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Advisory Council of Classified Employees (ACCE )

Advisory Council of Classified Employees (ACCE ). Presentation to the West Virginia Council for Community and Technical College Education Friday, December 4, 2009. What is ACCE?.

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Advisory Council of Classified Employees (ACCE )

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  1. Advisory Council of Classified Employees(ACCE) Presentation to the West Virginia Council for Community and Technical College Education Friday, December 4, 2009

  2. What is ACCE? The Advisory Council of Classified Employees (ACCE) was created in 1982 by 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.

  3. 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

  4. Classified Staff are … • Valuable liaisons to the legislative process on all higher education issues • Representatives on campus BOGs • Members of institutional and statewide higher education committees • Active members in their local communities

  5. Impact on Students • Recruitment • Retention • Results

  6. Classified Staff Support … • Increased funding for higher education • Increased funding for student financial aid • Professional development initiatives

  7. Classified staff are committed to fulfilling their responsibilities and serving the students, however there are major flaws in the current personnel system.

  8. Concerns with Current System • Job Family Reviews didn’t take place – only 5 out of 45 reviewed since implemented in 1991 • Position Information Questionnaires (PIQs) not kept up-to-date, difficult to complete and time consuming for both the employee and the supervisor, and no real deadlines for action on review requests • No “best practices” are observed or encouraged • No training in current best practices and no real expectations for qualifications for Human Resources Administrators • Some institutions created new categories of employees and ignored their own posting and hiring policies

  9. Concerns with Current System Total avoidanceto maintenance of the system and as a result… • No regular market studies were completed to insure the integrity of the system or to update salary information allowing salaries to get farther behind • Institutions allowed to “do their own thing” when it came to funding salaries and without legislative mandate, and as a result, some still have not funded a 2001 salary schedule • At times there was as much as a $5,000 difference in salaries for the same job titles at different institutions • No sense of fairness or due process is perceived by the employees • Personnel rules are vague and subject to institutional interpretation forcing employees to grieve to settle even minor disputes and fairness issues • No institutional accountability to a higher authority

  10. The Mandated Charge Senate Bill No. 603 (2005) charged the Commission to study numerous higher education human resources issues in collaboration with various groups before preparing and submitting a final report to LOCEA by December 1, 2008.

  11. Ultimate Goal To create an integrated human resources system which will withstand the demands of change and allows for the ability to recruit, motivate, and retain the best employees while maintaining internal equity and pursuing external competitiveness and upholding accountability and fiscal responsibility.

  12. Consensus Themes • Simple to understand • Transparency • Equity and fairness among constituency groups • Accountability with consequences

  13. Compensation • Still behind 2001 market • Equality in comparison to respective markets among constituency groups • Goals with realistic timeframes • Establish differential range formula across state • Enforced minimum threshold • 23.2% below current market

  14. Percentage of Non-Classified • Currently varied interpretation • Revert many positions to classified under new system • BOG approval of justification for new positions

  15. Question • What do Council members see as their role and responsibility to classified employees?

  16. Thank you … On behalf of classified employees statewide, we appreciate this opportunity and your continued support!

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