While CUCSA works on a number of initiatives, the primary deliverables come from internal work groups. Each year, CUCSA delegates are assigned to work groups, each of which is charged with researching a topical area and delivering recommendations to UC administration.
The 2025-2026 work groups are:
Engagement & Community
CUCSA is committed to fostering a sense of belonging and connection among UC staff by promoting engagement and community-building efforts across the system. The Engagement & Community workgroup mission is to explore ways in which we can improve the pipeline of information from CUCSA to Staff Assemblies to UC locations to be more effective advocates for staff. By partnering with local staff assemblies, engaging senior leadership, and gathering input from staff, the workgroup aims to enhance information sharing between CUCSA and the locations to create a continuous loop of real time feedback to enhance the staff experience, amplify staff voices, and create a more supportive and vibrant workplace culture.
Staff Wellbeing
The Wellbeing Workgroup will continue the work of previous years’ workgroups that have focused on the evaluation and enhancement of staff wellbeing resources and support. The workgroup’s mission is to emphasize the University’s commitment to the holistic wellbeing of university staff. By conducting thorough research on best practices, the workgroup aims to provide actionable recommendations that enrich work performance outcomes and promote a robust workplace culture. Wellbeing is not just an individual issue but is central to staff retention, morale, and organizational health. CUCSA is dedicated to elevating the staff voice and advancing solutions that empower employees to bring their best selves to work.
Sustainable Workforce
The Sustainable Workforce Workgroup, building on several years of work in this area, will continue to proactively seek guidance and solutions to support staff in balancing their responsibilities. Burnout, heavy workloads, and stress are real challenges – especially now, with added pressure from budget constraints and hiring freezes. The workgroup will continue to find and promote practical tools and actionable strategies that allow staff to identify and mitigate burnout and overwork, to support and implement flexible work, and use technology to enhance and streamline processes. The workgroup’s mission continues to ensure the University comprehends the effects of growth and regulatory changes on non-represented staff and to report out with actionable data.