Plans for Human Resources >> 2013 - 2014 Human Resources District Program Review

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2013 - 2014 Human Resources District Program Review
Amalia Perez
Amalia Perez

Version: 26
Group: 2013 - 2014
Type: District Program Review
Last Modified On: 2/18/2014 12:44:02 PM
Last Modified By: Amalia Perez
State: Submitted (Finalized)
State By: Amalia Perez

Instructions

1. Mission

  1. Assume the reader knows nothing about your unit. Please describe concisely its mission.

The Human Resources Department ensures a positive and diverse workforce environment through superior customer service to support the mission of the San Bernardino Community College District in promoting and encouraging the education of students.

2. Description

  1. Please describe concisely the following characteristics of your unit. Feel free to use both narrative and quantitative information.
    1. Purpose
    2. Functions or services
    3. Clientele(s)
    4. Value of your services to the clientele(s), the Colleges, and the District
    5. Organizational structure and number of personnel by function
    6. Annual budget by object code for the last three years
    7. Hours of operation, location, and other pertinent service characteristics
    8. Significant changes, if any, since the last program review

i Purpose

To provide the San Bernardino Community College District with efficient and effective customer service in the management of its human resources and labor/employee relations services which subscribe to fair and equitable treatment of all employees, while promoting the values of a diverse, appreciated, dedicated and empowered workforce.

Human Resources is responsible for adding value to SBCCD and contributing to its success; building respect and credibility; achieving the highest level of service; striving to meet the highest standards of competence; accepting professional responsibility for our individual decisions and actions; earning individual respect and increasing our credibility with those we serve; promoting and fostering fairness and equity for all employees; and maintaining the highest level of trust and professional integrity.

ii Functions or Services

The primary activities of the Human Resources can be divided into three distinct categories:
(1) Employee Services, (2) Employee Relations, and (3) Safety, Risk Management and Benefits Administration.

The primary activities of Employee Services consists of employment, benefits and records maintenance of the District’s full-time faculty and staff; temporary, short-term and part-time personnel; and administrative staff.  Employee Relations activities consists of negotiations, contract management, employee relations, employee training, discrimination complaint, investigation, grievance resolution, equal employment and diversity programs.  And Safety, Risk Management activities and Benefits Administration consists of safety, worker’s compensation, loss prevention and claims management for all District employees.

(1)  Employee Services

  • Employee Training and Development Program
  • Collaborative Advisement and Consultation
  • Employment Records Management
  • New Employee Orientation
  • Human Resources Policies and Procedures

Workforce Planning

  • Recruitment
  • Administration of Minimum Qualifications and Equivalencies
  • Testing
  • Interview, Assessment, and Selection
  • Staffing Needs and Assessment
  • Workforce Reorganization and Reduction

Classification and Compensation

  • Position Control
  • Job Classification Design and Administration
  • Salary Design and Administration
  • Salary Surveys
  • Reclassification Reviews and Implementation

(2)  Employee Relations

  • Equal Employment Opportunity and Diversity Plan
  • Legal Affairs and Liaison with Outside Legal Counsel
  • Conflict Resolution
  • Employee Discipline
  • Employee Evaluation and Performance Management
  • Complaint Investigation and Resolution
  • Grievance Resolution
  • Labor Contract Negotiations and Administration
  • Employment Law Compliance

(3) Safety, Risk Management and Benefits Administration

• Illness and Injury Prevention Program Administration

• Loss Prevention and Control Administration

• Claims Management Administration

• Extended Leaves Administration

• Return to Work Assessment

• Worker’s Compensation Administration

• Reasonable Accommodations Administration

• Safety Training


iii Clientele(s)

Human Resources has internal and external clientele.  The internal clientele are all employees and students in the San Bernardino Community College District. The external clientele are the general public, San Bernardino and surrounding communities, San Bernardino County Superintendent of Schools, and other human resources counterparts in the California Community College system.

iv Value of your services to clientele(s), the Colleges, and the District

The value of human resources to our internal clientele (San Bernardino Valley College, Crafton Hills College, and the District) are based on providing quality service and support in the following areas:

• Equal opportunity employer and promotion of diversity and equity.

• Continuous recruitment and retention of diverse faculty and staff. 

• Training for professional growth and development.

• Better service and advice to our employees by networking with our colleagues from other campuses and the California Community College system.

• Technology through the acquisition of computer equipment and human resources software.

• Board Policies, Administrative Procedures, Bargaining Agreements, and all applicable Federal and State laws, rules and regulations.

The value of human resources to our external clientele (general public, San Bernardino and surrounding communities, and other human resources counterparts) are based on providing quality service and support in the following areas:

•  Employment Opportunities

•  Qualified Workforce

•  Educate and Support the Community needs
 

v Organizational structure and number of personnel by function

The Human Resources Department organizational structure and number of positions are as follows:

1 – Vice Chancellor of Human Resources and Employee Relations (Vacant)

1 - Director, Human Resources (Vacant)

1 – Human Resources Analyst

1 – Human Resources Generalist – San Bernardino Valley College

1 – Human Resources Generalist – Crafton Hills College & District (District Offices/KVCR/EDTC/Police/TESS) (Vacant)

2 - Human Resources Technician - Human Resources Office

1 - Benefits Specialist - Human Resources Office (Vacant)

1 - Recruitment Specialist - Human Resources Office (Vacant)

1 – Administrative Assistant – Vice Chancellor's Office

1 - Administrative Secretary - Vice Chancellor's Office

1 – Clerical Assistant II (District Receptionist)

A total of 12 positions comprise the Human Resources Department.

