Presentation to the West Virginia Higher Education Policy Commission Cultural Center, Art Gallery Friday, November 21, 2008

The Advisory Council of Classified Employees (ACCE) was created in state statute (§18B-6-5) to give more than 5,000 classified employees a voice with the Council and the Commission, the legislature, the governing boards and the presidents. WHAT IS ACCE?

WHO ARE CLASSIFIED EMPLOYEES? Administrative/Managerial Librarians, research assistants, registrars, directors, managers, supervisors, financial aid officers Professional/Nonteaching Accountants, counselors, nurse, budget analyst Paraprofessional/Technical Graphic designers, editors, writers, photographers, database managers, network managers Secretarial/Clerical Secretaries, administrative assistants, receptionist, accounting assistants Skilled Crafts Electricians, plumbers, carpenters, mechanics, painters Physical Plant/Service Food service workers, custodians, security guards, groundskeepers

SB 603 MANDATED PERSONNEL STUDY 18B-1B-13. Study of issues affecting employees in public higher education. (a) In consultation with the Council, the governing boards, the State Advisory Council of Faculty established pursuant to section two, article six of this chapter and the State Advisory Council of Classified Employees established pursuant to section five, article six of this chapter, the Commission shall conduct a study relating to issues affecting employees in public higher education, (b) The study includes, but is not limited to, the following:(1) Reviewing statutes, rules, guidelines, interpretations and other statements of policy;(2) Surveying the capacity, professional training and practices of human resources staff by institution, including the number of staff employed in each institutional human resources office, their job titles and responsibilities;(3) Evaluating the strengths and weaknesses of the statewide classification and compensation system and examining alternatives;(4) Reviewing job titles and responsibilities to determine if certain families of jobs should be classified or nonclassified;(5) Evaluating and recommending best practices and methods to establish salary rates for faculty, classified employees, non-classified employees and administrators, including :(A) Developing measurable indicators of "merit" and "performance" if these terms are to be used in a system for determining benefits; (B) Developing reliable instruments of performance evaluation for all classes of employees; and the feasibility of authorizing employee bonuses under a merit or performance-based system; (6) Determining the most effective and efficient method to train administrators who perform employee evaluations and assuring that they use these instruments appropriately;(7) Exploring justifications for maintaining or removing the internal preference for hiring, promoting and transferring classified employees pursuant to article seven of this chapter;(8) Developing recommendations for a fair and rational policy covering reductions in force;(9) Identifying unnecessary state- level paperwork requirements related to personnel and recommending methods to eliminate them while maintaining strict fiscal accountability;(10) Evaluating the strengths and weaknesses of statewide tenure and promotion policies for faculty and examining alternatives;(11) Evaluating the feasibility of implementing differential salary rates based on cost of living or other relevant factors;(12) Determining whether employees whose salaries are derived from funds other than state appropriations should be subject to the provisions of article seven of this chapter and how such employees should be treated in any policy on reductions in force; and(13) Determining the true costs or benefits as well as the advantages and disadvantages that may accrue as a result of decisions to outsource certain institutional functions. In order to perform a cost/benefit analysis, the Commission must first develop an accurate database of institutional practices including the number of positions being outsourced or filled by temporary employees and the true amount of cost savings, if any. (c) The Commission shall report to the Legislative Oversight Commission on Education Accountability by the first day of October, two thousand five, and every six months thereafter on the progress of the study. (d) The Commission shall complete its work and report its findings, conclusions and recommendations, together with drafts of any legislation necessary to effectuate the recommendations, to the Legislative Oversight Commission on Education Accountability by the first day of December, two thousand eight.(1) In making its recommendations, the Commission shall take into account the impact of proposed changes on employees and the communities in which state institutions of higher education are located; and(2) The Commission shall include documentation to support any conclusion or recommendation included as a part of their findings and shall attach estimates of cost or savings to each recommendation, if that recommendation has a fiscal impact on any public agency or institution.

