DOCSLIB.ORG

Employee Comments Report by UNC Job Category

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Employee Comments Report by UNC Job Category Employee Comments Report By UNC Job Category Appalachian State University UNC System Employee Engagement Survey Spring 2018 Prepared by: 2 Mill Road, Suite 102 | Wilmington, DE 19806 Phone: 888.684.4658 | Fax: 888.684.4659 www.modernthink.com © 2018 ModernThink LLC. All rights reserved. 2018 UNC System Employee Engagement Survey Appalachian State University Employee Comments Report About the Employee Comments… The Employee Comments Report conveys the experiences of your employees, provided by the employees themselves. When your faculty, administration and staff completed the 2018 UNC System Employee Engagement Survey they were asked two open-ended questions: 1. What do you appreciate most about working at this institution? 2. What would make this institution a better place to work? Responses to these two questions are detailed in this report. To encourage honest, candid feedback and protect the anonymity of individual respondents, we advised employees not to include any self-identifying information. Additionally, comments have been suppressed for UNC Job Categories with fewer than five respondents. We have presented the comments exactly as they were provided to us. The responses in this report are sorted by UNC Job Category as follows: SAAO Tier 1 ..................................................................................................... pages 2 - 3 SAAO Tier 2 ..................................................................................................... pages 4 - 15 Faculty ............................................................................................................. pages 16 - 93 EHRA IRPS ...................................................................................................... pages 94 - 128 SHRA Exempt .................................................................................................. pages 129 - 150 SHRA Non-exempt .......................................................................................... pages 151 - 225 If you have any questions about this report, please contact Karen Kukulka at 888-684-4658 or [email protected]. 1 ModernThink LLC | 2 Mill Road, Suite 102 | Wilmington, DE 19806 | Phone: 888.684.4658 | www.modernthink.com 2018 UNC System Employee Engagement Survey Appalachian State University Employee Comments Report SAAO Tier 1 What do you appreciate most about working at this institution? A clear vision for the future and depth of buy-in throughout the community. Being able to contribute to the mission in meaningful ways. Faculty, staff and administration works respectfully and collegially. A very supportive environment. I appreciate that my colleagues "want" to be at AppState. They are a part of the community and take advantage of living in this beautiful mountain area. The faculty seem to be very student- centered and they care about the individuals they are teaching. I appreciate the support received from the Provost and Chancellor. They do their best to keep morale up and have created a good solid team. I have tremendous respect for our upper administration. This is one of the clearest and transparent institutions of higher education I have ever observed. People and commitment to the university. Support from senior leadership; mission and focus of the institution. The people What would make this institution a better place to work? Continued clarity on processes and examination of resources/allocations. Improved health insurance 2 ModernThink LLC | 2 Mill Road, Suite 102 | Wilmington, DE 19806 | Phone: 888.684.4658 | www.modernthink.com 2018 UNC System Employee Engagement Survey Appalachian State University Employee Comments Report Lack of resources to achieve is an issue. If plans were made to address these issues, that would be helpful. Facilities are a problem, as well as enough staff assistance to do our work well and reduce stress. More clarity in regards to the hiring and firing processes. More administrative support from HR. More efficient processes. Quicker turnaround time on review of contracts with outside agencies. Smarter choices on business processes that don't require multiple levels of sign-offs and more and more documentation on low cost, routine items. More resources to build on our proven success. Pay attention to the facilities- there is not enough office space to go around. We need designated buildings and more space on campus to be able to accommodate our growing student population. Proper state of the art equipment for research. 3 ModernThink LLC | 2 Mill Road, Suite 102 | Wilmington, DE 19806 | Phone: 888.684.4658 | www.modernthink.com 2018 UNC System Employee Engagement Survey Appalachian State University Employee Comments Report SAAO Tier 2 What do you appreciate most about working at this institution? Ability to contribute new ideas (though the pressure to fix often counteracts that), some very nice people. Met very interesting and cool faculty and staff, community connection to the Town and the school is cool. My supervisor supports my independence, I believe my pay is good, but do believe I am underpaid given my volume of work. I enjoy the challenge of my work, and my staff. I appreciate the opportunity to work with partners across campus and students who are very vocal and committed advocates. Appalachian is a community of educators, staff, and administrators who genuinely care about students. Appalachian is a great place to work with awesome colleagues. Everyone cares about each other and that's seen in how everyone interacts on a daily basis. Appalachian State University is a place like no other. On campus