Department chairs and academic administrators within colleges and schools of the health professions are faced with a unique set of challenges and opportunities. In addition to needing to be facile with strategies for planning, organizational leadership, resource and personnel management, and effective communication, they must address issues that require specific skills within the contexts of health care, higher education, science, and politics. These leaders must:

• manage multiple faculty models (e.g., clinician-educator, clinician-researcher, researcher-educator), be able to apply the accompanying myriad evaluation criteria, and nurture the careers of faculty members with diverse abilities and goals;
• oversee academic programs that integrate didactic and experiential teaching and learning to a degree not seen in many other academic programs;
• navigate the contemporary environment for clinical science and scholarship; and
• interact with individuals above them and below them in complex organizational structures.

The Chairs and Academic Administrators Management Program (CAAMP) is a 3.5-day workshop designed to give these uniquely positioned managers and leaders the skills and confidence to balance competing demands and priorities and manage diverse programs and people. CAAMP is based on a simple model of developing competency. We believe competent managers and leaders exhibit a combination of skills, knowledge and attitudes.

CAAMP addresses all three areas through the domains of academic management, key relationships, and personal and professional development.

CAAMP is presented twice in 2010: at, in partnership with, the University of North Carolina at Chapel Hill and the University of the Pacific, Arthur A. Dugoni School of Dentistry in San Francisco.

Program Description

CAAMP provides more than 28 hours of classroom instruction, discussion, analysis, application, and feedback. The topics and learning objectives include the following:

Transitioning to Management: What’s So Different?

• Understand the challenges of departmental leadership and academic management.
• Describe the aspects of transition that present the greatest personal challenges.
• List at least 2-3 personal learning objectives based on those challenges.

Assessing for Development: The Leadership Practice Inventory

• Explore a model of competencies for effective leadership.
• Analyze feedback from others at the college, school, and department about one’s leadership competencies.
• Use feedback to develop a plan of action to improve one’s competencies as a leader and manager.

Determining Your Future as an Administrator

• Discuss the importance of professional and social networks to career satisfaction and success.
• Specify personal goals for improving as an academic administrator and manager.

Recruiting, Retaining, and Developing Faculty

• Describe the trends affecting faculty recruitment and retention.
• Identify best practices in the recruitment of new faculty.
• Develop strategies for effectively utilizing part-time faculty.
• Identify threats to career advancement common in specific career development stages.
• Discuss strategies to assist faculty to sustain vitality and continued professional growth, including leadership development, across the career life cycle.
• Implement criteria, standards, and processes to guide the fair and reasoned evaluation of faculty members.
• Manage difficult conversations with faculty members toward acceptable outcomes..

Managing Up the Administrative Ladder

• Identify common obstacles to effectively managing up.
• Describe different leadership behavior styles.
• Develop specific tactics for working with types of administrators.

Negotiating and Conflict Management

• Understand your personal style in responding to conflict.
• Describe how different conflict styles affect conflict situations.
• Describe key principles of negotiation.
• Analyze personal ability to effectively negotiate.
• Apply negotiation strategies to achieve desired outcomes.
• Describe a conflict management model.
• List specific conflict resolution tactics.
• Apply appropriate tactics to manage given conflict situations commonly faced by department chairs and academic administrators.

Planning and Budgeting within Departments

• Learn the basics of finance and accounting associated with department management
• Discuss the linkage between strategic planning, budgeting, and resource allocation
• Discuss the importance of and strategies for collaboration in the financial management of a department.

Managing Legal Issues in the Educational Environment

• Discuss legal issues important to student/faculty interactions, including protection of privacy (FERPA), sexual harassment, and letters of recommendation, to prevent allegations of libel.
• Identify strategies important to student dismissal for academic or disciplinary reasons.
• Describe current campus issues of concern with potential liabilities including faculty-student dating, drinking, and similar issues.
• Discuss strategies to assist administrators to protect faculty, students and administrators including documentation, policy development, and faculty development.

Conducting Successful Meetings

• Describe the best uses of meetings.
• Set and move an agenda.
• Engage all meeting participants.
• Handle conflicts and dysfunctional behavior.

Leading Change

• Learn individual preferences for leading and managing change
• Describe organizational behaviors associated with change
• Apply a comprehensive approach to planning a change effort through case studies.

CAAMP Instructors:

CAAMP faculty members include nationally recognized experts in education, curriculum, and leadership in academic health care:

Judith E. N. Albino, Ph.D.
Dr. Albino has served as president of two higher education systems, the University of Colorado, a public research university, and Alliant International University, a private nonprofit university with multiple campuses in California, Mexico and Kenya. Her higher education experience also includes service at the dean and vice-presidential levels, and she has spent more than twenty-five years as a faculty member in schools of dentistry and medicine, as well as departments of psychology and educational psychology.

