Year 2 moved core Faculty Affairs work from framework-building into use, feedback and refinement. Workload expectations were applied in the 2026/27 planning cycle, Faculty Affairs took on a broader governance role for teaching and service recognition, and mentorship, onboarding and development became more explicitly connected to career-stage support.
What advanced this year
Workload & teaching planningThe workload framework moved into practice: all faculty participated in the 2026/27 planning process, and the first cycle is now informing refinements to teaching and workload decisions.
Mentorship & onboardingMentorship moved beyond a written framework toward more active implementation. Input was gathered from newer faculty about onboarding and mentorship, while Faculty Affairs discussions connected development planning and mentorship across career stages.
Recognition & awardsFaculty Affairs assumed teaching and service awards governance and began broadening recognition beyond a narrow award cycle, including greater attention to external opportunities and lower-barrier recognition of contributions.
Faculty Affairs governanceThe committee’s remit is becoming clearer and more integrated—linking workload, mentorship, development, recognition, collegiality and Culture of Care within a more predictable governance cycle.
The shift is from policy design to an operating Faculty Affairs system. The pieces—workload, teaching assignments, mentorship, development and recognition—are increasingly being used together to support clearer expectations and stronger career support.
For your slides
Vice Dean — Faculty Affairs & People
Year 2 moved core Faculty Affairs work from framework-building into use, feedback and refinement. Workload expectations were applied in the 2026/27 planning cycle, Faculty Affairs took on a broader governance role for teaching and service recognition, and mentorship, onboarding and development became more explicitly connected to career-stage support.
- Workload & teaching planning: The workload framework moved into practice: all faculty participated in the 2026/27 planning process, and the first cycle is now informing refinements to teaching and workload decisions.
- Mentorship & onboarding: Mentorship moved beyond a written framework toward more active implementation. Input was gathered from newer faculty about onboarding and mentorship, while Faculty Affairs discussions connected development planning and mentorship across career stages.
- Recognition & awards: Faculty Affairs assumed teaching and service awards governance and began broadening recognition beyond a narrow award cycle, including greater attention to external opportunities and lower-barrier recognition of contributions.
- Faculty Affairs governance: The committee’s remit is becoming clearer and more integrated—linking workload, mentorship, development, recognition, collegiality and Culture of Care within a more predictable governance cycle.
Where this work is taking us
Foundations established
Workload expectations
Mentorship framework
Faculty Affairs structure
Awards redesign
Workload expectations
Mentorship framework
Faculty Affairs structure
Awards redesign
→
Using, testing & refining
2026/27 planning cycle
Career-stage input
Awards implementation
Committee mandate renewal
2026/27 planning cycle
Career-stage input
Awards implementation
Committee mandate renewal
→
Moving toward
Fairer workload
Stronger onboarding & mentorship
Broader recognition
Clearer Faculty Affairs governance
Fairer workload
Stronger onboarding & mentorship
Broader recognition
Clearer Faculty Affairs governance
What we heard from faculty and staff
March engagement reinforced three closely related needs: feeling valued and recognized, mentorship and professional development, and clarity of reporting and decision-making. This year's Faculty Affairs work increasingly connects those needs rather than treating them as separate initiatives.
For your slides
Vice Dean — Faculty Affairs & People
Where this work is taking us
- Foundations established: Workload expectations, Mentorship framework, Faculty Affairs structure, Awards redesign
- Using, testing & refining: 2026/27 planning cycle, Career-stage input, Awards implementation, Committee mandate renewal
- Moving toward: Fairer workload, Stronger onboarding & mentorship, Broader recognition, Clearer Faculty Affairs governance
What we heard: March engagement reinforced three closely related needs: feeling valued and recognized, mentorship and professional development, and clarity of reporting and decision-making. This year's Faculty Affairs work increasingly connects those needs rather than treating them as separate initiatives.
How we're tracking progress
All faculty participated in the 2026/27 workload-planning process. As mentorship, development and recognition mature, the next measurement task is to establish indicators of impact and experience—not simply count activities.
