The Perceptions of Past and Current UCEDD Directors on Transitioning in and

out of the Role of UCEDD Director

SPEAKERS

Fred Orelove, PhD, Former Director, Partnership for People with Disabilities at Virginia Commonwealth University

Hill Walker, PhD, Former Director, University of Oregon UCEDD

George Jesien, PhD, Executive Director , Association of University Centers on Disabilities (AUCD)

Overview

• Results of interviews of 5 past and 5 newer UCEDD Directors

• Key considerations in planning a transition

• Why are transitions so difficult?

• Questions & answers2

Interview Results

Fred Orelove, PhD

Former Director, Partnership for People with Disabilities at Virginia Commonwealth

University

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• Phone interviews with 5 former, 5 recent directors (7 different UCEDDs)

• Range of geography, center size

• Asked prepared questions

UCEDD Director Transition Survey

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• All 5 directors long-serving

• 3 had long transition process; 2 short time

• 3 conducted search; 2 appointed from within

• Director role in process varied, but usually had strong role

• University officials were key

• Transition steps contingent on time available

Results: Former Directors

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• Stability of center important

• Information, preparation varied widely

• Would have liked:– Clarity on budgets– Clear organizational chart– Better understanding of staff, university roles– Better sense of the center

Results: New Directors

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• Better preparation for job:– Finance, personnel within university– Visiting other centers

• Helpful to be introduced to state officials

• Advice for directors preparing to leave:– Succession planning; grooming internal

person– Organize, summarize information, files

New Director Results (cont’d)

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• Succession planning critical, but no guarantee for internal successor to handle job

• Technical assistance to out-going director, program can be very useful

• External mentor for new director can be very helpful

• Many approaches to succession, no one way guarantees success

Final Thoughts

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Key Considerations

Hill Walker, PhD

Former Director, University of Oregon UCEDD

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Goals of the Transition Process

• Continue a successful program

• Leverage a program change of direction

• Use of transition process to recruit a UCEDD director who can serve other university, college or school needs and priorities

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Timing of Transitions

• Establish a long lead-time to lay adequate groundwork with: – departmental/college administrators,

university office of research administration, affirmative action, human resources, office of the provost and other units as appropriate

• Transitions occurring in concert with 5-year core grant applications

• Transitions occurring during a current 5-year grant cycle

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Role of the Outgoing Director

• Lead role versus limited or no involvement

• Continued UCEDD participation versus full retirement or other assignment

• Advisory functions

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Factors Impacting Success

• Host university perception of program and current director

• Availability of interested pool of qualified candidates

• Tensions between UCEDD mission and departmental and/or college priorities

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Factors Impacting Success 2

• Extent to which host institution has a written policy on replacement of Institute and Center Directors and adheres to same

• Willingness of host university (at various administrative levels) to offer incentives to potential new director at the time of recruitment

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Why are transitions so difficult?

George Jesien, PhD

Executive Director , Association of University Centers on Disabilities (AUCD)

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UCEDD Leadership Transition:

Why can it be so difficult?

Because a Director plays so many roles and

functions

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Because she/he touches and influences

at so many levels

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Spheres of Knowledge and Influence

policies

practices/processes

organizations

colleagues

staff

department/school

institution

community

state

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UCEDD Leadership

A UCEDD Leader influences, promotes and moves individuals, practices and policies toward the

achievement of the ADA and DD Act vision of full participation, integration of all people with

disabilities into the social and economic fabric of our society.

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Because there are responsibilities in so

many areas

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University Community

• Intra & Interdepartmental engagement & responsibility

• Administrative Report – Provost, Dean, Dept. Head

• Grants & Contract Administration – Business Office

• Recruitment, Diversity, Hiring, Personnel Polices, Merit

• Space & location

• Promotion & Tenure

• Personal research agenda & publications

• Liaison with other state campuses

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Does the director have to do all of these?

• No • But yes to some extent……..• Or have good people who can work as a team to

cover these areas• Also, don’t have to do all at the same time• Each adds:

– to your capacity, – potential for impact and – ability to secure the resources to carry out your

mission

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Because one may have little control over process

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Search & Selection Process

• Often run by outside chair & academic search committee who may:– Have incomplete knowledge of roles, functions and expectations for

director– Lack of full understanding of need for continual resource

development– Minimize the importance of local and state partners and

expectations of funders– Inadequate understanding of complexities of position and the

numerous constituencies involved– Have insufficient knowledgeable input & meaningful participation

• Who may be outside of one’s control or guidance

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Steps to make it easier

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Consider doing the following:

• Plan – personally and jointly with center/program leadership– Unpack the position – responsibilities, relationships, areas of

function– Bus or Tahiti exercise – what if?– Distribute opportunities for new learning and role development

• Educate – potential search committee members, deans, departments heads

• Talk to others that have gone through the process• Consider bringing in a outsider• Envision the transition as a platform to launch new

opportunities!

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Contacts

Fred Orelove George Jesienforelove@vcu.edu gjesien@aucd.org

Hill Walker Dawn Rudolphhwalker@uoregon.edu drudolph@aucd.org

www.aucd.org/urc > Leadership Development

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