Respect. Full stop.

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"At our university we research, study and work together in an atmosphere of mutual respect. This collaboration is one of our strengths – and it is very important to me personally that this remains so in the future. Make sure that individual boundaries are not overstepped. Or as our current campaign puts it so concisely: “Respect. Full stop.”
Professor Lino Guzzella, President of ETH Zurich"

ETH Zurich
https://www.ethz.ch/content/associates/campaigns/respekt/en.html


"One of the world’s top-ranked universities has closed its Institute for Astronomy following accusations of bullying. ETH Zurich confirmed that the institute had been shut and that the professor in question had had her doctoral students reassigned to other supervisors while it investigates the claims. The university’s executive board learned of the bullying accusations in February, according to an ETH spokeswoman, and “subsequently conducted interviews with all involved parties”. "These were serious accusations relating to management misconduct. This type of behaviour is not tolerated at ETH Zurich, and the university responded immediately with corrective measures,” she said in a statement."

https://www.timeshighereducation.com/news/eth-zurich-shuts-astronomy-institute-over-bullying-claims

Thank You!

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"Have You Said Thanks, or Been Thanked Recently?
This week is all about appreciating our staff at UC Berkeley, but it shouldn't be just one week out of the year - it should be all year round! Give a shout out to your colleagues via our Appreciate page. And we're including this Recognition Tool Kit so you're never without some ideas to keep the momentum, and dialogue, going. Here's one of our favorite sections of the Toolkit to get you started:

92 Ways To Recognize Your Colleagues

In budget-constrained times, ongoing, meaningful rewards and recognition can be provided to our staff to recognize their many contributions. Some are low-cost, others no-cost, just the time it takes to say “thank you.” Here are 92 ideas to help you embed employee recognition into your everyday work. Not all of them are appropriate for everyone, but the idea is to stimulate some new creative thinking on how to motivate and recognize colleagues. 

1. Smile - it’s contagious! 

2. Create a Hall of Fame with photos of outstanding employees. 

3. Arrange for a team to present results of its efforts to upper management. 

4. Plan a surprise lunch or get-together with refreshments. 

5. Encourage and recognize staff who pursue continuing education. 

6. Post a thank-you note on an employee’s door or cubicle. 

7. Create and post an Employee Honor Roll in a reception area. 

8. Acknowledge individual achievements by using the employee’s name when preparing a status report. 

9. Make a photo collage about a successful project that shows the people that worked on it, its stage of development, and its completion and presentation. 

10. Find out the person’s hobby and buy an appropriate gift. 

(...)"

Check 82 more ways at UC Berkeley, USA:
http://hr.berkeley.edu/compensation-benefits/perks/staff-appreciation-week/staff-appreciation-week-keynote-presentation

Teamwork

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"Team Impact Award
Caltech is comprised of many teams working collaboratively to accomplish amazing things. In recognition of the great work of teams the Team Impact Award was introduced in 2016. The award recognizes and rewards those teams that make significant contributions to the work and mission of the Institute. Teams who receive the award should be able to demonstrate that their work impacted and supported the research and/or education programs at the Institute."

Caltech - California Institute of Techmology
http://www.caltech.edu/impactaward

Legal matters matter

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"The Legal Office deals with any matter which has, or could potentially have, any legal implication/consequence to the University of Malta and/or any of its group of companies.

It provides on-going legal advice on a variety of issues concerning University matters to the principal officers and/or the Senior Executive Committee of the University of Malta, including the Rector, Pro-Rectors, Secretary, Directors, Deans, Deputy Deans, Heads of Department, members of academic staff and members of industrial, technical and administrative staff.

The Legal Office deals with a multi-faceted spectrum of areas/branches/fields of law ranging from Employment (Labour), EU (particularly funding), Public Procurement, Intellectual Property Rights, Company, Fiscal and Administrative to collective bargaining, criminal (particularly copyright infringement and/or counterfeiting) and civil matters (particularly in relation to disputes concerning immovable property). The Office comprises a Litigation Department which predominantly handles cases of a civil and criminal nature. 

The Legal Office drafts all contracts and agreements which are eventually signed by the University's legal representative, the Rector. It also draft regulations, statutes, legal notices, bye-laws and any other legal instruments and/or policies for the University of Malta or any of its entities including Faculties, Institutes, Centres and Foundations. 

The Office also liaises with other offices and departments within the University in project management, policy-making and in the formulation of its strategic plan."

