Year 2 made Faculty operations more deliberate, navigable and resilient. Organizational and service-design work moved into implementation, HR and financial processes continued to be standardized, documentation and onboarding reduced reliance on individual knowledge, and communication and safety practices increasingly reflected a broader Culture of Care.
What advanced this year
Clearer roles & service pathwaysOrganizational-design work moved beyond current-state review into consultation and selected implementation. July leadership changes also created a new need to align reporting relationships, service ownership and “who does what” information.
More consistent operationsHR and Finance rationalization, process instructions, administrative manuals, lifecycle mapping and onboarding and offboarding work are reducing variation and making routine work easier to hand off and maintain.
Information people can useInternal communication increasingly combines process reminders, role information and practical navigation. Intranet revision is moving toward a more usable service resource rather than simply storing documents.
Culture of Care in operationsSafety, staff development, team connection and recognition are becoming more visible parts of day-to-day operations, reinforcing a supportive and safe workplace.
Operational improvement is increasingly about the employee experience, not only efficiency. Clear routes, reliable information, safer practices and stronger continuity reduce friction while helping people know where to go and how their work connects.
For your slides
Faculty General Manager
Year 2 made Faculty operations more deliberate, navigable and resilient. Organizational and service-design work moved into implementation, HR and financial processes continued to be standardized, documentation and onboarding reduced reliance on individual knowledge, and communication and safety practices increasingly reflected a broader Culture of Care.
- Clearer roles & service pathways: Organizational-design work moved beyond current-state review into consultation and selected implementation. July leadership changes also created a new need to align reporting relationships, service ownership and “who does what” information.
- More consistent operations: HR and Finance rationalization, process instructions, administrative manuals, lifecycle mapping and onboarding and offboarding work are reducing variation and making routine work easier to hand off and maintain.
- Information people can use: Internal communication increasingly combines process reminders, role information and practical navigation. Intranet revision is moving toward a more usable service resource rather than simply storing documents.
- Culture of Care in operations: Safety, staff development, team connection and recognition are becoming more visible parts of day-to-day operations, reinforcing a supportive and safe workplace.
Where this work is taking us
Foundations
Org/service reviews
Process documentation
Safety structures
Internal communications
Org/service reviews
Process documentation
Safety structures
Internal communications
→
Connecting the system
Role alignment
HR/Finance routing
On/offboarding
Navigation + feedback loops
Role alignment
HR/Finance routing
On/offboarding
Navigation + feedback loops
→
Moving toward
Clear ownership
Reliable continuity
Lower administrative friction
Supportive, safe workplace
Clear ownership
Reliable continuity
Lower administrative friction
Supportive, safe workplace
What we heard from faculty and staff
Faculty and staff consistently asked for clearer accountability, easier-to-navigate processes, maintained role information, better onboarding and more transparent communication. The response is taking shape through clearer roles, more usable information, more consistent processes, stronger onboarding and day-to-day safety and recognition practices.
For your slides
Faculty General Manager
Where this work is taking us
- Foundations: Org/service reviews, Process documentation, Safety structures, Internal communications
- Connecting the system: Role alignment, HR/Finance routing, On/offboarding, Navigation + feedback loops
- Moving toward: Clear ownership, Reliable continuity, Lower administrative friction, Supportive, safe workplace
What we heard: Faculty and staff consistently asked for clearer accountability, easier-to-navigate processes, maintained role information, better onboarding and more transparent communication. The response is taking shape through clearer roles, more usable information, more consistent processes, stronger onboarding and day-to-day safety and recognition practices.
More detail behind this update
For strategic-lead review. The material below is provided to help you check the evidence and proposed updates to the Faculty General Manager monitoring record behind the community-facing brief above. It is not intended as presentation content. The proposed record changes are working updates to be confirmed after September reporting.
