Strategic plan

All faculty feel heard, capable, inspired and supported.

FAUW's Vision

Mission

Faculty Association of University of Waterloo (FAUW) members are diverse, engaged, and secure in their employment. In an environment of academic freedom, curiosity, and collegiality, they drive a culture of teaching, research, and community engagement that leaves lasting and positive impacts on society.

Our purpose is to represent and defend the interests of our members by negotiating working conditions, advocating for member rights, and connecting with faculty across all campuses of the University and the country.

Values

Academic excellence | Academic freedom | Collegial governance| Curiosity | Equity | Inclusiveness | Integrity | Respect

Objectives

FAUW's objectives, as outlined in our constitution:

  • To represent all University of Waterloo employees who are recognized by the University as represented by FAUW in the Memorandum of Agreement (Article 2.1.1) and all others who are admitted as members of FAUW as per section 4 of this Constitution in the processes determining the terms and conditions of employment.
  • To promote fairness for and equitable treatment of the individuals it represents by negotiating and defending sound policies, practices and procedures.
  • To defend and promote academic freedom and tenure within the university.
  • To promote a climate of freedom and collegiality, and in other ways to promote the welfare of the university as a community of scholars.
  • To promote an environment that supports quality teaching and research.
  • To promote a diverse and inclusive university where the advancement of human rights is a priority.
  • To deal with all other matters considered to be in the interests of the Association and its members.
  • To communicate with the membership on a regular basis about priorities and actions.
Strategic Plan cover page

Download

Strategic Plan 2023-2026 [PDF]

Strategic planning process and engagement approach

The development of this strategic plan was guided by the FAUW Board of Directors. All FAUW members had the opportunity to provide feedback on the draft plan at the November FAUW-side Chat. The final Strategic Plan was shared with FAUW members at the 2024 Fall General Meeting. This plan will serve as a guide for FAUW’s work into 2026, and will be used as a benchmark to track our progress toward these priorities.

Strategic Plan 2023-2026 timeline

  1. 2023
    1. Sep
      1. Current Board elected

  2. 2024
    1. Jun
      1. Strategic planning retreat with Board and staff

    2. Nov
      1. Strategic plan draft approved by the Board

      2. Strategic Plan draft shared with members at FAUW-side Chat

    3. Dec
      1. Strategic Plan shared with FAUW members at the Fall General Meeting

  3. 2025
    1. Jan
      1. Strategic Plan webpage launched

    2. Apr
      1. Update members on progress at Spring General Meeting

Implementation and monitoring

FAUW will bring this Strategic Plan to life by developing and implementing operational plans for the coming three years. These operational plans will lay out clear actions to operationalize the goals identified in this strategic plan. Updates will be published on this webpage, at General Meetings, and in an Annual Report to share the progress that has been made toward our strategic directions. As appropriate, quantitative and qualitative data will also be captured and reported. This evaluation will support further strategic planning and will help inform dynamic operational plans.

If we have learned anything from the past few years, it is that circumstances can change quickly and dramatically. It is important that the FAUW Strategic Plan be adjusted as conditions warrant. The priorities, as set out in this strategic plan, should not change—but how we get there might. The FAUW Strategic Plan is a living document and will evolve as necessary. This webpage will include transparent action items and clear metrics to report how we are meeting our priorities and how our activities and outputs have evolved to remain responsive to challenges and opportunities as they arise.

Strategic priorities and progress

Click on the strategic priorities below to learn more about the progress made towards each area:

Last updated December 12, 2024.

Support teaching and research

In progress:

  • Recruiting additional volunteers to expand the capacity of the Academic Freedom & Tenure (AF&T) Committee.
  • Planning for a workload review to :
    • determine if existing practices are suitable and equitable following the changes to Policies 76 & 77
    • collect information about different types and formats of courses and other teaching-related activities (e.g., graduate student supervision), and determine suitable advocacy to improve equity
    • explore how to achieve workload equity between teaching and research faculty, and within and across units and faculties
  • on institutional neutrality from other institutions and research to help define FAUW's position on, and definition of, institutional neutrality

Membership engagement

Accomplishments:

  • Established regular town hall-type forums and other topic-focused conversations to enhance member engagement and provide opportunities for members to share their ideas and concerns - learn more about our monthly FAUW-side Chats
  • Set a predictable schedule and format for monthly member newsletters
  • Set a predictable annual schedule for Spring and Fall General Meetings - our GMs will always fall on the second pre-examination study day in December and April

