UTEP Staff Council

The UTEP Staff Council serves as the representative "voice" for UTEP staff and is dedicated to fostering collaboration among staff, faculty, students, and other organizations to advance the University's mission. Established in 1994, the council was formed with the purpose of championing UTEP's goals and representing the interests and concerns of more than 1,600 staff members.

Each year, UTEP staff members have the opportunity to nominate who will advocate for and support their interests. The Staff Council embodies attributes such as pride, commitment, and a strong sense of belonging to the community. 

If you have a specific concern or an idea that can benefit UTEP Staff, we encourage you to share it with us at our upcoming meeting or by emailing us at scouncil@utep.edu. Your dedication and involvement to our campus is what makes UTEP truly remarkable. We sincerely appreciate your invaluable contributions in making UTEP the exceptional place it is today!

Below, you will find the specific goals that the UTEP Staff Council aspires to achieve as it transitions into a more advisory role during the 2025-2026 academic year. Embracing its advisory capacity, the council seeks to facilitate open dialogue, provide valuable insights, and collaborate with university leadership to enhance decision-making processes and overall institutional excellence.

Enhance and diversify communication channels between the community, Staff Council, and university administration to foster transparent dialogue, facilitate the efficient exchange of ideas and insights, and promote collaborative decision-making processes. 

a. Continue representation at New Employee Orientation dates for new staff members to learn about the council and meet members.  

b. Strengthen digital communication by continuing to build on the Staff Council’s social media presence, launching an email newsletter, and maintaining regular updates to the council’s website to sustain and grow engagement across all platforms.

Enhance staff engagement and growth by implementing a comprehensive program of professional development opportunities, social events, skill-building workshops, and networking activities, aiming to increase staff participation and visibility of the council. 

a. Organize and deliver at least 6 diverse professional development workshops throughout the academic year, covering topics such as leadership skills, technological proficiency, and workplace wellness.

b. Build collaborative partnerships across campus to co-host professional development workshops currently in development. These collaborations will increase the Staff Council’s visibility, strengthen connections with other departments, and expand our platform to help promote joint events.

c. Plan and execute one-to-two major staff/peer social events (one per semester) designed to boost morale and foster a sense of community, aiming for a 10% attendance rate.  

 d. Establish a structured networking program including foster mentorship opportunities, and one-to-two large-scale networking events, one per semester, with the goal of facilitating meaningful connections that engage at least 30% of staff members.

Develop and deliver a comprehensive, data-informed proposal to university leadership that identifies key staff needs—gathered through surveys and focus groups—and recommends enhancements to existing programs or the creation of new initiatives focused on staff wellbeing, professional development, and career advancement. The proposal will include resource projections and actionable strategies designed to enhance overall staff support, satisfaction, and success across the campus.

a. Engage with staff to understand the challenges they face in their professional environment. Through listening sessions, surveys, and open forums, the committee will gather feedback to identify trends, barriers, and concerns that impact staff well-being, morale, and productivity. This foundational understanding will ensure that the committee’s efforts are grounded in the real experiences and needs of UTEP staff.

b. Once key issues are identified, the committee will review current university programs, services, and policies that influence the work climate. This includes assessing the accessibility, effectiveness, and relevance of existing initiatives aimed at supporting staff. By evaluating these resources, the committee can determine which programs are meeting workforce needs and where gaps or inefficiencies may exist.

c. Create a compelling, data-driven proposal document and prepare an engaging presentation for university leadership, incorporating visual aids and concrete examples, to be delivered by the end of the academic year. These proposals are designed to align with institutional goals while directly addressing the needs of the workforce.