Response to GRECO Recommendation 1 (May 8, 2003)
James M. May, Provost and Dean of the College
On March 20, 2002 the Governance Reform Evaluation Committee (GRECO) submitted its final report including six specific recommendations.1 Subsequently, President Thomforde asked me as the new Provost and Dean of the College to address faculty governance "in a direct and collaborative way, making good use of the GRECO Report and RPC's response to the report so that within the coming academic year, faculty roles and responsibilities for governance are clearly understood and articulated." This response to the first of GRECO's six recommendations is based on a mixture of current practice, responsibilities listed in the St. Olaf By-Laws and Faculty Manual, changes in administrative positions that have been made by the President in recent months, and suggestions made by the Associate Deans and other members of the faculty. Footnotes raise questions about particular ambiguities or options that may need further clarification. Several of the procedures and responsibilities suggested below, if approved, would require changes in the college By-Laws or the Faculty Manual. Most of these are noted in italicized footnotes.
Provost and Dean of the College
The Provost2 and Dean of the College is the chief academic officer of the College, and as such has overall responsibility for the College’s academic program.3 The Provost and Dean of the
1 The six GRECO recommendations are:
1. Clarify the job functions and responsibilities of Department Chairs, Program Directors, Associate Deans, the Assistant Provost, and the Provost.
2. Clarify the procedures to be followed in making decisions related to budgeting, long-term staffing, and allocating of FTE.
3. Develop specific procedures for selecting, training, evaluating, and rewarding the Associate Deans.
4. Evaluate three specific structural models and adopt the one most likely to achieve clarity, efficiency, and accountability in the decision-making process.
5. Delineate the Duties and responsibility of the College Council vis a vis those of the Dean's Council, faculty committees, and the faculty at large.
6. Implement "Governance Reform, Stage II" as soon as possible.
2 The By-Laws name the Dean of the College as the chief academic officer; the term "Provost" does not appear in either the By-Laws or the Faculty Manual. (This suggests that in terms of the College's legal documents, the position of Provost is subordinate to the position of Dean of the College.) Moreover, in several places (e.g., Section 2.II) the Faculty Manual calls this position "Vice President and Dean of the College." Although the By-Laws distinguish between:"administrative officers" (Section 6.03) who are Vice Presidents and "academic officers" (Section 6.04) who include at least a Dean of the College, the Faculty Manual (in 2.II) calls the Vice President and Dean of the College an "administrative" officer.
3 The By-Laws say that the Dean of the College shall be responsible for supervision of the College's "educational programs" (plural). In this context the singular term "the academic program" is somewhat ambiguous. It includes some but not all co-curricular and extra-curricular activities (e.g., sports teams are included, music organizations are not) and some but not all "extension" programs (e.g., ninth semester and pre-college (PEP) are included but study-trips (CLL) is not; professional development for K-12 teachers is unclear). Should the Dean's educational oversight be plural and comprehensive or singular and focused? If the latter, what principles define
College is responsible to the President and, in the absence of the President, serves as the chief administrative and executive officer of the College. The Provost and Dean of the College is responsible for the development and proper conduct of the instructional program of the College including the academic progress and graduation of students, the functioning of Faculties and departments, and the regular conduct of classes.
the boundaries of the academic program that falls under the jurisdiction of the Dean of the College (and by extension, of the faculty)?
The Dean of the College is the Dean of the Faculty4 and as such oversees the hiring of new faculty, the tenure and promotion process, the planning and budgeting for faculty positions, the planning, budgeting, hiring, and performance of non-faculty academic staff, and capital expenditures for academic areas. In addition, he or she is charged with the development and supervision of instruction, the improvement of the course of studies and instructional facilities, the maintenance of high academic standards, the development of faculty, and the encouragement of scholarly and artistic activity.5
4 The title "Dean of the Faculty" Comes from the Faculty Manual, Section 2.II.
Major Functions and Responsibilities
A. Leadership
1. Direct the planning and implementation of the academic program in order to fulfill the mission of the College and meet the needs of its students.
2. Oversee faculty staff planning as outlined in the Faculty Manual.
3. Act as chief executive and administrative officer in the absence of the President.
B. Faculty and Students
1. Recommend to the President tenure track positions, appointments, reappointments, tenure, and promotion.
2. Recommend to the President the appointment of the Assistant Provost and Associate Deans.6
3. Select department chairs, upon recommendation of an Associate Dean and after completion of a consultation process as specified in the Faculty Manual.
