Goal 7 Report 2008

Wed, 06/05/2013 - 12:15 -- sewm02

Goal 7 Report 2008

Goal 7 - Develop, retain, and recruit high-quality people who contribute to a satisfying and productive work environment.
Image:GreenDot.gif = Progress at or above target

Image:YellowDot.gif = Progress below target

Image:RedDot.gif = Progress well below target

Image:WhiteDot.gif = Target not set

Implementation Committee Audit Committee
Report Author Name Sarah Hensley Jack Kirby
Link to Narrative Report Narrative Report

Report on IPD 2006-07

Preliminary Report on IPD 2007-08

Recommendations Based on Survey

Post-Conference Implementation Response

Goal 7 Audit Team Narrative Report, April 2008
Existing Timeline Proposed Year 3 Timeline Discussion of Proposed Year 3 Timeline
Summary Progress on Goal:

Year 2 - Overall

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Year 2 - Overall

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Year 2 - Overall

Action Step 1:

Determine the level of professional satisfaction, and identify and address significant concerns.

Progress: Year 2 - Overall Image:YellowDot.gif Image:YellowDot.gif Image:YellowDot.gif Image:YellowDot.gif
Summary of why level was chosen The Implementation team reviewed the results of the Year One Quality of Work Life Survey and developed a list of recommendations. These recommendations (along with a link to the survey results) were distributed campus-wide and an open forum was held to solicit and collect feedback on the recommended actions. The recommendations (see attached report) will now be forwarded to the Strategic Planning Steering Committee for consideration.

Institutional Research and Human Resources are working together to refine the exit interview process and to develop an on-line survey tool to solicit feedback when employees leave the institution. In the meantime, as suggested by the audit committee after Year One, Human Resources has already begun collecting exit interview information from employees as they leave.

The implementation team has made recommendations based on the Year One Quality of Life Survey and received campus-wide feedback on these recommendations. However, the Year 2 timeline for Action Step 1 was to “propose and implement actions (or refine existing action steps) based on survey results.” Most of the recommendations have not been implemented due, at least in part, to funding needs, as noted by the implementation team.

The exit interview process still needs to be refined. The implementation team has noted that Human Resources has started collecting exit interview data. However, an on-line survey instrument is still in the development stages.

Recommendations, concerns, and/or difficulties encountered Funding will be needed for some of the quality of work life recommendations, including additional wellness initiatives, possible assistance with child care, and additional training. The audit team concurs with the implementation team that funding will be needed in order to implement many of the recommended actions. Additionally, the audit team recommends defining some of the recommended actions in a more operable way. For example, the recommendation to “increase frequency and depth of supervisory training sessions” needs more detail. What is the current frequency and level of supervisory training? What frequency and level of training is being recommended? Who is this training directed toward? Why is it needed and how should it be implemented? What will it likely cost in additional resources?
Action Step 2:

Increase the sense of community and shared mission among employees.

Progress: Year 2 - Overall Image:YellowDot.gifImage:YellowDot.gif Image:YellowDot.gifImage:YellowDot.gif
Summary of why level was chosen The hours for faculty and staff use of the Falcon Center Board Room were expanded this year and the space is now available exclusively to faculty and staff on weekdays from 10:00 to 2:00. It remains unclear whether the existence of this space is considered to be a priority by faculty and staff in general. Unscientific observation/assessment indicates it is not widely used. The audit committee’s recommendation that smaller gathering spaces scattered across campus might be more desirable has limitations in that free space is currently scarce or non-existent in most buildings. There does seem to be a significant and consistent number of faculty and staff meeting for meals in either the Nickel or cafeteria.

The process for planning and implementing the brown-bag lunch program has been streamlined and is being facilitated through the office of Internal Professional Development and the Center for Teaching Excellence. These two offices have developed a very good working relationship over the course of the past year and this is helping to bring synergy to faculty and staff development initiatives. The creation of a “tradition” of celebration has remained an elusive target. Nancy McClure did some research into what other institutions are doing to create a sense of shared mission. Some of the ideas we are already doing (such as learning communities, and cross functional units such as assessment and community service) and some we are working on (such as physical spaces used as gathering areas.) Additional ideas would require financial resources, such as incentives and funding for collaborative community-building ideas. Leadership Fairmont State, currently finishing its first year, represents a significant opportunity to develop and foster cross-institutional cooperation and a shared sense of mission.