 

vi Annual Budget by Object Code

The 2012 - 2013 budget for HR totaled $327, 998.64.  The current budget totals for 2013 - 2014 is $677,742.17.

 

vii Hours of operation, location and other pertinent service characteristics

The Human Resources Department is located at 114 South Del Rosa Drive, San Bernardino, California and is open daily Monday through Friday from 8:30am to 4:30pm. We are closed on all holidays recognized by the Board of Trustees.

Hours of operation during the summer months (June and July) are Monday through Thursday from 7:00am to 6:00pm. The Human Resources Department is closed on Fridays during the summer months.

Human Resources Generalists will be available at each campus and District Offices.  The campus and office schedules are as follows:  (Please note that the days and times may vary depending on availability.)

SBVC - Monday through Friday 7:30am to 4:30pm.

CHC - Thursdays 8am to 3pm.

DISTRICT - Mondays through Wednesdays and Fridays 8am to 4:30pm.

 

viii Significant changes, if any since the last program review

The following are significant changes, since the 2012 - 2013 Program Review:

  • HR Generalist physically located at SBVC campus.
  • Senior Staff Assistant position abolished.
  • Addition of one (1) Administrative Secretary position from SBVC.
  • Two (2) additional positions - Recruitment Specialist and Benefits Specialist.
  • One (1) vacant HR Generalist position.
  • Two (2) HR Technicians hired.
  • Current leadership and direction provided by HR Consultant.
  • Director, Human Resources position re-established as a vacancy.
  • Overall improvement ratings were maintained in the 2013 Program Review survey.

3. Outcomes and Other Measures of Effectiveness

  1. Identify at least one essential measure of effectiveness for each major operation of the unit. (See Effectiveness Measurement Guidelines and Examples.)
  2. Include at least one baseline measure or measure of progress on a well-defined outcome.
  3. Include at least one measure showing effectiveness in responding to the Colleges’ needs.
  4. For each measure, identify the assessment method you used.
  5. Please summarize the results of the measures you have applied. If results showing trends over time are available, please report them.

Effectiveness Measure A – Workforce Planning

(1) Service Outcome or Objective (What are you trying to accomplish?)

Reduce cycle time for recruitments.

(2) Measure (What evidence will show how effective you are in accomplishing it?):

Track the number of days for each recruitment from the requisition request to the 2nd level interviews.

(3) Assessment Method (How will you obtain that evidence?)

Each month, we will calculate the average recruitment time for the last 12-months for academic, classified, and management positions.  Our target is to reduce the 12-month average.

AVERAGE LENGTH OF RECRUITMENT,

  • FACULTY                  120 days
  • CLASSIFIED                90 days
  • MANAGEMENT             90 days

** The average length of recruitment days does not reflect those positions that are difficult to recruit positions.

 

Effectiveness Measure B – Compensation

(1) Service Outcome or Objective (What are you trying to accomplish?):

Offer a competitive compensation package to become an employer of choice.

(2) Measure (What evidence will show how effective you are in accomplishing it?)

Conduct a thorough and complete market survey and classification study to ensure we are positioned as an employer of choice.

(3) Assessment Method (How will you obtain that evidence?)

Obtained in comparison from survey information provided by third party vendor as needed.

 

Effectiveness Measure C – Formal Grievances

(1) Service Outcome or Objective (What are you trying to accomplish?)

Reduce the number of formal grievances.

(2) Measure (What evidence will show how effective you are in accomplishing it?)

In comparison to last year's numbers, measure current to previous and count the formal grievances filed in each fiscal year.

(3) Assessment Method (How will you obtain that evidence?)

Monitor and track the number of formal grievances.  Our target is to reduce the number every year by encouraging managers to resolve concerns at the informal stage.

 

Effectiveness Measure D – Risk and Benefits

(1) Service Outcome or Objective (What are you trying to accomplish?)

Lower the number of worker's compensation claims filed.

(2) Measure (What evidence will show how effective you are in accomplishing it?)

In comparison to last years numbers, measure current to previous, and count the worker's compensation claims filed in each fiscal year.

(3) Assessment Method (How will you obtain that evidence?)

Monitor and track the number of claims filed.  Our target is to reduce the number every year as well as the total cost of the claims.
 


Effectiveness Measure E – Employee Services

(1) Service Outcome or Objective (What are you trying to accomplish?)

Update Human Resources Board Policies and Administrative Procedures.

(2) Measure (What evidence will show how effective you are in accomplishing it?)

Update one (1) Human Resources Board Policies and Administrative Procedures per quarter.

(3) Assessment Method (How will you obtain that evidence?)

Monitor the process through Shared Governance and Board Approval.
  

4. External Opportunities and Challenges

  1. Describe any external opportunities that might lead to unit improvement over the next three to five years.
  2. Describe any external challenges (e.g., legal requirements, budgetary constraints) that might limit operations or improvement over the next three to five years.

a. Describe any external opportunities that might lead to unit improvement over the next three to five years.

  1. Purchase of ERP system that will integrate with all Fiscal Services.
  2. Increase Community Involvement
  3. Partner with other community college districts for best practices
  4. Partner with community members as outlined in the Equal Employment Opportunity (EEO) Plan
  5. Enhance the HR Suite in PeopleAdmin (www.sbccdjobs.com)
  6. Explore the opportunities to apply for Professional Development and Diversity Activity Grants


b. Describe any external challenges (e.g. legal requirements, budgetary constraints) that might limit operations or improvement over the next three to five years.