University of Malta
https://www.um.edu.mt/about/services/admin/legalservices

Communication build-up

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"The communication strategy must contribute to accomplishing the University’s strategy, mission and vision.This is done through pursuing the following overall strategic objectives:

• The communication strategy must help build, develop and maintain a positive image for the university and its education programmes and research through efforts guided by clear and consistent master brand- and sub-brand narratives – both in terms of public opinion in general; in terms of image among stakeholders (internally, in private and public organisations and at the political level) and not least, in terms of helping the university’s research and researchers move up the reputation spiral.
• The communication strategy must contribute to meeting the University’s business objectives / budget figures for target number of applicants and admitted students, share of international student FTEs etc. for the strategy period.
• The communication strategy must contribute to meeting the University’s business objectives / budget figures for securing external research funding for the strategy period.
• The communication strategy must contribute to the University communicating efficiently, consistently, openly, and credibly and in keeping with the University’s values as well as best practice for professional communication."

"Advisory Role
The person in charge of media and stakeholder communication holds a vital role as a advisor to the Board of Directors, administration and researchers in questions concerning external and internal communication, media and stakeholders, as well as acting as co-writer and sparring partner on debate contributions, feature story suggestions and commentaries."

IT University of Copenhagen, Communication strategy 2012-2016
https://en.itu.dk/~/media/dk/om-itu/vaerdier-strategi-og-grundprincipper/kommunikatiosstrategi-20122016webpdfpdf.pdf?la=en

Liberdade

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"The University's core values are as follows:
freedom of thought and expression
freedom from discrimination"

University of Cambridge
https://www.cam.ac.uk/about-the-university/how-the-university-and-colleges-work/the-universitys-mission-and-core-values

Em dia de comemorar a Liberdade.
Liberdade de pensamento.
Liberdade de expressão
Livre da discriminação.

São estes, e "apenas" estes, os valores fundamentais de uma das mais antigas e prestigiadas Universidades. Mais frágeis do que podem parecer. Em sociedades em que tanto se fala, mas em que tanto se cala. Em que tanto ainda se discrimina. Em que discriminar começa, muitas vezes, com a colocação de um simples rótulo. Ainda que aparentemente entre iguais. Nós e Eles.

To benefit from the expertise and wisdom of staff

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"Our governance structure will be reviewed to rationalise the number of committees and working groups, free up time, shift our focus from roles to projects and contributions, and ensure that we are making well-informed decisions and developing clear lines of responsibility. By making greater use of consultative workshops, open meetings and surveys to discuss future challenges and possibilities, we will derive further benefit from the expertise and wisdom of our staff. There will be regular communication between the senior leadership team and all staff, through blogs and open meetings."

University of Leicester Strategic Plan
https://le.ac.uk/~/media/uol/docs/publications/strategic-plan-sign-off-print.pdf?la=en

Yes, you do need to learn

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"The Executive and Senior Leader Induction (ESLI) is the process for Induction of Executive and Senior Leaders who are new to the University or to a senior role. Complementary to the current induction process, and directed through the recruitment system’s new starter tasks, it includes a number of one-to-one meetings with key stakeholders to facilitate networking and relationship building with colleagues and other leaders.

This targeted induction framework is recommended for new: Heads of School, Directors (Professional and Institute), Executive Deans, Pro Vice-Chancellors, Other equivalent roles. 
Acting and secondment posts may be included in this induction process based on length of term and previous experience."

University of Adelaide
http://www.adelaide.edu.au/hr/development/induction/

"The Board of Trustees and Committee Member induction programmes are modular induction programmes covering the following topics. Existing members are also welcome to attend some or all of the sessions."

"Welcome / introduction from the Chair of the Board of Trustees and Clerk

• Introduction to University Board of Trustees and its committees
• Board of Trustees' composition (lay members, academic, non-academic staff and students)
• Board of Trustees' key roles and responsibilities
• The format of Board of Trustees meetings
• Board of Trustees and committee members relationships with the Chair and the senior team
• Where to go for help and advice about any aspect of University governance, information about training/development: the Governance team.

Introduction from the Secretary's Office/Legal Services

• The Board of Trustees and committee members responsibilities as Trustees
• The role of the Secretary’s Office, particularly in relation to staff and student appeals/grievances etc.
• Board members involvement with staff/student appeals and grievances
• The role of the Deputy Secretaries (Directors of Legal Services).

Finance Director  - University Finances

• The role of Finance and Audit Committees and their relationships with the Board of Trustees
• How the University is funded
• Financial Strategy and Capital Programme
• Audit arrangements and financial assurance.

The Clerk to the Board of Trustees

• The role of the University Secretary and links with the Board of Trustees' committees
• The wider University Governance
• Description of the Professional Services: structure and key strategies (ie, Estates, People, IT, student support etc)."