4. Oversee regular reviews of academic programs.
5. Ensure appropriate and effective assessment of student learning.
6 Appointment by the President would require a change in the Faculty Manual.
C. Administration
1. Develop an effective organizational structure for the academic administration of the College.
2. Define the responsibilities of those reporting directly to the Provost, coordinate their activities, and evaluate their performance.
3. Supervise and develop those reporting to the Provost and Dean of the College.4. Develop and administer policies and procedures necessary for the smooth functioning of the academic program.
5. Establish and oversee compensation, non-compensation, and capital budgets and expenditures in the academic division.
6. Assign space appropriate for the operation of the academic program.
7. Maintain the Faculty Manual and recommend appropriate changes to the Review and Planning Committee.
D. Coordination
1. Work with the Vice President for Advancement to secure programmatic and faculty development funds from outside sources, and to administer such funds. 2. Work with the Vice President for Finance and the RPC Subcommittee on Faculty Salaries to formulate faculty salary recommendations and to develop compensation, capital and operating budgets in the academic division. 3. Work with the Vice President for Enrollment to ensure appropriate alignment between the academic program and interests of recruited and enrolled students.
4. Work with the Vice President for College Relations to maintain public visibility for academic accomplishments of faculty and students.
E. Committees
1. Serve as a member of the President's Cabinet.7
2. Serve as staff liaison to the Academic Affairs Committee of the Board of Regents.
3. Serve as chair of the Dean's Council.
4. Serve on the College Council.8
5. Serve as a member of appropriate College committees as designated in the Faculty Manual.
7 Instead of the President's Cabinet, the Faculty Manual still speaks (in Section 2.VII and 2.VIII) of the President's Council (which includes several student and faculty leaders) and the Staff Council (which includes one elected faculty member who according to Section 3.III is the sole faculty "officer" with formal advisory responsibilities to the President and Dean of the College.
8 The College Council is not mentioned in the Faculty Manual, but its broad membership may suggest that it is a sequel to the defunct President's Council described in Section 2.VIII.
Assistant Provost
The Assistant Provost is appointed by the President upon recommendation of the Provost and Dean of the College. Duties of the Assistant Provost are delegated by the Provost and may change from time to time. Currently, the functions and responsibilities of the Assistant Provost include:
Major Functions and Responsibilities
1. Supervise Academic Support offices, including ARP Academic Research and Planning CILA Center for Innovation in the Liberal Arts IIT Information and Instructional Technologies IRP Institutional Research and Planning GFR Government and Foundation Relations Lib Library Services CHO Chemical Hygiene Officer IRB Institutional Review Board 2. Oversee staff in the office of the Dean of the College: define responsibilities, coordinate activities, and evaluate performance. 3. Oversee staff support for Faculty Committees. 4. Assist the Provost and Dean of the College in developing budgets for the academic program and in reviewing monthly expenses in comparison with approved budgets. 5. Assist the Dean of the College in developing the annual faculty staff plans and monitoring compliance. 6. Oversee preparation of the self-study for the North Central reaccreditation review. 7. Assist the Dean of the College in matters of appointment, reappointment, tenure, and promotion. 8. Serve as a member Dean's Council. 9. Represent the Dean of the College, as requested, on various College committees. 10. Prepare recommendations for the Provost and Dean of the College concerning assignment of academic space. 11. Represent the Provost and Dean of the College at official functions, when asked.
12. Perform other tasks and responsibilities delegated by the Provost and Dean of the College.
9 The position of Assistant Provost is not mentioned in the Faculty Manual.
Associate Deans 10 of the Faculties
Associate Deans for each of the five Faculties are appointed by the President for staggered three-year terms upon recommendation of the Provost and Dean of the College. In each Faculty, the Associate Dean oversees the development and proper conduct of the instructional program, hiring, tenure and promotion process for faculty, planning for faculty and staff positions, and budgeting for operating and capital expenditures.
Major Functions and Responsibilities
A. Leadership
1. Collaborate with department chairs and program directors in their Faculty to identify opportunities for cross-disciplinary collaboration and shared professional interests.
2. Mentor department chairs and program directors to enhance their ability to lead their departments and programs within a collaborative Faculty unit.
