Melodee Monson Kathleen McCoy...2015/03/05 · P Jamey Cordery School of Nursing 13-15 P Danielle...

Agenda Thursday, March 5, 2015

10:30am – 12:00pm ADM 204

Access Number: 1-907-786-6755 | Passcode: 83249 I. Call to Order:

II. Introduction of Members, New Members and Guests:

2014-2015 APT Council Membership

Kathleen McCoy; President* 14-16 Crickett Watt 13-15 Betty Hernandez; Co-Vice President** 13-15 Christine Lidren 13-15 John Moore; Co-Vice President 14-16 Melodee Monson* 14-16 Bill Howell (KPC) 13-15 Ryan Hill* 14-16 Courtney Brooke Smith (Mat-su) 13-15 Carey Brown* 14-16 Dawson Moore (PWSCC) 13-15 David Weaver 14-16 Douglas Markussen 13-15 Kodiak – Vacant 14-16

Bryan Zak* 13-15 * University Assembly Rep ** University Assembly Rep Alternate III. Approval of Agenda (pg.1-2)

IV. Approval of Summary (pg. 3-7)

I. Old Business

A. Joint Council Consolidation and Bylaw Review Recommendation Report (pg. 8-30)

V. New Business VI. Reports

A. Staff Alliance – Kathleen McCoy

B. Diversity Action Council - Carey Brown (pg. 31-37)

C. University Assembly – Kathleen McCoy

D. Staff Health Care Committee – Melodee Monson

E. Joint Health Care Committee – Kathleen McCoy (pg. 38-39)

1

March 5, 2015 APT Council Agenda

F. Social and Retreat Planning Committee - Melodee Monson & Betty Hernandez

G. Campus Safety Committee – Doug Markussen

H. Development Day Committee – Betty Hernandez

I. Dean’s Survey Committee - John Moore and Carey Brown

J. Joint Council Marketing and Communications Committee

– Kathleen McCoy & Betty Hernandez

K. Joint Council Consolidation and Bylaw Review Committee - Courtney-Brooke Smith, Betty Hernandez & Ryan Hill

IX. Information Items

A. Emergency Revisions to R04.07.110 Layoff, Recall and Release and R04.08.060.G. (pg. 40-51)

X. Adjourn:

2

Thursday, February 5, 2015

8:30-11:30am LIB 302A

Access Number: 907-786-6755 | Passcode: 83249 Summary

I. Call to Order: 8:30am


P = Present E = Excused X = Absent

2014-2015 Classified Council Membership

P Liz Winfree (President)* Center for Human Development

14-16 Vacant 13-15

P Fannie Slaten College of Business and Public Policy

14-16 P Kathy Smith School of Nursing

13-15

E Kim Heidemann Medical Imaging Sciences

14-16 P Kathy Lardner College of Education

13-15

P Maureen Hunt Mat-Su College – Academic Affairs 14-16 X Bobbie Farfalla-Ivanoff

Kodiak – Academic Affairs 13-15

X Nancy Hall** WWAMI School of Medical Education

14-16 X Dave Robinson* Financial Services

13-15

P Brenda Levesque Institute for Circumpolar Health Studies

14-16 P Rebecca Huerta Financial Services

13-15

P Marie Williams Bookstore

14-16 X Wendy Goldstein Prince William Sound Community College

13-15

P Peter Clemens Veteran Financial Assistance

14-16 P Jamey Cordery School of Nursing

13-15

P Danielle Dixon Student Affairs – Dean’s Office

14-16 X Amie Stanley

Seawolf Debate 13-15

P Audrey Malone Multicultural Center

14-16 P Nichole Grunwald Military and Veteran Student Affairs

13-15

P Sandra Medina College of Engineering

14-16 P Ryan Buchholdt* Facilities and Campus Services

13-15

P Chris Triplett (Co-Vice President)* University Advancement

13-15 P Katie Frost** Health Sciences Department

13-15


P Kathleen McCoy (President)* 14-16 P Christine Lidren 13-15 P John Moore (Co-Vice President) 14-16 P Courtney Brooke Smith 13-15 P Betty Hernandez (Co-Vice President) 13-15 X Dawson Moore 13-15 P Melodee Monson 14-16 P Bryan Zak 13-15 P Ryan Hill 14-16 P Crickett Watt 13-15 X Carey Brown 14-16 P Doug Markussen 13-15 P David Weaver 14-16 Kenai – Vacant 13-15

III. Approval of the Agenda (pg. 1-2)

Approved

IV. Approval of the Summary (pg. 3-5) Amendment to the Chancellor’s Report concerning administrative leave Approved as amended

V. Program Prioritization Update – Vice Chancellor Spindle (8:30am) 3

February 5, 2015 APT and Classified Council Page 2 Agenda

Prioritization is about alignment in an effort to move forward. The report looked at everything and indicates the areas that may need assistance. There will be restructuring and transformation, but there will not be a lot of elimination on the function side. UAA has strong program and functions. There will likely be a 5% tuition increase which generates about 2 million dollars for the university. There may be layoffs, but nothing is for certain. Currently taking steps to minimize the number of potential layoffs. Over the next 3-5 years the budget will be cut by 25% If furloughs are used, people who can least afford it will be hit the least with the least furlough days. Reallocation: will make sure that students get through UAA in a timely manner. Tanaina Child Care Center – have been working with them to relocate this summer for renovation efforts. Help position them in an area that would work best.

VI. Core Values (pg. 6-7) Will be taken back to the Summit Team in an effort to revise the current language.

VII. New Business a. Tanaina Child Care Center Update Was given by Vice Chancellor Spindle. Nothing new to report.

VIII. Old Business a. Joint Council Consolidation and Bylaw Recommendation Report (pg. 8-30)

Discussion on suggestion to draft a memo from the councils calling for the recommendation.

IX. Update from Chancellor Case Currently considering the Prioritization transition and implementation in relation to the budget realities. General Council and Statewide are looking at tools to address the fiscal downturn. Encouraged staff to think creatively in utilizing current resources and implementing strategic methods of efficiency. There are a range of tools that may be utilized: Lay-offs: this is worse-case scenario, but may happen. It will depend on tuition to some small

degree – the momentum is behind a one-year 5% increase in tuition, or $8 a student. This equates to about 101 positions.

Readjusting Contracts: some people may be offered a shorter contract depending on the needs to the department.

Retirement Incentives: currently examining retirement incentives, these would need to be advantageous to the university’s budget.

Furloughs: this may happen; potentially those who are in the position financially or who volunteer could take a half day, or full day off a week.

Now need to consider how to retain the people who are a part of the university now. There will need to be a regent approved slate of utilization tools in the future. A taskforce has been appointed to assist the Tanaina Child Care Center in relocating.

X. Committee Reports a. Staff Alliance – Kathleen McCoy and Liz Winfree

The Statewide HR Officer, Erik Seastedt, is reworking the lay-off regulations. Meeting on Tuesday, February 10th. Feedback is requested by Saturday, February 14th. There will be a climate survey released by Spring Break.

b. Diversity Action Council – Jamey Cordery (pg. 31) Encouraged committee to keep the recruitment video in mind because staff has not been involved.

4

February 5, 2015 APT and Classified Council Page 3 Agenda

c. University Assembly – Kathleen McCoy and Liz Winfree Will not be meeting again until Friday, March 20, 2015 to accommodate for Spring Break.

d. Staff Health Care Committee – Maureen Hunt (pg. 32-43) Biometric screenings will be held for the UAA main campus in the next few months. Biometrics are due by April 30, 2015.

e. Joint Health Care Committee - Kathleen McCoy

f. Staff Compensation Committee - Maureen Hunt Have not met since November.

g. Retreat Planning Committee – Betty Hernandez

h. Campus Safety Committee – Doug Markussen and Fannie Slaten (pg. 44-50) General Counsel rewrote the language for the letter to Tanaina. Relative to the amount of space they use, they only service 60 children. 40 of these children are of UAA faculty members. There is a two-year waiting limit for the child care center. This campus isn’t designed for children; some recent examples include some of the children were stuck in an elevator for almost thirty minutes, another is the children hold onto a rope to walk with the caretakers across campus; some of these kids wrap the rope around their arms which poses a safety threat. This year there were 13 recordable incidents with OSHA. 6 of these came from Facilities and Management. The rest were slips, trips and falls both indoor and outdoor. The dart rate went up 3-4 hundredths because less man hours were worked. UAF had 3.5 times the amount of incidents.

i. Development Day Committee – Betty Hernandez This year’s event will be held on Wednesday, May 13, 2015.