  1. Changes to California Code of Regulations, Title 5
  2. Budget Constraints
  3. Ability to attract and retain qualified employees
  4. Lack of Cost-Of-Living-Adjustments (COLA)
  5. Changes in employment and applicable laws including healthcare reform
  6. Loss of Institutional Knowledge due to retirements
  7. Vacancies in HR
  8. Local economic conditions

5. Analysis and Evaluation

  1. Analyze the implications of the assessment results and external factors for your unit.
  2. In light of your analysis, what are your unit’s main strengths?
  3. In light of your analysis, what are your unit’s main weaknesses?

Analyze the implication of the assessment results and external factors for your unit.

Of those who responded to the 2013 District Operations satisfaction survey, many employees indicated they were satisfied or very satisfied with the Human Resources Department services.  In comparison to the 2010 District Operations satisfaction survey, the 2012 survey reflected a slight overall improvement in Human Resources Department services.

Of those who responded to the 2013 District Operations satisfaction survey, many indicated they were satisfied with the services provided by Human Resources and the need to hire more staff.  The survey also indicated improvement in services.

b. In light of your analysis, what are your unit’s main strengths?

Based on the results of the survey, the main strength of the Human Resources Department is:

  • Helpfulness
  • Courtesy
  • Follow-Thru
  • Timeliness - Initial

The 2012 survey indicated the same overall strengths.

c. In light of your analysis, what are your unit’s main weaknesses?

Based on the results of the survey, the main weaknesses of the Human Resources Department are:

  • Training
  • Input Opportunity
  • Accuracy of Information

The 2012 survey indicated the same overall weaknesses.

6. Three-to-Five Year Vision

  1. Describe your unit as you would like it to be three to five years from now.

Describe your unit as you would like it to be three to five years from now.

In three to five years from now, the Human Resources Department would like the following:

  1. Hire Additional Staff - Benefits Specialist and Recruitment Specialist
  2. Re-establish and Hire a Director, Human Resources
  3. Go GREEN – paperless HR operations
  4. Self-service HR website
  5. Operational Plans and Policies updated
  6. Improve the Training Programs for management and employees
  7. Coordinate trainings with Professional Development at campuses
  8. Be more accessible to clientele at the campuses
  9. Strengthen the level of confidence and trust with Human Resources and internal clientele
  10. Have clearly defined growth paths for various classifications of employees

7. Impact on the Colleges and the District

  1. Describe the most significant relationships with other District operations and College operations.
    1. What major impact does your unit have on them?
    2. .What major impact do they have on your unit?
  2. How do your mission, vision, and goals contribute to the Board Imperatives and the District and/or College mission, vision, strategic directions, and/or goals?

Describe the most significant relationships with other District operations and College operations.

Human Resources Department has significant relationships with every District and college operations.

(1) What major impact does your unit have on them?

  • Employment Services
  • Workforce Planning
  • Classification & Compensation
  • Labor Relations
  • Health & Welfare – Benefits
  • Policies & Procedures
  • Training & Development
  • Risk Management & Safety
  • Bargaining Agreements

(See description in section 2 above)

(2) What major impact do they have on your unit?

  • It is necessary for all SBCCD departments to partner with Human Resources and be timely and accurate with the delivery of information and documentation.
  • Fiscal Services impacts the Human Resources in personnel processing when budget account numbers are not accurate or funds are not allocated.
  • Misinterpretations of bargaining agreements has created uncertainties with union employees and representatives and management.
  • Management impacts Human Resources with the timeliness of feedback and documentation to their employees.


b. How do your mission, vision, and goals contribute to the Board Imperatives and the District and/or College mission, vision, strategic directions, and/or goals?

  • Improve cost effectiveness and service levels of Human Resource Organization Structure to serve as a strategic partner to the mission of the District which is a Resources Management for Efficiency, Effectiveness and Excellence.

8. Other Pertinent Information

  1. Include here any other information you regard as necessary for a full understanding of your unit.

i  Operational Mandates

The Human Resources Department operates under the following mandates:

(1)  District Mandates

  • SBCCD Board of Trustees Policies
  • SBCCD Administrative Procedures
  • Collective Bargaining Agreements

 (a)  San Bernardino Community College District Teachers Association (CTA/NEA)

 (b)  California Schools Employee Association (CSEA)

(2)  State and Federal laws as they relate to employment and EEOC compliance:

  • California Code of Regulations, Title 5
  • California Education Code
  • California Labor Law
  • Department of Fair Employment & Housing (DFEH)
  • Equal Employment Opportunity Commission (EEOC)
  • Government Code
  • Office of Civil Rights (OCR)

ii  Contract Management and Labor Relations

The Human Resources Department is responsible for the District's collective bargaining process involving the San Bernardino Community College District Teachers Association (CTA/NEA) and California Schools Employee Association (CSEA).  Through collective bargaining, Human Resources negotiates with union representatives over wages, hours, and other terms and conditions of employment.  The department is also responsible for administering ongoing contract issues, grievances, and complaints of unfair labor practices.

iii  Human Resources Staff Development

The Human Resources staff attends a variety of employment related workshops, webinars and conferences such as:

  • Association of Chief Human Resources Officers/Equal Employment Opportunity(ACHRO/EEO) Conference
  • Liebert Cassidy Whitmore and Southern California Community College Districts Employment Relations Consortium Workshops
  • Other human resources related conferences and workshops

iv  Customer Service

  • In order to provide better customer services to District employees, Human Resources staff will be available as needed or requested at both campuses and various District sites weekly to assist employees with any issues or answer any questions relating to human resources.
  • Human Resources staff services and availability are not restricted to the Human Resources office due to the requirement to attend various meetings, handle critical issues, and assist all District employees at all District campuses and sites.
  • Human Resources staff is dedicated to providing timely and accurate response to inquiries.

