Planning for Institutional Effectiveness (PIE) VICE-PRESIDENT S SUMMARY Human Resources

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1 INTRODUCTION Planning for Institutional Effectiveness (PIE) VICE-PRESIDENT S SUMMARY Human Resources This Vice-President s Summary is designed to showcase the major themes from unit planning efforts. It is an opportunity to review your area planning and indicate the common topics that are affecting your area as a whole. A set of reports from units that report directly to you will be ed to you shortly after the deadline for submission of unit epies passes (June 30, 2011). A set will also be placed in the Document tab of your epie account. The following table relates each report to its corresponding section in the Vice-President s Summary. Use these reports and the Manager s Summaries in conjunction with any other information to which you have access to respond to the sections in the Vice-President s Summary. REPORT Accomplishments Internal/External Conditions Data Analysis Progress on Outcomes Assessment Resources Requested Future Planning Efforts MANAGER S SUMMARY SECTION I IIA and IIB III IV V VI The college mission statement, college goals, and team goals are listed on the next page and serve as a reference for this report. This Vice-President s Summary is due electronically to Virginia Burley, chair of the Institutional Effectiveness Committee, at vburley@mtsac.edu by September 2, Additionally, please a copy of the Summary to your managers. Contact Virginia Burley at x with questions relating to the Summary and Kate Scott (x. 5562) with questions relating to either the reports or to epie. Sincerely, The Institutional Effectiveness Committee Page 1 of 12

2 COLLEGE MISSION STATEMENT The mission of Mt. San Antonio College is to welcome all students and to support them in achieving their personal, educational, and career goals in an environment of academic excellence. COLLEGE GOALS 1. The college will secure funding that supports exemplary programs and services. 2. The college will prepare students for success through the development and support of exemplary programs and services. 3. The college will improve career/vocational training opportunities to help students maintain professional currency and achieve individual goals. 4. The college will improve the quality of its partnerships with business and industry, the community, and other educational institutions. 5. The college will utilize and support appropriate technology to enhance educational programs and services. 6. The college will provide opportunities for increased diversity and equity for all across campus. 7. The college will increase access for students by strengthening recruitment opportunities for full participation in college programs and services. 8. The college will encourage and support participation in professional development to strengthen programs and services. 9. The college will provide facilities and infrastructure that support exemplary programs and consider the health and safety of the campus community. 10. The college will ensure that basic skills development is a major focus in its planning efforts. 11. The college will improve effectiveness and consistency of dialogue between and among departments, committees, teams, and employee groups across the campus. 12. The college will engage students in activities and programs designed to increase their term-to-term enrollment (i.e. persistence). 13. The college will improve integration of campus-wide planning activities. Page 2 of 12

3 TEAM GOALS HUMAN RESOURCES TEAM HR-1. Create an institutional approach to address faculty, management, and staff recruitment, assessment, and retention efforts. HR-2. Strengthen the district s professional development program through a cohesive organizational approach to assist employees in maintaining excellence in their professions. HR-3. Promote a healthy work environment that nurtures personal and professional development. HR-4. In accordance with the California Community Colleges State Chancellor s Office new requirements, develop an Equal Employment Opportunity plan that includes providing regular and ongoing training to assist employees in developing sensitivity to ethnic, racial, physical, and lifestyle diversity. Page 3 of 12

4 I. ACCOMPLISHMENTS Using the Accomplishments report, identify the top 5 to 10 major accomplishments for your area/team and their alignment with college goals. Accomplishments are items that have been achieved as of the writing of this summary and since you last did PIE. Expand as needed. COLLEGE GOAL(S) (LIST BY #) ACCOMPLISHMENT HR-1 & 4; CG 6 & 8 Provided EEO workshop on August 26, Job Analysis training completed May Added three advertising sources to reach out to Veterans and four to reach out to underrepresented groups. HR-4; CG 6 All classifications are now being assigned an EEO Representative to serve as a nonvoting committee member for each recruitment. HR-2; HR-3; CG 8 & 11 Voluntary Lateral Transfer Opportunity process was developed and forms created to inform employees in affected positions. CG-11 & 13 Insurance committee speaking w/unions to obtain long term health care. Setting up monthly Payroll/HR meeting. HR-1, CG-5 Electronic Signature for benefit statements. CG-4 Surveys between colleges regarding health benefits. HR-2 & 4; CG 6 & 11 Completed EEO plan with the newly reconvened Campus Equity and Diversity Committee (CEDC). Page 4 of 12