Assessment of Action Step 2 is to include a tally of the people using the gathering space (Falcon Center Board Room) and measure the perception of community and shared mission using a survey. The audit committee is not aware of any data compiled on use of the gathering space.

The “Brown-Bag” lunches continue to be well received and the office of Internal Professional Development and the Center for Teaching Excellence should be commended.

There is still no action plan to begin a tradition of celebrating group achievements as well as individual accomplishments.

Recommendations, concerns, and/or difficulties encountered The brown bag lunches should definitely continue and be expanded. The idea of using the Falcon Center Board Room as an everyday gathering space should be reassessed, perhaps doing a specific survey of faculty and staff to solicit their direct feedback on whether the space should continue to be reserved. Funding will need to be identified if we want to provide “grants” for some collaborative community-building ideas or for incentives. The implementation team has indicated that anecdotal evidence suggests that the Falcon Center Board Room is not widely utilized. In order to assess its utilization, a method needs to be devised to answer this question. Then an informed decision can be made regarding use of the facilities.

An action plan needs developed to identify Fairmont State groups and their achievements and how these might be celebrated.

Action Step 3:

Develop policies that enable job flexibility.

Progress: Year 2 - Overall Image:RedDot.gifImage:RedDot.gif Image:YellowDot.gifImage:YellowDot.gif
Summary of why level was chosen Human Resources has monitored the implementation of the Board of Governors policy on job flexibility and has not reported any major concerns at this time.

The ad hoc committee to discuss and develop additional job flexibility measures has been slow in getting off the ground. This was due partly to a late start and partly to a delay in getting committee members named by constituent groups. The committee, chaired by Human Resources Administrator Steve Leach, has begun meeting and has been charged with reporting back to the Implementation Team by the end of March. The committee’s charge is to “research and consider ways that Fairmont State University, including Pierpont Community & Technical College, can offer broader job flexibility for faculty and staff through initiatives and policies. Recommendations should take into consideration both the needs of the individual employees and the overall institution.”

The ad hoc committee for discussion and development of additional job flexibility measures should have been formed much earlier. However, the committee is now formed, has its charge, and is actively meeting.
Recommendations, concerns, and/or difficulties encountered If this action step is determined to be of continued interest, we need to get more buy-in from the faculty. Classified staff named committee members fairly quickly. To date there is still no committee member named by the Senate. (Assembly has named a committee member.) The monitoring by Human Resources of the implementation of the BOG policy on job flexibility revealed no reports of major concern. However, the ad hoc committee should go beyond observation and actively solicit comment regarding the policy as it has been implemented. There is no indication that the ad hoc committee has reported back to the implementation team with any recommendations. A decision regarding continuation of Action Step 3 cannot be determined until the committee report is received.
Action Step 4:

Expand opportunities for professional development and training.

Progress: Year 2 - Overall Image:GreenDot.gifImage:GreenDot.gif Image:YellowDot.gifImage:YellowDot.gif
Summary of why level was chosen This area has seen dramatic improvement in coordination of delivery and in the variety of opportunities offered. The institution has seen definite ROI on the strategic planning hiring of Deborah Woods in her dual capacity of staff development/community education. In addition, the Center for Teaching Excellence continues to expand and refine its offerings under the direction of Nancy McClure and with first-rate assistance from her assistant, Stephanie White.

Attached are two reports, provided by Deborah Woods, on staff development activities. The first, was provided to the Board of Governors and includes FY 2006-2007 activities. The second, dated March 17, 2008, is a preliminary report on FY 2007-2008 activities. The Center for Teaching Excellence reports that 216 faculty members attended at least one of the 11 formal CTE workshops this year. This does not include faculty members who took advantage of other faculty development opportunities, such as attending external conferences or workshops. We have added information technology topics to the mix of brown bag lunches. Based on a recommendation of the audit committee, we continued to assess the possibility and/or desirability of a dedicated facility for employee training, with tutorials and staff available to help. The CTE, Internal Professional Development and the Learning Resource Center discussed the current resources available, including use of the LRC. It was determined that this facility is very focused on instructional design and would not likely be suitable for use as a training/tutorial lab for staff. The IPD is exploring other resources, including instructor-enhanced on-line training. Leadership Fairmont State has had a very successful first year. The year-two class is currently being nominated. This program, with continued strategic planning funding, is a strong tool to provide leadership training opportunities for faculty and staff and for developing internal leadership potential.