9. Goals, Objectives, Action Plans, and Resource Requests

  1. Goals (with priority rank) over the next three years
  2. Objectives (with priority rank) under each Goal
  3. Principal Activities under each Objective, if available
  4. Timeline for completion of each Activity or Objective
  5. Person responsible for ensuring completion of each Activity or Objective
  6. Progress on or achievement of a given Goal or Objective does not necessarily require additional resources. For Goals and Objectives that do require resources, enter the following information:
    1. Resources required to achieve Goals and Objectives over the next three years, with description and rationale for each
    2. Identification of associated Goals or Objectives
    3. Type of Resource
      1. Expenditure Category
      2. One-time/Ongoing
    4. Estimated annual cost (or savings) for the next three years
  • 1 - Goal - Providing excellent customer service to our clientele
    Priority Rank:
    1
    Objectives:
    • 1.1 - Objective - Increase HR Generalist presence at the campus.

      HR Generalist on-site for more accessibility.

      Priority Rank:
      1
      Start Date:
      07/01/2014
      End Date:
      06/30/2015
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      3. Resource Management for Efficiency, Effectiveness and Excellence
      Impact Type:
      Institutional
    • 1.2 - Objective - Effectively and consistently communicating information to our clientele.

      (1)  Enhance the HR Newsletter publication.

      (2)  Enhance the HR website for accessibility.

      Priority Rank:
      2
      Start Date:
      07/01/2014
      End Date:
      06/30/2015
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      3. Resource Management for Efficiency, Effectiveness and Excellence
      Impact Type:
      Institutional
  • 2 - Goal - Hire Additional Human Resources Staff - 1 - Vice Chancellor, Human Resources & Employee Relations, 1 HR Director, 1 HR Generalist, 1 Benefits Specialist and 1 Recruitment Specialist
    Priority Rank:
    2
    Objectives:
    • 2.1 - Objective - Begin the recruitment process for vacant and new HR positions
      Priority Rank:
      3
      Start Date:
      04/01/2014
      End Date:
      07/01/2014
      Responsible Person:
      Vice Chancellor, Human Resoures
      Strategic Direction:
      3. Resource Management for Efficiency, Effectiveness and Excellence
      Impact Type:
      Department
      Resource Requests:
      • 2.1.r1 - 1 - HR Generalist (Existing Vacancy)
        Description

        The recruitment of HR Generalist is an existing vacancy.  This position will be assigned to Crafton Hills College and the District Offices, Police, KVCR, TESS, and EDCT.

        Rationale

        The survey indicated that there was concensus throughout the District that the Human Resources department is understaffed. Filling the vacancies will provide overall efficiency and effectiveness of the HR department.
         

        Resource Type:
        Ongoing
        Expenditure Category:
        Personnel
        First Year Cost/Savings:
        $53,508.00/$0.00
        Second Year Cost/Savings:
        $56,154.00/$0.00
        Third Year Cost/Savings:
        $58,992.00/$0.00
      • 2.1.r2 - 1 - Recruitment Specialist
        Description

        The recruitment of a Recruitment Specialist is needed to assist the HR Generalist in all the recruitment process.

        The survey indicated that there was concensus throughout the District that the Human Resources department is understaffed. The addition of this position will provide overall efficiency and effectiveness of the HR department.
         

        Rationale

        The additional staff will promote to the efficiency and effectiveness of the department.

        Resource Type:
        Ongoing
        Expenditure Category:
        Personnel
        First Year Cost/Savings:
        $47,316.00/$0.00
        Second Year Cost/Savings:
        $49,680.00/$0.00
        Third Year Cost/Savings:
        $52,164.00/$0.00
      • 2.1.r3 - 1 - Benefit Specialist
        Description

        This will be a new position for the HR department.  A Benefit Specialist position is essential to the overall operation of the HR department.  The Benefit Specialist will be the main contact person for all benefit questions for all employees and retires of the District.  The Benefit Specialist will also handle all workers compensation injuries and claims.  This position will oversee the processing of all benefit eligible employees and retirees; work closely with Keenan & Associates regarding health and welfare matters and workers compensation injuries, claims, and case management; facilitate and coordinate all benefit open enrollments; process and verify all invoices from carriers; process and handle all leave of absences for all District employees; and any other duties associated with benefits and workers compensation.

        Rationale

        With this position, the HR Generalist are able to focus on the other operational areas in human resources. With this position in HR, the employees and retires have one person to contact for all matters concerning benefits, leaves of absence, and workers compensation.

        Resource Type:
        Ongoing
        Expenditure Category:
        Personnel
        First Year Cost/Savings:
        $53,508.00/$0.00
        Second Year Cost/Savings:
        $56,154.00/$0.00
        Third Year Cost/Savings:
        $58,992.00/$0.00
      • 2.1.r4 - 1 - Vice Chancellor, Human Resources & Employee Relations
        Description

        Hiring the following vacant positions is critical to the efficient and effective operations of the Human Resources Department.

        The Vice Chancellor, Human Resources & Employee Relations provides leadership and direction to the District’s human resources programs and services.  This position is critial and strategic to the effective and efficient operations of the San Bernardino Community College District.

