effective operation, consultation between the Dean and the department is essential before either takes action.  The procedures for the election of the chairperson adopted by each department shall be kept on file in the Office of each Dean of faculty.

The President in making his/her designations requires the Dean and department to have followed these procedural steps:

  1. The department shall elect at a department meeting a nominating committee.
  2. The committee shall canvass the department for nominations.  It shall then meet with the Dean to present the names of all those who were nominated by their colleagues and who were willing to serve.  The Dean may approve or disapprove of any names on the slate.  There shall be at least two nominations for each election unless the Dean and a majority of the department agree to waive this requirement.
  3. The committee shall present to the department, prior to the meeting at which the election shall take place, a slate of the acceptable candidates resulting from the consultation with the Dean.  The department shall elect its chairperson by majority vote and secret ballot from among those mutually acceptable nominations.
  4. The department shall notify the Dean of the name of the person elected.  The Dean shall forward the name to the Provost and Vice President for Academic Affairs, who shall submit it to the President for approval.
  5. Subsequent to his or her approval, the President shall designate in writing the elected person for an appointment of up to three years.  Chairpersons may be elected for additional terms.
  6. Should the Dean and the department fail to agree on acceptable candidates, the Provost and Vice President for Academic Affairs, after consultation with the Dean and the department, shall recommend a candidate to the President.  Should the Provost and Vice President for Academic Affairs after said consultation determine that the department contained no suitable candidate, he or she may recommend to the President that an external search be conducted for a chairperson.  When a chairperson is appointed from outside the department, the term will be a period up to three years.


REMOVAL OF THE CHAIRPERSON

Under the Board of Trustees' Policies, the President may relieve a designee of his/her duties as chairperson, with notification to the Chancellor.

If a majority of a department wishes to have its chairperson removed, it may by majority vote and secret ballot, request a meeting with the Dean.  The Dean, following consultation with the department and the chairperson, may make a recommendation through the Provost and Vice President for Academic Affairs and to the President to remove the chairperson from office.

Additional Items

The role of the department chairperson is one of strong, responsible academic leadership.  This role should not usurp or conflict with the appropriate delegated responsibilities of others such as administrative personnel and other department chairpersons, nor should it conflict with established administrative lines and responsibilities.

  1. To ensure strong academic leadership, departments should establish procedures which will assure maximum opportunity to evaluate and weigh the leadership capabilities of individual candidates for the position of department chairperson.
  2. To ensure responsible leadership, departments must (1) keep avenues of communication with the chairperson open at all times; (2) provide for corrective information flow from members to the chairperson when desired responsibility is not being demonstrated; and (3) seek a change in departmental leadership when the chairperson is demonstratively not functioning in assigned tasks.
  3. The Dean shall meet with each chairperson at least once a year to evaluate his or her performance as chairperson.
  4. The teaching load of the chairperson shall depend upon the nature and size of the department chaired.  The Dean and Provost and Vice President for Academic Affairs shall determine reductions in load on the basis of such considerations as the number of faculty in the department, number of majors, total enrollment and the complexity of department activities, facilities, and equipment.
  5. The responsibilities of the department chairpersons continue during the summer.  Chairpersons shall be permitted to teach no more than one course during the summer session.
  6. The many responsibilities of chairpersons make it difficult for them to maintain a full program of research or creative activity.  When a chairperson has completed a full term in office.
    1. the Dean, in consultation with the former chairperson, should consider a variety of ways to assist him or her to resume full scholarly or creative activity.
    2. departments and Deans are asked to give special consideration to requests of such persons for sabbaticals and leaves.


CENTERS, DEPARTMENTS AND PROGRAMS

ARTS & SCIENCE

Center Directors

Department Chairpersons

Program Coordinators


PROFESSIONAL STUDIES

Department Chairpersons

Program Coordinators


SCHOOL OF BUSINESS AND ECONOMICS

Department Chairpersons

Program Coordinator

LIBRARY AND INFORMATION SERVICES


ACADEMIC AFFAIRS


VICE PRESIDENT FOR BUSINESS AFFAIRS - John R. Homburger

The Vice President for Business Affairs has overall administrative and fiduciary responsibility for general institutional services and management of fiscal activities.  The V.P.  for Business Affairs holds the position of Treasurer of College Auxiliary Services and the Plattsburgh College Foundation.  In addition, the V.P. for Business Affairs serves as the President's Designee to the Research Foundation as Operations Manager.  The Vice President for Business Affairs reports directly to the President.  In the absence of the President and the Provost and Vice President for Academic Affairs, the Vice President for Business Affairs acts as the Chief Administrative Officer.

Reporting to the Vice President for Business Affairs are:


VICE PRESIDENT FOR INSTITUTIONAL ADVANCEMENT - <vacant>

The Vice President for Institutional Advancement is responsible for all aspects of fund raising at the College, including annual fund initiatives, capital projects, major and planned gifts and corporate and foundation relationships.  He also directs advancement activities in the areas of alumni affairs, government relations and media relations.  The Vice President for Institutional Advancement provides overall leadership for the Office of Institutional Advancement, including maintaining a key liaison with the President of the University in implementing strategic planning initiatives; supervise, manage and coordinate advancement staff; provide direction in areas of research, identification, and cultivation of prospects.  The position also serves the Plattsburgh College Foundation as its executive director.  The Vice President reports directly to the President and serves as a senior officer of the College and as a member of the President's Cabinet and Executive Council.

Reporting to the Vice President for Institutional Advancement:


INTERIM VICE PRESIDENT FOR STUDENT AFFAIRS AND ENROLLMENT MANAGEMENT - William Laundry

The Vice President for Student Affairs and Enrollment Management reports directly to the President.  He is responsible for the development and coordination of co-curricular programs for students and the student affairs budget of the college.  The Vice President for Student Affairs and Enrollment Management is responsible for the operation of the Division of Student Affairs, whose staff members work closely with students in a variety of settings to provide services and to plan and direct programs designed to enhance student growth and development.  The Division has a set of Student Services Goals and Student Development Goals, which provide direction for the activities of the staff members within the Division.

Reporting to the Vice President for Student Affairs and Enrollment Management are:

Contact Information

For more information about the SUNY Plattsburgh Campus Handbook, please contact:

Diana Laporte, Assistance Vice President for Administration
Office: Kehoe 701-02
Phone: (518) 564-2539
E-mail: laportdm@plattsburgh.edu

Was this page helpful?

This is an official publication of Plattsburgh State

Copyright © 1996-2007 Plattsburgh State 101 Broad Street, Plattsburgh, NY 12901 Phone: (518) 564-2000