STAFF SUPPORT ACTION TEAMGoal Three: Create an exceptional learning environment characterized by high-quality instruction, active learning, and educational innovation Objective 3.i. Continue to promote individualized attention to students from faculty and staff as a campus value Strategy 3.i.1. Continue to utilize professional staff in academic advisement of freshmen students (see also Objective 2.a.) Cost: $ Recurring Designated person/unit: Academic Advisement Office and First Year Committee Strategy 3.i.2. Develop process that annually reminds all staff of the learning resource support available to students Cost: $ One time Designated person/unit: Academic Council, VCAA and Student Services – Link to Orientation process Strategy 3.i.3. Enhance customer service skills of the classified staff by: o Developing and offering quarterly a mandatory Orientation process for new staff. Designated person/unit: Classified Employees Assembly, Orientation Committee o Continuing to offer low- or no-cost customer services workshops to staff. Designated person/unit: HR o Requiring unit heads to develop the customer relation skills of their classified staff. Designated person/unit: Academic Unit Heads o Increasing the number of continuing staff participating in at least one customer service workshop every 3 years to greater than 95% for each department. Designated person/unit: Dept. Heads – through EPMS Cost: $ Recurring Measure: Determine our current level of student satisfaction and establish a percentage goal of student’s perception that individual attention occurs in a variety of settings. (Use existing instruments to measure- faculty evaluations, advisor survey, student survey, etc.) Goal Seven: Continue to develop and sustain a highly motivated and talented faculty and staff who are involved, productive, and committed to achieving the University’s vision. Objective 7.a. Review and clarify the criteria for evaluation and reward of faculty and staff to ensure their effectiveness and consistency with the institutional mission Strategy 7.a.1. Increase funding for Pay For Performance (PFP) to one percent of classified staff salaries to reward consistently excellent performance through both recurring salary increases and one-time bonuses, and encourage and publicize these opportunities. Cost: approx. $50,000 recurring Designated person/unit: IPC and Chancellor, department heads/supervisors Measure: Consistent with the institutional mission, establish new guidelines for the PFP and bonus programs and assure that they are followed for reward of staff. Objective 7.b. Address the issue of the heavy workload of faculty and staff Strategy 7.b.1. Increase staff where necessary, consistent with external peers and standards to maintain a level of service that supports both the institutional mission and values. (See also Administrative and Student Life and Services Working Group Reports) Cost: $$$ Recurring Designated person/unit: IPC through program reviews Strategy 7.b.2. Invite external peer consultants from similar units to provide a new perspective and suggestions regarding our staff procedures.
Designated person/unit: Departments Strategy 7.b.3. Include proactive involvement of staff in all appropriate program developments, initiatives, and/or curriculum changes.
Strategy 7.b.4. Increase use of work study students and temp employees where appropriate. Cost: Increase ISE and temp money $$ Recurring Designated person/unit: Departments and Chancellor Strategy 7.b.5. Encourage meetings of staff across divisions that focus on ways to improve efficiency. Cost: 0 Designated person/unit: Monday Group and departments Strategy 7.b.6. Reward innovative ideas through an entrepreneurial award to the department. Cost: $1000 per award – recurring Designated person/unit: Chancellor
Objective 7.c. Find ways to compete for the best qualified faculty and staff in the hiring process Strategy 7.c.1. Provide competitive salaries (with peer institutions) to attract and retain highly qualified faculty and staff Cost: $$$ Recurring Designated person/unit: VCAA and Chancellor Strategy 7.c.2. Fund an interview process that consistently highlights the most attractive aspects of the Aiken community and the campus, and communicate appropriate guidelines to those on search committees Cost: $ Recurring Designated person/unit: HR, External Affairs and CEA to develop process; IPC/Chancellor for funding. Strategy 7.c.3. Optimize the timing of the search process in order to attract the most qualified candidates Cost: 0 Designated person/unit: IPC, Chancellor, Unit Heads
Objective 7.d. Develop recruiting and networking strategies to diversify the faculty/staff in order to mirror the makeup of the student body and surrounding community Strategy 7.d.1. Seek ethnic, racial and gender diversity among faculty and staff at all levels by developing search strategies and policies that ensure a diverse pool of qualified applicants Cost: $ Recurring Designated person/unit: Chancellor, HR, and hiring units Strategy 7.d.2. Develop external relationships with institutions such as professional associations, peer institutions and community-based organizations that will support campus diversity goals Cost: $ Recurring Designated person/unit: Hiring units, HR Measure: Continue to evaluate growth of diversity in faculty and staff. Objective 7.e. Identify ways to retain and motivate highly effective employees Strategy 7.e.1. Establish a mentoring program for staff in their first two years at USCA Cost: Time Designated person/unit: for staff – CEA and HR should develop Strategy 7.e.2. Develop a staff orientation in conjunction with CEA. Cost: $ Recurring Designated person/unit: CEA and HR Strategy 7.e.3. Recognize and publicize effective performance (See Addendum) Cost: $ Recurring Designated person/unit: directors/dept heads Strategy 7.e.4. Identify reasons for attrition and amend policies and practices as needed Cost: 0 Designated person/unit: HR and Chancellor Strategy 7.e.5. Address the heavy workload issue (see also Objective 7.b.) Cost: [see Obj. 7.b.] Designated person/unit: [see Obj. 7.b.] Strategy 7.e.6. Establish new bonus program consisting of discretionary funds at the department level that are used for awards across depts. for exemplary performance. Cost: $ Recurring Designated person/unit: Established by MG; administered by supervisors/dept head
Objective 7.g. Promote and support professional development for faculty and staff Strategy 7.g.1. Seek additional funds for staff resources, travel and development Cost: $$$ Recurring Designated person/unit: Chancellor and Partnership Board Strategy 7.g.2. Develop and deliver an annual program of professional development opportunities on campus to meet identified interests and needs. Cost: $ Recurring Designated person/unit: Various individual units; HR Strategy 7.g.3. Offer and promote at least two opportunities to attend customer service development programs per year. (see also Strategy 3.i.3.) Cost: $ Recurring Designated person/unit: HR Measure: Increase attendance at development opportunities annually documented through program reviews Objective 9.f. Encourage staff cross-training, particularly in offices with few staff members, to improve effectiveness and efficiency Strategy 9.f.1. Develop procedural guidelines for all staff positions Cost: $ One time Designated person/unit: Unit staff and supervisor; HR Strategy 9.f.2. Encourage the sharing of staff during non-peak/peak times campus wide. Cost: 0 Designated person/unit: Unit heads and staff Strategy 9.f.3. Within departments, conduct periodic sessions in which department members share information regarding their responsibilities with other appropriate personnel Measure: Evidence of cross training occurring in all departments annually and operational manuals created for every staff position. Addendum to Staff Support Action Team Report
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Copyright © 2002 by the Board of Trustees of the University of South Carolina. Comments to webmaster@aiken.sc.edu 09/24/2002 URL: http://www.usca.edu/strategic plan |