        Rationale
        Resource Type:
        Ongoing
        Expenditure Category:
        Personnel
        First Year Cost/Savings:
        $141,192.00/$0.00
        Second Year Cost/Savings:
        $148,248.00/$0.00
        Third Year Cost/Savings:
        $155,664.00/$0.00
      • 2.1.r5 - 1- Director, Human Resources
        Description

        Re-establish the Director, Human Resources position and recruit for the vacancy.  This position directs, manages, supervises, and coordinates the daily activities and operations of the Human Resources Division including personnel operations, employee health and welfare programs, employee relations, risk management, Worker’s Compensation, ADA compliance, and equal employment opportunity compliance and administration; coordinates assigned activities with other departments, divisions, and outside agencies; and provides highly responsible and complex administrative support to the Vice Chancellor, Human Resources & Employee Relations.  This position is critical to the efficient and effective operation of the department.

        With the re-establishment of this position, the Vice Chancellor position becomes more strategic focused.

        Rationale
        Resource Type:
        Ongoing
        Expenditure Category:
        Personnel
        First Year Cost/Savings:
        $100,344.00/$0.00
        Second Year Cost/Savings:
        $105,360.00/$0.00
        Third Year Cost/Savings:
        $110,628.00/$0.00
  • 3 - Goal - Efficiently recruiting and hiring qualified individuals.
    Priority Rank:
    4
    Objectives:
    • 3.1 - Objective - Efficient Recruitment and Hiring

      This goal and objective is ongoing to improve HR employment services.

      Priority Rank:
      4
      Start Date:
      07/01/2014
      End Date:
      06/30/2015
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      3. Resource Management for Efficiency, Effectiveness and Excellence
      Impact Type:
      Institutional
      Resource Requests:
      • 3.1.r1 - Human Resources Information System (HRIS)
        Description

        Purchase of a Human Resources Information System (HRIS).

        Rationale

        The purchase of the Human Resources Information System (HRIS) will greatly improve the HR department's operations and it will provide a system that will integrate with Fiscal Services.  And the Human Resources Department will be working solely with one system as opposed to multiple systems.

        Resource Type:
        One-time
        Expenditure Category:
        Software
        First Year Cost/Savings:
        $500,000.00/$0.00
    • 3.2 - Objective - Develop a Mentoring Program for New Hires

      Mentoring program was developed.  Implementation of the program ongoing.

      Priority Rank:
      5
      Start Date:
      07/01/2014
      End Date:
      06/30/2015
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      3. Resource Management for Efficiency, Effectiveness and Excellence
      Impact Type:
      District
  • 4 - Goal - Ensure a safe and healthy working environment
    Priority Rank:
    5
    Objectives:
    • 4.1 - Objective - Reduce the number of worker's compensation claims files

      This is an ongoing goal and objective to promote safety awareness and trainings.

      Priority Rank:
      6
      Start Date:
      07/01/2014
      End Date:
      06/30/2015
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      3. Resource Management for Efficiency, Effectiveness and Excellence
      Impact Type:
      District
    • 4.2 - Objective - Develop a Health and Wellness Program

      Health & Wellness program currently being developed.

      Priority Rank:
      11
      Start Date:
      07/01/2014
      End Date:
      06/30/2015
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      3. Resource Management for Efficiency, Effectiveness and Excellence
      Impact Type:
      District
  • 5 - Goal - Maintain and enhance the District Long Range Staffing Plan
    Priority Rank:
    3
  • 6 - Goal - Human Resources Policies and Procedures
    Priority Rank:
    6
    Objectives:
    • 6.1 - Objective - Board Policies and Administrative Procedures
      Priority Rank:
      7
      Start Date:
      07/01/2014
      End Date:
      06/30/2015
      Responsible Person:
      Vice Chancellor, Human Resources & Employee Relations
      Strategic Direction:
      3. Resource Management for Efficiency, Effectiveness and Excellence
      Impact Type:
      District
    • 6.2 - Objective - Human Resources Standard Operating Procedures Manual

      The only cost associated with this objective is the printing cost of approximately $2,000.00

      Priority Rank:
      12
      Start Date:
      07/01/2014
      End Date:
      06/30/2015
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      3. Resource Management for Efficiency, Effectiveness and Excellence
      Impact Type:
      Department
      Resource Requests:
      • 6.2.r1 - Procedures Manual and Employee Handbook
        Description

        Printing costs for the Standard Operating Procedures Manual and Employee Handbook.

        Rationale

        In order to distribute the Standard Operating Procedures Manual and Employee Handbook, printing cost will be incurred.

        Resource Type:
        Ongoing
        Expenditure Category:
        Supplies
        First Year Cost/Savings:
        $5,000.00/$0.00
        Second Year Cost/Savings:
        $1,500.00/$3,500.00
        Third Year Cost/Savings:
        $750.00/$4,250.00
    • 6.3 - Objective - Develop Employee Handbook

      Draft handbook for managers, classifieds and short-term/hourly.

      Priority Rank:
      13
      Start Date:
      07/01/2014
      End Date:
      06/30/2015
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      3. Resource Management for Efficiency, Effectiveness and Excellence
      Impact Type:
      District
  • 7 - Goal - Enhance the District's Training Program
    Priority Rank:
    7
    Objectives:
    • 7.1 - Objective - Conduct a Training Needs Assessment

      Develop and conduct a training needs assessment through SNAP to determine the kinds/types of trainings needed by mangers and classified employees.  Work with Research & Planning Department to develop the assessment tool.