Candidate indicators for ongoing monitoring 13 candidates
This is a monitoring-development table, not a KPI scorecard. It brings together the evidence currently available for this portfolio and identifies where measures are strong enough to recur, where they are useful as context, and where new implementation or experience measures still need to be built. Final selections will be confirmed with the strategic lead for Year 3 monitoring.
| Indicator | Current evidence | What it measures | Evidence role | How to interpret it | Suggested use |
|---|---|---|---|---|---|
| Support-staff complement | 2024-25: 12 non-academic + 4 technical + 4 APO; 2025-26: 13 + 4 + 4 | Annual support/administrative staffing snapshot | context / capacity | Not effectiveness | Strong recurring context annual |
| Administrative/service workload | 92% baseline 2025 | Faculty & Staff Survey workload measure | historical baseline | No 2026 repeat | Baseline awaiting repeat survey cycle |
| Support for service roles | 2.9/5 baseline 2025 | Survey rating of support for service roles | historical baseline | No 2026 repeat | Baseline awaiting repeat survey cycle |
| Organizational structure | 4.4/5 baseline 2025 | Survey rating | historical baseline | No 2026 repeat | Baseline awaiting repeat survey cycle |
| Job satisfaction | 87% baseline 2025 | Overall job satisfaction | historical baseline | No 2026 repeat | Supporting baseline survey cycle |
| Well-being | 4.3/5 baseline 2025 | Overall well-being | historical baseline | No 2026 repeat | Supporting baseline survey cycle |
| Service-navigation coverage | Intranet and who-does-what work active | Priority services with current role/contact/process guidance | implementation / reach | Coverage not user experience | Indicator to develop now quarterly/annual |
| Process documentation/standardization | HR manual/SOAP/process work documented | Priority operational processes documented and maintained | implementation / reach | Avoid counting trivial documents | Indicator to develop annual |
| Staff development reach | 7 Habits/coaching/training work documented | Support/operational staff participating in development/coaching | implementation / reach | Attendance not impact | Indicator to develop now annual |
| Culture of Care reach/examples | Safety shout-outs, social connection, recognition and workplace supports documented | Participation/examples across Culture of Care activities | implementation + recognition | Do not convert newsletter mentions into performance count | Supporting narrative + develop measure ongoing/annual |
| Staff recognition visibility | Newsletter ledger undercaptures staff; manual validation needed | Validated support-staff profiles/appreciations/recognitions | concurrent recognition/output | Not a census unless collection becomes systematic | Indicator to develop annual |
| Safety process implementation | Safety manuals/access processes and safety shout-outs documented | Completion/review of safety processes + selected leading safety measures | implementation / reach | Recognition is example, not safety performance metric | Indicator to develop annual |
| Staff onboarding/role transition support | Need and activity documented | New/changed staff receiving structured onboarding | implementation / reach | Needs denominator | Indicator to develop annual |
Full working inventory: download the candidate-indicator dataset →
Service design and organizational clarity
The record includes organizational redesign, HR and Finance rationalization and service reviews. The engagement evidence adds a user perspective—clear ownership, quick-reference role information, maintained organizational maps and simpler routing—which helps explain why this work matters.
Continuity, documentation and onboarding
Administrative manuals, lifecycle maps, work instructions and onboarding and offboarding processes reduce single-person dependencies. Several of these should eventually transition from “projects” into ongoing service standards once the lead confirms implementation maturity.
Culture of Care as an operating lens
Culture of Care appears across safety communication, staff connection, development and recognition. Newsletter profiles and shout-outs are useful examples of the culture becoming visible, but the project-sheet treatment should remain updates to existing safety, communication, development and workplace rows rather than new strategic work.
Proposed updates to the project monitoring record
These are proposed updates to the existing monitoring record, reconstructed from the full evidence review. They are not new assignments and remain pending lead confirmation after September reporting.