VISION The vision is to establish an integrated human resources structure for the West Virginia higher education system which:  promotes fairness and due process  commits to flexibility, accountability, and financial responsibility  upholds federal and state laws  adheres to policies and rules  implements best practices throughout every component of the human resources system  supports public policy in higher education

SB 603 MANDATED PERSONNEL STUDY  Purpose: to conduct a three-year personnel study on all public higher education personnel processes and practices in the state of West Virginia  Focus: to overhaul, specifically, a classification and compensation system developed in the early 1990s and to redesign, generally, a human resources structure to meet the current needs of higher education institutions and employees  Goal: to come forward with a consensus proposal that has the support of a wide variety of constituency groups

WHAT DOES IT ALL MEAN? The legislature mandated that the HEPC, in consultation with the Council, the governing boards, the State Advisory Council of Faculty, and the State Advisory Council of Classified Employees, conduct a study on the following eight tasks:  Review statutes, policies, rules, and guidelines  Survey the professional development needs of HR staff  Evaluate the classification and compensation system  Develop a performance management system  Recommend a reduction in workforce policy  Design a fiscally efficient work process improvement plan  Evaluate the faculty salary structure and promotion process  Conduct a cost-benefit analysis on outsourcing of services

WORKING COMMITTEES  Personnel Study Oversight Committee  Classification and Compensation Oversight Committee  Classification Subcommittee  Compensation Steps Subcommittee  Market Study Subcommittee  Performance Management Committee  Professional Development Committee  Statutes and Rules Committee  Best Practices Committee  Technology Subcommittee  Outsourcing Committee  Reduction-in-Force Committee  Faculty Committee

CONSENSUS BUILDING  Objective: to build consensus around proposed solutions across institutions by HEPC staff and committee members  Travel/Presentations: the vice chancellor and/or the personnel study coordinator, and committee members have traveled to virtually every institution to seek input from all higher education constituencies  Information-Sharing: only work products that have reached consensus from the committees have been shared for comments and suggestions

POSITIVE OUTCOMES TO DATE  Training and Development  Increased knowledge of classification and compensation best practices  Relationship building among administrators and classified employees  CCP certification for 16 individuals who passed examinations  IPMA certification for 15 individuals who passed examinations  SHRM certification for 10 individuals who passed examinations  Constituency Group Consensus Building  Consensus solutions are being developed  More work being done by more people  Relationship-building among administrators and classified employees  Sense of “ownership” of system being developed  Institution Consensus Building  Better work product  Increased trust between the central office and the institutions  Increased and better communication

NATIONAL EXPOSURE  SB603 Personnel Study featured in the WorldatWork® January 2008 issue of the WorkSpan HR professional publication  SB603 study accepted and presented at the regional 2008 CUPA-HR conference in Chicago  SB603 study accepted and presented at the national 2008 CUPA-HR conference in St. Louis

ADDITIONAL CONCERNS  Increased funding for higher education  PEIA concerns  Cost increases (premiums, co-pays, deductibles, etc)  Benefit reductions  Retiree impact  Pay for performance  ACCE does not support pay-for-performance for classified employees at this time  SB603 Performance Management Committee has not come to consensus on the pay-for-performance issue  Full funding of the 2001 salary schedule

NOT FULLY FUNDED Bluefield State College Glenville State College Marshall University West Virginia State University WVU Institute of Technology CTC at WVU Institute of Technology Eastern WVCTC Marshall CTC Southern WVCTC WVU at Parkersburg HEPC Central Office FULLY FUNDED Concord University Fairmont State University Potomac State College of WVU Shepherd University West Liberty State College WV School of Osteopathic Medicine West Virginia University Blue Ridge CTC New River CTC Pierpont CTC WV Northern CTC WV State CTC CCTCE Central Office WVNET 2001 SALARY SCHEDULE STATUS

QUESTIONS? We appreciate this opportunity and seek your support!