and in downtown Boone, the culture is such that you look others in the eye and respect them as individuals. The administration, staff and faculty at Appalachian are dedicated to our students and the community, and the institution is absolutely making the world a better place. Our focus on sustainability as become a complete part of my life. When traveling "off campus" or "down the mountain" I'm always surprised when I can't find a recycling bin! It seems like a small thing, but I believe it's part of something big - our graduates leave Boone and go... everywhere!... with a deep respect for their environment. A place of constant innovation, it's amazing to watch and be part of the ever-evolving learning taking place at Appalachian. Beyond the friendly and hard- working people, the beauty of Boone and the surrounding area makes Appalachian my forever home! Appreciate the care in which people invest in our students. Being able to make a difference in the lives of students, faculty and staff. Working in a wonderful geographic location. Strong bonds between all levels except senior leadership. I used to be proud of its commitment to sustainability, but now under new leadership, it's nothing but green washing. When really challenges come up, the path of least resistance is now taken, and the heck with sustainability. I know with a change of leadership Appalachian will be able to regain its footing as a progressive and up and coming Masters Level University Colleagues, culture, environment 4 ModernThink LLC | 2 Mill Road, Suite 102 | Wilmington, DE 19806 | Phone: 888.684.4658 | www.modernthink.com 2018 UNC System Employee Engagement Survey Appalachian State University Employee Comments Report collegiality; appreciation of the community/region; strong affinity of the institution by it's campus (students-fac-staff-admin) and it's alumni constituent base; a caring and compassionate employee base; strong reputation for caring for student experience; Commitment to students. Commitment to an accessible, transformative educational experience -- the socio-economic diversity is rich. Students who come to Appalachian want to be here. diverse setting and sharing of ideas Employees are proud of their institution. Family atmosphere, pride in our institution, friendly Flexibility and freedom to do my work Good people. Hard to say. We use to have a family culture where everyone was on the same page, and cared about each other.. We may have all been walking backwards, but at least we were all walking in the same direction. We no longer have an identity. We don't know which university, that our leaders came from, that we want to be. Now we only worry about getting our paycheck. Nobody cares about the institution anymore. I appreciate most how much every faculty and staff member genuinely loves Appalachian and wants what's best for it. I appreciate that we work in an environment that stands for doing what is right. Throughout our institution, there seems to be a consistent set of ethics that at its core, everyone understands and promotes. I appreciate the fantastic people and the shared sense of purpose. I appreciate the location and culture within and around Appalachian. I feel that Appalachian routinely surpasses expectations and that we continue to add significant value to the UNC System and the state of North Carolina. I feel honored to be a part of our mission and our ability to execute that mission. 5 ModernThink LLC | 2 Mill Road, Suite 102 | Wilmington, DE 19806 | Phone: 888.684.4658 | www.modernthink.com 2018 UNC System Employee Engagement Survey Appalachian State University Employee Comments Report I appreciate the opportunity to come to work and make a difference in the lives of people (the students, visitors, faculty and staff)! I appreciate the opportunity to work in a safe environment to better the lives of students. I appreciate the professional development opportunities and campus collaboration my academic
Load more

Recommended publications
  • Common Errors in English by Paul Brians [email protected]
    Common Errors in English by Paul Brians [email protected] http://www.wsu.edu/~brians/errors/ (Brownie points to anyone who catches inconsistencies between the main site and this version.) Note that italics are deliberately omitted on this page. What is an error in English? The concept of language errors is a fuzzy one. I'll leave to linguists the technical definitions. Here we're concerned only with deviations from the standard use of English as judged by sophisticated users such as professional writers, editors, teachers, and literate executives and personnel officers. The aim of this site is to help you avoid low grades, lost employment opportunities, lost business, and titters of amusement at the way you write or speak. But isn't one person's mistake another's standard usage? Often enough, but if your standard usage causes other people to consider you stupid or ignorant, you may want to consider changing it. You have the right to express yourself in any manner you please, but if you wish to communicate effectively you should use nonstandard English only when you intend to, rather than fall into it because you don't know any better. I'm learning English as a second language. Will this site help me improve my English? Very likely, though it's really aimed at the most common errors of native speakers. The errors others make in English differ according to the characteristics of their first languages. Speakers of other languages tend to make some specific errors that are uncommon among native speakers, so you may also want to consult sites dealing specifically with English as a second language (see http://www.cln.org/subjects/esl_cur.html and http://esl.about.com/education/adulted/esl/).