3. Identify and implement mechanisms to bring members of their Faculty together as an academic community that shares certain disciplinary expertise.
4. Work with department chairs and program directors11 within their Faculty to facilitate administrative responsibilities associated with each department and program.
5. Assist departments and programs within their Faculty with
a. Recruitment of tenure-track and term positions.
b. Long-range staff planning (e.g., tenure and promotion cases, sabbatical or special leaves, international or off campus programs).
c. Preparation and response to departmental and program self- studies.
d. Implementation of budget-related policies and priorities.
e. Development of assessment programs (in consultation with ARP) that lead to enhanced student learning.
6. Serve as a sounding board for challenging issues faced by department chairs and program directors in their Faculty.
B. Administration
1. Interview all candidates for full time positions in their Faculty.
2. Decide with departments on all term appointments; make recommendations to the Dean of the College on all tenure-track appointments.
3. Review and make recommendations to the Dean of the College on all 2nd and 4th year faculty performance reviews.12
10 The responsibilities named below, and the functions currently carried out, suggest that "Dean" is a more appropriate title. This would require a change in the Faculty Manual.
11 Should we add here "elected representatives to faculty committees" as a category of faculty leaders within each Faculty whose responsibilities also bear on the work of the Faculty?
4. Decide FTE allocations for departments and programs in their Faculty within guidelines set by the college budgeting process.
5. Allocate operating budgets to departments and programs in their Faculty.
6. Allocate professional travel funds13 to departments, programs, and individuals in their Faculty.
7. Review and make recommendations to the Dean of the College on all proposals for sabbatical and special leaves.
8. Recommend to the Dean of the College candidates for department chairs.
9. Appoint program directors as vacancies occur.
10. Substitute for the department chair in any personnel action that may involve a conflict of interest.
11. Oversee conditions and procedures concerning safety of activities associated with their Faculty.14
C. Professional
1. Teach two courses per year. 2. Participate in programmatic development, departmental meetings, and routine activities of their own department, except in cases where such participation may convey the appearance of a conflict of interest. 3. Continue working on their own professional area of expertise.
4. Participate in national or international professional meetings to enhance their administrative and professional expertise.
D. Advisory
1. Advise departments in their Faculty, including their own, on issues of curriculum, staffing, and budget, except in cases where such advice may place the Associate Dean in a position of playing dual roles, first as an advisor, second as a decision-maker. 2. Serve on the Dean's Council to advise other Associate Deans and the Provost on issues concerning the welfare of the College as a whole, coordination and cooperation among the five Faculties, and problematic issues that affect the welfare of their individual Faculty.
3. Confer with other Associate Deans and the Dean of the College, as appropriate, on shared curricular and personnel issues.
12 The Faculty Manual calls only for the department chair to consult with the relevant Associate Dean. For clarity, it may be wise to add explicit language to the Faculty Manual specifying the responsibility of each Associate Dean to make a recommendation on each 2nd and 4th year review.
13 Would it be better to say here "professional travel and development funds" to encourage more general opportunities for faculty development?
14 Added in light of the accident this summer
Department Chairs
Department chairs are appointed for three-year (renewable) terms by the Dean of the College upon recommendation by the Associate Dean of the relevant Faculty.15
Although most major functions of the chair are carried out in consultation with other members of the department, a department chair has primary responsibility for the proper functioning of the department, and holds primary decision-making authority on department matters during his or her term.
The frequency with which a department chair will carry out the activities listed below, the priority given to each, and the delegation of selected items, will vary from department to department, and within departments from year to year.
Major Functions and Responsibilities16
A. Academic leadership
1. Formulate long-range plans concerning staffing, facilities, curriculum, and students. 2. Ensure that the department maintains quality, including facilitating dialogue regarding new areas of knowledge. 3. Locate, select, and mentor new faculty, giving proper attention in their selection to their potential contribution to teaching, scholarship, and service.
4. Oversee appropriate evaluation activities (e.g., program self-studies, assessment of student learning), and then implement changes as appropriate based on evidence from such assessments.
B. Professional development
1. Make assignments for teaching and support scholarship and professional service in a way that best utilizes the abilities of each department member. 2. Facilitate excellence in teaching by ensuring availability of appropriate mechanisms such as peer observation, pedagogical conversations, and access to professional publications relevant to teaching. 3. Encourage all forms of professional activity that contribute to excellence in teaching and to furthering scholarship, and assist departmental colleagues in developing professional development plans.