In progress:

  • Developing a consistent and thorough onboarding process for all FAUW volunteers and representatives, including updating onboarding materials 
  • Establishing communications channels and communicating expectations between FAUW committees, representatives, and the Board to share information, trends and overlaps and collaborate on strategies
  • Developing a predictable schedule for Council of Representatives meetings, to complement FAUW General Meetings

Transparency with our membership

Accomplishments:

  • Developed clear role descriptions for standing committee chairs and officers in new Terms of Reference templates
  • Publishing General Meeting recaps on our website since the 2024 Spring General Meeting
  • Ensuring that action items and new proposals are in line with FAUW's mandate and measurable in terms of effectiveness
  • Publishing monthly member newsletters to increase awareness of FAUW’s actions, policies, items of interest, progress, supports, and benefits since May 2024
  • Established a dedicated account to effectively host member meetings - keep an eye out for invitations from FAUWmeet!

In progress:

  • Sharing information on the scope of FAUW's mandate in member communications
  • Reviewing and updating internal procedures and guidelines
  • Deploying branded, consistent and regular communications, on appropriate platforms, tailored to our audiences
  • Increasing awareness of FAUW’s feedback channels, including: fauw@uwaterloo.ca, fauwaft@uwaterloo.ca and fauwpres@uwaterloo.ca by promoting them at all events and on member communications channels
  • Using appropriate social media platforms to deliver and receive information from our members and other stakeholders - follow us on Instagram and LinkedIn!
  • Providing increased information to members on the context of decisions made by the FAUW Board and representatives

Working effectively

Accomplishments:

  • Developed thorough and consistent Terms of Reference for all FAUW standing committees
  • Created this strategic plan to use as a framework for future plans
  • Held a Faculty Relations Committee retreat in September 2024 to develop plans for how to work together and establish goals for the coming year
  • Completed an environmental scan of association constitutions to inform the governance review

In progress:

  • Established a Childcare Working Group that is exploring ways to support childcare on campus to support faculty members’ ability to work while maintaining caregiving balance - complete the childcare survey before January 10, 2025!
  • Updating FAUW's onboarding process for Board members to implement following spring director elections
  • Undertaking a governance review to revise and update FAUW’s Constitution, bylaws, policies, procedures, and guidelines for congruity and effectiveness
  • Improving succession planning and mentorship within FAUW to support a consistently strong and enduring association by establishing vice chair roles and other leadership opportunities for volunteers

Advocate at Waterloo and beyond

In progress:

  • Continue to liaise with OCUFA and CAUT on equity and solidarity issues, including provincial university funding and Bill 166
  • Raising the needs and concerns of our members to our partner organizations through regular meetings, conferences and committee representation
  • Amplifying National and Provincial solidarity issues with our membership, including the Bargaining Stronger Together and Unlock Education campaigns
  • Supporting FAUW Board members, staff and member representatives in attending training and council meetings with our partner organizations

Future focused

Accomplishments:

  • Updated the executive manager job description and filled the vacant role in March 2024
  • Update the academic freedom and tenure and policy officer job description and filled the vacant role in July 2024
  • Filled the vacant communications and membership services officer position in December 2023
  • Staff have been regularly attending conferences and training with partner associations across the country to develop relevant skills
  • Systems have been developed to increase accuracy and transparency in line-item tracking and are reviewed monthly
  • Policies on course buyouts and travel and expense policy for FAUW volunteer service have been approved by the Board
  • Established a dedicated, standing Compensation Strategy Committee in September 2024 to focus on research and comparators to support the Negotiating Team during bargaining years
  • Identified a credit union to transfer banking of FAUW funds in early 2025
  • Piloted a one-year trial Donations and Sponsorship policy to support events and initiatives that benefit faculty, with five events funded so far

In progress:

  • Assessing the current staffing complement to determine if additional support is required and what this position would be
  • Fostering a work environment that encourages creativity, excellence, and high morale in faculty and staff by responding to changing needs, embracing diversity, valuing communication and collaboration, and being respectful, trusting, fair, and collegial
  • Establishing knowledge management systems that facilitate easy access to, and transmission of, information and historical records and developments as leadership evolves through elections
  • Ensuring the stability and sustainability of FAUW’s financial position through safe investments
  • Ensuring adequate funding for legal challenges and association grievances
  • Increasing members’ active approval of discretionary expenditures through information sharing at General Meetings, such as the motion to approve the funding for an incremental staff position at the 2024 Fall General Meeting