Clyde H. Evans, Ph.D.
Dr. Evans was vice president at the Association of Academic Health Centers and spent 13 years at Harvard Medical School as a member of the faculty, director of the Office for Academic Careers, and Associate Dean for Clinical Affairs. Dr. Evans was a Robert Wood Johnson Health Policy Fellow and Scholar-in-Residence at the Association of American Medical Colleges, working on leadership issues with the Council of Deans.

Patrick J. Ferrillo, Jr., D.D.S.
Dr. Ferrillo became dean of the University of the Pacific Arthur A. Dugoni School of Dentistry in 2006. Prior to joining Pacific, Dr. Ferrillo served as vice provost for the Division of Health Sciences, dean of the School of Dental Medicine at the University of Nevada, Las Vegas, and dean at Southern Illinois University. He has served as president of the American Dental Education Association and as chair of the ADEA Council of Deans. He is currently President of the International Federation of Dental Educators and Associations, and is a fellow of both the American College of Dentists and the International College of Dentists.

N. Karl Haden, Ph.D.
Dr. Haden is the founder and President of the Academy for Academic Leadership. Since its founding in 2006, the Academy for Academic Leadership has worked with nearly 100 higher education institutions and associations through faculty development programs and consulting services. Dr. Haden’s consultation and faculty development activities have included clients from dentistry, pharmacy, veterinary medicine, allied health, and medicine.

Nader Nadershahi, D.D.S., M.B.A.
Dr. Nadershahi is the Associate Dean for Academic Affairs and Director of the Advanced Education General Dentistry Program at University of the Pacific Dugoni School of Dentistry. He is a fellow of the American and International College of Dentists, the Pierre Fauchard Academy and the Academy of Dentistry International.

Pamela Zarkowski, B.S.D.H., M.P.H., J.D.
Prof. Pamela Zarkowski is Professor and currently the Academic Vice President and Provost at the University of Detroit Mercy. She is Past President of the American Dental Education Association, American Society for Dental Ethics, and the Society of Executive Leadership in Medicine. In 2006 she was selected as an Honorary Fellow in the American College of Dentists.

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When and Where Does CAAMP Take Place?

In 2010, AAL will present CAAMP twice:

Program Dates: March 18-21, 2010
University of North Carolina at Chapel Hill
Registration Deadline: February 19, 2010

Program Dates: July 22-25, 2010
University of the Pacific in San Francisco
Registration Deadline: June 25, 2010

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Where Do I Stay?

The Academy for Academic Leadership recommends that you consider one of the following hotels:

For March 18-21, 2010 in Chapel Hill, NC:
Marriott Courtyard (across the street from the Friday Center for Continuing Education, where CAAMP will take place)

For July 22-25, 2010 in San Francisco, CA:
Hotel Kabuki (closest to the University)
Park 55 Hotel
The Fairmont San Francisco Luxury Hotel & Resort

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How Much Is the Tuition and How Do I Apply?

The tuition for CAAMP is $2,495. This fee includes most meals and program materials. Lodging and travel are the responsibility of the participant.
You may register for the 2010 CAAMP by completing the one of the following application forms:

March 2010 UNC-CH online application
March 2010 UNC-CH downloadable application form.

July 2010 Pacific online application
July 2010 Pacific downloadable application form.

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Comments about the July 2009 CAAMP, University of the Pacific, Arthur A. Dugoni School of Dentistry

• A wealth of practical information that is applicable to administrators.
• Opportunity for self-analysis and reflection on leadership style, negotiations style, change style, etc.
• Knowledgeable, organized presentations.
• Presenters were approachable and open to discussions.
• Love the assessments!
• Excellent speakers/faculty: I liked the materials they presented, but their insights into the case discussions was the most powerful part of the program.
• Very skillfully facilitated.
• Group discussions and scenarios were essential.
• Enjoyed very much having individuals from different professional schools.
• Faculty was outstanding and inspiring.
• This was a great opportunity for me. I paid most of the cost of my attendance and felt it was well done and very helpful, well coordinated and the time was well used. I appreciate the program.

Comments about the June-August 2008 CAAMP, Nova Southeastern University College of Dental Medicine and College of Osteopathic Medicine

• Excellent, very clear, practical, good examples.
• Thought this was an “eye-opener” and a good starting point for development.
• The presenters were very well organized. Their interaction with the group was very engaging and interesting. I learned a great deal. Thanks!
• Excellent information which was extremely well presented.
• Captivating, energetic, engaging.
• Excellent – I learned MUCH about different ways to conduct meetings and deal with deviations that arise.
• The instrument and cases gave me a new perspective on interpersonal interactions.
• Great!! This has helped me tremendously in how I personally deal with conflict and how I can use the different conflict tools. Awesome!

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Questions?

For more information, please contact us by email (info@academicleaders.org) or telephone (404-350-2098).

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