The focus of attention on expanding opportunities for professional development and training has been remarkable. The coordination between the CTE, IPD, and LRC has resulted in an increased number of training opportunities for faculty and staff across campus. The reports by Deborah Woods are a great initial start to tracking training opportunities, enrollments, and impact. However, all training and development activities should be tracked in this manner. A dedicated training and development lab still has not been established. On a positive note, Leadership Fairmont State is entering its second year and provides excellent leadership training and experience.
Recommendations, concerns, and/or difficulties encountered We need to develop an instrument to track participation by specific faculty and staff in order to better ascertain the percentage of faculty and staff who take advantage of these opportunities. This ideally would track participation in internal and external professional development activities and therefore would rely to some extent on self-reporting.

We also need to identify additional funding for professional development opportunities. A number of the classes over the past year or so were offered to us (free of charge) by the FBI, but they can no longer continue those. If we pursue ideas such as the instructor-enhanced on-line learning, we will definitely need additional funding sources.

The establishment of a dedicated training and development lab where employees can go to work on tutorials, with help available, which was a Year 1 sub-step, still has not been realized. Work needs to continue in identifying resource availability to satisfy this sub-step if it is still considered an important employee need under Goal 7.

As noted by the implementation team, it is important that all training and development opportunities and utilization be accurately and consistently tracked. This will help identify how best to allocate resources in providing the most efficient and effective training and professional development opportunities designed to meet the overarching objectives of Goal 7.

The audit team would further recommend consideration of more professional development opportunities that would satisfy or be recognized by the various accrediting bodies for programs across campus.

It is recommended that structure and policy be developed and communicated to all employees regarding internal tuition waivers.

The audit team would also join with the implementation team’s recommendation for identifying additional funds to support professional development opportunities, including such items as registration fees, travel expenses, release time, etc.

Action Step 5:

Increase productivity through effective use of technology.

Progress: Year 2 - Overall Image:YellowDot.gifImage:YellowDot.gif Image:YellowDot.gifImage:YellowDot.gif
Summary of why level was chosen The institutional forms repository is up and running, although the majority of forms are in simple pdf format at this time. From January 1, 2008 through March 9, 2008, the main forms page had 890 page views, 477 of which were from unique visitors. IT staff is currently working on developing a way to track hits to specific forms and that information will be used as we move forward to combine, eliminate or streamline existing forms and processes.

In an action that spans this action step as well as staff development, we have moved forward with an assessment of Banner training needs. This should help in the development of some very basic “user” manuals that are tailored to Fairmont State’s specific operations. We did not launch a technology innovations program. Other technology advances this year included the launching of the institutional calendars to better track and publicize events across campus; the launching of the FSU Wiki, to provide a communications tool and work space for the campus constituencies; and a move to centralize the process for reserving rooms and facilities for events and meetings. IT continues to work on the implementation of a single portal. This is in process and will need to be coordinated with the anticipated move to a new CMS (Content Management System) for the overall web site.

Mention is made in the implementation team report of work by the IT staff on many of the important sub-steps to Action Step 5. However, last year a working group was to be started including the Chief Information Officer, staff, and selected faculty members who are technologically knowledgeable. It is not clear in the report if this working group includes membership and input from faculty and staff other than the area of IT.

The forms repository is operational. However, many adjustments still need to be made. Many forms could probably be constructed in a format that would allow them to be “filled in” or completed electronically as opposed to simply a “read-only” format. Utilization tracking would also help identify which forms are being used most frequently.

As indicated by the implementation team, the technology innovation program was never implemented.

A single portal for all web-based job and teaching functions is in progress, but has yet to be implemented.

No mention was made in the implementation team’s report of piloting and publicizing processes that use technology to reduce overall user-minutes. However, the institutional calendars and use of the Wiki probably are two piloted projects that represent positive steps in this direction.

Recommendations, concerns, and/or difficulties encountered Additional resources need to be allocated to the development and maintenance of the web site, as it becomes not only a recruitment tool but also a hub for faculty and staff processing of work-related information. This is especially true as we migrate to a combined Internet and “Intranet” portal arrangement. Work needs to continue to streamline the forms repository and make it more user-friendly, such as making it easier to find forms in the vast array of forms available and in providing more forms in an electronic “fill-in” format. Utilization tracking should be implemented to identify the forms that accessed and used most frequently.

The technology innovation program should be implemented or dropped from this action step, depending on the working group recommendations and funding availability.

Work should continue on developing a single portal for all web-based job and teaching functions.

The audit team supports the implementation team recommendation regarding allocating additional resources to meet the objectives of the action step.

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