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 Vice Dean portfolio 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 12 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 |
|---|---|---|---|---|---|
| Workload-planning participation | All faculty participated in 2026/27 process | Academic faculty completing workload-planning cycle | implementation / reach | Participation shows process reach, not fairness/effectiveness | Strong recurring indicator annual |
| Teaching workload perception | 87% baseline 2025 | Survey measure of perceived teaching workload | historical baseline | No 2026 repeat | Baseline awaiting repeat survey cycle |
| Research workload perception | 81% baseline 2025 | Survey measure of perceived research workload | historical baseline | No 2026 repeat | Baseline awaiting repeat survey cycle |
| Administrative/service workload perception | 92% baseline 2025 | Survey measure of admin/service workload | historical baseline | No 2026 repeat | Baseline awaiting repeat survey cycle |
| Performance evaluation experience | 4.6/5 baseline 2025 | Survey rating of performance evaluation | historical baseline | No 2026 repeat | Baseline awaiting repeat survey cycle |
| Mentorship participation | Framework moving into structured implementation; count not yet governed | Faculty participating in formal mentorship/pairings | implementation / reach | Participation does not measure mentorship quality | Indicator to develop now annual |
| Onboarding reach/experience | Onboarding linked to mentorship; newer faculty input gathered | Completion and experience of onboarding supports | implementation / experience | Needs common population and instrument | Indicator to develop annual |
| Faculty development reach | Development becoming connected to mentorship/priorities | Sessions/participants and topic coverage | implementation / reach | Counts show reach, not impact | Indicator to develop annual |
| Recognition activity | Newsletter examples + Faculty Affairs awards redesign | Validated nominations/awards/low-barrier recognition activity | concurrent recognition/output | Newsletter mentions are not census | Supporting / develop governed count annual |
| Academic staffing/rank composition | Annual roster/workforce evidence | Academic staff counts and rank distribution | context / capacity | Not a performance measure | Supporting indicator annual |
| Faculty & staff 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 |
Full working inventory: download the candidate-indicator dataset →
Workload and assignment implementation
The evidence record shows a progression from draft workload expectations and consultation into actual use for teaching/workload planning. The important Year 2 story is therefore implementation and refinement, not creation of another workload model.
Mentorship, onboarding and development
Faculty retreat/Faculty Affairs records connect development plans to mentorship, identify opportunities for mid-career faculty to mentor others, and emphasize two-way mentorship. The August leadership follow-up adds direct input-gathering with newer academic hires.
Recognition and Culture of Care
Awards restructuring gives Faculty Affairs governance of teaching/service awards and explicitly aims to broaden recognition while reducing administrative burden. Culture of Care is best treated as a lens connecting recognition, collegiality, well-being and safe/supportive workplace practices rather than a separate project.
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 |
|---|---|---|---|---|
| Governance: position descriptions | Review/revision of program director and associate dean descriptions recorded complete. | 2.2 Being leaders in impactful pharmacy practice, social sciences, and educational research. | Research and Innovation | 1 | 0 | | 1 | | 0 | 0 | | 1 | 0 | | Teaching and Leanring | TL3 Needs assessment/environmental scan of post-graduates learning needs com… | Retain the current monitoring record and confirm current status/ownership with the strategic lead after September reporting. | Retain / confirm |
| Governance: selected leadership position descriptions | International / Assistant Dean A&E descriptions recorded in progress. | It was noted that E. Leoni and L. Tate will not be continuing in their role as instructors in the skills labs for personal reasons. Both have been valued members of the Faculty for many years and a kudoboard will be circulated for those who wish to write a … | Retain the current monitoring record and confirm current status/ownership with the strategic lead after September reporting. | Verify status / ownership |
| Awards governance | Awards committee roles/processes recorded complete; rollout of new responsibilities in progress. | Awards governance was restructured so Faculty Affairs carries teaching/service awards and builds awareness of external recognition opportunities. | Update the row to reflect transition from design to implementation through Faculty Affairs, including broader recognition and nomination support. | Update existing row |
| Teaching workload expectations | Guidance recorded in progress, with Faculty Council approval still anticipated. | Workload expectations and teaching-role definitions were used in the 2026/27 planning cycle; all faculty participated, and first-cycle feedback is informing refinement. | Record the 2026/27 implementation cycle as completed/used and note that feedback is being incorporated before the next cycle. | Update existing row |