4. Ensure that teaching, scholarship, and service are evaluated appropriately, and in accord with established procedures, in all personnel decisions (e.g., salary increments, tenure, leaves of absence, promotions).
15 This would require a change in the Faculty Manual, which says that department chairs are appointed by the president.
16 The list of functions and responsibilities is adapted from but not identical to those listed in the Faculty Manual. If these are adopted, then Section 3.V in the Faculty Manual should be revised accordingly.
C. Support students
1. Coordinate department activities to assist prospective and newly matriculated students. 2. Ensure that department course offerings facilitate students' obtaining Interim and relevant General Education credits. 3. Ensure that the department offers courses that are required or recommended by other departments and programs on a schedule that is mutually agreeable. 4. Ensure that department majors are appropriately advised and registered to complete their major. 5. Ensure that special opportunities (e.g., for scholarships, internships, undergraduate research, distinction, graduate or professional school, and employment) are made known to appropriate students.
6. Help current students benefit, as appropriate, from the experience of department alumni.
D. Liaison
1. Collaborate with the relevant Associate Dean regarding department, Faculty, and College matters and keep department members informed of plans and issues arising from this collaboration. 2. Identify, in consultation with the relevant Associate Dean, mechanisms for addressing personnel issues within the department. 3. Collaborate with other department chairs and program directors within the Faculty to identify areas of common interest and potential collaboration and, wherever possible, to strengthen the Faculty's profile and work toward a common agenda. 4. Inform relevant faculty committees and administrative offices in a timely manner of any department matter that falls within their jurisdiction, and work with these committees and offices, as appropriate, to enhance the program of the department. 5. Inform department members of relevant administrative and planning issues that come to the attention of the chair, and engage members of the department in dialogue on matters that affect the welfare of the department.
6. Maintain contact with departmental alumni via newsletters, e-mail, or annual mailings.
E. Administration
1. Oversee preparation of department budgets, catalog copy, class and lab schedules, new course proposals, meeting agendas, senior audits, year-end reports, and other materials essential to the smooth operation of the department.
2. Initiate, process, and follow up on requests for travel support, facilities, equipment, and supplies, in appropriate consultation with members of the department.
3. Supervise the department's academic administrative assistant and ensure appropriate supervision of student workers who are assigned to the department.
4. Oversee development of and regular updates to a departmental web page in accordance with standards set by the Publications Office.
5. Adjudicate all challenges to course grades and requests for exceptions to requirements for majors.17
6. Authorize exceptions to the published schedule for final examinations.18
7. Oversee conditions and procedures concerning safety of activities associated with their Department.19
Program Directors20
Program Directors are appointed for three-year (renewable) terms by the Associate Dean of the relevant Faculty. Although most major functions of the director are carried out in consultation with other members of the program, a program director has primary responsibility for the proper functioning of the program, and holds primary decision-making authority on program matters during his or her term.
The frequency with which a program director will carry out the activities listed below, the priority given to each, and the delegation of selected items, will vary from program to program, and within programs from year to year.
Major Functions and Responsibilities
With few exceptions, mostly dealing with personnel issues, the functions and responsibilities of program directors are exactly parallel to those of department chairs enumerated above, substituting "program" for "department" and "program director" for "department chair" throughout. Exceptions are as follows, noted in italics:
A3. Participate in efforts to locate, select, and mentor new staff members, giving proper attention in their selection to their potential contribution to teaching, scholarship, and service within the program.
A5. Secure multi-year staffing commitments from faculty, department chairs, and the relevant Associate Deans to ensure stability and quality in the program.21
B4. Ensure that teaching, scholarship, and service within the program are evaluated accurately, and in accord with established procedures, participate with department chairs in all personnel decisions (e.g., salary increments, tenure, leaves of absence, promotions) involving faculty who teach in the program.
17 For legal reasons, this perhaps should be added to the Faculty Manual.
18 This is already in the Faculty Manual, Section XI.B.6.c.3.f!
19 Added in light of the accident this summer
20 Currently Program Directors are named only haphazardly in the Faculty Manual, usually with the phrase "directors of special programs" left over from a time when programs were few and exceptional. There is no section that summarizes all the varied functions and responsibilities of Program Directors.
21 This item is distinctive to Program Directors whose faculty are drawn entirely from individuals whose primary appointments are in departments.