j. Dean’s Survey Committee – John Moore Have been working with Larry Foster and are looking into both surveys.

k. Joint Council Consolidation and Bylaw Review Committee – Ryan Hill

XI. Informational Items a. Staff Make Students Count b. Draft Revisions to University Holidays R04.-06-141(pg. 51-52) c. Health Campus Pedestrian Bridge (pg. 53-60)

XII. Adjourn:

5

Summary Thursday, October 2, 2014

10:30am – 12:00pm ADM 204

Access Number: 1-907-786-6755 | Passcode: 46450 I. Call to Order: 10:30am



X Kathleen McCoy; President* 14-16 X Crickett Watt 13-15 X Betty Hernandez; Co-Vice President** 13-15 X Christine Lidren 13-15 John Moore; Co-Vice President 14-16 X Melodee Monson* 14-16 Bill Howell (KPC) 13-15 X Ryan Hill* 14-16 X Courtney Brooke Smith (Mat-su) 13-15 E Carey Brown* 14-16 X Dawson Moore (PWSCC) 13-15 E David Weaver 14-16 Douglas Markussen 13-15 Kodiak – Vacant 14-16 Bryan Zak* 13-15

* University Assembly Rep ** University Assembly Rep Alternate III. Approval of Agenda (pg.1-2)

Approved

IV. Approval of Summary (pg. 3-5) Approved

I. Old Business A. Review of joint APT/Classified Council Goals (pg. 6)

After evaluation, a survey may be sent out before the November joint meeting asking members to choose their top five (5) goals.

V. New Business A. NWCCU Mid-Cycle Review Self-Evaluation Report submitted September 24, 2014:

http://www.uaa.alaska.edu/undergraduate-academic-affairs/Accreditation/accreditation-2017-home/2017reports.cfm Submitted mid-cycle accreditation report in September. Follow up-site visit is scheduled for October 29th and 30th. Preparing for a comprehensive site-visit in fall 2017.

6

October 2, 2014 APT Council Page 2 Agenda

B. Staff Excellence

Discussion about including community campuses in Amazing Stories. Governance Office to send an announcement about soliciting Amazing Stories. Nominate staff for Amazing Stories to go to Staff Alliance and Board of Regents.

VI. Reports

A. Staff Alliance – Kathleen McCoy Monique Musick presented to Board of Regents Amazing Stories. She brought up the bonus in terms of staff morale as well as the concerns over the draft furlough process. Additionally discussed Shaping Alaska’s Future which has not been accepted by staff.

B. Diversity Action Council - Carey Brown

C. University Assembly – Kathleen McCoy Discussed Prioritization and upcoming implementation news. The Smoke Free Campus survey results depict 80% of polled staff support the initiative with 60% strongly approving it. These results will be posted to the Chancellor’s website soon.

D. Staff Health Care Committee – Melodee Monson (1) Healthyroads Incentive Plan (pg. 7) (2) Lockton Report FY14 Utilization http://www.uaa.alaska.edu/undergraduate-

academic-affairs/Accreditation/accreditation-2017-home/2017reports.cfm Discussed changes in enrollments and the 750/HDHP and CDHP plans. Betty will remove herself from the Staff Health Care Committee.

E. Joint Health Care Committee – Kathleen McCoy

F. Social and Retreat Planning Committee - Melodee Monson & Betty Hernandez

G. Campus Safety Committee – Doug Markussen

H. Development Day Committee – Betty Hernandez

I. Dean’s Survey Committee - John Moore and Carey Brown

J. Joint Council Marketing and Communications Committee –Betty Hernandez Last year’s goals were met, currently working on this year’s goals to include working on a five-item monthly newsletter.

K. Joint Council Consolidation and Bylaw Review Committee - Kathleen McCoy Met over the summer and conducted research on community campuses and representation. Looked at what consolidation would look like and bylaws. Betty has volunteered to join the Joint Council Consolidation and Bylaw Review Committee

IX. Information Items X. Adjourn: 12:00pm

7

Joint Council Consolidation and Bylaw Review Committee Recommendation Report

Committee Membership Kathleen McCoy, APT Council President

Elizabeth Winfree, Classified Council President Danielle Dixon, Classified Council

Ryan J. Hill, APT Council

Harley Hedlund, Administrative Support

Presented at the joint council meeting on December 4, 2014

8

Joint Council Consolidation and Bylaws Review Committee: Recommendation Report 2

Table of Contents Committee Charge…………………………………………………………………………………………………….3 Research Findings……………………………………………………………………………………………………..3 Recommendations……………………………………………………………………………………………………..5 Process & Timeline…………………………………………………………………………………………………….6 Appendixes A. Human Resource Services Data……………………………………………………………………7

B. Email from Human Resource Services Director…………………………………………….8 C. Benchmarking Data……………………………………………………………………………………..9 D. Committee Report 10/31/2014…………………………………………………………………..13

E. Proposed Staff Council Constitution……………………………………………………………..15 F. Proposed Staff Council Bylaws……………………………………………………………………..18 G. Motion to Consolidate………………………………………………………………………………….22

9


Committee Charge The committee has been charged with the development of a comprehensive report on the benefits and challenges of consolidating the Administrative, Professional, & Technical (APT) Council and the Classified Council. The committee is also charged with updating the bylaws and constitution of the two councils. -‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐

Research Findings

1. There is currently 1,015 staff members employed at UAA as of November 11, 2014 according to Human Resource Services. Of that total number, 592 (or 58.33%) are non-‐exempt employees and 423 (or 41.67%) are exempt employees. See Appendix A.

2. The following chart outlines the distribution of grades of UAA staff members. The chart is split between exempt and non-‐exempt employees. Human Resource Services Director Ronald C. Kamahele confirmed that classification as exempt or non-‐exempt does not imply supervision of full-‐time staff members. See Appendix B.

Employee Class Grade Total Non-‐Exempt 74 20 75 59 76 155 77 139 78 169 79 41 80 6 81 3 Non-‐Exempt Total 592 Exempt 77 5 78 15 79 125 80 114 81 82 82 48 83 26 84 8 Exempt Total 423 Grand Total 1015

3. The Governance Office looked at staff governance councils at seven different institutions, including the University of Alaska Fairbanks (UAF), the University of

10


Alaska Southeast, the University of Colorado Boulder, Eastern Oregon University, American University-‐Washington, D.C., Seattle Pacific University, and Idaho State University. Council sizes ranged from 6 members to 40 members depending on the institution. The average council size is 21 members and the median council size is 19 of benchmarked institutions. Data was not collected for the number of staff at each institution. See Appendix C.

4. Below are the committee’s findings on systems of representation. a. Distributed Representation. Using data from the University of Alaska

Fairbanks, representation based on department, division, unit, or area seems problematic. 15 seats out of 40 on staff council at UAF are currently unfilled. It is also difficult and complicated to decide how to distribute seats and to whom. The consensus of the committee it is not a good practice to deny someone involvement in governance simply because of where they work, especially if there are unfilled seats.

b. At-‐Large Representation. This system would be the least restrictive and would be more likely to ensure that willing participants fills council seats. The committee believes a consolidated council could help unite staff at UAA, but does recognize that the University and the UA System do distinguish between the two at times. For example, personal leave was distributed differently to exempt and non-‐exempt employees in FY15. The committee also believes it is possible that exempt and non-‐exempt employees may view and experience the University differently so having a balanced number of both would be beneficial. In an analysis of meeting minutes and agendas for the APT and Classified Councils last year, it was discovered that agenda topics were overwhelmingly identical, but the questions asked and comments made were different depending on the council.

c. Classification Representation. This system is a middle ground between distributed representation and at-‐large representation. This system would distribute representation on the consolidated council by employee classification.

5. An analysis of the constitutions and bylaws of both the APT Council and the Classified Council yielded no information on the process for adopting a new constitution and/or bylaws. The governing documents also did not have provisions against or a process outlined for dissolving the council or consolidating. Both councils require a 2/3 majority vote for amendments and state amendments to the constitution must sit for at least thirty calendar days before being voted on. Amendments to the constitution must also be sent to the Chancellor. A review of Robert’s Rules of Order also yielded no clear guidelines on consolidation or the adoption of a new constitution and/or bylaws.

6. There are six current APT Council members whose terms are set for 2014 – 2016. There are eleven current Classified Council members whose terms are set for 2014 – 2016. One of the Classified Council members is from a community campus.

-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐

11


Recommendations

1. Based on the research findings, as well as the challenges and benefits reported by the committee (see Appendix D), the committee recommends that the councils consolidate.