    [Show full text]
  • Allies Not Adversaries: Teaching Collaboration to the Next
    Roger Williams University DOCS@RWU Feinstein Center for Pro Bono & Experiential Pro Bono Collaborative Staff ubP lications Learning 2008 Allies Not Adversaries: Teaching Collaboration to the Next Generation of Doctors and Lawyers to Address Social Inequality Elizabeth Tobin Tyler Roger Williams University School of Law Follow this and additional works at: http://docs.rwu.edu/law_feinstein_sp Part of the Bioethics and Medical Ethics Commons, Law Commons, and the Medical Education Commons Recommended Citation Tyler, Elizabeth Tobin, "Allies Not Adversaries: Teaching Collaboration to the Next Generation of Doctors and Lawyers to Address Social Inequality" (2008). Pro Bono Collaborative Staff Publications. Paper 1. http://docs.rwu.edu/law_feinstein_sp/1 This Article is brought to you for free and open access by the Feinstein Center for Pro Bono & Experiential Learning at DOCS@RWU. It has been accepted for inclusion in Pro Bono Collaborative Staff ubP lications by an authorized administrator of DOCS@RWU. For more information, please contact [email protected]. TOBIN TYLER [FINAL 2].DOC 9/20/2008 3:24 PM ALLIES NOT ADVERSARIES: TEACHING COLLABORATION TO THE NEXT GENERATION OF DOCTORS AND LAWYERS TO ADDRESS SOCIAL INEQUALITY ELIZABETH TOBIN TYLER* INTRODUCTION ―Medicolegal education in law and medical schools can give students a chance to discover ‗that the other group did not come congenitally equipped with either horns or pointed tails.‘‖1 Stories of the antagonism between doctors and lawyers are deeply embedded in American culture. A 2005 New Yorker cartoon jokes, ―Hippocrates off the record: First, treat no lawyers.‖2 The distrust and hostility are not new. A commentator noted in 1971: The problem presented is an atmosphere of distrust, fear and antagonism—not all of which is unfounded.
    [Show full text]
  • Perspectives on the Opioid Crisis and the Workforce
    Special Feature: Perspectives on the Opioid Crisis and the Workforce Reproduced with permission from Benefits Magazine, Volume 55, No. 7, July 2018, pages 28-33, published by the International Foundation of Employee Benefit Plans (www.ifebp.org), Brookfield, Wis. All rights reserved. Statements or opinions expressed in this article are those of the author and do not necessarily represent the views or positions of the International Foundation, its officers, directors or staff. No further transmission or electronic distribution of this MAGAZINE material is permitted. 28 benefits magazine july 2018 John S. Gaal, Ed.D., director of training and workforce development for the St. Louis– Kansas City Carpenters Regional Council, has spent the last two years researching the opioid crisis while he has seen its impact on the construction industry. Gaal offers his Perspectives on the Opioid own perspective on the matter and interviews four experts who recently participated in International Foundation panel discussions on opioids to get their views on how the opioid crisis started and efforts to treat and prevent the spread of opioid use disorder Crisis and the Workforce (OUD). John S. Gaal, Ed.D. John S. Gaal: As I’ve re- Hillbilly Elegy, refers to these phenom- Director of Training and searched the problem, ena as diseases of despair (Campbell, Workforce Development I’ve received input from 2017). St. Louis–Kansas City Carpenters a multitude of sources on Regional Council the opioids/heroin-relat- Mental Health, Chronic Pain St. Louis, Missouri ed crises. A recently re- and the Opioid Crisis [email protected] leased report from the state of Missouri Gaal: The opioids/heroin crisis has Joseph Ricciuti showed that nearly $13 billion per year negatively impacted people across all Co-Founder (approximately $35 million per day) spectrums within our communities.