E2. Initiate, process, and follow up on requests for facilities, equipment, and supplies, in appropriate consultation with members of the program.22
22 The reference to travel funds is omitted because currently travel funds are allocated to departments, not programs.
Faculty Members
Members of the faculty are appointed by the President upon recommendation of the Provost and Dean of the College. "The faculty shall consist of persons who take seriously questions about the relationship of religion to learning and who consider their work, and the work of the [College], in light of such questions. In some circumstances, Christian faith may be a bona fide occupational qualification, and the [College] shall impose such a requirement when legal and appropriate."23
The chief obligation of faculty members is to be effective teachers and scholars, servant leaders of the academic community. They observe the stated rules and regulations of the institution, yet guard vigorously their right of criticism. When they speak or act as a private person, they avoid creating the impression that they speak or act for the College. They determine the amount and character of the work they do outside the College with due regard to their paramount responsibilities within the institution. When considering the interruption or termination of their service, they weigh the effect of their decision upon the program of the College.24
A. Primary (Collective) Responsibilities25
Subject to final review by the Board of Regents, the faculty shall: 1. Determine requirements for the degrees offered in courses, within departments established by the Board of Regents. 2. Determine when students meet the requirements for degrees and approve candidates for degrees to be granted by the President and Board of Regents. 3. Adopt procedures for selecting faculty representatives in institutional governance;
4. Determine the structure and procedures for faculty grievances.
B. Shared (Collective) Responsibilities26
1. Subject to final approval by the President and Board of Regents, the faculty shall share responsibility for determining:
a. curriculum, subject matter and methods of instruction; b. policies pertaining to student life that relate to the educational process; c. practices and procedures relating to faculty research; d. faculty status, and policies and procedures related to faculty compensation; and
e. structure and procedures for faculty participation in institutional governance.
2. The faculty may advise or make recommendations to the President, other officers of the Administration, or the Board of Regents on other matters in which the faculty have an interest.
23 From the recently revised St. Olaf By-Laws, Section 8.02.
24 Faculty Manual, Section 4.III.4
25 By-Laws, Section 8.01.
26 By-Laws, Section 8.01.
C. Teaching Responsibilities
1. Faculty members are responsible to teach according to the best scholarly standards of their disciplines. By rigorous self-scrutiny, by fairness and courtesy, and by attention to the details of their professional conduct, they strive for a deportment that will invite respect for themselves and for their profession. In their teaching, they maintain an atmosphere of free and unhampered inquiry, and they encourage independence and originality of thought. They avoid any exploitation of students for their private advantage and acknowledge significant assistance from them. They protect students’ academic freedom.27
2. As teachers, faculty must be willing and able to work closely with students who have a wide range of interests and capabilities.28
3. Faculty are expected to meet their classes in adherence to the college schedule. If a teacher must be absent from classes, notice shall, if at all possible, be given in advance to the department chair.29
4. Faculty are expected to schedule their office hours at such times that they can be readily available to their students and advisees. 5. Academic advising is viewed by the College as an integral part of a faculty member's responsibilities. Faculty are encouraged to make frequent contacts with advisees both in formal and informal settings.
6. All faculty members shall make use of the final examination week to gather new evidence...[which]... shall be evaluated as a means of determining the overall accomplishments of all students registered in courses.
C. Other Responsibilities
1. All faculty members having voting franchise are expected to attend faculty meetings.30
3. As scholars, faculty are expected to reflect and maintain high intellectual standards and support their professional commitment with reputable scholarly activity.31 To this end they devote their energies to developing and improving their scholarly competence. They practice intellectual honesty and avoid conflicts of interest that may restrict their freedom of inquiry and teaching.32
4. As colleagues, faculty will seek to foster a magnanimous community of life and learning.33 In the exchange of criticism and ideas, they will show respect for the opinions
27 Faculty Manual, Section 4.III.2
28 Faculty Manual, Section 1.II.
29 Items 3, 4, 5, and 6 are from the Faculty Manual, Section 3.XI.B.parts 1.a, 1c, 4, and 6c. (Note that this section is misnumbered as X in the on-line edition.)
