Information Session: Faculty of Arts 2008 Retreat Culture Change: Our Roles in Our Future

Culture Change Our Objectives Rethink our current processes and procedures Design a better work environment for ourselves and our colleagues Communicate more effectively and develop team approaches to our shared areas of responsibility Transform our current workplace culture and meet our goals and objectives together

Culture change? To boldly go where no one has gone before!

Strategic Planning Process In conjunction with the Office of the Provost and the Dean: Compact: Information from Chairs, Directors, professors, staff and students The White Paper, Strengths and AspirationsStrengths and Aspirations Campaign Priorities: Campaign McGill and the Future of Arts Education,Campaign McGill and the Future of Arts Education Principal’s Task Force on Student Life and Learning: Principal's Report on Student Life Principal's Report on Student Life McGill Master Plan : Employs strategic plans, i.e., Guiding PrinciplesGuiding Principles

Planning and Budgets Faculty of Arts: $935,000 budget reduction $468,000 to a University reallocation pool Criteria to be established by the Provost Determined by the Dean in consultation with Chairs/Directors Aligned with University/Faculty priorities

Planning and Budgets $467,000 as a permanent cut to the Faculty 5% reduction in operating costs Reduced permanent funding for summer session courses Reduced permanent funding for supplementary teaching Administrative restructuring with the Faculty of Arts Secretariat

Compact Key Areas Academic Renewal Tenure track expenditures for recruitment, salaries, start-ups and related items Form the drivers behind many resource allocations including Hiring pool model, which considers academic salary dollars and targets complement numbers simultaneously

Compact Key Areas Comprehensive financial review: global resource availability Emphasis on global expense-revenue scenarios Examples include budget revenue and expense planning from units/faculty/ departments

Compact Key Areas Strategic Planning, Benchmarking and Accountability Based on: The White Paper: Strengths and Aspirations The Principal’s Task Force

Compact Key Areas Multi year allocations Allocations are planned on a three year time frame Examples include capital expenditures, capital equipment, sessional hiring, etc.

Capital Campaign Priorities

Support and Nurture our Superbly Talented Students Scholarships and Bursaries Undergraduate Research Experience

Campaign Priorities Graduate Students Fellowships/In-course Awards Graduate Research Experience

Campaign Priorities Establish Strategic Excellence in Teaching and Research Policy Studies Health Policy (Institute for Health and Social Policy) Social Policy (School of Social Work) Public Policy (McGill Institute for the Study of Canada) Policy Analysis (Social Statistics and Public Policy)

Campaign Priorities Establish Strategic Excellence in Teaching and Research Language, Literature and Culture Institute of Islamic Studies First Nations Creative Writing

Campaign Priorities Establish Strategic Excellence in Teaching and Research International Development Institute for International Development

Campaign Priorities Interdisciplinary Initiatives Law and Society Gender and Sexuality

Campaign Priorities Support Academic Innovation Visiting Professorships Dean’s Research and Teaching Initiatives Fund

Campaign Priorities Support our People and Programs with Improved Facilities Infrastructure/Physical Facilities

Dean’s Priorities Capital Campaign priorities Graduate student funding Department undergraduate student advising initiatives Faculty research initiatives Financial and administrative infrastructure

Faculty of Arts 2008 Retreat “ McGill will offer opportunities for professional development and growth and create a work environment conducive to enhanced productivity and improved job satisfaction for all personnel – administrative, secretarial, technical and clerical.”

Faculty of Arts 2008 Retreat “McGill will work in a variety of ways to improve the working conditions and professional development opportunities of the administrative and support staff whose work makes possible the achievements of our professors and the success of our students.”

Faculty of Arts 2008 Retreat “McGill will support its employees to achieve new processes and outcomes in our renewed focus on service and communicate to them that their contributions are valued.” (White Paper, Section 8: Administrative and Support Staff: Inclusion and Service)

Personal Objectives? Meet and Greet Session May 14, 2007 Involvement Collaboration Innovation Communication

Faculty of Arts 2008 Retreat Premise To meet the objectives identified in the White Paper To ensure that all staff are aware of the goals set out in the compact and planning documents To include all staff members in the compact and planning process

Our Roles? How does this affect me? More work for me? More training and courses? More responsibility? More accountability? More, more, more….

Fear Factor? What is the worst case scenario? Take courses Learn new skills Be more knowledgeable Participate in Faculty/University decisions Attend meetings Give advice, recommendations Be part of the changes, be part of the team

What is the best case scenario? Take courses Learn new skills Be more knowledgeable Participate in Faculty/University decisions Attend meetings Give advice, recommendations Be part of the changes, be part of the team!

Our biggest asset YOU - Our support staff who can adapt and move with the changes YOU- Are the communicators, the facilitators and the implementers of the policies and practices of the University YOU- Are a key component of why McGill is ranked 1 st in Canada and 12 th in the world

Key Areas Electronic Procedures Manual/Timetable Group together similar job functions Involve those that perform similar areas of responsibility Rethink and redesign the process Post findings on intranet site

Key Areas Electronic Procedures Manual/Timetable Components Narrative: Areas of responsibility Process Mapping Timeline Resources

Key Areas Identification of the required skills/abilities for each position Language skills Technical skills

Key Areas Identification of the key back up areas and security Identify back up areas for each process Ensure surrogates have appropriate training and security Schedule the work on a recurring basis

Key Areas Identification of Staff Development Courses (soft skills) to complement each area Setting priorities Coping mechanisms Conflict resolution Career development

All Inclusive Organize groups around the work processes Take responsibility for those areas and challenge the process Invite those involved in the process Discuss areas of mutual concern and recommend changes

Retreat Location/Dates Hotel du Parc (New Residence Hall) 3625 Avenue du Parc, Montreal, QC H2X 3P8 Two Days: June 17 th (Tuesday) and June 18 th (Wednesday) Commitment: 1 day All support staff to attend Priority of the Dean

Retreat Focus Group Team Focus Team Members: Leila Al-Bassit: Karin Bourgeois: (temporary 00783) Sharon Barqueiro: Kathleen Holden: Kathy Lauer: Kim Reany: ext (Peterson Hall -5802) Linda Tom:

Get involved! Volunteer to become team leaders and motivators Assist with set up and management of the retreat Contact any one of our Focus Group Team We need your support to ensure we all succeed!

Retreat Outline 8:00 – 9:00 a.m. – Breakfast 9:00 – 9:20 a.m. – Welcome: Associate Dean 9:20 – 1:00 p.m. – Guest Speakers and Workshops 1:00 – 2:00 pm – Lunch 2:00 – 4:00 pm – Workshops 4:00 pm - Reception

End of Show! (Thank goodness!)

Ms. Kathy Lauer Presentation by Kathy Lauer, Area Personnel Office, Faculty of Arts Secretariat

Wrap Up Comments? Questions? Please complete our questionnaire Recycle your name tag for the Retreat See you in June!