| Existing project/activity | Current record | Evidence found | Proposed updated description/status/note | Treatment |
|---|---|---|---|---|
| Update faculty news letter format and process to support more effective communications and cellebrate FoPPS community contributions and awards Establish, revise, and update communication processes and systems | complete Increase sense of community, knowledge of successes, information on upcoming events, and staff feel they have a shared place to go for helpful information. | Internal communication increasingly emphasized practical navigation—who does what, process reminders, role profiles and accessible internal resources—rather than a static repository alone. | Update the row to focus on usable service navigation and maintained internal information; keep ongoing rather than creating a separate project. | Update existing row |
| Establish first iteration of pharmacy intranet to host resources to support roles in teaching, research, and service Establish, revise, and update communication processes and systems | complete Faculty and staff know where to go for information and can access it readily. If they have ideas for contribution, it can also be easily communicated. This increased a sense of belonging and knowing. | Internal communication increasingly emphasized practical navigation—who does what, process reminders, role profiles and accessible internal resources—rather than a static repository alone. | Update the row to focus on usable service navigation and maintained internal information; keep ongoing rather than creating a separate project. | Update existing row |
| Train relevant operational staff on how to edit and maintain intranet google site Establish, revise, and update communication processes and systems | complete People feel empowered and knowledgeable to update the intranet in a timely fashion thereby keeping the intranet a valuable and updated place to go for information. | Internal communication increasingly emphasized practical navigation—who does what, process reminders, role profiles and accessible internal resources—rather than a static repository alone. | Update the row to focus on usable service navigation and maintained internal information; keep ongoing rather than creating a separate project. | Update existing row |
| Evaluate and update pharmacy intranet to improve support for academic and non-acdemic staff Establish, revise, and update communication processes and systems | in progress Continous improvement will keep the intranet a valueable resource so people know where they can access information. This is ongoing given Vice Dean's departure and other areas have not been onboarded yet. Carol, Hannah and Christine are working on this over the summer. | Internal communication increasingly emphasized practical navigation—who does what, process reminders, role profiles and accessible internal resources—rather than a static repository alone. | Update the row to focus on usable service navigation and maintained internal information; keep ongoing rather than creating a separate project. | Update existing row |
| Establish a Faculty and Staff Code of Conduct to support a safe and inclusive work environment Establish policy, process, education and resources to support a positive working environment | in progress Faculty and staff have a mutual understanding of what a safe and inclusive work environment is like - and that the written policy is the policy. Have a draft of Dept of Medicine and will work on developing. | Safety remained visible through Culture of Care communications, reminders and operational expectations; later safety shout-outs corroborate a recognition-oriented safety culture. | Retain the existing safety/working-environment row and update it with the continuing Culture of Care framing and routine safety communication. | Update existing row |
| Establish training and coaching opportunities for operational staff to support a safe and effective work culture Establish policy, process, education and resources to support a positive working environment | in progress - available staff to complete 7 habits intensive workshops - deliver 2 full day 7 habits training sessions in partnership with Faculty St. Jean; invited all admin staff to complete the online version of 7 Habits prior to end of Oct. Work on a PD plan. After October, will no longer have franklin covey so need to identify a plan moving forward. | Safety remained visible through Culture of Care communications, reminders and operational expectations; later safety shout-outs corroborate a recognition-oriented safety culture. | Retain the existing safety/working-environment row and update it with the continuing Culture of Care framing and routine safety communication. | Update existing row |
| Establish regular stand up meetings with academic and non-acdemic staff Establish policy, process, education and resources to support a positive working environment | complete Create a postiive work environment, create transparency, and reduce silo mentality. Have them at different times to ensure everyone can contribute and attend with the different schedules. | Safety remained visible through Culture of Care communications, reminders and operational expectations; later safety shout-outs corroborate a recognition-oriented safety culture. | Retain the existing safety/working-environment row and update it with the continuing Culture of Care framing and routine safety communication. | Update existing row |
