University of Colorado Colorado Springs Staff Association ...



DATE: December 14, 2020MEMORANDUMTO: Chancellor Venkat Reddy and CabinetFROM: UCCS Staff AssociationSUBJECT: Considerations from the Staff AssociationIn light of challenges UCCS staff have faced during the COVID-19 pandemic, the UCCS Staff Association conducted an anonymous survey to hear about University and Classified staff concerns and their constructive ideas for the future. On behalf of all staff members at UCCS, the Staff Association requests your strong consideration of the following recommendations.Adjustments to Annual EvaluationsGoals, work completed, and duties have shifted significantly due to remote work. It is our recommendation that the university adjusts annual reviews to reflect this. For example:Create a section to reflect additional duties/changes to duties due to COVID-19.Add a section to highlight what the employee needs in order to be successful in the next year so that both employee and supervisor are aware.Remove the link between merit increases and 1-5 evaluation ranking this year (if any increases are given).Train supervisors and provide guidance on how to facilitate conversations about performance that are trauma-informed, and how to refer employees to support services.Create considerations of pandemic response for the next year as a separate area to discuss how to balance off-loading duties as an accommodation for additional responsibilities due to pandemic.Identify temporary job-share options via a directors’ needs surveySome areas naturally have less work and others more work during this time. We recommend that we identify areas that need additional staff support and cross-train underutilized staff (or staff that may be at risk for furlough or layoff) in those areas during this time. For example:Allow supervisors to identify routine tasks that someone with administration experience could be trained to do with just a few hours of training. By allowing someone else to do those tasks, it could potentially free up several hours per week for teams to tackle the tasks that need more specialized skill set. Voluntary furlough or temporary appointment reductionStaff Association has heard in various formats that staff are struggling with family care during this time. For those with this challenge, working a few less hours a day or having an extra day off per week could significantly reduce their stress, and this could also provide some financial relief to the University.Encourage the use of flexible schedules similar to a faculty modelInstead of focusing on the time worked, empower supervisors to set work performance goals and allow employees to complete their tasks as it fits their schedules, whether or not they fit within the standard 8am-5pm schedule many staff members currently follow. If office hours need to be covered, those hours can be included in their expectations.Encourage the use of mental health days Staff Association has heard in various formats that staff are in dire need of rest and recovery. Staff don't want to give up their vacation days to rest, even though they desperately need it. Instead, they work until they are sick, creating more work and stress because their time out of office was unexpected. Encourage the use of a sick day as a mental health day if needed. Typical rules should apply regarding doctor's notes for return to work if someone is out for an extended period.While the survey responses were broad and varied, Staff Association was able to code the data and generate themes for each question (see below). A full synopsis of data will be available on Staff Associations website.Total number of participants – 169Overall Well-Being: Approximately 20% of participants shared they are doing good/fine (trending positive) this semester while approximately 42% of participants said they are doing okay/hanging in there (neither positive nor negative). 26% of participants shared they are not doing well/struggling (trending negative). Approximately 12% of participants did not respond. Excluding those participants who were trending positive, reasons for stress include an increase in workload; feelings of isolation, exhaustion and anxiousness; and feeling overworked.Issues and Concerns: When asked what concerns/issues participants have, 21% shared they are concerned about annual evaluations, staff feeling overlooked, and feeling overworked because of additional responsibilities. 17% were unaware of the mental health resources are available to them and felt a loss of connection to teammates and colleagues. 11% shared about their at-home stressors (family care, health, finances). 8% shared about their concern of furloughs, to include when furloughs will end and if there will be additional furloughs. Suggested Solutions: When asked for ideas on how to help alleviate concerns or ways to improve things at UCCS, 28% mentioned an increase in flexibility from campus/supervisors (focusing on outcomes and not hours worked, and encouragement to and from supervisors to allow flexibility). 21% suggested ideas around mental health, such as prioritizing use of mental health days and a compilation of resources available to staff. 16% suggested the creation of/encouragement to use a leave bank. 5% suggested more opportunities to connect with colleagues, and another 5% suggested continued prioritization of strong communication (faster decision making and discontinued use of trickle-down communication from supervisors).Resource Awareness: While many participants (about 48%) listed only 0 or 1 mental health and wellbeing service of which they are aware, about 40% of participants said they were somewhat confident or very confident in their knowledge about and ability to access mental health or clinical services. However, this does leave 20% of respondents who are not confident in accessing these services. Battling Burnout: When asked what suggestions staff have to help prevent or alleviate staff burnout, 51% had no suggestion. 11% of suggestions asked for supervisor support in being able to take breaks throughout the day, and not being required to work while taking time off. Another 11% of participants suggested that UCCS provide tools and resources on how to access mental health services as well as tips on how to prevent burnout.As a result of the survey, Staff Association would also like the following to be considered strongly by Chancellor Reddy, Cabinet, and the Human Resources Department:Prioritize mental health and wellbeing support opportunitiesWe are asking HR to generate a list of currently offered mental health services available to staff. Our goal is to make this list easily accessible and easy to navigate.It is clear that there are clear and concrete items that Staff Association, along with Chancellor Reddy, Cabinet, and Human Resources can act on to continue to make UCCS a wonderful place to work. We acknowledge that our current environment is dynamic, fluid and full of continued unknowns requiring flexibility and grace. We are proud to offer the above recommendations from our exemplary staff body. We value and appreciate your consideration. Thank you for continuing to work with us during this uncertain time for our entire community.Respectfully submitted by,UCCS Staff Association Executive Board and Committee ChairsWe believe valued and empowered staff who engage as their best selves are successful personally and professionally. In everything we do, Staff Association creates meaningful connections, recognition and self enhancement in a fun and supportive environment so that members of the UCCS community stay and thrive. ................
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