| Teaching assignment process | Pilot of new workload form planned for 2026/27. | Workload expectations and teaching-role definitions were used in the 2026/27 planning cycle; all faculty participated, and first-cycle feedback is informing refinement. | Record the 2026/27 implementation cycle as completed/used and note that feedback is being incorporated before the next cycle. | Update existing row |
| Committee/service assignment process | Process recorded in progress to improve equitable service allocation. | | | | | | | | | | | | | | People and Culture | PC7 Equitable and fair assignment and/or evaluation of activities (e.g., teaching, service, research). | 0 | | | | Enhance Faculty Engagement | Implement small group Faculty and Staff engagement sessions | "3.1… | Retain the current monitoring record and confirm current status/ownership with the strategic lead after September reporting. | Retain / confirm |
| Faculty onboarding | Formal onboarding recorded complete. | Faculty Affairs and leadership discussions connected development planning, onboarding and mentorship; the new Vice Dean began gathering input from newer faculty on onboarding/mentorship needs. | Keep the existing row and describe the current phase as implementation/refinement of mentorship, onboarding and development supports. | Update existing row |
| Volunteer mentors for new hires | Recorded complete. | Faculty Affairs and leadership discussions connected development planning, onboarding and mentorship; the new Vice Dean began gathering input from newer faculty on onboarding/mentorship needs. | Keep the existing row and describe the current phase as implementation/refinement of mentorship, onboarding and development supports. | Update existing row |
| Ongoing mentorship process | Recorded in progress. | Faculty Affairs and leadership discussions connected development planning, onboarding and mentorship; the new Vice Dean began gathering input from newer faculty on onboarding/mentorship needs. | Keep the existing row and describe the current phase as implementation/refinement of mentorship, onboarding and development supports. | Update existing row |
| Faculty development framework | Recorded in progress after community input indicated further revision was needed. | Faculty Affairs and leadership discussions connected development planning, onboarding and mentorship; the new Vice Dean began gathering input from newer faculty on onboarding/mentorship needs. | Keep the existing row and describe the current phase as implementation/refinement of mentorship, onboarding and development supports. | Update existing row |
| Faculty development implementation | Recorded in progress; GenAI/authentic assessment session documented. | Faculty Affairs and leadership discussions connected development planning, onboarding and mentorship; the new Vice Dean began gathering input from newer faculty on onboarding/mentorship needs. | Keep the existing row and describe the current phase as implementation/refinement of mentorship, onboarding and development supports. | Update existing row |
| EDI-aligned academic hiring | Recorded in progress. | | | | | | | | | | | | | | Teaching and Leanring | TL9 New systems, processes, and resources are established to identify and support learners with diverse learning needs or whose successful progression in the program is at risk. | 0 | TL9.1 Learners’ needs t… | Retain the current monitoring record and confirm current status/ownership with the strategic lead after September reporting. | Verify status / ownership |
| Indigenous alignment of Faculty Affairs policies | Recorded in progress. | | | | | | | | | | | | | | Teaching and Leanring | TL8 Curriculum and learning environment EDII gap analysis completed. | 0 | TL8.1 Priority gaps closed and achieving CCAPP standards in alignment with the University’s Indigenous and EDII Strategic Plans (e.g… | Retain the current monitoring record and confirm current status/ownership with the strategic lead after September reporting. | Verify status / ownership |
| Post-graduate market analysis | Recorded complete under previous ownership. | | | | | | | | | | | | | | People and Culture | PC2 Baseline established and supports in place for well-being, psychological safety, and anti-racism within the student body. | 0 | | | | Continuing professional education | Develop a business plan including (m… | Retain the current monitoring record and confirm current status/ownership with the strategic lead after September reporting. | Retain / confirm |
| Academic-faculty issues-sharing meetings | Recorded complete and implemented by July 2025. | Faculty and ATS issue-sharing mechanisms continued to provide structured routes for surfacing role-specific concerns to leadership. | Retain as an ongoing feedback/governance mechanism and confirm the intended cadence for the next cycle. | Update existing row |
| ATS issues-sharing meetings | Recorded complete and implemented by July 2025. | Faculty and ATS issue-sharing mechanisms continued to provide structured routes for surfacing role-specific concerns to leadership. | Retain as an ongoing feedback/governance mechanism and confirm the intended cadence for the next cycle. | Update existing row |
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.