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2006/2007 Series Overview

2006/2007 Resources

Provost's Professional Development Series 2006/2007

Why are we doing a Professional Development Series? Higher education is facing fundamental changes nationally and internationally. Changes in funding patterns, advancing technologies, rapid changes in disciplinary knowledge, expanding global connections and competition, growing numbers of alternative and for-profit providers of higher education, changing patterns of education across the life span, increasing calls for accountability, new state and Federal legislation, and more are pushing higher education to reconsider much that it has long taken for granted. Many thinkers have noted that institutions that thrive in the midst of these changes will be those who find their own distinctive pathways to excellence and distinction.

What is the Provost’s Professional Development Series? This is a comprehensive program of workshops and seminars designed to build the knowledge, skills, and common understandings needed to address the changes and significant challenges facing CSUN and to lead the university successfully to new levels of excellence and distinction.

What is the purpose of this series? The purpose is for us to (1) advance collectively in our management knowledge and skills so that we may be more effective in the administration of our areas and in support of the university, (2) develop a shared understanding of the university’s needs and issues, (3) build relationships between all parties, (4) encourage life-long learning, and (5) enhance career development.

Who should attend this series? The program is developed for associate vice presidents, deans, directors, associate deans, managers of academic resources, chairs, and faculty leaders in Academic Affairs. We recommend that all individuals move through the series together in order to create a shared experience. High attendance is vital to the success of the series.

What will we study?

  1. Getting the Best from the Best : including leadership, managing change, effective communication, hiring, coaching, and evaluating people.
  2. Expanding Resources : including grants management, fund-raising, and self-support programs.
  3. Moving Forward with Intention : including project management, evidence-based planning, our annual planning process, goal-setting, assessment, the use of evidence in a learning organization and learning outcomes.
  4. Supporting Scholarship : including field trips, travel, internships, community service, supporting new faculty, and student research.
  5. Meeting the Challenges : including conflict resolution, students in trouble, workplace problems (such as drugs and problem employees), risk management, and conflict of interest.
  6. Looking Towards the Future : including new models of education, best practices, accreditation, federal and state concerns, educational standards, and changing student populations.

 

How long will the series last? There will be a two-year cycle of professional development. The topics will drive the length and nature of the sessions.

When should the workshops and seminars occur? A tentative schedule for the series is attached to this document.

What format will the workshops take? Topical experts will lead content sessions and keynote speakers will be used, as appropriate, to discuss current understanding of best practices. Case studies, specifically relevant or drawn from the university where appropriate, will be used so that directly applicable situations can be explored.

Who should be responsible? The Provost is the executive sponsor of the program.

Workshop leaders and developers should come from a wide variety of sources--our own faculty--and professional societies such as the PMI (Project Management Institute), specialists teaching courses in Extended Learning, campus leadership, HR, and other on campus resources.

What are some special considerations? Attendees will encompass a broad spectrum of experience, skill, and knowledge from highly seasoned managers to individuals who are new to supervisory positions. This should be taken into account in the development of program content.

What are the persistent themes that each session should address? Every planning session should focus on the broader themes of Academic Affairs including the learning-centered university, the learning organization, evidence-based planning, the priorities of student academic achievement and faculty scholarship, student engagement in academic and university life, and cooperation and respect for all viewpoints.