5. People

DRAFT

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FINAL DRAFT-April 4, 2013

Goal 5 People

The AEI seeks to be an interconnected network of people that inspires and sustains each other while enabling teamwork across domains, in order to provide students with a supportive and dynamic learning environment, in and out of the classroom.

The AEI strives to attract and retain highly qualified professionals with extensive international experience and to create a work environment that encourages and supports faculty and staff to advance and pursue their professional interests.

Key Strategies:

5.1. Review of faculty workloads and compare with other UCIEP members.

5.1.2. Determine impact and upcoming changes of the new faculty union, including budget, UO policies and practices, and CEA accreditation.

5.1.3. Develop a set of recommendations for AEI and UO leadership to consider based on the findings.

5.2. Foster a greater sense of inclusion among faculty and staff.

5.2.1. Hold meetings to address faculty and staff issues at least once term, including ongoing items related to Strategic Planning.

5.2.2. Establish a master internal AEI calendar

5.2.3. Build and post a FAQ system to aid transparency of institutional issues

5.2.4. Identify and analyze the effectiveness of our existing information circulation methods and tools.

5.2.5. Celebrate staff and faculty excellence by acknowledging successes such as publications, presentations, grants, and international fieldwork.

5.3. Implement systematic faculty and staff training to promote professional development.

5.3.1. Expand New Hire training program to ensure new faculty and staff are informed and thrive in our teaching and learning environment.

5.3.2. Create a peer mentor and observation system that goes beyond faculty and staff member's first term.

5.3.3. Establish work place standards for ongoing learning and develop AEI training around those standards.

5.4. Invest in and create a system of progressive training for staff and faculty to develop leadership skills.

5.4.1. Develop and articulate clear criteria for leadership positions.

5.4.2. Expand information dissemination for upcoming leadership opportunities.

5.4.3. Support leadership transitions through overlap training and mentoring.

Measures of success:

5.1. By Fall 2014, a work group will complete analysis of faculty workload issues and identify needed action

5.1.1. By Fall 2014, workloads will be adjusted in consideration of faculty and AEI needs and UCIEP comparative data.

5.1.2. By Fall 2014, a set of recommendations for AEI and UO leadership will be created to consider the impact of changes of the new faculty union, including its effect on the AEI’s budget, UO’s policies and practices, and CEA accreditation

5.1.3. By Fall 2015, a plan of action, based on the recommendations in 5.1.2 will begin to be implemented

5.2.1 By Fall 2013 faculty and staff meetings will be held at least once every term to maintain open communication and disseminate information related to Strategic Planning and other issues pertinent to the AEI.

5.2.2. By Fall 2013, a master calendar will be posted in a central online location accessible to all.

5.2.3. By Fall 2014, a FAQ system will be built and posted on a central online location

5.2.4. By Spring 2014, existing information circulation methods and tools will be analyzed and recommendations made

5.2.5. By Spring 2013 faculty and staff achievements such as publications, presentations, grants and international fieldwork will be acknowledged and celebrated.

5.3. By Fall 2014, a pilot system for faculty and staff professional development training will begin.

5.3.1. By Fall 2014 New Hire Training program will be expanded to include more mentors and observation during the first term of teaching for faculty and first months for staff

5.3.2. By Fall 2014 an expanded peer mentoring system will be functioning and will be employed beyond faculty and staff’s first terms in the AEI

5.3.3. By Fall 2014, workplace culture and expected behaviors will be included in Faculty Handbook or other internal publication for reference.

5.4. By Spring 2014, current leadership positions will be identified and have job descriptions available for all faculty and staff. (already been done) (CLARIFY THIS SYSTEM OF JOB DESCRIPTIONS) (ALIGN WITH Potential leaders will volunteer and be nominated by mentoring faculty and staff.

5.4.1. By Spring 2014, Communication tools will be used to disseminate upcoming leadership opportunities to applicable staff and faculty.

5.4.3. The AEI has a pool of trained personnel to take on leadership positions on a rotating basis, using overlap training and mentoring for faculty, administrative and office positions.

, number of contact hours per week, prep times, course demands for grading, administrative service, committee assignments, and scholarship expectations and commitments

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The AEI seeks to be an interconnected network of people, both virtual and physical, that inspires and sustains itself, while enabling teamwork across domains, to provide students with a supportive and dynamic learning environment in and out of the classroom.

The AEI strives to attract and retain highly qualified professionals with extensive international experience and to create a work environment that encourages and supports faculty and staff to advance and pursue their professional interests.

Key Strategies and Actions:

5.1. Examine internal and external review of faculty workloads, number of contact hours per week, prep times, course demands for grading, administrative service, committee assignments, and scholarship expectations and commitments.

5.1.1. Create a work group to examine current workloads and compare with other UCIEP members

5.1.2. Determine impact and upcoming changes of the new faculty union, including budget, UO policies and practices, and CEA accreditation.

5.1.3. Develop a set of recommendations for AEI and UO leadership to consider based on the 5.1.2 and 5.1.2. findings.

5.2 In keeping pace with ongoing growth, the AEI will adapt its structure of internal communication to keep staff informed, engaged and to ensure transparency. Foster a greater sense of inclusion among faulty and staff.

5.2.1. Hold meetings to disseminate information twice every term.

5.2.2 Establish a master internal AEI calendar ????)

5.2.3 Build internal communications site to include an FAQ system to aid transparency of institutional issues

5.2.4 Celebrate staff and faculty excellence by acknowledging successes such as publications, presentations, grants, and international fieldwork.

5.3 Implement systematic faculty and staff training to promote professional development.

5.3.1 Expand New Hire training program to ensure new faculty and staff are informed and thrive in our teaching and learning environment.

5.3.2. Create a peer mentor and observation system that goes beyond faculty and staff member's first term.

5.3.3 Establish work place standards for ongoing learning and develop AEI training around those standards.

5.4 Establish a cross-training program of professional duties throughout the AEI to broaden faculty and staff expertise and skill.

5.5 Develop and articulate clear pathways for leadership positions. Invest in and create a system of progressive training for staff and faculty to develop leadership skills.

5.5.1 Strengthen administrative support network for management team.

5.5.2 Expand information dissemination for upcoming leadership opportunities.

5.5.3 Support leadership transitions through overlap training and mentoring.

(See Strategic Issues 4.4 “Healthy Work Environment” and 4.5 “Organizational Management”.)

Measures of Success

5.1 (YR) complete analysis of faculty work-load issues and identify needed action

(YR) work loads will be adjusted to reflect faculty needs and UCIEP industry standards.

alignment will reflect Develop implementation schedule

(YR) survey faculty

5.2.

5.3.2 : Fall 2013, hold taskforce meetings to create a peer mentor and observation program

5.3.2 : By 2014 pilot a systematic peer mentoring and observation program

5.4

5.5.3 : By (date) AEI has a pool of trained personnel to take on leadership positions on a rotating basis.