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Report of the Chancellor's Campus-Wide Task Force on Administration and Reengineering

PART II: Reengineering

F. Effective Utilization of Classified Staff

Define process to be improved:
  • The effective and efficient utilization of classified staff.
    • What are the perceived problems?
  • Lack of flexibility in use of classified staff.
  • Narrowness of training.
  • Rigid adherence to formal job descriptions.
  • Lack of interdepartmental availability of specialists (e.g., in HR pay).
  • Lack of uniformity in use of word-processing and spreadsheet computer programs in areas where unique or specialized applications are not a consideration.
  • Multiple layers of required approvals, which inhibit effective responses to problems and reinforce monopolies of staff and resources.
  • Allocation of staff according to inertia and turf protection rather than with attention to emerging policy changes and/or program needs.
  • Individual and localized, rather than collective, sense of job purpose and responsibility.
  • Lack of understanding of State civil service regulations and University policies regarding use of classified staff.
    • What is the evidence of the process(es) problems? Consumer input, relevant data?
  • Interviews with senior administrators, September-October 1995
  • Letters from campus community, Fall 1995
  • Focus group transcripts, October 1995
    • Example of effective addressing of the problem(s):
  • Secretarial pools and interdepartmental availability of specialists in the Division of Biological Sciences (pp. 44-45 in Focus group transcripts, October 1995).
    • What additional information and/or data are needed?
  • State civil service policies and statutes must be consulted.
    • Who are the stakeholders in this process? Who should be involved in its improvement?
  • Classified staff
  • Supervisors
  • Chairs, Directors, Deans
    • Who are related providers?
  • Human Resources
    • Is the improvement of this process likely to be a short-term or long-term task?
  • Long-term
    • What is the desired outcome of the improvement of this process?
  • Broader training of staff, necessitating fewer persons doing one specialized task.
  • Adaptability of staff to work in more than one setting.
  • Increased interdepartmental flexibility and availability of staff.
  • Attitude shift from a personal or departmental to a broader, university-wide perspective.
  • Enhanced sense of connection to and responsibility for the larger missions of the University.
  • Implementation of a training program for faculty and other unclassified staff in supervisory positions to familiarize them with state civil service regulations and University policies regarding use of classified staff.
    • Are administrative savings likely to result? How?
  • Recommended changes will make for a more flexible and consistently utilized classified work force available to meet ongoing institutional needs in a more service-oriented manner.

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