Introduction. I. Team, Divisions, and Division Units:

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1 Introduction I. Team, Divisions, and Division Units: Team Equal Employment Opportunities Leader Abe Ali, V.P. HR Operations and Employee Services / Extension aali@mtsac.edu / II. Institutional Mission The mission of Mt. San Antonio College is to support students in achieving their full educational potential in an environment of academic excellence. III. Team Mission is committed to attracting and retaining a highly skilled and talented workforce to fulfill the College s mission of educational excellence. To achieve our goals, we recognize the importance of being a people-oriented Team that is responsive to the changing needs of the institution and the community. IV. College Themes and Goals College themes and goals allow the campus to focus on critical issues. Articulated by the President's Advisory Council and approved by the Board of Trustees, they guide institutional planning and assessment processes. Theme A: To Advance Academic Excellence and Student Achievement Page 1 of 12

2 College Goal #1 College Goal #2 College Goal #3 The college will prepare students for success through the development and support of exemplary programs and services. The college will improve career/vocational training opportunities to help students maintain professional currency and achieve individual goals. The college will utilize student learning outcome and placement assessment data to guide planning, curriculum design, pedagogy, and/or decision-making at the department/unit and institutional levels. Theme B: To Support Student Access and Success College Goal #4 College Goal #5 College Goal #6 The college will increase access for students by strengthening recruitment opportunities for full participation in college programs and services. Students entering credit programs of study will be ready for college level academic achievement. The college will ensure that curricular, articulation, and counseling efforts are aligned to maximize students' successful university transfer. Theme C: To Secure Human, Technological, and Financial Resources to Enhance Learning and Student Achievement College Goal #7 College Goal #8 College Goal #9 College Goal #10 College Goal #11 College Goal #12 The college will secure funding that supports exemplary programs and services. The college will utilize technology to improve operational efficiency and effectiveness and maintain state-of-the-art technology in instructional and support programs. The college will provide opportunities for increased diversity and equity for all across campus. The college will encourage and support participation in professional development to strengthen programs and services. The college will provide facilities and infrastructure that support exemplary programs and the health and safety of the campus community. The college will utilize existing resources and improve operational processes to maximize efficiency of existing resources and to maintain necessary services and programs. Theme D: To Foster an Atmosphere of Cooperation and Collaboration College Goal #13 College Goal #14 The college will improve the quality of its partnerships with business and industry, the community, and other educational institutions. The college will improve effectiveness and consistency of dialogue between and among departments, committees, teams, and employee groups across the campus. Page 2 of 12

3 SectionOne: Where We Are An Analysis and Summary of the Current Year V. Planning Context: Team Goals a. This table identifies the overarching goals (informed by Unit goals) that guided your team's work for the year (from your PIE form) and connects them to the College Themes. You cannot edit goals in this section. You can edit goals in Section Two - Planning. Team Goal Name Team Goal College Theme Excellence Collaboration Technological Integration Compliance Inclusiveness Effectiveness Develop and maintain a team of highly qualified human resources professionals with the knowledge, skills and competencies to effectively assist the College in attracting and retaining a highly qualified and engaged workforce (faculty, managers, and staff); align HR staffing and service delivery to effectively support College objectives. Develop, maintain and deliver employee services (ex. Benefits) that attract and retrain a high performance workforce. Develop and maintain College-wide HR knowledge, skills, and collaboration amongst divisions and departments to ensure effective use of HR programs and resources in order to attract and retain a highly qualified and engaged workforce (faculty, managers, and staff). Through the effective use of technology, develop and improve communication to increase employee's and manager's access to available HR services and improve processes to maximize efficiency of administrative and programmatic operations. Make knowledge and resources easily available to current and prospective employees via electronic means such as websites and online applications. Develop programs that ensure compliance with College-wide, State, Federal, and local laws and regulations relating to both employee and student equity issues (ex. Accreditation, Benefits, EEO, TIX). Develop and maintain an environment of inclusion, diversity awareness, collaboration, and consensus building amongst the Colleges diverse workforce. Deliver programs and services that are timely and effective in assisting the College and its faculty, staff, and managers in meeting its mission and goals. Provide programs and services that are researched, in settings that are respectful and appropriate, and through utilizing clear methods of communication. C: Secure Resources D: Cooperation/Collaboration D: Cooperation/Collaboration A: Academic Excellence D: Cooperation/Collaboration A: Academic Excellence VI. Notable Achievements Enter a brief analysis and summary of your Team's successes for the year in the field below followed by a listing, ordered by theme, of the Notable Achievements. This provides opportunity to highlight your area's proudest moments for this year. Text boxes will expand as needed. Add rows (+), delete rows (-). Roll-Over to see Achievement example Our employee s success is fundamental to the success of our students and our College. Over the past year, the Page 3 of 12