| Establish a formal Social Committee with ongoing resources to plan connecting events for academic and non-acdemic staff Establish policy, process, education and resources to support a positive working environment | complete Create a postive working culture as per the TOR. | Safety remained visible through Culture of Care communications, reminders and operational expectations; later safety shout-outs corroborate a recognition-oriented safety culture. | Retain the existing safety/working-environment row and update it with the continuing Culture of Care framing and routine safety communication. | Update existing row |
| Revise Organizational Chart and post on intranet- to align with operational and strategic governance and decision making Revise and/or create strategic and operational governance and decision making structures and systems that are aligned to support effective functioning | complete Post on intranet; create transparency. | Organizational and service-design work moved from current-state review into consultation and selected implementation; 2026 leadership changes triggered another round of role/reporting alignment. | Keep active and update from review/design toward implementation of selected organizational/service changes, with role clarity refreshed for the July leadership structure. | Update existing row |
| Develop faculty specific interim space guidelines to support space decisions Establish policy, process, education and resources to support a positive working environment | complete Align with central's space guidelines to ensure effective use of the assigned space | Safety remained visible through Culture of Care communications, reminders and operational expectations; later safety shout-outs corroborate a recognition-oriented safety culture. | Retain the existing safety/working-environment row and update it with the continuing Culture of Care framing and routine safety communication. | Update existing row |
| Create faculty space guidelines and process to support decisions about space Establish policy, process, education and resources to support a positive working environment | complete To ensure clarity and transparency on how space is allocated. | Safety remained visible through Culture of Care communications, reminders and operational expectations; later safety shout-outs corroborate a recognition-oriented safety culture. | Retain the existing safety/working-environment row and update it with the continuing Culture of Care framing and routine safety communication. | Update existing row |
| Update office, key, computer release processes Establish policy, process, education and resources to support a positive working environment | complete Use of a google form so people can enter the similar information on one spreadsheet resulting in timely responses. | Safety remained visible through Culture of Care communications, reminders and operational expectations; later safety shout-outs corroborate a recognition-oriented safety culture. | Retain the existing safety/working-environment row and update it with the continuing Culture of Care framing and routine safety communication. | Update existing row |
| Update HR pay request process (includes general as well as grad pay and others) Establish policy, process, education and resources to support a positive working environment | complete Use of google forms so that faculty and staff can input their requests effeiciently and effectively with minimal back and forth emails. | Safety remained visible through Culture of Care communications, reminders and operational expectations; later safety shout-outs corroborate a recognition-oriented safety culture. | Retain the existing safety/working-environment row and update it with the continuing Culture of Care framing and routine safety communication. | Update existing row |
| Create a HR Manual for the faculty Establish policy, process, education and resources to support a positive working environment | complete Have a manual that will be useful for staff to access important information | Safety remained visible through Culture of Care communications, reminders and operational expectations; later safety shout-outs corroborate a recognition-oriented safety culture. | Retain the existing safety/working-environment row and update it with the continuing Culture of Care framing and routine safety communication. | Update existing row |
| Review infrastructure / access control / keys / processes for admin and research including safety manual and equipment logs. Establish policy, process, education and resources to support a positive working environment | complete Review access (card/keys), and the process to obtain access; includes administration and research space, including Safety training manuals. | Safety remained visible through Culture of Care communications, reminders and operational expectations; later safety shout-outs corroborate a recognition-oriented safety culture. | Retain the existing safety/working-environment row and update it with the continuing Culture of Care framing and routine safety communication. | Update existing row |
| Review and reimagine how we have our keys assigned and sorted. Revise and/or create strategic and operational governance and decision making structures and systems that are aligned to support effective functioning | in progress Ensure that we have keys given out to only those who require it in like labs. Need to look at master keys and how the keys and offices are managed. Hannah will be working on an audit over the summer with Keri for keys, phones and IT. | | | | | | | | | | | | | | Research and Inovation | | | RI1.2 Increased research chairs. | 0 | | Revise and/or create strategic and operational governance and decision making structures and systems that are aligned to support effective functioning | Review a… | Retain the current monitoring record and confirm current status/ownership with the strategic lead after September reporting. | Retain / confirm |