2. The committee recommends that the consolidated council be named “Staff Council”. 3. The committee recommends that the committee consists of 21 members based on

the following criteria: a. 10 representatives classified as non-‐exempt b. 7 representatives classified as exempt c. 1 representative from Prince William Sound Community College* d. 1 representative from Kodiak College* e. 1 representative from Kenai Peninsula College* f. 1 representative from Matanuska-‐Susitna College*

21 members would be in line with the average council size of benchmarked institutions. The committee also believes this is a representative size while still being manageable. The distribution also represents the fact that there are approximately 170 more non-‐exempt staff members at UAA than exempt employees. The committee also believes it is important to maintain the voice of the community campuses on the council.

4. The committee recommends the adoption of a new Staff Council Constitution. See Appendix E.

5. The committee recommends the adoption of a new Staff Council Bylaws. See Appendix F.

6. There are currently six APT Council members and eleven Classified Council members whose terms are set to expire in 2016. The committee recommends taking volunteers or drawing lots among that group to extend half of their terms one year in order to maintain balance. This would ensure that half of the membership had terms that expired each year. Vacant seats would then be filled for the open spots in 2015.

*Representatives from the community campuses would not be restricted by classification. They could be either exempt or non-‐exempt. -‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐

12


Process & Timeline

1. Given the lack of guidelines in the governing documents and Robert’s Rules of Order, the committee recommends that the councils vote separately on the Motion to Consolidate (see Appendix G). The motion will be treated as an amendment, which means it will require a 2/3 majority vote to pass. The committee’s report will be presented as information only on December 4, 2014. The committee will take feedback and suggestions from current council members until January 21, 2015.

2. The motion will then be presented for a first reading on February 5, 2015 at the joint meeting. The councils will then discuss the motion at their March 5, 2015 meetings. The Governance Office will then call for an email vote by March 12, 2015. If both councils vote to approve the Motion to Consolidate, including the Constitution and Bylaws, by a 2/3 majority, the motion will be considered to have passed.

3. Upon approval, the Motion to Consolidate will be sent to the Chancellor. 4. Robert’s Rules of Order state that approved amendments are immediately

incorporated in the governing documents. The motions will therefore be written to go into effect immediately following the last council meeting of FY15.

13


Appendix A: Human Resource Services Data

Count of EMPLOYEE_ID Employee Class Division Non-‐Exempt Exempt Grand Total Chancellor's Office 3 6 9

College of Arts & Science 47 36 83 College of Business & Public Policy 29 38 67

College of Education 6 8 14 College of Health 64 57 121 Community & Technical College 42 22 64 Consortium Library 23 3 26

Kenai Peninsula College 47 14 61 Kodiak College 19 5 24 Mat-‐Su College 30 6 36

Office of Academic Affairs 18 29 47

Prince William Sound Community College 14 11 25

School of Engineering 9 6 15 Student Affairs 84 60 144

University Advancement 13 12 25

VC Administrative Services 144 110 254

Count of EMPLOYEE_ID Employee Class Total Non-‐Exempt 592 Exempt 423 Grand Total 1015

14


Appendix B: Email from the Director of Human Resource Services

15


Appendix C: Benchmarking Data

Joint Council Consolidation and Bylaw Review Committee Research 1. Look to see how UAF/UAS and other universities model their staff councils in relation

to exempt/non-‐exempt representation and number of members A. UAF Staff Council: potentially 40 representatives, currently 25 positions

are filled http://www.uaf.edu/uafgov/staff-‐council/ Each “unit” has one vote per 50 staff members within the unit. Authorized by the Board of Regents Policy 03.01.01 to represent both APT and Classified staff of the University of Alaska Fairbanks in its entirety, the organization formed by this Constitution enhances the staff’s ability to serve the university and the public, provides a communication network between staff and the rest of the University community, and offers the considered views of staff necessary for decision making and problem solving on issues of common importance to achieving the mission of the University.

B. UAS Staff Council Association : 6 representatives http://www.uas.alaska.edu/staffcouncil/index.html The Association will provide an important communication link between the University of Alaska Southeast (UAS) non-‐represented staff, the UAS Administration, the Chancellor, and specific UA assemblies, Staff Alliance and/or committees, per BOR 03.01.01. The UAS Staff Council Association is the communications link between UAS non-‐represented staff, the University administration, the Chancellor and the specific University assemblies, councils and/or committees. The association is represented by an elected body of officials comprised of non-‐represented staff members from the Juneau, Ketchikan and Sitka campuses. The membership of the association includes all non-‐represented staff including half-‐time employees currently employed with the exception of work study students. Those employed on a temporary basis for thirty (30) days or less are not eligible for membership in the Association. All eligible members of the association are eligible to seek a Staff Council elected position and vote in Staff Council elections.

C. University of Colorado Boulder: 36 members, including 8 At-‐large http://www.cu.edu/ucsc The University of Colorado Staff Council (UCSC) serves as the university-‐wide representative body for communicating matters of interest to classified staff and

16


university employees to CU administration and the CU Board of Regents. UCSC comprises representatives from the staff councils on each of the four campuses: • Boulder • Colorado Springs (Professional Exempt Staff Association / UCCS Staff

Council) • Denver|Anschutz Medical Campus ( Exempt Professional Assembly / Staff

Council) • System Administration

D. Eastern Oregon University Council: 13 members https://www.eou.edu/council/ The University Council shall consist of thirteen (13) voting members and one (1) non-‐voting member, including three (3) EOU students, three (3) administrative faculty, three (3) classified staff, one (1) member of the administration and three (3) academic faculty, one from each college. In addition, one member of the Faculty Senate shall serve as a non-‐voting member to ensure communication and cooperation between the Faculty Senate and University Council.

E. American University – Washington, D.C.: 20 members http://www.american.edu/staffcouncil/Members.cfm Staff Council's mission is to serve the interests and needs of the American University staff pertaining to their daily activities and work conditions as they strive to support the university's goal of quality education. Toward this effort, the Staff Council promotes understanding and cooperation by facilitating communication among campus constituencies, and by serving as an advocate for staff issues which affect them. In our efforts to enhance the quality of the American University work environment, Staff Council provides leadership and support to work together with all members of the university to enrich community spirit.

F. Seattle Pacific University: 12 members http://spu.edu/orgs/staff-‐council/mission.asp Staff Council was established in 1993 and was one of numerous efforts Seattle Pacific made at that time to promote unity among, and to lessen disparities between, the two groups of staff – “classified” (today referred to as non-‐exempt), and “professional” (exempt). Other efforts included utilizing one designation for all staff members, combining all staff into one compensation system, eliminating some of the differences in vacation leave policies, and combining the staff handbooks. Staff Council replaced a board made up solely of “classified” staff and today includes both non-‐exempt and exempt employees. Throughout the years, the goals of Staff Council have remained the same: to provide a centering place

17


for all staff, to create a sense of community across department lines, and to provide a convenient way for the Administration to get advice from staff on a variety of issues. Staff Council is a representative body through which members of the Seattle Pacific University staff may be informed, give input, receive recognition and grow professionally. The Council serves as a liaison between the staff and administration, and seeks opportunities for open communication with the SPU Community.

G. Idaho State University: Currently 19 members http://www.isu.edu/staffcouncil/minutes.shtml Staff Council is an organization at Idaho State University representing all Classified and Non-‐classified employees, independent of other organizations. As representatives elected by staff employees, Staff Council represents staff interests at ISU and is the voice for staff when called on. Staff Council remains committed to working together with the administration, faculty and students for the betterment of Idaho State University. The staff Council Executive committee consists of a President, President-‐Elect and Past-‐President

2. Decide on how many seats a UAA consolidated staff council would encompass

3. Highlighted the current terms that end in 2016 (attached) if consolidated, these will not be renewed. If there is a greater number of seats than the consolidated council would have then they should be left until the next election period. As discussed, no one’s term should be cut short.