30 Faculty Manual, Section 3.VI.B.
31 Faculty Manual, Section 1.II.
32 Faculty Manual, Section 4.III.1
33 Faculty Manual, Section 1.II.
of others. They will be impartial in their professional judgments of colleagues, and support the academic freedom of their colleagues.34
2. Faculty members accept their share of faculty responsibilities for the governance of their institution.35
5. All faculty members are expected to be familiar with the policies, procedures, and responsibilities listed in the College Catalog.36
6. Members of the faculty are expected to appear in cap and gown to form an academic procession at certain college events including "St. Olaf Welcome" (for new students), Opening Convocation, Honors Day, and Commencement.37
34 Faculty Manual, Section 4.III.3
35 Faculty Manual, Section 4.III.3
36 Faculty Manual, Section 3.XI.B
37 Three of these four occasions--the latter three-- are explicitly named in the Faculty Manual, Section 3.XI.B.7.
ADDENDUM
Department Chairs
(Drafted and submitted by Jonathan Hill, 3/31/03)
Department chairs are appointed for three-year (renewable) terms by the Dean of the College upon recommendation by the Associate Dean of the relevant Faculty. Although most major functions of the chair are carried out in consultation with other members of the department, a department chair has primary responsibility for the proper functioning of the department, and holds primary decision-making authority on department matters during his or her term.
The frequency with which a department chair will carry out the activities listed below, and the priority given to each, will vary from department to department, and within departments from year to year. The list, while long, is illustrative rather than definitive, and subject to discretionary interpretation by department chairs.
A. General Administrative:
1. Hold regular office hours.
2. Hold department meetings; draw up agendas and arrange for minutes to be kept.
3. Form department committees or task forces when needed; assign department responsibilities and advising duties to department members in an equitable manner.
4. Keep department informed on all matters pertaining to the welfare of the department.
5. Work in conjunction with the department Academic Administrative Assistant and ensure appropriate supervision of student workers.
6. Oversee the department budget.
7. Oversee the development of and regular updates to the department web page.
8. Maintain contact with alumni.
9. Write the annual department report.
10. Oversee conditions and procedures concerning the safety of activities associated with the department.
B. Teaching:
1. Oversee the annual teaching schedule. 2. Make teaching assignments in a way that balances the preferences of individual faculty and the needs of the curriculum, the department and the college as a whole. 3. Assign teaching days and hours in an equitable manner. 4. Ensure that department offerings and the annual teaching schedule meet the needs of: the department’s major; the General Education curriculum; a balanced distribution of courses throughout the academic year, including the interim; and other departments, majors, concentrations and programs. 5. Oversee the class and lab schedule. 6. Lead the department in monitoring, maintaining and improving the quality of its curriculum and courses, both in the present and the long-term. 7. Monitor and guide the planning and introduction of new courses.
8. Encourage and maintain the assessment and improvement of student learning.
C. Professional Activity and Development:
1. Encourage all forms of professional activity that contribute to excellence in teaching, the advancement of knowledge, and creative activity. 2. Encourage professional discussion and collaboration within the department and across departments. 3. Administer travel funds to facilitate public activity within the profession.
4. Alert the department to all forms of curricular and professional development available through various college committees and offices.
D. Faculty:
1. Steer the department in locating, hiring and mentoring new faculty, tenure-track and non tenure-track, full-time, part-time and visiting. 2. Coordinate faculty reviews, and tenure and promotion cases. 3. Provide support (travel, facilities, equipment, and supplies) to faculty in their teaching, their professional or creative work, and their service to the college.
4. Maintain current vitae and records on all faculty. 5. Formulate long-term staffing plans. 6. Publicize faculty work and achievements.
7. Confer with faculty about, and encourage and maintain the assessment of faculty teaching, and of professional and service activity.
E. Students:
1. Meet with visiting, prospective and new students.
2. Ensure adequate advising for all students, and the timely provision of information concerning such matters as requirements, courses, summer school, internships, undergraduate research, department distinction, and department prizes and awards.
3. Check the progress of majors and audit their work.
4. Be available to sign forms for students.
5. Adjudicate general student concerns or worries, including: requests for transfer credit; challenges to course grades; requests for exceptions to requirements for the major; exceptions to the published schedule for final examinations; and complaints about courses or faculty.
6. Arrange for career and post-graduate information sessions for majors (including internships, graduate and professional schools, and employment opportunities); facilitate contact with department alumni.
F. Liaison:
Numbers 1 – 5 (omitting number 6) as on the Draft 3/16/03
