1. Higher Education: An Investment in West Virginia’s Future
HIGHER EDUCATION POLICY COMMISSION
NOVEMBER 20, 2015

2. HEPC – Powers and Duties -18B-3-3(2-3)
The primary responsibility of the commission is to work collaboratively with the governing boards to research, develop and propose policy that will achieve the established goals, objectives, and priorities.
The commission has specific powers and duties, which include, but are not limited to, the following:
(A) Advocating for public higher education at the state level;
(B) Jointly with the council, implementing the classification and compensation system;
(C) Collecting and analyzing data, researching, developing recommendations, and advising the Legislature and the Governor on broad policy initiatives.

3. HEPC Powers and Duties – Advocacy
(A) Advocating for public higher education at the state level
Additional costs to employees as proposed by PEIA Finance Board means that most employees will be paying more for medical insurance coverage that they cannot afford to use because of increases in co-pays, deductibles, premiums, and out-of-pocket maximums.
Many of our classified employees already meet federal poverty guidelines for a family with four members. Facing additional healthcare costs would be devastating.
ACCE urges the Commission to advocate for all higher education employees by requesting an increase in appropriations from the Legislature that will lessen the burden on state employees, as well as, advocating for the Governor’s support on this issue.

4. HEPC – Powers and Duties –Implementation of System
(B) Jointly with the council, implementing the classification and compensation system
However, ACCE was very disappointed by another unfilled promise from the Commission when it was reported at the last minute that a simultaneous market study for non-classified employees would not take place.
ACCE requests support for the compensation structure to be established once the study is completed, and the process for implementation will move expeditiously with realistic deadlines (while ensuring fiscal responsibility).
Several institution’s administrations claim they do not have the flexibility to give salary increases. However, if institutions were fully funded as of 2010, and they have a BOG approved salary rule, they have always had the ability to do so if they do it in an equitable manner.

5. HEPC – Powers and Duties – Developing Recommendations Based on Credible Data
(C) Collecting and analyzing data, researching, developing recommendations, and advising the Legislature and the Governor on broad policy initiatives.
Reporting is essential if there is to be “meaningful accountability”
Good data will actually save on personnel costs
Helps with maintaining the system so we aren’t having to do all this again 5 years down the road.
Actually helps morale in that employees feel they have an equitable system
However, excluding WVU and Marshall from the reporting responsibilities has already eroded the good decision-making that would have been possible if ALL employee data were reported through a common interface (Human Resource Information System).

6. The Issue of Additional Flexibility
How have institutions demonstrated that the flexibility provisions previously granted in state code were insufficient in managing personnel administration?
18B-7-1 (6) Providing for institutional flexibility with meaningful accountability. Without consistent reporting, and reliable data, there can be no accountability.
Legislative intent in both SB330 and SB439 called for “a stable, self-regulating human resources system capable of evolving to meet changing needs.”
Training and development, class and compensation positions were added at the Commission level as a result of SB439 to alleviate some of the institutional burdens as it relates to personnel administration. The cost for personnel administration at the institutional level has been greatly increased and more burdensome by virtue of the responsibilities being transferred from the Central Office to the institutional level based on current code.

7. The Issue of Additional Flexibility
Without implementation of personnel legislation over the last five years, and without implementation of this Commission’s own emergency rule on personnel, the case for additional flexibility can not be proven.

8. Required Studies
In 2005, SB603 called for additional studies to be conducted to determine the advantages and disadvantages to maintain the internal preferences for hiring.
Appropriate definition of a non-classified position and best practice criteria for designating positions as non-classified, as well as, determining the appropriate number or ratio of non-classified positions for the organizations.
Reduction in force and furloughs.
Issues related to seniority, including, determining how employees shall be treated who's salaries are derived from funding other than state appropriations.
Extended completion date to January 2018.

9. Training and Development
Fill the position SB439 established for Director of Training and Development.
Begin developing training materials and modules: supervisor training, training on evaluations, classification, compensation, PIQs, and even more trainings once the new system is implemented.
CHROs, CFO, BOGs and classified employees will need training on new systems.
Many institutions simply do not have the personnel, training and proper certifications to implement and maintain the new systems.

10. Thank You!
The Advisory Council of Classified Employees provides a voice for ALL classified employees in public higher education on matters that affect us.
Questions?