4. It is logical to have representation by exempt/non-‐exempt status rather than by department and college

5. It is easier to fill Classified positions than APT, may need to consider having 5 less APT positions than Classified in relation to overall council seats – will vary pending overall decided consolidated council number

6. In advocating for a smaller council size, it is important that 1 seat still be held for the community campus representatives. Additionally, in the bylaws it may be necessary to note that no more than 1-‐2 people may represent from an area. It is also important to have all representatives serving on a committee

7. There does not seem to be any direct significance in the distribution of pay grades

8. Ballpark savings – the Governance office provides a buyout for the Presidents, with one President, we could offer a larger buyout while still saving significant resources. May

18


be able to consider ability to maximize buyout and provide a student worker

9. Procedure: a. February 5, 2015: Committee to present finding at the February joint council

meeting. Potentially vote jointly? b. March 5, 2915: Councils vote individually on the consolidation question – will

need a motion memo, this can be done individually or jointly. This memo will proceed to Chancellor Case, Vice-‐Chancellor Spindle and the Provost

c. Directly following outcome of the vote, Governance will incorporate this information in the opening for the council elections in March

19


Appendix D: Committee Report 10/31/2014 Joint Council Consolidation and Bylaw Review Committee Report

Date: October 31, 2014 Time: 1:00 pm Location Admin 236 Attendees: Kathleen McCoy, Elizabeth Winfree, Ryan J. Hill, Danielle Dixon, Harley Hedlund Charge: the committee has been charged with the development of a comprehensive report on the benefits and challenges of consolidating the Administrative, Professional, & Technical (APT) Council and the Classified Council. The committee is also charged with updating the bylaws and constitution of the two councils. Consolidation Challenges: the committee discussed the following concerns that have been expressed in regards to consolidation. These will be discussed in the committee’s report:

1. Concerns have been raised regarding the potential for supervisors and supervisees to serve on the council together should consolidation move forward.

2. Concerns have been raised regarding a reduction in staff representation on committees and boards should the councils consolidate.

Consolidation Benefits: the committee discussed the following benefits that have been identified in regards to consolidation. These will be discussed in the committee’s report:

1. Consolidation could lead to increased efficiency amongst staff governance given that APT and Classified Councils discuss nearly identical agenda items throughout the year.

2. Consolidation was identified as a cost-‐saving opportunity for the Governance Office in their prioritization report since efforts would not have to be duplicated amongst staff in that office between the two councils.

a. Consolidation could free up time for Governance Office staff members to devote to other projects, such as an aggressive social media campaign.

3. Consolidation could also be a time and cost-‐saving measure for individual council members if the consolidated council were smaller than 39 representatives. Staff Governance would be less of a drain on staff time and effort, especially given that Governance is voluntary at UAA for staff.

4. Consolidation would bring UAA in line with all other universities within the UA system. UAA is currently the only university operating with a split staff council.

5. Consolidation could help mend perceived divisions between exempt and non-‐exempt staff members. The consolidation could help unite staff more at UAA.

6. Consolidation has the potential to strengthen the voice of staff members since the consolidated council would offer a united voice to all staff members at UAA.

20


7. It has been historically difficult to fill all the seats on each council, especially the seats held for the community campuses. Attendance has also historically been a challenge at council meetings. A consolidated council may ensure that the seats are filled by a dedicated, smaller group of staff.

Research: the following are questions that the committee will be discussing over the next few months in order to provide the councils with all the information they will need to make a decision regarding consolidation:

1. How many staff members are currently employed at UAA? Of those staff members, how many are exempt and how many are non-‐exempt?

2. The committee will work with Human Resources to understand the distribution of grades amongst exempt and non-‐exempt employees.

3. The committee will be discussing an appropriate number of seats should the councils decide to consolidate.

4. The committee will be discussing necessary bylaw and constitutional changes should the councils choose to consolidate. The committee will submit suggested bylaw changes as part of their report. Regardless of the decision to consolidate, the committee will submit other suggested updates to the governing documents.

5. The committee will research an appropriate system for representation should the councils choose to consolidate. Options include representation based on college/department/division, representation strictly at-‐large, or representation based on classification as either exempt or non-‐exempt. The committee is open to any other suggestions in this area.

6. The committee will research the process for approving a council consolidation. a. The committee will present a plan to fill open seats on the new council

should consolidation move forward. Implementation would likely last two years as member terms phased out.

Timeline: the following is a suggested timeline for the committee: October – February: the committee will meet and develop a report for the councils to review. February 5, 2014: the committee will present its findings at the February joint council meeting. The councils will discuss the report at this meeting. March 5, 2014: the individual councils will vote on the consolidation question. March – May: consolidation implementation should the vote pass. Next Meeting: Tuesday, November 18, 2014 4:00 pm Admin 201

21


Appendix E: Proposed Staff Council Constitution

CONSTITUTION OF THE STAFF COUNCIL UNIVERSITY OF ALASKA ANCHORAGE

ARTICLE I: NAME

The name of this organization shall be known as the Staff Council and will hereinafter be referred to as the Council.

ARTICLE II: PURPOSE

The Council represents all administrative, classified, professional, and technical employees of the University of Alaska Anchorage, exclusive of the Chancellor. The purpose of the Council is to provide a forum through which common concerns and opinions regarding University matters may be voiced. The Council offers representative participation towards the solution of problems, formulation and/or revision of policies affecting these employees, their salaries and benefits, working conditions, general services, and services performed, to the extent that these matters are not covered by collective bargaining agreements. The Council will act as a resource, support, and advocate for administrative, classified, professional, and technical employees. The Council serves as an advisory body to the Chancellor in matters concerning administrative, classified, professional, and technical employees.

ARTICLE III: MEMBERSHIP

Section 1. All administrative, classified, professional, and technical employees of the University of Alaska Anchorage, including the community campuses, shall be considered non-‐voting members of the Staff Council and shall hereafter be referred to as the general membership.

Section 2. The Council shall consist of twenty-‐one (21) voting members.

Section 3. Elections of Council members shall be held each April from the general

membership.

Section 4. Any voting member of the Council may be recalled according to the provisions of the Bylaws of the Council.

22


Section 5. The executive powers of the Staff Council shall be vested in the voting members of the Council, and shall be headed by Council Co-‐Presidents or Acting President.

ARTICLE IV: OFFICERS

Section 1. Officers of the Council shall be two (2) Co-‐Presidents and two (2) Co-‐Vice Presidents. One (1) Co-‐President and one (1) Co-‐Vice President shall be exempt and the other non-‐exempt representatives.

Section 2. Election of officers shall be held in May of each year. Section 3. Officers shall be elected from the Council voting membership. Section 4. The officers shall take office at the last regularly scheduled meeting of the

academic year. Section 5. The Staff Council Co-‐Presidents shall have the power to break all tie votes,

and resolve all questions of procedure not specified in the governing documents or Robert’s Rules of Order. The Staff Council Co-‐Presidents shall have the power to interpret the governing documents of Staff Council.

ARTICLE V: MEETINGS

Section 1. Meetings of the Council shall be held monthly during the academic year (not including the summer months), or more often if needed.

Section 2. Meetings of the general membership may be called annually. Section 3. All meetings are open to the general membership.

ARTICLE VI: QUORUM

A quorum for Council meetings shall be at least fifty percent (50%) of the Council members. General business shall be approved by a simple majority vote of the Council members present.

ARTICLE VII: COMMITTEES Section 1. Standing committees of the Council shall be those specified by the Bylaws of

the Council.

23


Section 2. The Council Co-‐Presidents shall appoint and conclude once their purpose is accomplished, ad hoc committees and their membership.

Section 3. Standing committee memberships shall be appointed by a majority vote of

the Council. Section 4. All committees shall report to the Council through the Co-‐Presidents.

ARTICLE VIII: AMENDMENTS

Section 1. Amendments to the Constitution shall be proposed by voting members of the Council. Copies of the proposed amendment(s) shall be sent to all voting Council members prior to a first reading of the amendment.

Section 2. A first reading and discussion of the proposed amendment(s) shall be held at

the first meeting of the Council after distribution of the proposed amendment(s).

Section 3. Approval of amendments to the Constitution requires a two-‐thirds vote of all

ballots returned by the voting membership. The proposed amendment shall be subject to a final vote no sooner than thirty (30) calendar days and not later than sixty (60) calendar days after the first reading.

Section 4. All amendments to the Constitution approved by the Council shall be

transmitted to the Chancellor. Amendments will become effective upon approval by the Chancellor.

ARTICLE IX: ESTABLISHMENT OF THIS CONSITUTION Upon acceptance by a two-‐thirds majority of the voting representatives in attendance at the time of the submission of this document, the Constitution shall be considered ratified and used to govern all activities of the organization. Any document written before the proposed Constitution shall be superseded with the revised and newly ratified one.

ARTICLE X: PARLIAMENTARY AUTHORITY

The parliamentary authority of the Staff Council shall be the latest edition of Roberts Rules of Order.