    [Show full text]
  • Ethics of Resource Allocation and Human Rights
    Ethics of Resource Allocation and Human Rights Professionalism and Patient Safety 2017 Please look through the slides prior to the session and come prepared to ask questions or clarifications 2 Ethics Is the right course of action always obvious? Action or decision should withstand criticism; i.e., the reasoning process Aristotle – Character and Reasoning 10-Feb-17 © The University of Sheffield Decisions that 3 withstand criticism • Valid arguments – premises lead logically to the conclusion so if the premises are true, then the conclusion must be true. • Avoiding logical fallacy – a mistake in the logical relation between an argument’s conclusion and its premises; e.g., bifurcation – claiming that only two alternatives exist (Richard Cooper’s phase 1 Lecture on Philosophical bases….) 10-Feb-17 © The University of Sheffield 4 • Is Principlism alone adequate? • Consequentialism • Casuistry? – extracting theoretical rules from specific instances, interpretation of ethical principles or cases…. • Deontology • Virtue • Care Ethics 10-Feb-17 © The University of Sheffield 5 Breast cancer mum back in High Court for Herceptin battle Free IVF care 'denied to many' Secret NHS plan to ration patient care Cancer victim denied life-prolonging drugs on NHS is given hope with £10,000 anonymous donation 10-Feb-17 © The University of Sheffield Learning outcomes 6 • An understanding of • the key ethical theories of resource allocation • the challenges of ‘individual responsibility’ in distributive justice; and relevance of human rights to resource allocation • the factors that may form a part in the decision making models in distributive justice • And develop awareness of topical issues around resource allocation 10-Feb-17 © The University of Sheffield 7 Rationing needs have increased because.
    [Show full text]
  • Pride & Politics Summary Report
    PRIDE & POLITICS SUMMARY REPORT Created for Calgary Pride by The Dept of Words & Deeds February 28, 2020 CONTENTS Engaging Politics................................................................................................1 Red Light/Green Light......................................................................................2 No restrictions.......................................................................................2 By Invitation from community groups..............................................3 Juried Process........................................................................................4 Written Remarks................................................................................................5 Weighing Considerations ................................................................................6 Pride as Carrot or Stick.........................................................................6 Individual vs Group................................................................................6 Protecting the Vulnerable vs Everyone Belongs..................................7 The Risk of Public Platform vs the Wrath of Public Judgement.......7 Respecting Difference & Building Trust..........................................................7 Analysis and Recommendations......................................................................8 Recommendations................................................................................8 Next Steps..............................................................................................9
    [Show full text]
  • Morrison Mailbox Minutes Town of Morrison, Brown County, Wisconsin from OUR TOWN CHAIRMAN Welcome Morrison Residents! Action
    Town Board Meeting Plan Commission Dates: Meeting Dates: April 14 April 9 April 21—Annual Electors Meeting May 14 May 12 June 11 June 9 www.townofmorrison.org Meetings are held in the Meetings are usually [email protected] Town Hall. (Dates are held at 7pm in the subject to change.) Town Hall. (Dates/times are subject to change.) March 2015 2015, Issue 1 Population: 1591 Morrison Mailbox Minutes Town of Morrison, Brown County, Wisconsin FROM OUR TOWN CHAIRMAN Welcome Morrison residents! action. Feel free to call with questions and routes to be Hopefully as you read this, spring will be on its way, taken in the Town of Morrison. Everyone working along with all the activity that goes with it. For some of together as a team, along with a game plan, will keep our you, it will be a time for spring cleaning and planning a community a great place to work and live. garden. The farmers will be preparing for spring work One final note, I will no longer be Town Chairman which includes hauling out nutrients stored over the after the upcoming election. I decided that with personal winter and preparing the fields for planting. The Town commitments and not being able to give to the Town the Board will be busy surveying our roads to determine time required for the position, the chair would be better which ones will need the most attention. Hopefully served by someone new. The Town has been through with fuel prices down somewhat we will be able to some turbulent times in the past few years.
