Current Actions

Our initial plans for the first year of the Change Lab follow this timeline:

Create a landscape analysis of UNO's bylaws, RPT, and hiring procedures.
Undertake listening sessions and begin a needs assessment to identify where the Change Lab can
be influential.
Draft report on engagement capacity and structural tensions, needs and views.
Change Lab members engage in campus conversations (e.g., department meeting visits) to
promote the mission and goals of the Change Lab.
Design initial programs and initiatives based on initial assessment findings. Identify professionals that have accomplished increasing engagement capacity at their campus.

Continue planning the professional development series in coordination with the Office of Engagement.

Have conversations with faculty, staff, and university leadership that can inform the Change Lab's activities.
Report on engagement capacity and structural tensions, needs and views; present these findings to stakeholders, including faculty and university administrators.
Continue to engage in campus conversations. For example, seek, develop, and provide for ongoing professional development in shared governance and faculty evaluation reform.
Engage with offices and their advisory boards (e.g., academic affairs, deans, departments, community engagement, sustainability, faculty senate, executive administration).
Coordinate professional development opportunities with Diane Doberneck, director for Faculty and Professional Development at Michigan State University's Office for Public Engagement and Scholarship.

Implement keynote and consultations with Diane Doberneck in collaboration with the Office of Engagement.

08 - Admin - Campus Closure