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CAES Strategic Plan 2020: Strengthening Goals

Faculty and Staff Productivity

Goal 5CAES will have the most productive, innovative, and respected faculty and staff workforce in the land-grant system

 

Strategy A.

Develop mentoring, developmental, and enrichment opportunities for early career faculty and staff

  1. A college-wide informal mentoring program for staff and faculty should be established.
    a. Department and Unit Heads will be responsible for facilitating mentoring for employees within their areas. Assistant and Associate Deans will have the responsibility of holding Department Heads accountable for effective mentorship programs.
    b. Retiring faculty and staff in critical positions should be retained for a limited period of time to provide mentoring to their replacements to facilitate the transfer of organizational knowledge and practice.
    c. Cooperative Extension should reinstate the Agent-In-Training program.
    d. CAES should provide mentoring training for interested employees. This should be the environment and culture of the College.
    e. An Employee Engagement expert should be contracted to help the College maximize employee productivity.
  2. For technical staff, CAES should request that training on innovative research-related procedures be made available from UGA Training and Development.
  3. Supervisors and Department Heads should encourage and reward staff for increased competencies related to their job responsibilities.
Strategy B.

Increase the rigor of performance evaluations and tenure and promotion procedures to ensure excellence, and establish evaluation and promotion processes that recognize the diversity of employee responsibilities and activities

  1. Quantifiable benchmarks should be used to evaluate faculty.
  2. Departmental guidelines should clearly define the standards that will be applied to evaluate faculty.
  3. External review letters from prominent professors and Department Heads at aspirational peer departments should be provided.
  4. A pay-for-performance system should be investigated for use for classified staff positions.
Strategy C.

Strengthen interdisciplinary research, teaching, and Extension programs within CAES

  1. Bring together faculty teaching similar courses in different departments to determine if courses can be integrated.
  2. Prioritize new faculty hires that satisfy needs of more than one department.
  3. Prioritize new faculty hires that are needed to elevate or maintain CAES programs in the Top 5 ranking.
  4. Reassign current faculty research, Extension, and teaching percentages to harness strengths and minimize weaknesses.
    a. Initiate a voluntary program for faculty re-assignment.
Strategy D.

Develop and implement policies that promote a healthy work/life balance

  1. Create a web page with the Dean's/College's position on work/life balance in the context of CAES as an employer of choice. Include tips for improving your "whole" life and provide links to resources UGA and CAES currently offer that contribute to employee health and wellbeing.
  2. Provide a training program for equipping managers/supervisors to be the best they can be in their roles as leaders.
Strategy E.

To facilitate collaboration and improve efficiency, actively make use of the Faculty Research Expertise Database (FRED) managed by OVPR and develop searchable CAES databases

  1. Faculty and staff expertise, including county Extension
  2. Equipment (already available)
  3. Facilities (indoor/outdoor)
  4. Active UGA stakeholders
  5. Industry/Commodity group partners and contacts for UGA liaison
Strategy F.

Provide appropriate infrastructure, administrative support, opportunities for collaboration, and the time and freedom necessary to create, apply, and communicate new knowledge

  1. Continued adoption of emerging computer technology to support the creation and dissemination of new knowledge and to facilitate collaboration.
  2. Continued investment in and adoption of cost-efficient distance diagnostics and web-based videoconferencing systems to reduce travel expenses.
  3. Development of appropriate Smart Phone Apps for broad dissemination of information.
  4. Continued efforts to optimize the distribution and maintenance of physical space for research, teaching, and Extension.
  5. Foster and enhance CAES-Private Industry Interface to aid development and impact of new knowledge created within CAES.
  6. Provide appropriate administrative support to create, apply, and communicate new knowledge.
  7. Support travel regionally, nationally, and internationally.
  8. Implement or develop policies and guidelines for opportunities for creative periods outside the typical work experience, to include "mini sabbaticals" that increase the opportunity to create, apply, and communicate new knowledge without the need for extended time away from the University.
Strategy G.

Develop and implement a process to identify and attract faculty with strong disciplinary expertise and demonstrated openness to innovation, increase the recruitment and hiring of high-performing mid-career faculty and staff, and increase the number of faculty who combine outstanding teaching with world class research

 
Strategy H.

Increase recruitment, hiring, and retention of diverse faculty and staff

  1. Develop a Faculty Recruitment Toolkit with best practices for recruiting and hiring minority faculty and recommend use by all CAES search committees.
  2. The Assistant Dean for Diversity Relations and the Dean should equip search committees for their mission by being made aware of the EEO responsibilities and the benefits of having a diverse pool of applicants.
  3. Department and Unit Heads should encourage employees to attend diversity-related training and value the experiences received.
  4. The administration of the College should actively monitor and encourage the Departments and Units to increase diversity in their faculty, staff, and students.
Strategy I.

Develop college-level strategies that increase the number of special and named professorships

  1. The CAES Office of Advancement and External Affairs should work collaboratively with departments to raise funds to support two named professorships within a 5-year period.
  2. The College should double the number of internally awarded prestigious professorship titles (such as CAES Distinguished Professor of Forensic Entomology) to select mid-career hires even if their salaries are not funded through an external endowment.
Strategy J.

Create a college-level system that coordinates faculty nominations for college, university, and national awards and better publicizes faculty achievements

  1. Develop a college-level system to replace the existing UGA FAR and Extension GaCounts systems to use to generate award applications or supporting material for award submission.
  2. OCTS should generate materials to publicize faculty awards.
  3. The Dean's Office should send a monthly email to Department/Unit Heads asking for details regarding faculty and staff awards and accomplishments.
  4. Department/Unit Heads should make sure faculty apply for awards.
  5. Departments/Units should provide administrative support to faculty for award submissions.
Strategy K.

Ensure competitive salaries comparable to aspirational universities

  1. The CAES Business Office should perform an annual salary survey for all employees with the assistance of UGA Human Resources.

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