Report to the Chancellor from the CWA Interim Advisory Board

Background
In January 2015, the Interim Advisory Board (IAB) was officially convened.
John Griffin invited six advisors to participate: George Deriso, Annika
Erickson-Pearson, Shannon Hayden, Rich Loose, Michael OBrien and Bob
Yates. The first meeting took place on January 16 2015. Maura Clare and
later, Jane Butcher, were invited to attend, though like John, were not
considered advisors and were asked by John not to talk but rather were
invited to observe and contribute information only as requested.
The IAB together formed its mission, meeting schedule, agendas and
termination date. To those ends, we decided that we would be best suited to
support the culmination of a successful 2015 conference, that longer-term
issues would be parked in anticipation of the installment of a permanent
advisory board, and that we would collectively act as a buffer and aid to
ensure that the CWA office staff were not burdened with work other than
what was necessary to create a successful CWA 2015 conference.
This report is offered by five of the six members of the IAB; Bob Yates
declined signing it. Below is a synopsis of the accomplishments that resulted
from the execution of actions we defined, and the IABs collective
recommendations and parked issues. Attached as an appendix is a summary
of minutes from each of the nine weekly IAB meetings that transpired. In a
separate section titled IAB member observations some of the IAB
members have provided their own subjective observations and suggestions
(including observations made during the conference and outside the scope of
the IAB).
Please be aware that any or all of this IAB membership are available to meet
with you should you have questions or would like further detail on anything
presented in this report.
Synopsis of accomplishments
In general, topics discussed by the IAB focused on improvements in Johns
communications (both inter-team and external), efficient organizing, roles &
responsibilities, priority goal setting, metrics, financial sustainability and
importantly, improving work relationships and organizational culture.
The specific actions resulting from recommendations around these topics
had mixed results. While a number of discussions centered around how John
and the CWA staff members communicate with each other and with
volunteers and parties outside the CWA constituents, evidence of
miscommunications, poorly timed communications, and poorly thought out
communications persist.

Report to the Chancellor from the CWA Interim Advisory Board

There was limited progress made around defining (and confirming) specific
roles and responsibilities, and ensuring efficient organizing and setting goals
and priorities.
Metrics were discussed at length and a matrix document was produced
identifying key metrics and how data would be gathered and analyzed. The
IAB emphasized actionable outcomes rather than measurable outputs that
did not have a clear purpose aimed at identifying opportunities for future and
ongoing improvements.
Financial sustainability also was discussed at length. The IAB suggested and
arranged a joint meeting with the Music, Arts & Culture advancement team
(MAC). The IAB and MAC team dissuaded John from phoning lapsed donors
and advised broadly against previously tried efforts, including linking via
LinkedIn to CU graduates and going alone to potential donors. The IAB
agreed that establishing an endowment was a good foundational strategy
while expanding outreach to existing, former and new donors could help
alleviate the capital shortfall that seemed to be associated with uncertainties
expressed by past donors about the future of the CWA. Such approaches
should be done with the collective insights of John, Maura, the rest of the
CWA staff, the permanent advisory board, and the MAC team.
The IAB (in part) and MAC team did support the plan to include donation
envelopes within each copy of the printed conference schedule and to staff
tables at the conference where information could be provided and donations
could be encouraged. At present, the results of those two actions have not
been quantified nor their effectiveness assessed relative to their costs.
Last, in the area of improved work relationships and organizational culture,
the IAB discussed a number of actions relative to building trust, encouraging
openness and transparency, driving out fear and uncertainty, behaving
collaboratively and communicating clearly, completely and consistently. Little
to no progress was made in this area.
IAB recommendations and parked issues
A summary of the minutes of the IAB meetings (as kept by John Griffin) is
attached. It may be that John kept a list of all of the issues the IAB agreed to
park; however, those were not distributed with the minutes. We recommend
that if such a list exists, it be submitted to the Chancellor and the CWA staff
for consideration and prioritization. Illustrative examples of parked issues
included increased metrics, the role of the permanent Advisory Board and
redefining the roles of the office and the community leaders, to name a few.

