Staff Visioning

The majority of discussion, comments and emails from Arts and Sciences Staff members tended to focus on either the university’s relationship with students, or with staff. It seemed most logical to separate these into two separate reports: UNCG and its Staff, UNCG and its Students

UNCG and its Staff

What is your vision for UNCG in 2026 and Beyond?

  • UNCG as a place of employment that values its SPA Staff
  • Facilitate career advancement for staff

If UNCG achieves your vision, how will we be different from today?

  • Staff will feel there is merit in continuing to take on more duties, increase our skills, and keep our performance levels high
  • There would be a point to applying for positions within the university that offer a higher salary
  • We would get rid of Career Banding and the current version of the PMP

Why is this vision a good fit for UNCG?

  • Staff are the key to successfully run departments and programs

What strengths will we build upon to achieve this vision?

  • We have a large, experienced, committed staff that enjoys working at UNCG. Allow us to help achieve the vision of a student-centered university
  • We have a more active Staff Senate – have them help with morale building, staff training, and staff initiatives

What must change and be developed to achieve this vision?

  • Career advancement won’t depend on whether you work for an academic or administrative unit
  • Too many barriers in the career banding system and from the UNCG HR Dept
  • Staff are rather disillusioned with all the cuts, extra duties, and lack of faculty contact
  • Increase faculty presence in their departments – too much advising is provided by staff

What might prevent us from achieving this vision, and how can we best avoid these obstacles while shaping our future?

  • Budget cuts prevent merit increases and increase work loads
  • Career Banding – staff are prevented from getting the salary listed in a job opening since they cannot get more than a 9 % increase without approval from GA
  • Many staff are disillusioned or discouraged after working here so long and not seeing much improvement in staff appreciation, morale, academic and advancement opportunities, faculty availability, etc.

UNCG and its Students

What is your vision for UNCG in 2026 and Beyond?

  • UNCG as a university that prioritizes learning, critical thinking, and inclusivity
  • To increase the numbers of students taught and return to our roots as a student-centered university
  • More partnering with local businesses to develop meaningful internship opportunities and know what businesses require from our grads
  • A learner-centered community, as stated in the Strategic Plan 2009-14, via a renewed emphasis on teaching

If UNCG achieves your vision, how will we be different from today?

  • We will be bursting at the seams with students
  • Placing more focus on our students will add to our bottom line and retention rates
  • Less focus on faculty research and greater emphasis on teaching capability and accountability; possibly have a tenure track for teaching
  • While the emphasis on research may theoretically draw a higher caliber of faculty, faculty seem so consumed with being published that being a good teacher hardly enters the picture
  • Less research performed by non-grant producing faculty unless it directly benefits students
  • Facilitate and provide more internships in the community for our students

Why is this vision a good fit for UNCG?

  • We would be a student-centered and community-centered institution and our alumni base would be stronger due to relationships developed with faculty during college career
  • Students are our clients and their tuition supports faculty research – belittling or discouraging them does nothing to improve retention or student learning

How will it differentiate us from our peers?

  • More focus on students and effective learning will contribute to a usable degree/employable graduates

What strengths will we build upon to achieve this vision?

  • Use our experienced faculty to improve the classroom experience
  • Possibly increase the teaching load for tenured faculty or insure 3/3 loads

What must change and be developed to achieve this vision?

  • Understand that students are critical to the university and faculty salaries – faculty should be more available to students
  • Increase faculty presence in their departments (at times, a staff member is the only person on campus in departments with 20, 30+ faculty)
  • Faculty engagement with and visibility to students
  • Renewed emphasis on teaching skills and evaluate faculty on teaching ability
  • Smaller class sizes
  • Students do not feel like they are a top priority to most faculty
  • Restructure courses every 5 years or so to update materials and presentation methods

What might prevent us from achieving this vision, and how can we best avoid these obstacles while shaping our future?

  • See responses to previous question above
  • After gathering input from so many people and trying to consolidate it all to just several main points, good ideas turn into watered down statements full of buzz words and are too vague to actually mean anything
  • Other possible preventers: faculty, legislature, budget cuts, Planning Process
  • Spend less time discussing the grammar and wording and more time on substance

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