1.1 Bethlehem University's Vision of a university community is that all those who work in the University are, or should be, a family of equal people, with different roles and remunerations, reflecting different qualifications and responsibilities, arising from different opportunities in the past, and not implying different personal value or appreciation. Together they form a whole which depends on all its constituent parts for its effectiveness. The Academic Staff could not perform their tasks without the Support Staff; neither could function effectively without the Administrative Staff.

1.2 This Vision will inspire programs of professional development and enrichment for all those who work in the University.

1.3 Progress in this sphere is urgent and is also vital to the success of the Five Year Plan and should be advanced without any delay.

1.4 Maximum participation, high morale and professional commitment will be required and the University should provide appropriate development and training opportunities for everyone who works in Bethlehem University.

2 Major Issues Emerging from Responses and Consultation

2.1 Calls for greater opportunities for professional and personal development and training came from all categories of members of the University. Having the appropriate skills to performs one's job is seen as leading to a sense of mastering one's life. The current political and economic situation in Palestine is contributing to low morale and considerable stress among personnel, which is reflected at all levels. Responses included recommendations for releasing this stress and leading to a happier and healthier community through an increase in cultural, sporting and artistic activities.

2.2 Frequently mentioned urgent needs were:

-upgrade of competence and skills, with differing programs for different categories

-extended facilities for Sabbatical Leave and its wider availability

-a review of promotion procedures and improved provision for appeals

-more precise job specifications and related evaluation.

2.3 Also emphasised were:

-attention to the specific difficulties faced by MA holders with their further professional development

-increased communication about sharable resources, services, equipment and knowledge, throughout the University

-sharing of resources for both cost effectiveness and greater interaction among people in different sections of the University

-clearer appreciation of the roles and status of Secretarial and Support Staff and greater opportunity for professional development and mobility within the University

-frustration with the lack of opportunities to participate in decision and policy making.

3 Proposed Initiatives

• The establishment of an Office of Human Resource Development responsible for devising a Structured Human Resource Development Scheme as a matter of urgency.
• Immediate short-term action to contribute to maximum effective participation and high morale:

  -completion of a Directory of personnel

  -assessment of responsibilities attached to positions and related training needs

  -promotion of a system of ongoing consultation and discussions at all levels

  -increased participation in decision and policy making

  -provision of lounge, seating and meeting areas.

• Immediate attention to opportunities for advancement and mobility within the University with particular attention to those without relevant qualifications.
• Priority attention to improvement in career structures, particularly of the few opportunities for growth, promotion and development at present available to those who provide administrative, executive, secretarial and technical support services.
• A review of Administrative staffing levels and qualifications, including provision to retrain and upgrade existing personnel to take new positions, possibly through participation in the training programs proposed by the MOHE.
• A review of promotion procedures, including a study of the need for separate Review Committees.
• Encouragement of all personnel to develop the maximum amount of interaction and cooperation with local, regional and international colleagues and organizations, with consideration of how to increase opportunities for study visits, long and short term sabbaticals, and the pursuit of further qualifications and higher degrees.
• Special attention to facilitating and supporting those who wish to enhance their teaching skills through a series of programs providing access to knowledge of modern teaching methods and particularly information technology and multi-media possibilities.
• A review of the categorization of employees of the University laid down in the Academic Staff Handbook, and of the terminology used in both Arabic and English.