      Priority Rank:
      8
      Start Date:
      07/01/2014
      End Date:
      06/30/2015
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      3. Resource Management for Efficiency, Effectiveness and Excellence
      Impact Type:
      District
    • 7.2 - Objective - Develop a training program for managers and classified employees.

      Develop a training program based on the results of the Training Needs Assessment.

      Priority Rank:
      9
      Start Date:
      07/01/2014
      End Date:
      06/30/2015
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      3. Resource Management for Efficiency, Effectiveness and Excellence
      Impact Type:
      District
    • 7.3 - Objective - Develop a training evaluation tool.

      Develop an evaluation tool for feedback of trainings.

      Priority Rank:
      10
      Start Date:
      07/01/2014
      End Date:
      01/31/2015
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      3. Resource Management for Efficiency, Effectiveness and Excellence
      Impact Type:
      Department

10. Progress Report on Last Cycle's Goals, Objectives, and Actions

  1. Estimate progress to date on each of the last cycle’s Goals, Objectives, and Activities.
  2. Any uncompleted Goals, Objectives, and Activities that are still important should appear in the Goals, Objectives, and Action Plans section above.
  • 1 - Goal - Hire Human Resources Staff - 2 HR Generalist, 1 HR Technician and 1 Benefits Specialist

    Recruit for the existing 2 HR Generalist and the Vice Chancellor vacancies. 

    The recent satisfaction survey indicated that the human resources department is understaffed to handle the needs of all District employees and retirees.  The approval of additional HR staff -- 1 HR Technician and 1 Benefits Specialist -- will promote efficiency and effectiveness of the department.

    Priority Rank:
    1
    Objectives:
    • 1.1 - Objective - Begin the recruitment process for new HR staff
      Priority Rank:
      1
      Original Start Date:
      04/06/2012
      Original End Date:
      08/31/2012
      Revised Start Date:
      04/01/2014
      Revised End Date:
      06/30/2014
      Responsible Person:
      Vice Chancellor, Human Resoures
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Status Code:
      Work is Scheduled to begin on a resonably firm date
      Progress Description:

      Current HR vacant and new positions for recruitment:

      1 - Vice Chancellor

      1 - Director, Human Resources

      1 - HR Generalist

      1 - Recruitment Specialist

      1 - Benefits Specialist

      Resource Requests:
      • 1.1.r1 - 2 HR Generalist (Existing Vacancy)
        Description

        The recruitment of HR Generalist for two existing vacancies.

        Rationale

        The survey indicated that there was concensus throughout the District that the Human Resources department is understaffed. Filling the vacancies will provide overall efficiency and effectiveness of the HR department.
         

        Resource Type:
        Ongoing
        Expenditure Category:
        Personnel
        Funded:
        No
        Funding Source:
        First Year Cost/Savings:
        $53,508.00/$0.00
        Second Year Cost/Savings:
        $56,154.00/$0.00
        Third Year Cost/Savings:
        $58,992.00/$0.00
      • 1.1.r2 - 1 HR Technician
        Description

        The recruitment of an HR Technician is needed to assist the HR Generalist assigned to Crafton Hills College and the District Offices in the processing of all hourly employees -- adjuncts, short-terms, substitutes, professional experts and student workers, and other daily operational needs of the campus and District Offices.

        There will be an overal savings if another HR Technician position is recruited.

        The survey indicated that there was concensus throughout the District that the Human Resources department is understaffed. The addition of this position will provide overall efficiency and effectiveness of the HR department.
         

        Rationale

        The additional staff will promote to the efficiency and effectiveness of the department.

        Resource Type:
        Ongoing
        Expenditure Category:
        Personnel
        Funded:
        No
        Funding Source:
        First Year Cost/Savings:
        $42,252.00/$11,256.00
        Second Year Cost/Savings:
        $44,364.00/$11,820.00
        Third Year Cost/Savings:
        $46,584.00/$12,408.00
      • 1.1.r3 - 1 Benefit Specialist
        Description

        This will be a new position for the HR department.  A Benefit Specialist position is essential to the overall operation of the HR department.  The Benefit Specialist will be the main contact person for all benefit questions for all employees and retires of the District.  The Benefit Specialist will also handle all workers compensation injuries and claims.  This position will oversee the processing of all benefit eligible employees and retirees; work closely with Keenan & Associates regarding health and welfare matters and workers compensation injuries, claims, and case management; facilitate and coordinate all benefit open enrollments; process and verify all invoices from carriers; process and handle all leave of absences for all District employees; and any other duties associated with benefits and workers compensation.

        Rationale

        With this position, the HR Generalist are able to focus on the other operational areas in human resources, i.e. recruitment and selection. With this position the HR Analyst will focus on major areas outlined as goals in this program review, i.e. standard operating procedures, policy and procedures, employee handbooks, and other programs. With this position in HR, the employees and retires have one person to contact for all matters concerning benefits, leaves of absence, and workers compensation.

        Resource Type:
        Ongoing
        Expenditure Category:
        Personnel
        Funded:
        No
        Funding Source:
        First Year Cost/Savings:
        $53,508.00/$0.00
        Second Year Cost/Savings:
        $56,154.00/$0.00
        Third Year Cost/Savings:
        $58,992.00/$0.00
  • 2 - Goal - Efficiently recruiting and hiring qualified individuals.

    Reduce the cycle time for recruitments

    • Work with the Hiring Manager to set up Screening Committee who will to establish criteria prior to closing date
    • Post the position within 48 hours
    Priority Rank:
    2
    Objectives:
    • 2.1 - Objective - Efficient Recruitment and Hiring

      This goal and objective is ongoing to improve HR employment services.