| Ensure our HR general files are stored according to our SOAP document. Revise and/or create strategic and operational governance and decision making structures and systems that are aligned to support effective functioning | complete All HR files are saved on our shared drive with similar saving protocals, according to SOAP. Breanne has finished, MM has downloaded all her files from her personal drive to our shared drive and is still working on organizing. | | | | | | | | | | | | | | Research and Inovation | | | RI1.3 Faculty of Pharmacy and Pharmaceutical Science is an active participant in the Colleges Centres of Excellence. | 0 | | Revise and/or create strategic and operational governance and decision making… | Retain the current monitoring record and confirm current status/ownership with the strategic lead after September reporting. | Retain / confirm |
| Ensure our HR (EA to the Dean) files are stored according to our SOAP document. Establish policy, process, education and resources to support a positive working environment | in progress All HR files are saved on our shared drive with similar saving protocals, according to SOAP. Breanne has finished, MM has downloaded all her files from her personal drive to our shared drive and is still working on organizing. MM did not complete this so it still needs to be completed. | Safety remained visible through Culture of Care communications, reminders and operational expectations; later safety shout-outs corroborate a recognition-oriented safety culture. | Retain the existing safety/working-environment row and update it with the continuing Culture of Care framing and routine safety communication. | Update existing row |
| Phase I - Work with Org Design and HR to review the current state and identify future state for the faculty related to structure and roles - how do we make it an great place to work? Phase 1 Revise and/or create strategic and operational governance and decision making structures and systems that are aligned to support effective functioning | complete Complete interviews and have a draft report from org design for discussion. First meeting with the Dean and FGM is on Monday November 3rd, 2025. Final report was shared in Dec 2025. | | | | | | | | | | | | | | Research and Inovation | RI3 Increased funding success across diversified sources. | 0 | RI3.1 Continued funding success across diversified sources. | 0 | | Revise and/or create strategic and operational governance and decision mak… | Retain the current monitoring record and confirm current status/ownership with the strategic lead after September reporting. | Retain / confirm |
| Phase II - Work with Org Design and HR to review the current state and identify future state for the faculty related to structure and roles - how do we make it an great place to work? Revise and/or create strategic and operational governance and decision making structures and systems that are aligned to support effective functioning | in progress Implement appropriate recommendations after debrief and consultations from phase 1. Consultations have begun and appropriate recommendations will be rolled out over the coming months.Rationalization 2.0 - Pam and Jenny working on small mini review. | Organizational and service-design work moved from current-state review into consultation and selected implementation; 2026 leadership changes triggered another round of role/reporting alignment. | Keep active and update from review/design toward implementation of selected organizational/service changes, with role clarity refreshed for the July leadership structure. | Update existing row |
| Review Skills Labs duties and identify what can start, stop and continue. Revise and/or create strategic and operational governance and decision making structures and systems that are aligned to support effective functioning | in progress Identify what can be stopped, started and continued in the skills lab - working with Rene and Nese. This will continue under the Phase 1 Org Design and HR. Rationalization 2.0 - Pam and Jenny working on small mini review. | | | | | | | | | | | | | | Research and Inovation | RI5 Well established support and acknowledgement for innovation, translation, and commercialization. | 0 | RI5.1 Innovation, translation, and commercialization initiatives resourced and underway. | 0 | | Re… | Retain the current monitoring record and confirm current status/ownership with the strategic lead after September reporting. | Retain / confirm |
| Review services in both Trent and Stuart's portoflios and gain mutual understanding of who does what. Revise and/or create strategic and operational governance and decision making structures and systems that are aligned to support effective functioning | in progress Have mutual understanding of who is doing what as it relates to SS...could be for short term. This will continue under the Phase 1 Org Design and HR. Rationalization 2.0 - Pam and Jenny working on small mini review. | | | | | | | | | | | | | | Research and Inovation | | | RI5.2 Faculty satisfaction with research culture (e.g. promotion, connection, acknowledgement) | 0 | | Revise and/or create strategic and operational governance and decision making structures and system… | Retain the current monitoring record and confirm current status/ownership with the strategic lead after September reporting. | Retain / confirm |
| HR and Finance rationalization Establish policy, process, education and resources to support a positive working environment | in progress Identify what we can start, stop, continue in HR/Finance generalist role. Transition transactional items to SS and more complex items to partners. This will continue under the Phase 1 Org Design and HR. Rationalization 2.0 - Pam and Jenny working on small mini review. | HR and financial-service responsibilities continued to be clarified through standardized instructions, process guidance and routing of requests. | Keep active as service redesign; update the row with clarified routing/process guidance and confirm which responsibilities are now stable. | Update existing row |