24


Appendix F: Proposed Staff Council Bylaws

BYLAWS OF THE STAFF COUNCIL UNIVERSITY OF ALASKA ANCHORAGE

ARTICLE I: MEMBERSHIP

Section 1. The Staff Council shall consist of twenty-‐one (21) employees elected by the

general membership. Of the twenty-‐one (21) council members, ten (10) seats shall be reserved for non-‐exempt staff members, seven (7) seats shall be reserved for exempt staff members, one (1) seat shall be reserved for each of the extended campuses (Kenai Peninsula College, Kodiak College, Mat-‐Su College, and Prince William Sound Community College) in the UAA system. Either exempt or non-‐exempt staff members may fill the seats for the extended campuses.

Section 2. Division of seats between exempt and non-‐exempt staff members from the

main campus will be evaluated every five years to ensure the ratios are consistent with the current workforce.

Section 3. All Council members will hold two year/staggered terms. Terms will be set

to keep specified ratios of exempt and non-‐exempt employees. Section 4. Any member may resign by filing a written resignation with the Council Co-‐

Presidents.

ARTICLE II: VACANCIES Section 1. The Council Co-‐Presidents may appoint an administrative, classified,

professional, or technical employee to fill any Council seat that becomes vacant.

Section 2. An administrative, classified, professional, or technical employee from that

campus shall fill seats vacated by a community campus representative, if there is an administrative, classified, professional, or technical employee available and agreeable to the appointment. If no one is found to represent that extended campus, the Council Co-‐Presidents may then appoint an administrative, classified, professional, or technical employee at large to fill the vacancy for the remainder of the vacated term.

Section 3. In the event that one of the Co-‐President positions becomes vacant, the Co-‐

Vice President of the same classification as the vacant position shall take over the presidency for the remainder of the academic year.

25


Section 4. The Council shall approve any new appointment made by the Council Co-‐

Presidents by majority vote.

ARTICLE III: REMOVAL FROM OFFICE Section 1. Any member missing three regular Council meetings in an academic year

without good cause shall be removed from the Council as determined by Council action.

Section 2. Any member may be recalled by the Council for gross misrepresentation or

failure to uphold expectations. After discussion, a 2/3 majority of the votes cast by present members of the Council shall cause the recall of that member.

Section 3. Voting members of the Council shall be removed from office if the University

no longer employs the member.

ARTICLE IV: OFFICERS Section 1. Co-‐Presidents shall:

1.1 Serve a staggered two-‐year term. 1.2 Jointly preside at meetings. 1.3 Appoint ad hoc committees and their officers, as needed. 1.4 Act jointly as spokespersons for the Council and have powers and

authority as delegated by the same. 1.5 Be Staff Council representatives or appoint a voting member to the

Staff Alliance. 1.6 Be a Staff Council representative or appoint a voting member to Staff

Health Care. 1.7 Collect information for a monthly newsletter to be disseminated by

the Governance Office.

Section 2. Co-‐Vice President shall:

2.1 Serve a one-‐year term. 2.2 Perform the duties of the Co-‐President of their respective

classification in the event that Co-‐President is absent.

26


2.3 Be jointly responsible for the organization of the annual meeting, if held.

2.4 Serve as the Staff Council parliamentarians following Robert’s Rules of

Order.

ARTICLE V: UNIVERSITY ASSEMBLY REPRESENTATION Section 1. The Co-‐Presidents, Co-‐Vice Presidents, and one other appointed voting

member, will act as spokespersons for the Council to the UAA University Assembly. Any Co-‐President or Co-‐Vice President may delegate this responsibility to another Council member on a permanent basis at the beginning of the academic year. At least one of the five representatives to University Assembly should represent a community campus.

ARTICLE V: ELECTIONS Section 1. Elections will be held each year in April and Council members will take office

May 1. Section 2. Each eligible administrative, classified, professional, and technical employee

will cast a number of ballots equal to the number of seats being elected. The winner for the vacant seats will be determined by taking the candidate with the greatest number of votes and moving downward until all seats are filled. In case of ties for the final remaining seat, there will be a run-‐off election.

Section 3. The methods of nominating and voting for Council members will be as

follows:

3.1 Nominations. A ballot will be circulated to the general membership, which lists the positions to be filled. The name of the person may be written in for each office.

3.2 Voting. A ballot will be circulated to the general membership, which

lists the candidates nominated for each position. The membership will be asked to vote for one candidate for each position.

3.3 Members will be asked to submit secret ballots.

ARTICLE VI: COMMITTEES Section 1. Committees may be formed at any time by action of the Co-‐Presidents. Section 2. Committee memberships will be appointed by a majority vote of the Council.

27


Section 3. Committee chairpersons will be elected by and from the Council. Section 4. All committees will report to the body through the Co-‐Presidents. Section 5. Council members who serve on other institutional, advisory, or governance

committees may make reports at regular council meetings. Section 6. Members may serve on a committee in the first year of their term. Members

must serve on a committee in the second year of their term. Qualifying committees shall include committees of the Council or committees external to the Council (e.g. Diversity Action Council, University Assembly) on which the member serves as a representative of the Council.

ARTICLE VII: PROCEDURES FOR AMENDMENTS Section 1. The Council Bylaws may be amended by a two-‐thirds vote of the Council

members by written ballot.

28


Appendix G: Motion to Consolidate

MOTION 2014-‐01 Motion to Consolidate the APT Council and the Classified Council

MOTION: The Administrative, Professional and Technical Council and the Classified Council at the University of Alaska Anchorage approve the following motion to consolidate the two councils and create the Staff Council. The Staff Council shall be the voice of all exempt and non-‐exempt staff members within governance at the University of Alaska Anchorage, including the community campuses. The council presidents shall present this motion to their councils for consideration and approval at their next regularly scheduled meeting. This motion will become effective on May 8, 2015. RATIONALE: the University of Alaska Anchorage is the only institution within the University of Alaska system that has chosen to split their staff councils within governance between exempt and non-‐exempt employees. No clear rationale has ever been presented for this split other than concerns regarding supervisors and employees serving on governance together. Through research and discussion, this has not proven to be a valid argument against the myriad benefits consolidation would present. A consolidated council would be a more efficient use of time and resources within the Governance Office as well as for individual staff members. A consolidated council would bring UAA in line with other UA institutions and has the potential to unify staff at UAA more. Participation in staff governance has also been a challenge in the past. A consolidated council would decrease the number of seats on the council and would therefore make it more likely that dedicated individuals will fill those positions. PROPOSED MOTION FOR APPROVAL BY APT AND CLASSIFIED COUNCILS The _______________ Council at the University of Alaska Anchorage approves the motion to consolidate the APT and Classified Councils and create the Staff Council. The Staff Council shall consist of exempt employees, non-‐exempt employees, and representatives from the UAA community campuses. The Staff Council shall be the staff arm of governance at UAA. Furthermore, the _______________ Council at the University of Alaska Anchorage approves the proposed Staff Council Constitution and Staff Council Bylaws included as appendixes to this motion. These pieces shall be considered the governing documents of Staff Council.

29


This motion shall be effective at 12:01 am on May 8, 2015. -‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐ APT Council voted on: (Date) Classified Council voted on: (Date) Yes:_______________ Yes:_______________ No:_______________ No:_______________ Abstain:_______________ Abstain:_______________ Absent:_______________ Absent:_______________

____________________________________________________ _______________________ Kathleen McCoy, APT Council President Date ____________________________________________________ _______________________ Elizabeth Winfree, Classified Council President Date

30

1 of 7

UAA Diversity Action Council 2015 Spring Student Diversity Awardees

The UAA Diversity Action Council serves as a resource to UAA Chancellor Case, in support of advancing diversity & inclusion on UAA campuses. The Diversity Action Council actively promotes activities and programs throughout the campus in alignment with UAA’s International and Intercultural Learning Outcomes and honors exemplary actions that contribute to a supportive campus climate.

One specific recognition is the awarding of the UAA Student Diversity Award, which is designed to recognize student contributions that have significantly enhanced diversity on a UAA campus by:

increasing visibility of diverse people, cultures, and/or perspectives; creating a welcoming environment; and/or representing diverse student voices through advocacy and participation in UAA student

organizations.