4 a. Narrative Summary College has experienced growth and change which has greatly impacted employees across campus. The way that we provide instruction and services continues to change and many positions have been reviewed and new positions have been developed to address these changes. In order to best meet the needs of our students, the College has had an unprecedented increase in hiring, which brought new lives to the campus and provided professional growth opportunities for several of our faculty, staff and administrators. has worked closely with divisions and departments, including Information Technology, Payroll, Fiscal, executive management and the President s Office to modernize processes and practices and to provide new approaches to meet the needs of the College. Add Notable Achievement Theme There were 200+ vacancies filled in the fiscal year. The College employed 50+ new tenure track faculty positions for in last year's recruitment cycle. The College filled 120 classified vacancies and 30 management vacancies in the fiscal year. Staffing The department provided Equal Employment Opportunity training to 200 potential screening committee members. partnered with Payroll and IT to implement Affordable Care Act compliance. WorxTime database interface system was utilized to track and report ACA requirements. A new employee leaves management system was implemented to manage employee leaves in compliance with collective bargaining agreements, College Policy, and State and Federal Laws. worked with IT to upload employee sick leave, workers compensation, and hourly pay rates electronically to maintain compliance Labor Code Section of the Department of Labor., IT, and Payroll worked collaboratively to enhance College employee position salary data in Banner. Workflows were created to bring clarity and efficiency in managing and updating employee salary information. The College substantially completed implementation of the KOFF classified and management classification and compensation study. Page 4 of 12

5 VII. Closing the Loop: Alignment and Progress on College Goals This section serves as a "reporting" function to describe how your team closes the loop and connects planning to budget allocation: How did the prioritized college resources connect to your team's outcomes over the past year? What progress has your area made with the resources provided? Please include progress on plans that did not require new resources if applicable. Add your response in the text box to the right of each plan/activity. Clicking in the activity box will create a scroll bar allowing you to read through the entire activity. a. Narrative Summary will continue to strive towards excellence, collaboration, technological integration, compliance, and inclusiveness (as these terms are described under "Team Goal" above) throughout the next three years in an environment of increasing complexity, unfunded mandated, and increased emphasis on timeliness. Human Resources will continue to build upon and improve service delivery to and integration with the College in support to support the College in achieving its mission and goals. Last Year's Plan or Activity Develop and maintain a team of highly qualified human resources professionals with the knowledge, skills and competencies to effectively assist the College in attracting and retaining a highly qualified and engaged workforce (faculty, managers and staff); align HR staffing and service delivery to Last Year's Plan or Activity Develop and maintain College-wide HR knowledge, skills, and collaboration amongst divisions and departments to ensure effective use of HR programs and resources in order to attract and retain a highly qualified and engaged workforce (faculty, managers and staff) ( ) Last Year's Plan or Activity Through the effective use of technology, develop and improve communication to increase employee's and manager's access to available HR services and improve processes to maximize efficiency of administrative and programmatic operations. Make knowledge and resources easily available to current and prospective employees via electronic means such as websites Last Year's Plan or Activity Develop programs that ensure compliance with College-wide, State, Federal, and local laws and regulations relating to both employee and student equity issues (ex. Accreditation, Benefits, EEO TIX) ( )) Last Year's Plan or Activity Staffing All new employees were provided to the Board of Trustees for appointment. Leaves management system continue to have a positive impact on accuracy and efficiency for managing employee leaves. ACA changes have maintained college compliance with federal law. Organization / Process/Collaboration EEO training was provided to prospective EEO representatives and committee members as required by the EEO Plan. Technology/Integration The Leave management system changes improved the efficiency and effectiveness of implementing College employee Leaves. Banner adjustment were made to improve the management of sick leave rights of hourly employees. Organization / Process/Compliance The College EEO Plan was approved for implementation last year. Major EEO trainings were offered in compliance with the EEO Plan. Organization / Process/Compliance/Collaboration Page 5 of 12