    [Show full text]
  • Crucial Confrontations: Tools for Resolving Broken Promises
    Crucial Confrontations: Tools for Resolving Broken Promises, Violated Expectations, and Bad Behavior by Kerry Patterson, Joseph Grenny, Ron McMillan and Al Switzler ISBN:0071446524 McGraw-Hill © 2005 (284 pages) Use this book to learn how to step up to failed promises and deal with them in a way that both solves the problem and saves relationships. Table of Contents Crucial Confrontations—Tools for Resolving Broken Promises, Violated Expectations, and Bad Behavior Foreword Prefac - A Note to Our Readers e Introd - What’s a Crucial Confrontation? And Who Cares? uction Part One - Work on Me First—What to Do before a Crucial Confrontation Chapt - Choose What and If—How to Know What Crucial Confrontation to Hold and If You Should er 1 Hold It Chapt - Master My Stories—How to Get Your Head Right before Opening Your Mouth er 2 Part Two - Confront with Safety—What to Do during a Crucial Confrontation Chapt - Describe the Gap—How to Start a Crucial Confrontation er 3 Chapt - Make It Motivating—How to Help Others Want to Take Action er 4 Chapt - Make It Easy—How to Make Keeping Commitments (Almost) Painless er 5 Chapt - Stay Focused and Flexible—What to Do When Others Get Sidetracked, Scream, or Sulk er 6 Chapt - Agree on a Plan and Follow Up—How to Gain Commitment and Move to Action er 7 Part Three - Move to Action—What to Do after a Crucial Confrontation Chapt - Put It All Together—How to Solve Big, Sticky, Complicated Problems er 8 Chapt - The Twelve “Yeah-Buts”—How to Deal with the Truly Tough er 9 Appen - Where Do You Stand?—A Self-Assessment for Measuring Your Crucial Confrontation Skills dix A Appen - Six-Source Diagnostic Questions—The Six-Source Model dix B Appen - When Things Go Right dix C Appendix D Notes Index List of Sidebars Page 1 Back Cover Behind the problems that routinely plague families, teams, and organizations are individuals who either can’t or won’t deal with failed promises.
    [Show full text]
  • Dissertation Approved By
    DISSERTATION APPROVED BY Date Stine{heyne, Ph.D., Debra J. Ford, Ph.D., Committee Member Moss Breen, Ph.D., Director Gail M. Jensen, Ph.D., Dean LIVED EXPERIENCES IN ACCREDITATION: THE INFLUENCE OF ACCREDITATION DECISIONS ON CHANGE IMPLEMENTATION ___________________________________ By CRAIG S. LITTLE ___________________________________ A DISSERTATION IN PRACTICE Submitted to the faculty of the Graduate School of Creighton University in Partial Fulfillment of the Requirements for the degree of Doctor of Education in Interdisciplinary Leadership _________________________________ Omaha, NE September 30, 2019 Copyright (2019), Craig S. Little This document is copyrighted material. Under copyright law, no part of this document may be reproduced without the expressed permission of the author. iii Abstract American universities that offer an education to future chiropractic physicians must complete a reaffirmation of accreditation process with the Council on Chiropractic Education, an agency that maintains recognition by the United States Department of Education. Administrators of programs are typically assigned the task of operationalizing the changes required by the accreditation process, which frequently entails concerns surrounding education outcomes or the assessment of student learning. This qualitative descriptive study sought to better understand the lived experiences of chiropractic education program administrators from leading change in assessment practice, as the result of implementing recommendations from the accreditation process.
    [Show full text]
  • Quality & Pt Safety 2010 Profiles Layout 1
    Leading the Quest for Quality 2010 PROFILES IN QUALITY AND PATIENT SAFETY HANYS 2010 Profiles in Quality and Patient Safety INTRODUCTION The Healthcare Association of CHAPTERS New York State (HANYS) and its The 2010 profiles are cate- members are committed to in- gorized into four themes: novative practices and continu- ■ Clinical Care— ous improvement in quality, Improving Patient Care safety, and efficacy of care. ■ Operations— HANYS’ Pinnacle Award for Improving Systems and Quality and Patient Safety is one Processes forum to recognize organiza- ■ Patient Safety— tions playing a leading role in Falls, Infection Manage- promoting these works. ment, Medication Management, and Leading the Quest for Quality: 2010 Pressure Ulcers Profiles in Quality Improvement ■ Specialty— and Patient Safety is a com- Behavioral Health, pendium of submissions for Emergency Services, Home Care, Long-Term HANYS’ Pinnacle Award for Care, Maternal-Child, Quality and Patient Safety that Outpatient, and Primary met publication standards. Each Care profile includes a program de- scription, outcomes, and lessons learned that provide insight into what it takes to make positive change occur. There were winners in four categories: multi-entity, large hospi- tal, small hospital, and specialty or division-based. In addition, HANYS recognized submissions in the top 10th percentile based on the scoring guidelines. HANYS congratulates and thanks all of our members for their willingness to share their ideas, experiences, and successes. We encourage all members to take advantage of the information in this publication as a strategy to inform and accelerate efforts to improve quality and patient safety. For more information about the Pinnacle Award for Quality and Patient Safety, please contact Nancy Landor, Senior Director of Strategic Quality Initiatives, at (518) 431-7685 or at [email protected].