Report to the Chancellor from the CWA Interim Advisory Board

Communications both within the CWA staff and committees continues to be
ineffective. Specifically, communications often are incomplete lacking
important details and reflect actions or decisions that already have been
implemented or put into motion. The style of communications implies
unilateral decision-making and reactive rather than preemptive actions. This
came into acute focus just prior to, during and after the conference, and
contributed to largely negative public relations that resulted in an impromptu
CWA panel being formed to give voice to concerns and confusion felt by CWA
attendees, staff, participants, volunteers and the community at large. The
IAB are aware that John has been working with a professional business
coach; we strongly recommend that they focus together on identifying
communications issues and rectifying them in a manner that is immediate
and sustainable.
Johns style of leadership affects how staff and volunteers perceive him. John
has failed to work with members of his staff on creating an atmosphere of
mutual trust, inclusiveness, transparency and respect. These are the
characteristics that most would prefer make up CWAs cultural identity.
Progress was made by the IAB in exploring what is necessary to achieve
financial sustainability and reduce reliance on the university as a single or
majority donor to the CWA. At the same time, the Chancellor committed to
the IAB his desire that the university continue to contribute 50% of costs to
the CWA. There is much work to be done here still; the IAB recommends that
a more thoughtful and deliberate focus be placed on a financial strategy and
that viable options, including endowments, long-term pledges and other
options be considered. IAB also notes that because of the negative
undercurrents regarding CWA leadership and the resulting mistrust among
some current and past donors, donations may languish for some time. Any
strategy that includes soliciting donations from the community at large, then,
must also regard the rebuilding of trust as a core component.
Overall, the IAB regards the issues of communications, leadership style,
culture, staff morale and financial sustainability the key challenges facing the
organization. Failure to address all of these issues expediently likely will
result in irreparable damage to relationships among all constituents
(university administrators, CWA staff, CWA volunteers, CWA participants,
CWA donors and the community at large) and will negatively impact the
nature of the conference event for the foreseeable future.
IAB member observations
This section is intended to represent the individual perspectives of some IAB
members over the course of the planning and execution of the conference
event. It is, therefore, a more subjective accounting of their experiences.

Report to the Chancellor from the CWA Interim Advisory Board

George Deriso
As a long-time attendee and volunteer to CWA and as a university employee,
I found this years conference to be the most disheartening and demotivating
of any of the 16 previous years I attended. While the conference flourished
under Jim Palmers leadership, it has all but withered under John Griffin. My
sense is that while John seems to act with good intentions, he has continually
taken a top-down approach to communicating, directing and making
decisions that impact the conference and its constituency. While John seems
to act from the perspective of top-down, Jim acted faithfully from the
perspective of bottom-up. What that means is that Jim represented the CWA
staff and constituents to deliver a conference that fulfilled the needs of the
community, while John represents the university administration and appears
to be attempting to deliver a conference that fulfills primarily the universitys
interests.
John comes across as a nave and inexperienced manager and leader, and
indeed, his background profile gives little hint of any depth of experience in
this kind of role. While he has expressed a willingness to listen and learn, the
application of his learning and implementation of our recommendations have
been limited or absent. Consequently, his actions have done measurable
damage to key relationships among those who make this conference
possible: staff, donors, participants, volunteers and community. There is a
real risk that the conference itself may be irreversibly damaged.
Concurrent to the damage done to the CWA conference and constituents, the
damage to the universitys relationship to the community at large also is
evident. In the final panel of the conference, for example, one community
member revealed that John shared Maura Clares personal performance
evaluation with her, an act that is irresponsible at best and exposes John and
the university to legal action at worst. It is this level of carelessness and
inexperience that puts both the university and the CWA at great risk.
Rich Loose
I am pleased to report that the CWA 2015 has indeed been successfully
produced. Moreover, we have suffered no additional losses among the staff.
These tasks were foremost in our charge.
I cannot be as sanguine about the future. I believe the director to be
enthusiastic and sincere, and we are encouraged when he appears to listen
about group actions and intricacies of production. Yet we note that he
continues to make unilateral decisions and has shown little willingness to
engage with stakeholders who are vital to the success of the Conference. He
seeks counsel from those not conversant with the Conference processes, its

Report to the Chancellor from the CWA Interim Advisory Board

committee or its time-established principles. He displays little competence in
personnel matters and in large-group dynamics. Planners continue to
disparage his top-down management style and are frustrated at his inability
to work collaboratively within a structure that relies heavily upon operational
flexibility and a high tolerance for ambiguity.
While there have been two or three examples of new donors offering
contributions, I am aware that many historically significant donors are
unwilling to continue financial support past this year. I continue to hear
expressions of belief that the university administration and the director wish
to make major changes to the Conference, and yet no clear statements have
come forth regarding the nature of those changes, nor why they need to be
made. In the absence of significant and ongoing discussions on these issues,
those donors remain unconfident in the future of the Conference, believing
its current success does not necessitate changes in organization or
procedures.
I am unshakeable in the belief that the Conference on World Affairs is a
uniquely valuable event that brings honor and prestige to the University of
Colorado Boulder. And, I know I am not alone in wanting to work toward a
consistent university and community support of the Conference and its
organizational principles. Unfortunately, it is clear to me that currently, under
this director, support is withering.
Shannon Hayden
It has been my sincere pleasure to be a part of CWA for the last 16 years.
Over the last year, many of the aspects of the Conference that historically I
have enjoyed most have changed quickly and for the worse.
Effective leadership is inspiring. Unfortunately, under Johns leadership, there
is confusion, frustration and growing disengagement instead. Rather than
feeling a part of something, many of those involved in the Conference
describe a sense of isolation. When committee members compare the
content of communications they each have had with John on a similar topic,
there commonly is a level of inconsistency that fuels doubt and distrust.
Relationships are the basis of CWA. John has not cultivated relationships
involving reciprocity and trust this likely would be destructive in any
organization but is especially so in a highly collaborative environment like
CWA.
It is not my wish to cause damage or hurt to John. We have sought for many
months to share candidly the struggles under Johns short tenure and it is