University of Bristol
http://www.bristol.ac.uk/university/governance/committee-information/newmembers/

Giving

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"Alumni Association of SSE RIGA currently unites around 2000 graduates of BSc and EMBA programs hosted by the school. Annual Fund raising campaign has been a tradition for many years and our Alumni community has proved to the world to be among the most active donators with highest participation rates. In recent years we have managed to encourage almost 40% of graduates to give back to the school with an average donation being close to 200 EUR. Recent questionnaire showed that more than 60% of alumni are ready to contribute funds to the benefit of current students."

"Our goals
First of all we want to double the amount of funds raised within the best campaigns ever, increase the number of donators and also average donation per alumnus. The total budget we are after is 300 000 EUR, best case scenario it would be 1000 alumnus with an average of 300 EUR donation.
Achievement of the goal would give us the opportunity to distribute 30 scholarships, 20 to Year 1 students and 10 to the best Year 2 students.
This time the scholarship distribution model is completely different in order to enhance the results of the scholarship system. Every student currently selected for the scholarships is an applicant. The scholarship for every year of studies will be paid out only after delivering satisfactory academic results, showing significant leadership skills and involvement in extracurricular activities. Our scholarships is not a free of charge gift it must be considered as a financial incentive for outstanding performance."

Stockholm School of Economics in Riga
https://donate.alumni.lv/alumni
https://donate.alumni.lv/our-goals

Award Teaching

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"The Teaching Award of Freie Universität Berlin aims to support teaching projects that integrate the findings of interdisciplinary top-level research into university teaching. It is the objective of this award to recognize outstanding commitment in the field of research-oriented teaching and to encourage the development of innovative teaching methods and formats. (...) The Teaching Award will be advertised annually with changing thematic emphases. The grant money amounts to 10,000 euros. In some cases several entries may be selected to share the award."

Research-Oriented Teaching at Freie Univesität Berlin
http://www.fu-berlin.de/en/sites/fol/lehrpreis/index.html

We work together

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"We Work Together - We enable our teams to work together and across functions to deliver successful outcomes that exceed the needs and expectations of our customers. We are responsible for creating environments that demonstrate equality, foster trust, respect and challenge. We are accountable for providing clarity and direction, communicating the “big picture” and harnessing ideas and opportunities to achieve the University’s vision."

In The Leadership Values: We Are Professional, We Work Together, We Care
Swansea University, UK

http://www.swansea.ac.uk/dts/swanseauniversityleadershipmodel/

The Leadership Model
Sets out what the University expects of people who lead and manage others. (...)
Helps employees understand what they should be able to expect from their leaders and managers of people. (...)

Mapping Cooperation

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"Carte des accords. L'Université Pierre et Marie Curie recense et met à disposition pour la consultation la liste de ses accords internationaux. Vous êtes étudiant : la liste des "partenariats pour la formation" vous indiquera les institutions internationales avec lesquelles l'UPMC propose des échanges d'étudiants. Vous êtes chercheur ou jeune chercheur : la liste des "partenariats pour la recherche" vous indiquera les accords de recherche institutionnels entre des organisations internationales et des laboratoires de l'UPMC. Pour plus d'informations sur ces partenariats, contactez la Direction des relations internationales."
http://www.upmc.fr/fr/international/carte_des_accords.html

"A university´s international profile is always shaped by a complex and oscillating web of relationships, onto which various inside and outside actors exert influence. This database grants a first insight into the UPMC´s bilateral international relationships; it does not set out - at this point - to describe network aspects, nor does it aspire to be complete."
Searchable map available at:
http://move.upmc.fr/moveonline/cooperations/search.php?programme_id=14

Going Green

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"My interest in the environment began almost six decades ago during walks with my sister-in-law around Westminster in London where we both lived.  I often remarked that the litter everywhere wasn’t just an eyesore, but couldn’t possibly be good for the universe; her response to my rather grand declaration was “If you feel that way, why not do something about it…?”"
(...)
"I envisioned a multi-disciplinary school of environmental studies – specifically an EcoBuilding designed to maximize the efficient use of energy, water and materials that would consolidate lectures, research, conferences, and the school’s administration under one roof.  I was very interested, too, in applied science: taking academia into the real world.  I knew what I had in mind was a huge undertaking but at least I could try."

Dame Shirley Porter: Vision for the School of Environmental Studies
https://en-environment.tau.ac.il/PSESbuilding/Vision_Dame_Shirley_Porter

"The Porter School of Environmental Studies Building has now received LEED Platinum certification – the highest accreditation of the LEED certification system, developed by the U.S. Green Building Council (USGBC). The project received 92 points out of the 93 points that the planners sought to reach, and of the maximum score of 110. This score places the building among the leading green buildings worldwide (so far only 17 buildings in the world scored over 90 points!)."