6 Develop and maintain an environment of inclusion, diversity awareness, collaboration, and consensus building amongst the Colleges diverse workforce. (9.3) The faculty union association worked collaboratively with the College to provide mediation training for employees. The training was made available to selected classified, faculty, and management employees who engage in employee relations issues. b. Strategic Objectives Assigned to : The following Strategic Objectives are assigned to your area from the Mt. San Antonio College Strategic Plan. Click on the links below to address the components of the Strategic Objectives assigned. For you convenience, clicking the links will open a web page allowing you to connect to the TracDat database to enter your information. Link to Strategic Objective 9.3 Link to Strategic Objective 10.1 Link to Strategic Objective 10.2 Link to Strategic Objective 12.1 Implement college employment practices that are consistent with the EEO Plan, reflect sensitivity and understanding of student and employee diversity, and eliminate bias and unlawful discrimination in the employment process Provide faculty, manager, and staff professional development opportunities for implementation of best practices in teaching and learning, and customer service Provide enhanced and increased technology trainings for all campus constituents Meet service levels of key operational processes within available resources SectionTwo: Where We Are Going Planning for the Next Three Years VIII. Planning: Team Goals a.the following table contains your goals as noted in SectionOne-I for Review your area's goals and revise, add new goals or remove goals that are no longer relevant as appropriate for planning for , and Add rows (+) as needed. Delete rows (X). Team Goal Name Team Goal College Theme Excellence Develop and maintain a team of highly qualified human resources professionals with the knowledge, skills and competencies to effectively assist the College in attracting and retaining a highly qualified and engaged workforce (faculty, managers, and staff); align HR staffing and service delivery to effectively support College objectives. Develop, maintain and deliver employee services (ex. Benefits) that attract and retrain a high performance workforce. C: Secure Resources Page 6 of 12

7 Collaboration Technological Integration Compliance Inclusiveness Effectiveness Develop and maintain College-wide HR knowledge, skills, and collaboration amongst divisions and departments to ensure effective use of HR programs and resources in order to attract and retain a highly qualified and engaged workforce (faculty, managers, and staff). Through the effective use of technology, develop and improve communication to increase employee's and manager's access to available HR services and improve processes to maximize efficiency of administrative and programmatic operations. Make knowledge and resources easily available to current and prospective employees via electronic means such as websites and online applications. Develop programs that ensure compliance with College-wide, State, Federal, and local laws and regulations relating to both employee and student equity issues (ex. Accreditation, Benefits, EEO, TIX). Develop and maintain an environment of inclusion, diversity awareness, collaboration, and consensus building amongst the Colleges diverse workforce. Deliver programs and services that are timely and effective in assisting the College and its faculty, staff, and managers in meeting its mission and goals. Provide programs and services that are researched, in settings that are respectful and appropriate, and through utilizing clear methods of communication. D: Cooperation/Collaboration D: Cooperation/Collaboration A: Academic Excellence D: Cooperation/Collaboration A: Academic Excellence IX. Conditions and Trends Enter brief analysis summarizing for each section based on the year followed by information provided in your Manager and Unit PIE forms. The following trends sections are prepopulated from last year's form allowing you to update, revise or add new information. Add Theme row (green+), add Trend row (gold +); delete rows (-). a. External Conditions Analysis California's reinvestment in its Community Colleges, increased legislation impacting HR activities, and general improvement the economy impacted HR's core activities throughout the year. Economy / Budget Student Success and Support Program (SSSP) and Student Equity funding. Increased competition for high quality faculty, staff and administrators. Adult Education funding. Regulation / Policy Affordable Care Act has increased the number of benefit-eligible employees. CCCCO Screening and Selection Committees/ Hiring Managers Add Federal Government Page 7 of 12

8 Accreditation: identifying and addressing "gaps". Changes in protected leave laws and ensuring employees are properly noticed, designated, and tracked. Legislative changes related to TIX, CANRA, VAWA, Campus SaVE Act, etc. ACCJC Federal and State Federal and State External Condition Theme Add b. Internal Conditions Analysis rose to the challenge of addressing the College's need for increased staffing and alignment of its human capitol to meet the needs of it students through improving existing methods of delivering HR services and through implementing new processes and programs to meet regulatory changes. Accreditation HR Administration and Staff participation on Accreditation Committees Economy / Budget Funding to staff increase hiring activity from prior years. For example, in peak recruitment periods additional staffing is needed in order to meet campus demands. Increased hiring results increased new hire and benefits processing, monthly processing, and increased volume of salary and benefits changes when negotiated changes occur. Class Comp Study: Impact on complexity and number of employee transactions and upon recruitments as position descriptions are revised and implemented. Reorganization in various departments is creating additional vacancies to fill. Adjunct, short-term/substitute hourly Recruitment Pools previously not handled by. Technological Integration Special HR Projects - Website redesign, Request to FIll process (RTF), online performance evaluation status tracking, electronic leave management (time-off requests), and other projects to improve and automate HR processes in collaboration with IT and Payroll. Leave Source online leave management system was implemented. Regulation / Policy, Collaboration, Process Improvement Page 8 of 12