Below are the 2015 spring Student Diversity Awardees: Maria Crouch:

Application Snippets:

Since entering the PhD program, Maria has continued to impress me as both a student and community activist. As part of one of her doctoral classes with Dr. EJ David, Maria wrote a letter to the editor of the Alaska Dispatch News titled ''A Message to LGBTQ Alaskans: You are Welcome Here": http://www.adn.com/article/20141112/message-lgbtq-alaskans-you-are-welcome-here This was not only an incredibly welcoming piece - it was also an incredibly brave one. Although there have been hundreds of moments in my 23 years as a faculty member at UAA where I have been moved, inspired, and incredibly proud of one of my students, reading this was one of the few that brought me to tears. I cannot give Maria a higher endorsement for the student diversity award. She is a shining example of what one person can achieve -- personally, professionally, and in her community -- when your heart and mind are in the right place. (Claudia Lampman, Director and Professor, Department of Psychology) As a multicultural individual with Athabascan and Mexican heritage, and an LGBTQ woman, it is imperative to me that I not only strive for but also provide a cultural and social climate of acceptance and inclusivity. Academic knowledge is vast and valuable; from it we gain a deepened understanding of our environment, culture, and human behavior. Because of this paramount contribution, it is particularly important that this information is made accessible to the stakeholders. Recently, as part of my Community Psychology course, I wrote an opinion editorial piece for Alaska Dispatch News. The purpose of this article was to present psychological principles in

31

2 of 7

accessible ways and to dispel common misconceptions about the Lesbian, Gay, Bisexual, Transgender, and Queer (LGBTQ) community. It addressed same-sex marriage, heterosexism, microaggressions, and fostering an inclusive environment for LGBTQ individuals. An excerpt is as follows: I’ve learned that hate and apathy come and go like storms, tempests of rage and confusion, or, worse, careless indifference, leaving behind destruction and desolation. But love and compassion are like gentle breezes, consistent and forgiving, reminding you that things can get better and change will come. (Maria Crouch)

Kyle Demientieff-Worl:


I feel passionate about promoting language diversity and revitalization on campus and in the wider community. A little over a year ago I came upon the opportunity to teach my native language, Tlingit, during a multicultural event at the Alaska Native Heritage Center. It was such a profound and fun experience that I eventually decided that I would dedicate myself to teaching a Tlingit Language Learners Group every Friday at the UAA Commons, free and open to anyone that has an interest in the language. It has been challenging but I feel committed to bring my native language back to life in not only myself but in my people. Another of my extracurricular activities is being a Community Engaged Student Assistant for the International Studies professor, with my advocacy being to promote world linguist diversity. In this role I have worked with many students over the past two years in teaching the importance of language diversity and creating service-learning projects on campus, such as the Yup’ik, Unangax and Inupiaq Language and Game Nights. (Kyle Worl) I have known Kyle for the past three years and I have worked with him directly on committees, to host programs, and to partner with Native Student Council. I feel that he a wonderful role model for students throughout the university because he has been able to balance his academic schedule, extra curricula r activities, and his family and community obligations seamlessly. Kyle is a modest leader that is able to maintain balance and produce high quality work. (Karla Booth, ANROP/Cama-I Room Coordinator)

Andrew Freed II:

Application Snippets: As UAA Black Student Union president, my goal is to have meaningful events regarding black issues and our perspectives. How does hosting meaningful events regarding black issues and perspectives promote diversity? Consistent with the demographics of the United States of America, black students are a minority group on the campus of The University of Alaska Anchorage. According to collegeboard.com, black or African students make up 4%

32

3 of 7

of the 16,577 undergraduate students on the campus of the University of Alaska Anchorage. If these meaningful events were not held, it would be a lost opportunity for the campus to experience diversity. If the minority voice is not represented than it will be forgotten and forgotten voices is not how diversity is welcomed. Through our meaningful events that address cultural crossings (showing of “Black in Latin America" film series) and social injustice ("After Ferguson" discussion panel) we encourage diversity. (Andrew Freed)

“Jenny” Jaeyeon Cho:


During the time that I have known Jaeyeon, it has become apparent to me that she is an example of a student who is committed to promoting diversity on campus, increasing awareness of health-related issues impacting the student population, enriching her connection in the community through volunteering, and developing the necessary leadership skills to reach her full potential as a professional. (Andreá Alexander, Scholars @ UAA Transition Advisor)

Ashleigh Gaines:


UAA is an institution of higher learning that allows me as a student leader to engulf myself in the many traditions of different cultures. I have welcomed students of all races, religions, orientations, and backgrounds to this great institution. When a student greets me or I greet them I show the utmost respect by letting them know that UAA is a diverse and welcoming place, where they are free to express themselves through their culture. (Ashleigh Gaines)

“Jae” Jae Min Cho:


As a student leader, Jae creates an environment where all students feel welcomed and valued. Jae has showed dedication to promoting diversity, strong leadership skills, and the ability to connect with students. Once example of Jae’s commitment to promoting diversity and creating an inclusive community is during Orientation Days he attends as the staff support for the NCBI sessions “Every One Counts.” Jae is a phenomenal student leader and will continue to have a positive impact on the UAA community as he continues his academic journey here at UAA! (Dr. Lacy Karpilo, Associate Vice Chancellor for Student Access, Advising & Transition)

33

4 of 7

Liz Michael-Trumbull:


For the last four years I have been researching and exploring my gender identity as well as my sexual identity. I am part of a community that is misunderstood and discriminated against in jobs, safety, housing and equality. I openly express my uniqueness and invite others to ask questions and provide an opportunity to educate others on gender expression. By staying friendly and open, I allow others a space that encourages open and honest conversation. Many beliefs and biases are deeply rooted in emotion and tied to our families’ actions or thoughts about another group. By allowing education and discovery, I can provide an environment where people are free to be themselves and recognize that uniqueness and diversity should be celebrated. When we talk to others, we can find some similarities and connect to others whom we originally perceived as different. These small connections can shake our biases and open our minds to diverse people and cultures. (Liz Michael-Trumbull)

Jordan Norquist:

Application Snippets: I am the president of the German Culture Club, and I am devoted to promoting our unofficial credo: that anyone has the ability to learn languages and about other cultures--not through grammar and vocabulary alone, but through exposure to new perspectives…. Social justice has been a prevalent theme in my work as a student at UAA. In my coursework, I have written papers on the advancement of women in wartime America and in Weimar Germany. Even my pending Fulbright application is concerned with examining the grassroots movement in the GDR and the diverse individuals who participated. In order to promote social justice and diversity, one must learn the theoretical infrastructure of the theory to bolster their action, and I have used my assignments to explore this. (Jordan Norquist)

As her mentor, I am proud to say that Ms. Norquist has truly embraced the responsibility for creating a dialogue between cultures and to communicate the importance of such discourse to her contemporaries. She possesses the passionate awareness of the need for global interaction, and her leadership aims at increasing mutual understanding through educational and cultural exchange, a role she has taken on at UAA. (Dr. Natasa Masanovic, Associate Professor and Coordinator of German, Chair of the Department of Languages)

Nayade Perez:


My current position as an information clerk allows me to assist students from different backgrounds here at the LRC. I often translate for bilingual students, and make them feel as

34

5 of 7

comfortable as possible in their transition to the UAA community. I can relate to their struggle and how difficult it is to attend college while trying to learn a new language. I understand how it is to come to a new country and adapt to a different culture. A bilingual student has a better chance to understand if another bilingual student its providing assistance. Students with physical, mental disabilities and veterans are few of the many others whom I assist. I'm very thankful to be allowed to make a difference and give back to the university community. (Nayade Perez)

Steffanie La Torre:

Application Snippets: I have always considered myself blessed in having been born to parents from different nationalities. I have spent the majority of my life moving between the United States and Ecuador and therefore consider myself a product of two distinct and equally beautiful cultures…. I have learned to value and respect the uniqueness of each individual and their culture. I naturally promote an environment that is welcoming to people of diverse backgrounds. I am eager to learn and easily fascinated by peoples stories and perspectives. I embrace people and make them feel accepted and valued for who they are and the experiences that have shaped them. (Steffanie La Torre)

Ana Azpilcueta:


Ana is an exceptional leader on the UAA campus who always strives to create welcoming and warm environments for all. Ana is very focused on inclusion and insuring that no one ever feels left out. As her direct supervisor, I have the pleasure of observing her in a variety of circumstances and activities where her leadership skills and abilities have consistently shone through. (Rachel Kampstra, Student Activities Coordinator)

As a student at UAA I focus a lot in our community in college. But as a Hispanic living in Alaska I have the opportunity to be involved in the Hispanic larger community and be aware of some diversity issues that people have. As a member of the Latino Student Union I have the opportunity to help and create events with the purpose of create a more inclusive community, not only in the Hispanic one but in general with the community of Anchorage. (Ana Azpilcueta)

35

6 of 7

Tyler Ching: Application Snippets:

