Communications Action Team

Objective 7.f. – Foster cooperation, civility, collaboration, and collegiality in order to enhance the sense of community among faculty and staff.  (Strategies are listed in priority order.)

Strategy 7.f.1.  Develop an expectation of civility and collegiality by widespread publication of the Institutional Values. This could begin by posting the Values Statement in buildings, kiosks, event locations, web sites, etc.

                        Cost – $ Initial expenditure for formal postings and printing costs.

                        Designated person/unit – Office of External Affairs.

Strategy 7.f.2.  Continue current opportunities for social interaction between faculty and staff and create new opportunities for this type of interaction. New opportunities might include a Fall Semester Kick-Off Picnic and an informal “USCA Night on the Town” at local restaurants.  See Addendum to this report for details. (See Addendum)

Cost – $ Expenditure of time and facilities. Continuing funds for any new event.

Designated person/unit – Create a small planning group of faculty and staff that includes representation from Special Events and Human Resources.

Strategy 7.f.3.  Develop a photographic directory on the intranet of faculty and staff to enhance the sense of community on campus. Directory should include a photograph, name, position, and on-campus directory information.

                        Cost – $ Expenditure of time and web resources, primarily.

Designated person/unit – Office of External Affairs working with Manager of Web Development.

Strategy 7.f.4.  Develop a comprehensive faculty/staff recognition program with an emphasis on campus and community service.

                        Cost – $ Varies according to the particular initiative. Would be recurring.

Designated person/unit – Human Resources, CEA, VCAA and Academic Council.

Strategy 7.f.5.  Continue to support new opportunities for collaborative projects among faculty and staff across departments and disciplines.

                        Cost – $ Varies among projects but should include the usual grant support.

                        Designated person/unit – Chancellor and Vice Chancellor

Strategy 7.f.6.  Develop new faculty/staff enrichment workshops that address topics of common interest such as warning signs of troubled students/ colleagues or how to supervise employees. Determine how to garner campus-wide involvement in topic selection. Investigate the possibility of a campus-wide workshop day much like an in-service day.

Cost – $ Expenditure of time, facilities, and additional funds for travel, copying, etc. associated with the workshop. Will be recurring.

Designated person/unit – Human Resources, Counseling Center, VCAA and Academic Council.

Measure 7.f – An initial written survey followed by a biennial web-based survey. Attendance at events could be tracked, the number of events recorded, and focus groups could occasionally assess this objective.

Objective 9.a.  Assess and improve communications at all levels on campus. (Strategies are listed in priority order.)

Strategy 9.a.1.  Explore ways to improve both faculty and staff orientation experiences/processes.  Integrate present orientation activities for both faculty and staff into a coordinated package overseen by a newly developed Faculty/Staff Orientation Committee. New faculty and staff would combine for common orientation themes and break up into smaller groups when needed.  Specific charges for the committee are attached in an Addendum to this report. (See Addendum)

Cost – $ Expenditure of time, web resources, increased printing costs, $5.00 per person for the luncheon. These will be recurring.

Designated person/unit – Staff: Human Resources and Classified Employees Association; Faculty: The New Faculty Orientation Committee.

Strategy 9.a.2.  Develop a program where each department meets annually with the next immediate supervisor to enhance and open up communications.  To the degree possible, opportunities to convey concerns should be developed as part of this program.

                            Cost – $ Minimal except for expenditure of time.

                        Designated person/unit – Chancellor and mid-level supervisors

Strategy 9.a.3.  Require that students use campus email addresses, and implement campus voice mail service.

                        Cost – $$ Unknown but could be expensive. Single investment.

Designated person/unit – Computer Services and Campus Technology Committee.

Strategy 9.a.4. Use focus groups to directly and periodically assess campus communications. Facilitator should be prepared with questions and the groups should be small yet involve a cross section of faculty, staff, and students so that the groups themselves increase communication.

                        Cost – $ Cost for light refreshment, which would be recurring.

                        Designated person/unit – Office of Institutional Research

                        Strategy 9.a.5.  Improve visual communications around campus. This would include, for example, better building identification, and
                         improved department signs within buildings, improved map stations, and installation of flyer kiosks.

Cost – $ Expenditure of time. Several thousand dollars for new signs and kiosks.  Improved map stations should be minimal cost. Should not be recurring.

Designated person/unit – Campus Facilities/Planning Committee and Director of Operations.

Strategy 9.a.6.  Increase and publicize opportunities for employees at all levels to attend professional development and training sessions designed to enhance job skills and performance.

                                Cost – $ Varies according to particular opportunity. Would be recurring.

Designated person/unit – Department head with Human Resources for information only.

Strategy 9.a.7. Continue to schedule regular open meetings for discussion of specific topics or concerns at a campus level. These may be similar to the Chancellor’s Panel with targeted or specific audiences and dealing with issues from across the faculty and staff. Questions could be provided ahead of time, particularly from those who can’t attend. Investigate providing instant messaging or video feed for those who can’t leave their stations. (This is a continuation of our normal campus practice with additions.)

Cost – $ Expenditure of time, facilities, and possible cost of new equipment (not recurring).

Designated person/unit –Chancellor

Measure 9.a – Use the present faculty and staff survey instruments adding appropriate questions to judge the effectiveness of these strategies. 

                        Addendum

Strategy 7.f.2.  Program could include, as appropriate, annual awards reception, enhancement of Pay for Performance/Merit-Based salary increase systems, an annual award for service to the University’s mission and values, funding for the CEA service awards, which are not presently funded, posting a plaque with the names of award recipients, an annual attendance recognition for employees or units, and an Employee of the Month program.

                    Strategy 9.a.1. Suggestions for enhancing the orientation process include:

            1) Develop and maintain a listing of web resources to improve campus communications. This should be in both online format and hardcopy
             included in the proposed Faculty/Staff Handbook.

            2) Provide all new employees with a comprehensive University orientation program that includes an overview of benefits, an overview of
             institutional mission and values, an overview of how their department supports the mission and values, a campus tour, assignment of a mentor,
             and an introduction to the annual evaluation process.

            3) Develop a Faculty/Staff Orientation Handbook appropriate for both audiences drawing from the New Faculty Orientation Handbook. This
            should include the added features of a USCA Lingo page, a USCA Resources page, and a Quick Reference Page. Most material contained
             in the handbook may be clearly intended for either faculty or staff yet will benefit all by increasing information, sensitivity, and awareness.

            4) Initiate a pilot mentoring program for new faculty and staff that includes development of guidelines (or handbook) for the mentoring process
             and development of an online database of mentors with areas of expertise. Develop a method to regularly publicize the program. Include in
             the program an annual luncheon as a discussion forum.