      Priority Rank:
      1
      Original Start Date:
      07/01/2011
      Original End Date:
      06/30/2012
      Revised Start Date:
      04/01/2014
      Revised End Date:
      06/30/2015
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Status Code:
      Work is Completed and Ongoing
      Progress Description:

      This is an goal to improve the HR employment services by reducing the cycle time for recruitments.  HR Generalist will have to work closely with the Hiring Manager to achieve this goal.

      Resource Requests:
      • 2.1.r1 - Human Resources Information System (HRIS)
        Description

        Purchase of the Datatel module Human Resources Information System (HRIS).  Estimated cost is $400,000.00.

        Rationale

        The purchase of the Datatel module Human Resources Information System (HRIS) will greatly improve the HR department's operations and it will provide a system that will integrate with Fiscal Services, namely Payroll.  And the District will be working solely with one system as opposed to multiple systems.

        Resource Type:
        One-time
        Expenditure Category:
        Software
        Funded:
        No
        Funding Source:
    • 2.2 - Objective - Develop a Mentoring Program for New Hires

      Mentoring program was developed.  Implementation of the program ongoing.

      Priority Rank:
      1
      Original Start Date:
      07/01/2011
      Original End Date:
      06/30/2012
      Revised Start Date:
      04/01/2014
      Revised End Date:
      06/30/2015
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Status Code:
      Work is Planned but not yet firmly scheduled
      Progress Description:

      Develop and implement a mentoring program for new hires.  Solicit input from the respective Hiring Manager.

  • 3 - Goal - Providing excellent customer service to our clientele

    (1)  Improve Human Resources customer services

    • Increase HR Generalists Office Hours at the colleges and District Offices

    (2)  Effectively and consistently communicating information to our clientele

    • Publish the monthly HR Newsletter
    • Create ease in access to HR website for employees
    Priority Rank:
    1
    Objectives:
    • 3.1 - Objective - HR Generalist at the two campuses

      HR Generalist on-site for more accessibility.

      Priority Rank:
      1
      Original Start Date:
      07/01/2011
      Original End Date:
      06/30/2012
      Revised Start Date:
      02/13/2014
      Revised End Date:
      06/30/2015
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Status Code:
      Work is Completed and Ongoing
      Progress Description:

      HR Generalist will be at the following sites.

      SBVC - Monday through Friday  7:30am to 4:30pm

      CHC - Thursdays 8am to 3pm

      DISTRICT - Mondays through Wednesdays and Fridays 8am to 4:30pm

    • 3.2 - Objective - Improve communication media to employees

      (1)  Enhance the HR Newsletter publication.

      (2)  Enhance the HR website for accessibility.

      Priority Rank:
      1
      Original Start Date:
      07/01/2011
      Original End Date:
      06/30/2012
      Revised Start Date:
      07/01/2014
      Revised End Date:
      06/30/2015
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Status Code:
      Work is Completed and Ongoing
      Progress Description:

      HR will improve communication media to employees by:

      1. Enhancing the HR Newsletter publication.  HR has a new HR newsletter publication called tHRive.
      2. Enhancing the HR website for ease of accessibility.
      3. Develop the HR Wiki for all internal employees.
  • 4 - Goal - Ensure a safe and healthy working environment

    (1)  Reduce the number of worker's compensation claims filed

    • Promote training and safe working habits

    (2)  Develop a health and wellness program

    • Promote a healthy lifestyle to increase work-life wellness and reduce utilization of health insurance cost.
    Priority Rank:
    2
    Objectives:
    • 4.1 - Objective - Reduce the number of worker's compensation claims files

      This is an ongoing goal and objective to promote safety awareness and trainings.

      Priority Rank:
      1
      Original Start Date:
      07/01/2012
      Original End Date:
      06/30/2013
      Revised Start Date:
      07/01/2014
      Revised End Date:
      06/30/2015
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Status Code:
      Work is Completed and Ongoing
      Progress Description:

      HR will work closely with the Environmental Health & Safety Administrator, Keenan & Associates, and the Safety Committees in promoting the safety trainings and a ensuring safe working environments, which in turn will reduce the number of worker's compensation claims.

    • 4.2 - Objective - Develop a Health and Wellness Program

      Health & Wellness program currently being developed.

      Priority Rank:
      2
      Original Start Date:
      07/01/2011
      Original End Date:
      06/30/2012
      Revised Start Date:
      07/01/2014
      Revised End Date:
      06/30/2015
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Status Code:
      Work is Planned but not yet firmly scheduled
      Progress Description:

      HR plans to work closely with Keenan & Associates to develop a formalized Health and Wellness Program.

  • 5 - Goal - Maintain and enhance the District Long Range Staffing Plan

    Ongoing review of the Long Range Staffing Plan.  Updates submitted April 2011.

    Priority Rank:
    1
  • 6 - Goal - Human Resources Policies and Procedures

    (1)  Finalize Human Resources Standard Operating Procedures Manual

    • Review, ensure currency with laws, and implement by Spring 2013

    (2)  Update Human Resources Board Policies and Administrative Procedures

    • Review, ensure currency with laws, and implement one Board Policy and Administrative Procedure per quarter
    Priority Rank:
    2
    Objectives:
    • 6.1 - Objective - Board Policies and Administrative Procedures
      Priority Rank:
      1
      Original Start Date:
      07/01/2011
      Original End Date:
      12/31/2012
      Revised Start Date:
      07/01/2014
      Revised End Date:
      06/30/2015
      Responsible Person:
      Vice Chancellor, Human Resources & Employee Relations
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Status Code:
      Work is Planned but not yet firmly scheduled
      Progress Description:

      HR will review, ensure currency with laws, and implement one Board Policy and Administrative Procedure annually.