9 Collaborated with the campus community to implement Title 5 changes and new EEO Plan through providing EEO hiring training and implementing improvements to processes and forms. c. Retention/Success Analysis The volume and complexity of recruitments increased with the implementation of new programs (ex. SSSP and Student Equity) and initiatives. met these needs with the assistance of temporary staffing and upgrading an existing position. Staffing HR met all the College's hiring goals for Fall'16. See Notable Achievements above. Efficiently and effectively staffing the College will continue to be an area of focused effort. d. Critical Decisions Analysis Increases in unfunded legislative mandates have increased opportunities for partnering with Fiscal, Payroll, Student Services and other areas of the College in order to develop solutions that are fully integrated with the College. Regulation / Policy & Collaboration HR implemented enhancements in its Leaves management area. In addition improvement were made in areas of screening and selection (EEO hiring) to meet regulatory requirements and address the needs of the College. Training on Title IX related programs was also provided to campus Title IX coordinators. HR worked collaboratively and created processes that increase collaboration amongst constituents via the mediation training for employees who engage in employee relations issues and collective bargaining negotiations., EEO Plan, Legislative Updates e. Progress on Outcomes Analysis Regulation / Policy HR has made significant progress in delivering workable solutions to both emergent and long standing unresolved gaps in service delivery and compliance. Link to Outcomes report HR continued to develop and update internal Standard Operating Procedures and and develop and implement guidance to the College regarding standard HR processes in support of creating operational transparency and addressing Accreditation Standards. X. Planning for the Next Two Years for: a. Narrative Summary The College has experienced delays in filling employment vacancies. In order to improve the efficiency and effectiveness of recruiting excellent faculty and staff, will continue to examine its processing of vacant positions by clarifying roles and responsibilities of College staff including internal HR employees. Labor relations support from is necessary to maintain a healthy labor environment and compliance with Collective Bargaining Agreements, and State and Federal employment laws. Employee professional development is a key component for improving the College's management of employee working conditions and promotion Page 9 of 12

10 of employee morale. Operational procedures need to be enhanced to create consistency in implementing fair working conditions for all management and staff. will strive to maintain compliance with federal and state laws that change from year to year. Automation of processing employment related information is necessary to ensure compliance with various laws and policies. + New Plan or Activity Organization / Process - EEO representative training will be provided to all faculty and staff who are appointed or expected to serve on an employment screening committee. Screening committee Chair training shall be provided by to management employees. Employment processes will be reviewed with the goal of eliminating delays in filling College positions. Title IX and compliance program training will be provided to faculty and staff. College employment policies will be updated to maintain and improve efficiencies and effectiveness of hiring quality faculty and staff. Investigation regarding unlawful discrimination processes will promptly be addressed by using a combination of internal and external investigators assigned by the EEO Director Collective Bargaining Agreement will conclude negotiations on time. EEO multiple measures funding will be provided for the fiscal year. The College Campus Equity and Diversity Committee (CEDC) will establish an annual plan of work and engage with the College community on the values of Equal Employment and Diversity. Anti-bullying policy and procedures will be established and recommended by the Anti-bullying Task force. will work with Professional & Organizational Development (POD) to provide management and classified staff development programming. will conduct several college climate surveys regarding employment diversity, hiring processes, professional development, and employee morale. Current PeopleAdmin online application/applicant tracking system needs to be replaced. The system has not been effectively implemented, used and updated and has received complaints from end users. There are other automated online applicant tracking systems that are more effective. needs to explore an EEO complaint tracking software program to streamline and automate complaint submission, investigation, claims management, tracking and monitoring case activity/status, process reporting, and trending that do not require unreasonable personnel, licensing, and equipment total costs. SectionThree: Recommendations for Improving the Planning Process I. What suggestions do you have for improving the planning process for your team? Page 10 of 12

11 Internal training of staff regarding specific roles and responsibilities is necessary for systemic changes in employment processing to occur. There are several antiquated hand on approaches that are not efficient and current with widely accepted Community College District best practices. A training calendar needs to be developed and completed by January of Management training programs need to be developed to incorporate employment process changes developed by. Training on workflows in HR needs to be provided to improve our critical thinking and analysis skills in. II. What additional information should the College provide to assist your team's planning? A retreat needs to be organized to secure buy in and input to several changes being facilitated by the management staff. A review of the use of Ellucian a.k.a Banner system of records needs to be examined. The College needs to explore other record systems that do not require unreasonable personnel, licensing, and equipment total costs. Thank you for completing the Vice President PIE form analyzing and summarizing , and your Team's planning for the remaining two years of this four-year cycle. Questions regarding this form? Send an to Don Sciore, Associate Dean of Instructional Services, at dsciore@mtsac.edu or Meghan Chen, Dean, Library & Learning Resources, at mchen@mtsac.edu. You may lock this form and prevent changes to your work. This is not a "secure" lock, but simply for convenience. 1. Click the "Lock this Form" button below to prevent changes. 2. Click the Unlock this Form button below to allow changes. 3. Save the form using the "Save Form" button at the bottom of the page. Lock this Form Unlock this Form Page 11 of 12

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