Report to the Chancellor from the CWA Interim Advisory Board

evident that the mismatch between his style and that of the committee
overall is an untenable situation.
Annika Erickson-Pearson
I came to the Conference as a transfer student in 2012 and immediately
found my home at CU. Ive committed days, months, and years to the
organization since, and so I find this years developments disheartening to
say the least. I have come to value most the Conferences unique culture and
climate. I feel that climate, the one that makes this wonderful event work, is
under threat.
First, I want to reaffirm the Conferences commitment to positive change and
evolution. The underlying issue here is not about changes taking place, but
the way in which leadership has demonstrated that change will happen.
Undoubtedly, an organization must evolve over time; this change requires
stable and committed leadership. Ive found that the Conference struggled
this year to maintain even business as usual under John Griffins tenure and
the resulting culture of uncertainty.
Id also like to express my concerns for the validity of the Board itself. John
Griffin has time and time again referenced the board as an avenue to
consider community and student opinions, and yet more than once, John
brought ideas to seek our advice on, and we came to find out a week later
that he'd already pursued action on this new idea before asking the board.
This lack of respect for an institution he has publicly emphasized his value
for exemplifies the culture of uncertainty John has created. I am concerned
that we, the IAB were, and that the future permanent board will be a board in
name only.
Finally, I must state my disappointment that John Griffin has shattered the
trust of many stakeholders, including students, community members, and
board members, after consistent and positive attempts to ameliorate the
situation. I joined and chaired the board with hope that we could reconcile
the two sides, but after months of hard work, feel the situation cannot be
salvaged.
We thank you for the opportunity to serve you and the University.
Sincerely yours,
George Deriso
Annika Erickson-Pearson
Shannon Hayden

Report to the Chancellor from the CWA Interim Advisory Board

Rich Loose
Michael OBrien

Report to the Chancellor from the CWA Interim Advisory Board

APPENDIX: Summary of minutes in chronological order (full minutes
were kept by John Griffin)
January 16

Decided that John will keep a list of issues that need to be parked
Michael to draft a message to be communicated to the editors
Annika nominated as chair of the IAB
John agreed to take minutes
Agreement to brief full editors group from time to time
Bob will request a meeting with the Chancellor
Board advised John to focus on faculty relations, fundraising, removing obstacles to teams
success, and protecting the conference
Drafts of communications to faculty or other broad groups will be vetted by Maura
Identified need to set goals for faculty involvement and communications
John invited input about the requirements for candidates for continuing education dean
Agreed that CWA's response to lapsed giving will not be rushed

January 23

Discussion about IAB mission statement; Annika will present mission at next editors meeting
Discussion about faculty engagement
Identified Maura as point person for arranging customer visits and panels; John to send signup links to her
Maura suggests concentric rings approach to communications; board recommends
changes be made so communication problems cease
Maura suggests that John confer with the office prior to responding to media inquiries

January 30

Discussion and goal setting for faculty engagement

Preparation for meeting with MAC
Discussion of media and communication strategy; parked discussion of partnering with
UCOMM
Discussion about conference metrics

February 6

Meeting with fundraising team - MAC

Discussion about endowment
Funding data presented
Discussion on preparing for an endowment campaign
Discussion about lapsed donors
Discussion about conference week fund raising; discussion about including envelopes in
programs
Brief discussion about corporate sponsorships and grants
Brief discussion about partnering principles with MAC

February 13

MAC meeting: in course of normal conversation IAB members have offered to ask donors
how they're feeling
IAB advised John not to initiate vision refinement discussions until after CWA 2015
Agreement that donation envelopes will be used in program; cost discussed. Agreed to
discuss at later time how fundraising strategies affect House CWA is perceived

Report to the Chancellor from the CWA Interim Advisory Board

Discussed whether Jane Butcher should be invited to attend IAB meetings

Discussed conference metrics
Discussed preparation for planning weekend; Maura to send John outline of proceedings
today; John to read participant bios
Update: still working on reducing office team workload and communicating what it is too
much; Maura to be clearinghouse for email

February 20

Discussion on conference metrics

Discussion on preparing to meet with Chancellor
City of Boulder presentation by Bob
Discussion on board member confidentiality

February 27

Reflections on meeting with Chancellor

Chancellor commits to 50% funding for conference
Chancellor recommends a permanent board be established
Brief discussion on metrics
Discussion about 2015 conference support; program and schedule development, volunteer
scheduling, conference week roles

March 6

John accepts boards suggestion to adopt Shannon's recommendations for survey metrics
Discussion about framework for future board
Discussion on moderator training preparation; John agrees to introduce coordinators
Discussion on organizational climate, specifically how we can create a climate of security
and encouragement. Discussion focused on need to continue to build trust and climate of
encouragement within office

March 13

Discussed Johns role during conference week

Discussed boards roles during conference week
Mod/Prod training - John to give intros
John to call planning meeting after conference to discuss permanent board
IAB to draft report to chancellor
Discussion about conference feedback; IAB rejects help from CU Conference Services