5 II. COMMON CONDITIONS IIA. INTERNAL CONDITIONS Using the Internal/External Conditions report, identify the 5 to 10 major internal conditions affecting planning in your area. Internal conditions are conditions that exist within your area over which you may or may not have an influence. Please only list 5 to 10 for your team. Staff change replacement of previous benefits specialist. Training Training new benefits Specialist in Banner and other job related duties. (ie. COBRA) Lack of available Banner Reports Time consuming collaboration with other departments to find existing worksheets, requesting creation of reports and/or creation of worksheets ourselves. Research & Surveys- Researching and surveying other community colleges for negotiations and having to balance multiple surveys requested by various supervisors while continuing to prioritize and manage multiple time-sensitive issues. Communication Occasional inconsistent departmental communication resulting in duplication of effort or corrections to employee salary / benefits. Space Temporary portable location limits available space for employees files and equipment for efficient operation. Page 5 of 12

6 IIB. EXTERNAL CONDITIONS Using the Internal/External Conditions report, identify the 5 to 10 major external conditions affecting planning in your area. External conditions are conditions that exist outside of your area over which you may have little influence. Please only list 5 to 10 for your team. Research & Survey Developing reports based on data from outside agencies. Address Change Reports Limited reporting options because of a lack of HR input in the design of the Banner data collection. Interruptions Inability to anticipate the level of spontaneous phone calls and visits from employees & retirees. Benefit s Statements An extraneous ongoing process that requires employees to sign and return a copy of their benefit s statement to the benefits office. Receiving documents from employees in time for audit continues to be a challenge. Communication Lack of communication between departments regarding time-sensitive issues resulting in corrections and/or duplication of effort inefficiency of operation. Fees Charging a fee to scan and upload documents in People Admin (280 applications per recruitment). IIC. Critical Decisions Describe the critical decisions your area made this year and the reasons for those decisions. Please only list 3 to 5. Example: Departments may revise curriculum and distance learning workload due to interpretation of the faculty contract. Plan is underway to implement the PeopleAdmin7 upgrade to the online Applicant Tracking System to begin in the Fall The new system is much more intuitive and should make applying to job postings much easier. Putting employee benefit packets online to make it easier for employees to access benefit plan details. Researching the possibility of electronic signatures for audit acceptance. This will provide the opportunity to go so paperless, saving time and money. Page 6 of 12

7 III. SUMMARY OF DATA/INFORMATION TRENDS Using various sources of information including the Data Analysis reports and department/unit information, identify the common trends, the source(s) that provide evidence for the trends, and their impact on area planning. Please only list 5 to 10 for your team. Expand the table below as needed. TREND SOURCE IMPACT Reduction in State Budget CA State Budget Limited Resources Reduced services IV. SLOs/GEOs/AUOs To answer the following questions (see below), consider all the measurement and assessment efforts occurring in the unit-level including SLOs, GEOs, and AUOs. Other sources of data include discussions with departments and program/course-level information in epie. Where available, use the Progress on Program Level Outcomes report, the Progress on Course-level Outcomes report, and the epie Transparency report to answer the following questions. 1. What is your assessment of the overall progress in your unit(s) relative to SLOs, GEOs, and AUOs implementation and assessment? Identify any specific areas that need additional assistance in meeting the target objectives. Given the limited resources, the HR department has achieved completion of a number of goals. Additionally, focus continues on the long term goals. Our successes are primarily due to the persistence and strong work ethic of a dedicated HR staff. A major challenge remains the college s perception of and lack of appreciation for the HR role and function. 2. Identify key examples where assessments by your unit(s) have led to the implementation of specific changes or produced measurable improvements. Review of reports available through the Banner system for improved efficiency in operation. Page 7 of 12

8 V. RESOURCES Using the Resources Requested report, identify the necessary resources and indicate if they are to achieve an SLO, AUO, or SA. Please only list 5 to 10 for your team. Describe your Team s resource request trends in the following categories: Use the following table to outline the Top 5-10 Trends for Short-Term Needs. A short-term need is anything that is planned for that is needed within the next 12 months. DEPARTMENT SHORT-TERM NEEDS (WITHIN 12 MONTHS) 5-10 REQUESTS PER DEPARTMENT TYPE OF RESOURCE REQUESTED (staffing, facilities, research, training, marketing, etc.) SLO/GEO/ AUO/SA Human Resources Short-Term Reorganize/restructure the HR department for appropriate alignment of job functions Additional financial resources. HR 1 CG 1, 9 11 & 13 Use the following table to outline the Top 5-10 Trends for Maintenance Needs. A maintenance need is an item that will have an on-going budget need like a multi-year copier maintenance agreement, or a copy machine lease, or a software license that will require annual upgrades. DEPARTMENT MAINTENANCE NEEDS (ON-GOING BUDGET) 5-10 REQUESTS PER DEPARTMENT TYPE OF RESOURCE REQUESTED (staffing, facilities, research, training, marketing, etc.) SLO/GEO/ AUO/SA Human Resources Maintenance Additional HR Staff (1 HR Director EEO/Diversity, 1 HR Specialist) Staffing & Budget HR 1 CG 1, 9, 11 & 13 Human Resources Maintenance Procure an additional on-line fingerprinting system to efficiently manage the increased requests. Facilities & Budget HR 1 CG 1 Page 8 of 12