| Process for ATS Establish policy, process, education and resources to support a positive working environment | complete Need to work on a process for ATS as not only do we have paper work completed after the start date, but we have a variety of ways of hiring them - FTE, etc. | Safety remained visible through Culture of Care communications, reminders and operational expectations; later safety shout-outs corroborate a recognition-oriented safety culture. | Retain the existing safety/working-environment row and update it with the continuing Culture of Care framing and routine safety communication. | Update existing row |
| Safety Establish policy, process, education and resources to support a positive working environment | in progress Work on safety items - who has first aid, who should take first aid as a priority, upload our safety manual to the intranet and make safety a day to day practice. (ie: communicate where the first aid kit is...add this to the orientation manual, etc); This will continue under the Phase 1 Org Design and HR. Tyson will update the documentation and will upload it on the intranet once Carol, Hannah, and Christine have completed the updates. | Safety remained visible through Culture of Care communications, reminders and operational expectations; later safety shout-outs corroborate a recognition-oriented safety culture. | Retain the existing safety/working-environment row and update it with the continuing Culture of Care framing and routine safety communication. | Update existing row |
| Graduate Program Coordinator Lifecycle Establish policy, process, education and resources to support a positive working environment | in progress Documented the lifecycle of a graduate student in a flowchart; work on detailed DRAFT work instructions and checklists to ensure consistency as well as QI. Created a google form for requests for a variety of graduate program requests. Backend of form. Will remind Diseray of the outstanding item. | Safety remained visible through Culture of Care communications, reminders and operational expectations; later safety shout-outs corroborate a recognition-oriented safety culture. | Retain the existing safety/working-environment row and update it with the continuing Culture of Care framing and routine safety communication. | Update existing row |
| Brenda / Admin tasks Establish policy, process, education and resources to support a positive working environment | complete Document everything that Brenda is doing so that when she retires we have all the information. Keri is continuing to add to this. | Safety remained visible through Culture of Care communications, reminders and operational expectations; later safety shout-outs corroborate a recognition-oriented safety culture. | Retain the existing safety/working-environment row and update it with the continuing Culture of Care framing and routine safety communication. | Update existing row |
| Review process for tracking and pricing for equipment usage/service Establish policy, process, education and resources to support a positive working environment | in progress Colabmacs is going to be implemented over the summer months 2026. Had kick off meeting in June. | Safety remained visible through Culture of Care communications, reminders and operational expectations; later safety shout-outs corroborate a recognition-oriented safety culture. | Retain the existing safety/working-environment row and update it with the continuing Culture of Care framing and routine safety communication. | Update existing row |
| Continuous Improvement Cycle Establish policy, process, education and resources to support a positive working environment | in progress Implement a feedback form - Opportunity for Improvement Form (OFI). | Continuous-improvement mechanisms were being connected to process guides and user feedback so operational problems can be surfaced, assigned and revisited. | Keep active and describe as the feedback/review loop for operational quality rather than a standalone one-time initiative. | Update existing row |
| Work on PM with CCPP and implement Charter and project plan, regular meetings. Establish policy, process, education and resources to support a positive working environment | complete Create a clear and organized fashion for the update curriculum project, hopefully making it arrive on time, on budget, and in scope. | Safety remained visible through Culture of Care communications, reminders and operational expectations; later safety shout-outs corroborate a recognition-oriented safety culture. | Retain the existing safety/working-environment row and update it with the continuing Culture of Care framing and routine safety communication. | Update existing row |
| Work on identifying space in schematics / visual as well as spreadsheet with lab assigned, with the severity of risk associated with it. Establish policy, process, education and resources to support a positive working environment | complete Tyson is working on putting all of the details together so that we can identify what risks are associate with each lab and who is in what lab. | Safety remained visible through Culture of Care communications, reminders and operational expectations; later safety shout-outs corroborate a recognition-oriented safety culture. | Retain the existing safety/working-environment row and update it with the continuing Culture of Care framing and routine safety communication. | Update existing row |