    • 6.2 - Objective - Human Resources Standard Operating Procedures Manual

      The only cost associated with this objective is the printing cost of approximately $2,000.00

      Priority Rank:
      2
      Original Start Date:
      07/01/2011
      Original End Date:
      12/31/2012
      Revised Start Date:
      07/01/2014
      Revised End Date:
      06/30/2015
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Status Code:
      Work is Completed and Ongoing
      Progress Description:

      HR will work on finalizing the Human Resources Standard Operating Procedures Manual.  This manual will be outline HR operating procedures and processing guidelines.

      Resource Requests:
      • 6.2.r1 - Procedures Manual and Employee Handbook
        Description

        Printing costs for the Standard Operating Procedures Manual and Employee Handbook.

        Rationale

        In order to distribute the Standard Operating Procedures Manual and Employee Handbook, printing cost will be incurred.

        Resource Type:
        Ongoing
        Expenditure Category:
        Supplies
        Funded:
        No
        Funding Source:
        First Year Cost/Savings:
        $5,000.00/$0.00
        Second Year Cost/Savings:
        $1,500.00/$3,500.00
        Third Year Cost/Savings:
        $750.00/$4,250.00
    • 6.3 - Objective - Develop Employee Handbook

      Draft handbook for managers, classifieds and short-term/hourly.

      Priority Rank:
      3
      Original Start Date:
      07/01/2011
      Original End Date:
      12/31/2012
      Revised Start Date:
      07/01/2014
      Revised End Date:
      06/30/2015
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Status Code:
      Work is Planned but not yet firmly scheduled
      Progress Description:

      HR will develop employee handbooks for managers, classified, academic and short-term/hourly.

  • 7 - Goal - Enhance the District's Training Program

    (1)  Conduct a Training Needs Assesment to determine what kind of training is need.

    (2)  Develop a training program for managers and classified employees.

    (3)  Conduct all mandatory trainings.

    (4)  Develop a training or workshop evaluation tool.

    (5)  Explore new training methods and technology.

    Priority Rank:
    2
    Objectives:
    • 7.1 - Objective - Conduct a Training Needs Assessment

      Develop and conduct a training needs assessment through SNAP to determine the kinds/types of trainings needed by mangers and classified employees.  Work with Research & Planning Department to develop the assessment tool.

      Priority Rank:
      1
      Original Start Date:
      08/01/2011
      Original End Date:
      06/30/2012
      Revised Start Date:
      07/01/2014
      Revised End Date:
      06/30/2015
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Status Code:
      Work is Planned but not yet firmly scheduled
      Progress Description:

      HR will conduct a training needs assessment to determine what kind of training is need by all employees.

    • 7.2 - Objective - Develop a training program for managers and classified employees.

      Develop a training program based on the results of the Training Needs Assessment.

      Priority Rank:
      1
      Original Start Date:
      01/01/2012
      Original End Date:
      12/31/2012
      Revised Start Date:
      07/01/2014
      Revised End Date:
      06/30/2015
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Status Code:
      Work is Planned but not yet firmly scheduled
      Progress Description:

      Information gathered from the Training Needs Assessment will assist HR in developing a training program for all employees.

    • 7.3 - Objective - Develop an training evaluation tool.

      Develop an evaluation tool for feedback of trainings.

      Priority Rank:
      1
      Original Start Date:
      07/01/2012
      Original End Date:
      06/30/2012
      Revised Start Date:
      07/01/2014
      Revised End Date:
      06/30/2015
      Responsible Person:
      Vice Chancellor, Human Resources
      Strategic Direction:
      None
      Impact Type:
      -- Pick One --
      Status Code:
      Work is Planned but not yet firmly scheduled
      Progress Description:

      HR will develop and implement a training and/or workshop evaluation tool.  This will assist HR in determining the effectiveness of the trainer and the training program.

11. Process and Participants

  1. Describe briefly the main steps of the process that produced this report.
  2. List the name and function of each participant in that process.
  3. Include as many members of the unit as possible in the preparation and/or review of this document. It should not be the product of the manager alone or of a small proportion of unit members.
  4. Describe the plan for future assessment cycles, particularly if not all measures were applied in current cycle.

a.  Describe briefly the main steps of the process that produced this report.

The 2013 - 2014 Human Resources Program Review is a result of numerous meetings and discussions with Human Resources staff and management.  The Human Resources Program Review identifies updates and accomplishments

b.  List the name and function of each participant in that process.

The development of the updated Human Resources Program Review began with meetings and discussions in the Fall 2013.  The following are the contributors to this Human Resources Program Review:

Dr. Jack Miyamoto, HR Consultant

Amalia Perez, Human Resources Analyst

Julia Sanchez, Human Resources Generalist

Karla Trujillo, Human Resources Technician

Lorraine Norton, Administrative Assistant II

Maria Torres, Clerical Assistant II
 

d.  Describe the plan for future assessment cycles, particularly if not all measures were applied in current cycle.

The Human Resources Department will review this report quarterly and update the report annually.  A survey will also be conducted annually to measure the effectiveness of the Department in meeting its goals.  Each year the updated report will be posted on the Human Resources website.

12. Supporting Documents