    [Show full text]
  • The Pleasure Principle by AMY WATERMAN the Pleasure Principle
    The Pleasure Principle BY AMY WATERMAN The Pleasure Principle THE PLEASURE PRINCIPLE Copyright © 2017 by Life Modification LLC All rights reserved. No part of this book shall be reproduced, stored in a retrieval system, or transmitted by any means, electronic, mechanical, photocopying, recording, or otherwise, without written permission from the publisher. WARNING AND DISCLAIMER Every effort has been made to make this book as complete and as accurate as possible, but no warranty is implied. The information provided is on an “as is” basis. The author and the publisher shall have neither liability nor responsibility to any person or entity with respect to any loss or damages arising from the information contained in this book. Nothing in this book constitutes, or is meant to constitute professional advice of any kind. If you require advice in relation to any legal, financial, psychological, or medical matter you should consult an appropriate professional. Your Brilliance offers content on the topics of relationships, dating, health, beauty, happiness and anti-aging for entertainment purposes. As our products are for entertainment purposes only, they are NOT to be considered as legal, medical, psychological or professional advice. Names and identifying details have been changed to protect the privacy of individuals. Likewise, the stories shared may also be amalgamations of multiple teaching experiences. By purchasing our products or using our website, you must agree that Amy Waterman is NOT providing you with any medical or psychological counsel. 1 YourBrilliance.com The Pleasure Principle TABLE OF CONTENTS INTRODUCTION. ................3 The Pleasure Connection CHAPTER 1. - .....................19 Self Care Station CHAPTER 2.
    [Show full text]
  • What Critical Steps Need to Occur
    Disclaimer The information in this presentation has been reviewed and approved for public dissemination in accordance with U.S. Environmental Protection Agency (EPA). The views expressed in this presentation are those of the author(s) and do not necessarily represent the views or policies of the Agency. Any mention of trade names or commercial products does not constitute EPA endorsement or recommendation for use. What critical steps need to occur and pivotal links need to be established (such as relationships between municipalities and communities) for the successful adoption and implementation of GI practices and approaches within urban communities? 1 UNH Collaborators • James Houle • Tim Puls • Alison Watts • Dan Macadam • Amy Johnson • David Tarushka • Ethan Ely 2 Acknowledgement This research has been supported by a grant from the U.S. Environmental Protection Agency's Science to Achieve Results (STAR) program. 3 Disclaimer This publication was developed under Assistance Agreement No. 83555801 awarded by the U.S. Environmental Protection Agency to the University of New Hampshire. It has not been formally reviewed by EPA. The views expressed in this document are solely those of the University of New Hampshire and its STAR collaborators and do not necessarily reflect those of the Agency. EPA does not endorse any products or commercial services mentioned in this publication. 4 Steps • Municipality – understand the stormwater issue – understand the content and ramifications of the MS4 – know what they are doing now – develop a simple
    [Show full text]
  • Staffing and Retention in Public Safety Communication Centers
    STAFFING AND RETENTION IN PUBLIC SAFETY COMMUNICATION CENTERS August, 2005 EFFECTIVE PRACTICES GUIDE AND STAFFING WORKBOOK APCO Project RETAINS Responsive Efforts to Assure Integral Needs in Staffing Mary Jean Taylor, Ph.D. Veronica Gardner, M.S. Phil Clark, B.S. Barbara McCombs, Ph.D. August, 2005 Funding support for this project was provided by the Bureau of Justice Assistance (BJA) and the National Institute of Justice (NIJ), components of the Department of Justice (DOJ). Project RETAINS research work was conducted under DOJ/National Institute of Justice Award No. 2003-MU-MU- K01 3 to APCO International and subcontracted to the University of Denver Research Institute in two phases. The effective practices and formulas contained in this document are a product of the research conducted by the staff at the University of Denver Research Institute on behalf of APCO Project RETAINS. They should be used only as general guidance or “helps” and applied judiciously to specific situations, with proper consideration of any unique factors in your communication center. No guarantee is expressed or implied by offering these guidelines or tools. ii APCO Project RETAINS Dear Public Safety Communications Colleagues: We are pleased to bring you this Effective Practices Guide for public safety communications center professionals. This document is the culmination of years of research and a collaborative effort between the APCO Project RETAINS Committee, the University of Denver Research Institute, and public safety communications professionals from across the country. This guide was developed in response to inquiries from public safety communications managers who requested a resource to help them address their staffing and retention concerns.
    [Show full text]