Information Session:
Faculty of Arts 2008 Retreat
Culture Change:
Our Roles in Our Future
Culture Change
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Our Objectives
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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?
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To boldly go where no one has gone
before!
Strategic Planning
Process
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In conjunction with the Office of the Provost and the
Dean:
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Compact: Information from Chairs, Directors, professors,
staff and students
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The White Paper, Strengths and Aspirations
Campaign Priorities: Campaign McGill and the Future of Arts
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Principal’s Task Force on Student Life and Learning:
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Education,
Principal's Report on Student Life
McGill Master Plan : Employs strategic plans, i.e., Guiding
Principles
Planning and Budgets
2008-09
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Faculty of Arts: $935,000 budget
reduction
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$468,000 to a University reallocation pool
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Criteria to be established by the Provost
Determined by the Dean in consultation with
Chairs/Directors
Aligned with University/Faculty priorities
Planning and Budgets
2008-09
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$467,000 as a permanent cut to the
Faculty
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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
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Academic Renewal
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Tenure track expenditures for recruitment,
salaries, start-ups and related items
Form the drivers behind many resource
allocations including
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Hiring pool model, which considers academic
salary dollars and targets complement numbers
simultaneously
Compact Key Areas
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Comprehensive financial review: global
resource availability
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Emphasis on global expense-revenue
scenarios
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Examples include budget revenue and expense
planning from units/faculty/ departments
Compact Key Areas
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Strategic Planning, Benchmarking and
Accountability
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Based on:
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The White Paper: Strengths and Aspirations
The Principal’s Task Force
Compact Key Areas
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Multi year allocations
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Allocations are planned on a three year
time frame
Examples include capital expenditures,
capital equipment, sessional hiring, etc.
Capital Campaign Priorities
Capital Campaign Priorities
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Support and Nurture our Superbly
Talented Students
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Scholarships and Bursaries
Undergraduate Research Experience
Campaign Priorities
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Graduate Students
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Fellowships/In-course Awards
Graduate Research Experience
Campaign
Priorities
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Establish Strategic Excellence in Teaching and
Research
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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
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Establish Strategic Excellence in
Teaching and Research
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Language, Literature and Culture
Institute of Islamic Studies
First Nations
Creative Writing
Campaign Priorities
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Establish Strategic Excellence in
Teaching and Research
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International Development
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Institute for International Development
Campaign Priorities
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Interdisciplinary Initiatives
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Law and Society
Gender and Sexuality
Campaign Priorities
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Support Academic Innovation
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Visiting Professorships
Dean’s Research and Teaching Initiatives
Fund
Campaign Priorities
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Support our People and Programs with
Improved Facilities
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Infrastructure/Physical Facilities
Dean’s Priorities
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Capital Campaign priorities
Graduate student funding
Department undergraduate student
advising initiatives
Faculty research initiatives
Financial and administrative
infrastructure
Faculty of Arts 2008 Retreat
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“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
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“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
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“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.”
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(White Paper, Section 8: Administrative and
Support Staff: Inclusion and Service)
Personal Objectives?
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Meet and Greet Session May 14, 2007
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Involvement
Collaboration
Innovation
Communication
Faculty of Arts 2008 Retreat
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Premise
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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?
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More work for me?
More training and courses?
More responsibility?
More accountability?
More, more, more….
Fear Factor? What is the
worst case scenario?
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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?
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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
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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 1st in Canada and 12th
in the world
Key Areas
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Electronic Procedures Manual/Timetable
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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
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Electronic Procedures Manual/Timetable
Components
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Narrative: Areas of responsibility
Process Mapping
Timeline
Resources
Key Areas
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Identification of the required
skills/abilities for each position
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Language skills
Technical skills
Key Areas
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Identification of the key back up areas
and security
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Identify back up areas for each process
Ensure surrogates have appropriate training and
security
Schedule the work on a recurring basis
Key Areas
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Identification of Staff Development
Courses (soft skills) to complement
each area
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Setting priorities
Coping mechanisms
Conflict resolution
Career development
All Inclusive
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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
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Hotel du Parc (New Residence Hall)
3625 Avenue du Parc, Montreal, QC H2X 3P8
Two Days: June 17th (Tuesday) and June 18th
(Wednesday)
Commitment: 1 day
All support staff to attend
Priority of the Dean
Retreat Focus Group Team
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Focus Team Members:
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Leila Al-Bassit: leila.albassit@mcgill.ca, 398-6658
Karin Bourgeois: karin.bourgeois@mcgill.ca, 398-8567
(temporary 00783)
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Sharon Barqueiro: sharon.barqueiro@mcgill.ca, 398-3254
Kathleen Holden: kathleen.holden@mcgill.ca, 398-6211
Kathy Lauer: kathy.lauer@mcgill.ca, 398-4217
Kim Reany: kim.reany@mcgill.ca, 398-4400 ext. 09137
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Linda Tom: linda.tom@mcgill.ca, 398-2161
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(Peterson Hall -5802)
Get involved!
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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
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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
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Comments?
Questions?
Please complete our questionnaire
Recycle your name tag for the Retreat
See you in June!