| Implement onboarding / offboarding Establish policy, process, education and resources to support a positive working environment | in progress It was started under Vice Dean but was more academic focused. Working on improving the onboarding and offboarding process from an administration stand point. Including update of a presentation and what goes with it - including listserves. SIF has identified we need to update some items so will update over the summer. | Safety remained visible through Culture of Care communications, reminders and operational expectations; later safety shout-outs corroborate a recognition-oriented safety culture. | Retain the existing safety/working-environment row and update it with the continuing Culture of Care framing and routine safety communication. | Update existing row |
| Create/purchase/find a scheduling software program for Skills lab Establish policy, process, education and resources to support a positive working environment | in progress Implement a system that is efficient and effective so the skills team does not work as many hours on schedules. | Safety remained visible through Culture of Care communications, reminders and operational expectations; later safety shout-outs corroborate a recognition-oriented safety culture. | Retain the existing safety/working-environment row and update it with the continuing Culture of Care framing and routine safety communication. | Update existing row |
| Create a space policy for grad student desks Establish policy, process, education and resources to support a positive working environment | in progress Ensure everyone knows about the space we have and is a fair process for grad spaces. DEC reviewed and draft has circulated to them with update. | Safety remained visible through Culture of Care communications, reminders and operational expectations; later safety shout-outs corroborate a recognition-oriented safety culture. | Retain the existing safety/working-environment row and update it with the continuing Culture of Care framing and routine safety communication. | Update existing row |
| Create a min funding policy commitments for grad students Establish policy, process, education and resources to support a positive working environment | in progress Ensure that we have a policy that is fair and aligns with the U of A policies. Dean is now working on this with Director Grad. | Safety remained visible through Culture of Care communications, reminders and operational expectations; later safety shout-outs corroborate a recognition-oriented safety culture. | Retain the existing safety/working-environment row and update it with the continuing Culture of Care framing and routine safety communication. | Update existing row |
| Socialize the HSE dashboard for SIF Establish policy, process, education and resources to support a positive working environment | complete Ensure that our SIF committee is aware of the HSE dashboard. | Safety remained visible through Culture of Care communications, reminders and operational expectations; later safety shout-outs corroborate a recognition-oriented safety culture. | Retain the existing safety/working-environment row and update it with the continuing Culture of Care framing and routine safety communication. | Update existing row |
| Create a Disc map with names for all leadership Revise and/or create strategic and operational governance and decision making structures and systems that are aligned to support effective functioning | in progress Ensure that we have all staff and leaders on the Disc map so that we can learn on how we can communicate with each other. With new leadership coming in July 2026, will update it with everyone's Disc preference. | | | | | | | | | | | | | | People and Culture | PC13 Expanded financial and non-financial support in place for undergraduate students, graduate students, and post-doctoral fellows. | 0 | | | | Revise and/or create strategic and operational governance and dec… | Retain the current monitoring record and confirm current status/ownership with the strategic lead after September reporting. | Retain / confirm |
| Create a functional finance request system Establish policy, process, education and resources to support a positive working environment | complete Create a google form for all financial requests so that it is not just email that individuals are using. Vimal will use it on a pilot - select basis. | Safety remained visible through Culture of Care communications, reminders and operational expectations; later safety shout-outs corroborate a recognition-oriented safety culture. | Retain the existing safety/working-environment row and update it with the continuing Culture of Care framing and routine safety communication. | Update existing row |
| Add items from the engagement session | One item working on - improve the list of who does what | | | | | | | | | | | | | | Community Engagement | CE2 Priorities for intentional outreach established. | 0 | CE2.1 Outreach events and programs enhanced and expanded (e.g., pop-up clinics, engagement in schools). | 0 | | | Add items from the engagement sessi… | Retain the current monitoring record and confirm current status/ownership with the strategic lead after September reporting. | Retain / confirm |
No separate new project row currently meets the strict evidence threshold. Download the working reconciliation dataset →
Evidence completeness and reporting boundary
This revision was reconstructed from the explicit 387-file source inventory and six-portfolio evidence ledger rather than from the previous brief prose. The formal reporting boundary is August 31, 2026. September material is used only where it reports an outcome from the completed reporting period, corroborates work already underway, or describes next-cycle direction. Examples from newsletters illustrate the work but are not treated as additional strategic projects.