Porter School of Enironmental Studies, Tel Aviv University, Israel
https://en-environment.tau.ac.il/PSESbuilding

LEED stands for Leadership in Energy and Environmental Design
Unites States Green Building Council
http://www.usgbc.org/leed

Leading the way

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"If we are to secure a successful and ambitious future as individuals and as a University, we need excellent leadership. that means academic staff and colleagues from our professional services need the courage to think differently. People across our institution need to feel empowered to propose change, develop ideas and make them happen. The Sheffield Leader plays an important in supporting this process and making the University of Sheffield a place that supports and develops outstanding leadership at all levels."

Prof. Sir Keith Burnett, Vice-Chancellor, University of Sheffield.
http://www.sheffield.ac.uk/hr/sld/sheffieldleader

"Finally, Sheffield Leaders aspire to be authentic, by being open, transparent, fair and consistent. They also demonstrate self-awareness, humility, integrity and moral courage. The Sheffield Leader establishes trust in their judgement and motives, and inspires people to follow them."

The Sheffield Leader statement.
http://www.sheffield.ac.uk/hr/sld/sheffieldleader/slstatement

Making a better place

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"Learn, Discover, Heal, Create—and Make the World Ever Better".

University of Rochester (USA) mission statement.

https://www.rochester.edu/aboutus/mission.html

Sense and Sensibility and Science

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"The approaches to problem-solving developed by scientists have proven to be quite effective, and yet we as individuals, groups, and larger societies do not often seem to be able to take advantage even of rational approaches to problems–let alone the “hyper-rationality” offered by science. Watching the political process of our country–or even the discussions of a small committee–can therefore often feel quite disheartening. We should be able to do better!"

(...)

"A number of fundamental questions arise in this discussion: What can we learn about objectivity, an underlying goal of science? Sometimes it is argued that ultimately there are only various power groupings fighting over which view is to dominate, and that ‘objective’ is simply a compliment that the most powerful pay to their own views. In this sense, is science itself just another powerful religion, with its own priesthood? And, if not, can we pinpoint the difference, and perhaps use this recognition as a tool to help us determine how to find experts that we should trust, and to improve approaches to group decision making?"

Sense and Sensibility and Science
A UC Berkeley Big Ideas Course
http://sensesensibilityscience.com/

Transparency

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"La UAB ha creat la web de Transparència de dades per informar la comunitat i la societat de les actuacions i dels resultats obtinguts i de les fonts i els repositoris on es pot trobar la informació. Segons recull el Pla Director de la UAB per al període 2013-2015, presentat al Claustre el 31 d’octubre de 2013, totes les actuacions de la Universitat han d’incorporar, com a criteris d’execució, la rendició de comptes i transparència.

Aquest nou espai es basa en els indicadors recomanats per la Fundació Transparència i Compromís en els seus informes de transparència de les Universitats espanyoles. D'aquesta manera, la UAB posa a disposició l'accés a la informació pública i de bon govern, requeriments de la "Publicitat activa" establerts en la Llei de transparència, accés a la informació pública i bon govern 19/2014 de 29 de desembre.

La UAB pretén oferir un clar i fàcil accés a la informació que considera de rellevància en la seva gestió, amb l’objectiu de facilitar que la societat comprengui quins són els recursos dels quals disposa i l'ús que se'ls dóna."

Universitat Autònoma de Barcelona (UAB)
Portal de transparència
http://www.uab.cat/web/coneix-la-uab-cei/itineraris/portal-de-transparencia-1345677840683.html

Dare to share!

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BerkeleyBlog

About the site: topical questions, campus experts, public opinion

Today, UC Berkeley is widely known as the preeminent public university in the United States, and as the home of the Free Speech Movement. The Berkeley Blog bridges these two.

We created this interactive site to give voice to our scholars’ ideas and opinions in a forum that encourages public comment. Our authors include some 300 UC Berkeley faculty members, graduate students and other scholars, who share their thoughts on topical national and global issues with which we all grapple. This blog serves as a virtual blackboard for ideas and expertise found on the Berkeley campus.

The thoughts expressed here are not that of the University, not official, not predictable, and not of one mind. In the spirit of the Free Speech Movement, the thoughts expressed here are those of the individual authors.

UC Berkeley, USA
http://blogs.berkeley.edu/about/

To transform people

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Mission of the National University of Singapore:
"To transform the way people think and do things through education, research and service".

http://www.nus.edu.sg/about

If you change nothing, nothing will change.

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"Our organizational culture must challenge us to be the best that we can be.

(...)

It is only through a collective commitment to living out our shared values that we will see cultural change. Nevertheless, consultation with our staff revealed a strong sense that this change needed to begin in the formal leadership of the University at all levels."

In University of Sydney 2016–20 Strategic Plan - If you change nothing, nothing will change.

https://sydney.edu.au/dam/intranet/documents/strategy-and-planning/strategic-plan-2016-20.pdf