I am the founder and former president of the University of Alaska Anchorage Hip Hop Club…. The Hip Hop Club represented on campus diversity through sharing of a common interest. Those from diverse backgrounds and walks of life came to the Hip Hop club to share their passion of Hip-Hop. This consequently created a cultural exchange between our members and in turn was a proverbial melting pot of sorts. I am currently working as a Paralegal Assistant at Cascadia Cross-Border Law, a law firm specializing in Immigration Law. Working there I am able to assist in helping people from all over the world seek residency status here in the United States. The process of becoming a legal immigrant is an extremely difficult and arduous one. By working at the Law Firm, I am lending a helping hand in something much larger than myself, while advancing social justice and diversity in not only Anchorage, but in the United States as a whole. (Tyler Ching)

Edward Washington II:

Evaluator Notes: Application Snippets:

Edward is a natural leader in many respects. His earnest inquisitive nature inspires him to seek possible solutions and resolutions to questions that arise from his studies. This often galvanizes his fellow students towards similar inquiries, or awakens their critical thinking. I have witnessed his efforts to include people of diverse cultural and ethnic backgrounds within discussions and group activities. He has a respect for diversity while at the same time creating an environment of inclusiveness that I’ve found very helpful in my classes. … Edward’s enthusiasm and charismatic personality has undoubtedly contributed to forming a true community of different people with a common purpose- to make music and share it with the UAA student body. (Mari Hahn, Associate Professor of Voice, Department of Music) Being a young black man, there are many stereotypes that I am forced to encounter. My parents raised me to speak properly and dress appropriately, but this made it tough to be around my peers. They would mock me saying that I “speak like a white person”, or that I “don’t act black”. That bothered me because it insinuated that because of my ethnic background, I was incapable of articulating my thoughts intelligently. These stereotypes have followed me all the way into adulthood. I do not consider myself an activist, but I do recognize that we all deal with prejudice. I do my best to be mindful of what I say to others and respect cultural differences. Also, I work very hard to encourage people to embrace their heritage and realize that the stereotypes do not define them. (Edward Washington II)

36

7 of 7

Yasuhito Nakasato:

Application Snippets: Since coming to America, I presented on Japanese culture and gender issues at the UAA bookstore. I educated students about Japan and introduced a different perspective. As a Japanese student, it was very important to share my culture and prevent people from being narrow minded or xenophobic. I shared my personal experiences about having difficulty of being myself in many societies as a gay man and I was more than happy to answer their questions. To become a volunteer and engage with diversity allows me to understand what they need and become more educational. I am more experienced living in America than other new international students, so it is very natural for me to support them. As I understand the diversity, it is important to stand for equality and act because that is what a leader must do. (Yasuhito Nakasato)

37

JHCCmeetingnotesfromFeb25,2015SubmittedbyalternateKathleenMcCoyHealthyRoadsrepSaraRodewaldattended.

WellnessChampioninfoisonthewebsiteforanyoneinterestedinparticipating.

April30istheendofpremiumincentivetimeperiod AnotherchallengeiscomingMarch13.SarahwillloadtheinfoonMarch6to

HealthyRoadswebsite.CalleditTimetoMove.Thiswillcounttowardmeetingincentivesforthisyear.

Biometricscreeningsareplanned;sheisaddingthelast5locationsbyendofdayFeb25

SarawilldolivedemoonMarch6onhowthenew“connected”partofthewebsiteworks.TheannouncementforthiswentoutfromErikaVanFleinonTuesday,March3.ThisisthewayyourFitbitsandotherdevicesaswellasgymvisits,canlinktotheHealthyRoadssitesoyoucangetcreditforthem.

Groupdiscussion:Stilltakingalongtimefordoctorvisitstoshowupsoparticipantscangettheircredits.Sarasaystheyhavejustfixedit,andtheyareuploadingbiweekly.Thedelaycouldbeonyourdoctor’sendandhealthyroadscan’tfixthat.Concernthatuseofincentiveplanislowerthanexpectedandinfodifficultsopeoplewillbeblindsidedbytheendoftheincentiveyear.(Erika)TheNumbers(Projectionsfornextyear’scosts)YoucandownloadthefullreportfromtheUAbenefitswebsite.Keyslideis#27,referredtointhesecondoftwovotesthatJHCCmadeonFeb.25,2015.Detailsofthatvotearebelow.(Reportpagesarenotnumbered,butifyouscrollthroughtowhatisPage27,thisisakeychart)Lowerthanexpectedpremiumincentiveuse:lowerusebyemployeesthanexpected.Theyprojected70percentofemployeesand50percentofspouseswoulduse.Buttheactualsare46percentofemployeesand40percentofspousesareusing.Lastyear53percentofemployeesusedthepremiumincentive.Whenemployeesdon’ttakeadvantageofthis,itbecomesoverrecovery.UA:TomeetACArequirements,UAislookingcloseatparttimeworkerstoseewhoqualifiesforinsuranceandwhodoesnot.Adjuncts,peoplewhoworkatuaa,uasanduaf–mightstilladdupto30hours.Effect–wewilladdsomepeopletohealthplanwhomeetthe30hoursandnowqualify.Somepeoplewillgooffthehealthplanduetolayoffs.Couldbeawash.(Erika)Sheisseeingdepartmentsbeingmuchmoreactiveincontrollingtheirworkcosts.Tim:ourclaimscosthavebeengoingupeveryyearbutitwasmaskedbyuseofoverrecovery.Wehave$35Millioninaccumulatedclaimscoststhroughmid‐Feb.But

38

anywayyoucutit,wearelookingatanemployeeyearlyincreaseof30‐45percentintheirpremium.JHCCtooktwovotes:HowmuchoftherecoveryfromFY15shouldbeappliedtoFY16tominimizethisincrease?Therewassomeplandesigndiscussionthatwemightwanttogotoasingleplaninthefuture.Butthechairsaidthatwasforafuturediscussionwhenplandesignsareonthetable.Thiswasnotforthisdiscussion.1stvote:NalinakshaBhattacharyya:Motiontoapplyalloflastyear’soverrecoverytoFY16premiumstoeasethecostasmuchaspossibleforemployees.KathleenMcCoyseconded.Votewas6‐6,andAbelBult‐Itohadtobreakthetie.Hevotedforit.2ndvote:Nextquestion:Whichoptionfrompageslide27togowith.HeatherproposedOptionC.Gwennasecondedit.ThiskeepsthecostlowestforemployeesbecauseUA,tomeetAffordableCareAct,isapplyingmoretowardemployeecost,andspousecostwillgoupslightly.1to1.2ratio.APPROVED.Unanimousvote.

39

Statewide Office of Human Resources 907-450-8200 (phone) 907-450-8201 (fax)

212 Butrovich Building PO Box 755140 Fairbanks, Alaska 99775-5140 http://www.alaska.edu/hr

TO: Monique Musick, Chair, Staff Alliance

FROM: Erik Seastedt, Chief Human Resource Officer DATE: March 2, 2015 RE: Proposed Emergency Revisions to R04.07.110 Layoff, Recall and Release; &

R04.08.060.G

This is in response to your February 17, 2015 memo regarding the proposed revisions to R04.07.110 and R04.08.060.G. I appreciate the thorough review and professional response by Staff Alliance especially in light of the expedited timeline. Following is a brief summary of the changes that were made based on Staff Alliance’s input and an explanation of the reasons that some of the other suggestions were not incorporated. The subsection references are to the revised version of the re-draft which is attached.

The Definitions, which are now in subsection A, now include a definition of “authorized administrator” as requested.

In subsection B, Reasons for Layoff, the reasons are not limited to a lack of “budgeted” funds because that limitation would unnecessarily delay the university’s ability to respond in situations such as the present, when projected declines in state revenue and, for example, UA’s FY17 budget, are certain.

In subsection C, Selection for Layoffs, length of service is one of several factors considered in selecting individual employees for layoff. It does not create a seniority system. Since selection for layoff is not based on seniority, the regulation leaves open the possibility that either an employee with longer service in the unit, or an employee with longer overall university service, could be selected for layoff, depending on the other factors listed.

The reference to “previously documented” employee performance was added to the re-draft of subsection C.1 because as a practical matter, undocumented performance, whether good or bad, is difficult to rely on when distinguishing between two or more similarly qualified employees.

In response to Staff Alliance’s comments on subsection C.2, language has been added to clarify that affected department leadership will continue to have input into the selection for layoffs.