9 Use the following table to outline the Top 5-10 Trends for Long-Term Planning Needs. A long-term planning need is anything planned for that is needed more than 12 months but less than 36 months from now. DEPARTMENT Human Resources LONG-TERM PLANNING NEEDS (MORE THAN 12 MONTHS) Long-Term 5-10 REQUESTS PER DEPARTMENT TYPE OF RESOURCE REQUESTED (staffing, facilities, research, training, marketing, etc.) SLO/GEO/ AUO/SA VI. Planning for the Future Using the Planning for the Future report and based on the narrative summary from the units, what are your unit(s) planning themes for the academic year. Please only list 5 to We will need to form a Focus group for PeopleAdmin7 upgrade implementation consisting of support staff, managers, and faculty to review the changes and gather feedback/suggestions for improvement. 2. Prepare a schedule to roll-out the completed PeopleAdmin7 upgrade implementation to train support staff, managers, and faculty. 3. Work with constituent groups regarding the impacts and affects of the classification and compensation study. 4. Work with constituent groups regarding the review and possible implementation of a college EAP. 5. Communicate the EEO plan to all college employees. 6. Focus on a comprehensive professional development program. Page 9 of 12

10 VII. TEAM GOALS Based on unit/division-level planning efforts, provide a brief analysis of progress and challenges encountered towards meeting Team goals. Would you recommend any revisions to the following team goals? TEAM GOAL HR-1. Create an institutional approach to address faculty, management, and staff recruitment, assessment, and retention efforts. PROGRESS/CHALLENGES IN MEETING GOALS Prepared and submitted RFP s for classification and compensation study. Need for campus appreciation and support for HR role and function. PROPOSED CHANGES/ ADDITIONS/DELETIONS TO THE TEAM GOALS HR-2. Strengthen the district s professional development program through a cohesive organizational approach to assist employees in maintaining excellence in their professions. Requires assessment of current structure and review of budget support for possible re-organization under HR. HR-3. Promote a healthy work environment that nurtures personal and professional development. Submitted RFP s for consideration of a college EAP program. HR-4. In accordance with the California Community Colleges State Chancellor s Office new requirements, communicate the Equal Employment Opportunity plan to the campus community. Provide regular and ongoing training to assist employees in developing sensitivity to ethnic, racial, physical, and lifestyle diversity. Scheduling and encouraging training for all employees. Page 10 of 12

11 VIII. ADDITIONAL COMMENTS In the space below, share any additional comments that may not have been captured within the sections above. Most of the goals/objectives outlined in this report will require an internal (HR) focus and support from all college constituent groups. IX. EVALUATION OF VICE-PRESIDENT S SUMMARY PROCESS The Institutional Effectiveness Committee is interested in assessing the forms and processes (i.e. the PIE process, the Vice-President s Summary, etc.) that have been established as planning guides for the college. Please comment on the following components: 1. What did you learn as a result of preparing this Vice President s Summary? 2. What was the most challenging part of preparing this Vice President s Summary? Time: This report was prepared with input from all HR department employees. Monthly department meetings included an agenda item for discussion on this topic. The information was collected and summarized for this report. Time is always a challenge given the many time sensitive demands we manage. 3. What suggestions can you offer to improve the Vice President s Summary? 4. What additional data should the College provide to assist your unit(s)? Page 11 of 12

12 X. TIMELINE September 2, 2011 Vice-Presidents prepare a summary of reports they have received to take to budget allocation discussions; VPs submit summaries via to Ginny Burley, Chair, Institutional Effectiveness Committee (IEC). October 2011 IEC reviews all submitted summaries to prepare a year-end report to PAC on progress made in meeting College goals, and communication is given to the campus that the relevant documents are placed on the web and the next cycle is to begin. Page 12 of 12