A&F CDSJ Quarterly Update

April 2004

What is the overall implementation structure for CDSJ in the Executive Area?

· Who is involved?

Administration and Finance decided that its senior level management team (AFSAS) would assume responsibility for overseeing the implementation of CDSJ efforts in the executive area. During discussions at a number of meetings, AFSAS explored a variety of implementation models including maintaining the current EXAT structure. After considerable reflection, in January, 2004, AFSAS approved the Administration and Finance CDSJ Implementation: Team Roles and Function. This document defines the roles and responsibilities for a variety of implementation teams across all organizational levels in A&F. This document was shared with the A&F Council, a group of approximately 40 managers, for their review and input before finalization.

· How frequently does the team or other group meet, how are they linked to other divisions in your executive area, how are they linked to the University CDSJ Coordinating Group?

Administration and Finance CDSJ Implementation: Team Roles and Function defines how the different teams in A&F divisions link to one another. AFSAS also developed A&F CDSJ: Implementation and Coordination Procedures which further delineates how A&F’s implementation activities are linked to the University CDSJ coordinating group.

AFSAS meets every other week and our liaison to the University CDSJ coordinating group attends this meeting monthly. The A&F Council generally meets once a month.

· How has your implementation structure facilitated and/or impeded your ability to implement CDSJ effectively in your executive area?

By tying the responsibility for CDSJ implementation into its current management structure, A&F can insure accountability at the highest level of its organizational structure while the cross level division teams insure that the ideas and input are gathered from the ground up.

What is the plan for the dissemination of assessment results?

Every division head is responsible to insure that assessment results are disseminated. Depending on the size of the division, different methods were used. Auxiliary Services prepared a Power Point presentation of the A&F results and other divisions in A&F utilized this PowerPoint presentation in their assessment roll-out.

· Who is involved? How does this happen?

Regardless of the assessment dissemination schedule, division heads are involved in setting the stage for the information sharing and results are shared in small groups. In addition, the actual results are available for review.

· What have been the reactions to dissemination?

A very common thread among all divisions was that the delay between conducting the CDSJ survey and receiving the findings was considerable and questions were raised whether the results still held true and if there were other issues not identified. In addition, there was a general sense confirming the findings of the results. Some staff expressed concerns that the CDSJ effort was just more rhetoric – that is talking about diversity but not really doing anything to change. Finally, there was general consensus that one of the major areas of concern in A&F was around the results as related to the classified staff.

What is the plan for identifying change goals and developing change plans?

· Who is involved?

· How does this happen?

There are a variety ways that change goals and plans can be developed and implemented in A&F. Please see Administration and Finance CDSJ Implementation: Team Roles and Function and A&F CDSJ: Implementation and Coordination Procedures

What if any change goals and/or change plans have been developed so far? What are accomplishments? Challenges?

As a start, A&F has developed a poster campaign – the WE CARE campaign. The Vice Chancellor sent a letter to each employee describing the current status of our CDSJ efforts. A&F is also expecting to develop a web site dedicated to keeping staff informed of its CDSJ efforts.

The Vice Chancellor presented the A&F survey results in conjunction with the A&F EXAT at an A&F Council meeting to set the stage for all managers in A&F.

Meanwhile, divisions are disseminating information and holding sessions to identify areas to work on.

What areas of collaboration seem likely within the Executive Area and/or across Executive Areas?

Most A&F divisions are still in the process of identifying areas of change to work on. Auxiliary Services has already begun to take steps toward providing workplace learning opportunities for employees who speak English as a second language and increasing the visibility of positive changes in managerial and supervisory practice.

While not across executive areas, in the spirit of collaboration with our classified unions, the Vice Chancellor has been holding on-going meeting with USA/MTA to identify and strategize possible change activities which address CDSJ classified staff concerns. Similar meetings with AFSCME will be scheduled.

What issues have emerged which require action beyond the Executive Area?

Issues related to non-exempt (classified) staff.

What resources and support does the Executive Area have with regard to the CDSJ Initiative? What others are needed?

At this moment, we are okay.