- Characteristics of the Ideal Department, v.2
- The "Ideal Department" as characterized by participants from "Building Vital Departments" at the second Leadership Institute at Baca from June 5-10, 2005.
- Characteristics of the Ideal Department: Survey
- A tool for internal analysis of departmental strength and weakness was devised at the 2002 PKAL Summer Institute. The "Characteristics of the Ideal Department" grid outlines the various aspects of a strong department– from the existence of a statement of mission to the presence of a talented administrative assistant.
- Departmental matrix - Clarity about the scope and sequence of departmental offerings
- Having departmental conversations about where students learn what, brings coherence to the academic program.
- Departmental Thermometer
A PKAL Tool
- A checklist from which leaders can determine the "temperature" of their community in regard to serving all students. Adapted from a survey prepared by mathematicians Sylvia Bozeman of Spelman College and Ted Vessey of St. Olaf College.
- Institutions that Work
A PKAL Tool
The survey instrument linked below was developed by PKAL in 2002 to assess the institutional context for STEM programs in colleges and universities nationwide. Through its extensive network of STEM leaders, PKAL developed a set of factors that were inherent in successful STEM programs. This instrument measures the level of importance of those factors in individual institutions and their performance against them. This instrument is one of many used by PKAL to capture and disseminate information about what works in institutions where STEM programs are thriving.
- Strategies for avoiding burnout: A department chair's perspective
- Practical advice for department chairs on leading a balanced life.
- The Characteristics of the Ideal Leader
A PKAL Tool
- The Characteristics of the Ideal Leader Inventory, designed by PKAL, will provide insight about your strengths and your potential as a leader. This inventory reflects ideas and from a wide range of reflective leadership theorists and practitioners. After completing the Inventory, you should identify a handful of key leaderships traits that are both critical and lacking at this time. With these growth areas identified, we suggest keeping a journal of efforts to incorporate the targeted traits into your professional life.