Taming an 8,000 lb. Gorilla or Training the CSU on Accessibility Jean Wells Accessibility Whisperer Accessing Higher Ground November 2008
The Accessible Technology Initiative (ATI) Vision: To create a CULTURE of access for an inclusive learning and working environment. Mission: To help CSU CAMPUSES in carrying out EO926 by developing guidelines, implementation strategies, tools and resources. Principle: To apply UNIVERSAL DESIGN, an approach to the design of products and services to be usable by the greatest number of people including individuals with disabilities. Strategy: To stimulate COLLABORATION to effect changes that will ultimately benefit all.
The Mandate September 1, 2010: Implementation of an accessible procurement process for all E&IT acquisitions less than or equal to $15,000 to be determined by this date, following evaluation of campus progress reports. May 15, 2012: All websites at the CSU should fully conform to Section 508. Fall Term, 2012: Instructional materials and instructional websites for all course offerings will be accessible.
Why Did the Gorilla Weigh So Much? No plan for training was in place Resources were not identified 44,000+ to train (faculty & staff) 3 faculty trainers for every 3000 faculty Resistance to change Staff and faculty were already overworked Budget priorities did not include accessibility No incentives were provided No one knew what to train Very few even knew what “Accessibility” means
Pop Quiz Who is Touched By Accessibility Issues? DSS? IT? Visitors Center? Registration? Library? Bookstore? Academic Technology? Human Resources? Sporting Events? Theater Productions? Testing Services? Students? Chancellor’s Office? Faculty? Student Services? Everyone?
Assessing the Situation 23 versions of the same training? Aggregation plan? What to train… priorities? Who will do it? F2F vs. Scalable? Sustainability? Timeline? Who are the experts? Who will be leaders?
What’s Wrong With This Picture? Mandate with timeline! No resources!
Where Did We Start? Council of Experts Develop Goals, Objectives, & Strategies Survey CSU Materials Determine a Delivery Platform Review Training Outside the CSU (peer review) Identify Gaps & Build Needed Resources Find Partners & Knowledge Experts
Accomplishments to Date 21 of the 23 Campuses have created professional development materials for Instructional Materials. 82 Professional Development offerings across the system have been developed and are being shared.
How Will It Scale? Reach a wide audience Available 24x7 Variety of Learning Modes (video, text, audio, etc.) Easy to find what you need Easy to use Minimal time commitments Support F2F training
What is Scalable Teaching? Lynda.com Atomic Learning Cal Poly San Luis Obispo CSU Monterey Bay Professional Development for Accessible Technology Professional Development for Accessible Technology
If We Build It Will They Come? Incentives vs. Incentivizing Release Time? Money? Food? Support? Points Toward Tenure? Acknowledgement & Recognition? Cultural Consciousness?
What Was The Vision? To create a CULTURE of access for an inclusive learning and working environment. …stemming from colere, meaning "to cultivate” Generally refers to patterns of human activity and the symbolic structures that give such activities significance and importance.
Is Cultural Change an Issue? Characteristics of our Situation Multiple Cultures - Faculty, Staff, Students, Chancellor’s Office Bipolar Strategy – top-down initiatives with bottom-up involvement Magnitude - Size of our Cultures Attitudes - Acting Responsibly and Consciously It’s the Law It a Mandate It’s The Right Thing to Do Who We Are
What Are Examples of Cultural Shifts? Renaissance Discrimination Industrial Technology Access Others
The “ooops” of Cultural Change Too Drastic = Resistance To Slow = No Action Can CHANGE be managed?
CSU Manages a Shift in Culture Through Shared Ownership Mandate Organization Planning Policy & Procedures Measuring Success Reporting
CSU Manages a Shift in Culture Through Raising Consciousness Awareness Campaigns Demonstrations of Assistive Technologies Door Hangers Student Stories Feature Champions Faculty spotlights
CSU Manages a Shift in Culture Through …Facilitating Change Regional Meetings with Teams Conferences and Professional Development Campus Visits … Tangible Outcomes in Small Steps Accessible Syllabus Early Textbook Adoption Incentives & Incentivizing Money Chocolate Release Time
CSU Manages a Shift in Culture Through Marketing & Communication Newsletters Articles Posters Flyers Branding Involving Community Justice Moreno Stevie Wonder Maria Shriver
CSU Manages a Shift in Culture Through Self-Responsibility Motivational Listening Listening with your heart. Persuading people without alienating them or seeming arrogant. Know how to compromise, be creative, cope, be flexible, patient, and persistent. Intention Avoiding resistance Wanting more for others than you want for yourself Seeing yourself as the change you expect. Remembering you can never resolve a problem by condemning it. Appreciating that which is valuable, not what is worthless.
Mistakes in Managing Change Carol Kinsey Goman, Ph.D Not understanding the importance of people Not appreciating that people throughout the organization have different reactions to change Treating transformation as an event, rather than a mental, physical and emotional process. Being less than candid. Not appropriately "setting the stage" for change.