40



Regarding subsection D, Notice Period, we appreciate Staff Alliance’s understanding of the fiscal situation currently facing the university. We intend to reduce all notice periods for exempt and at-will employees from six months to three months. With respect to D.3., no change was made. That section establishes the last day the employee is actually at work as the effective date of layoff in the event that the University provides pay in lieu of notice. Changing the effective date of layoff in the event of pay in-lieu of notice to be the last day of administrative leave does not enhance a department’s flexibility to ensure coverage. Providing pay in lieu of notice is already discretionary and thus allows department flexibility. However, if the University elects pay-in-lieu, employment terminates immediately.

In the redraft, subsection E, Alternatives to Layoff, was revised to more completely describe the available alternatives to layoff. E.2. now reads, “A potential or notified layoff employee may be offered a reduced or modified appointment, including a change to “term” status, as an alternative to layoff. As with all alternatives to layoff, E.2. first requires that a layoff, that would terminate employment completely, be authorized under the circumstances. The employee may then be offered a choice to accept the layoff or the proposed modified appointment. In uncertain times, the judicious use of term appointments as an alternative to layoffs may reduce the need for broader layoffs. In addition, when positions are funded by restricted funds, such as auxiliary funds, grants or other outside contracts, it is necessary that employees be appointed for the specified duration of the project, grant or contract. Although oftentimes such funding is renewed and employees receive another contract, term appointments reflect that restricted funding is subject to being modified or discontinued.

Subsection E.3 describes the circumstances in which employees may be direct-appointed to another position as an alternative to layoff. It does not restrict an employee’s ability to compete with other internal candidates for a position at a higher pay grade or at another university within the system.

As requested by Staff Alliance, the maximum tuition credits in subsection F.3 are increased to 15 per semester and 30 per academic year.

The recall provisions were not changed in the redraft. Since the recall order applies to employees within the same unit from which the employee was laid off, as well as the same job class and pay, departments can choose which positions are most critical to recall, but in effect the same criteria used to lay off employees from a specific job class are used for recall.

Staff Alliance also requested that employees have access to information on which layoff decisions are based. A new sentence has been added to the first paragraph of subsection H to require that employees receive a written explanation of the reasons for layoff and consideration of the selection factors.

In response to concerns expressed by Staff Alliance, the proposed review process in Subsection I has been changed so that requests for review will be submitted to the Chief Human Resources Officer who

41



may assign an appropriate reviewer. Depending on the issues raised, the reviewer may decide the issues on the materials submitted, may choose to schedule a meeting with both the employee and the unit’s representative, or may provide for a different procedure. A layoff, unlike a termination for cause, is not a decision that is directed at an individual employee. Thus the purpose of review in the context of a layoff is not to require the university to demonstrate that it has cause to terminate employment; it is primarily to protect employees and the university from those unusual situations in which the selection criteria for layoff is applied improperly, e.g., based on illegal motivations. The vast majority of layoffs in a widespread downsizing effort are not likely to raise such issues. The re-drafted regulation provides a better fit between the rights at stake and the process provided. It permits a simpler review in cases that require only a simple review, and allows for a grievance-like process in those infrequent cases where there is an issue of illegal motivation. In those cases, the Chief Human Resources Officer would refer the matter to a hearing before a different hearing officer. Thus the re-draft does not eliminate due process rights, it provides for due process procedures when the request for review raises issues that require them, and does not require those elaborate procedures when the request does not. In doing so it better fits the process to the issue.

42

Emergency Revisions to R04.07.110 Layoff, Recall and Release

And R04.08.060.G.

The revisions apply to notices of layoff issued after the date of promulgation, except that the notice period in R04.07.110.D.2 for exempt staff employed as of the date of promulgation will be six months after the date of promulgation, or three months after notice of layoff, whichever is later. R04.07.110. Layoff, Recall, and Release

The University may elect to discontinue an existing employment relationship through layoff. Layoff does not reflect discredit on the employee's performance. The provisions of this section do not apply to terminations of employment pursuant to other provisions of Regents' Policy or University Regulation.

A. Definitions

1. “Administrative unit” means any identifiable component of the university at any level of organization that has an annual budget for the operation of such component.

2. “Authorized administrator” means a senior administrator or officer as defined in university policy with responsibility for the affected administrative unit.

3. “Potential layoff employee” means an employee who has been selected for layoff from employment by the authorized administrator and the regional human resources director in accordance with subsection C.2.

4. “Notified layoff employee” means an employee who has been given notice of layoff from university employment in accordance with subsection H. and has not accepted an alternative to layoff.

5. “Employee in layoff status” means an individual who has received notice of layoff from employment, has not accepted an alternative to layoff, and is within one year of the effective date of layoff. The effective date of the layoff is the last day the employee is actually at work.

AB. Reasons for Layoff

Layoff may be used when there exists within the employing administrative unit or department either:

1. a lack of or reduction in available work;

2. a lack of sufficient available funds, either current or anticipated;

Formatted: Font color: Auto

Formatted: Indent: Left: 0"

Formatted: Left

Formatted: Font: (Default) Times NewRoman, 12 pt


Formatted: Left

Formatted: Normal, Indent: Left: 0.06", Nobullets or numbering





Formatted: List Paragraph, Left, Indent: Left: 0.56"


Formatted: Left









43

3. a good faith reorganization; or

4. another reason, not reflecting discredit upon the affected employee(s), which has been approved in the particular circumstances by the chancellor or president of the university, as appropriate; or

5. 5. Any combination of the preceding reasons.

B. Notice of Layoff

1. Nonexempt Employees

a. Notice of the layoff of an employee will be given four calendar weeks prior to the effective date of the layoff.

b. Four weeks pay may be given to the employee in lieu of four weeks notice, but only with the prior approval of the appropriate chancellor or president of the university.

2. Exempt Nonfaculty Employees

a. Notice of the layoff of an employee will be given six calendar months prior to the effective date of the layoff.

b. Six months pay may be given to the employee in lieu of six months notice, but only with the prior approval of the appropriate chancellor or president of the university.

3. Administrators and their designees will coordinate all layoff actions through the regional human resources office prior to selection or notification of any employees. All layoff actions will be coordinated through the appropriate human resources officer prior to notification being issued to any employees. 4. In the event pay in lieu of notice is approved, the effective date of the layoff is the last day the employee is actually at work.

C. Selection for Layoffs

1. The selection of the individual employees to be laid off will take into consideration

the following factors in comparison to other affected employees in the administrative




Formatted: Left


Formatted: Indent: Left: 0.5", First line: 0.07", Right: 0.04", Space Before: 0 pt, Tabstops: Not at 1.07"



Formatted: Font: Font color: Auto

Formatted: Font:


Formatted: Font:


Formatted: Font:



Formatted: Font:


Formatted: Font:


Formatted: Font:


Formatted: Font:


Formatted: Space Before: 0 pt, After: 10 pt,Line spacing: Multiple 1.15 li


Formatted: Indent: Left: 0", First line: 0",Right: 0", Space Before: 0 pt, After: 10 pt,Line spacing: Multiple 1.15 li, Tab stops: Not at 1.07"

Formatted: Font:





Formatted: Left

44

unit:

a. employee length of service; b. employee ability to do the work remaining in the administrative unit

affected by the layoff; c. employee status as temporary, probationary or regular, with preference

being given to the regular over the others, and preference being given to probationary over temporary;

d. previously documented employee past performance; e. source and specific nature of funding; f. affirmative action goals and objectives.

2. After consideration of input from leadership of the affected administrative unit,

The final the determination of the order for layoff will be made jointly by the authorized administrator administrative unit or department head and the appropriate regional human resources officerdirector, subject to final review by the chancellor or president of the university, as appropriate.

BD. Notice of LayoffPeriod

1. Nonexempt Employees

a. Notice of the layoff of an employee will be given four calendar weeks prior to the effective date of the layoff.

b. Four weeks’ pay may be given to the employee in lieu of four

weeks’ notice, but only with the prior approval of the appropriate chancellor or president of the university.

2. Exempt Nonfaculty Employees

a. Notice of the layoff of an employee will be given sixthree calendar

months prior to the effective date of the layoff.

b. SixThree months’ pay may be given to the employee in lieu of sixthree months’ notice, but only with the prior approval of the appropriate chancellor or president of the university.

3. In the event pay in lieu of notice is approved, the effective date of the layoff is the last day the employee is actually at work.

DE. Alternatives to Layoff




Formatted: Left





Formatted: Left



Formatted: Left






Formatted: Left



Formatted: Left

Formatted: Left



45

1. Potential layoff employees shall be considered for vacant positions within their

administrative unit for which they are qualified. The appropriate human resources officer will notify potential layoff employees of any such vacant positions.

2. A potential or notified layoff employee may be offered a reduced or modified appointment, including a change to “term” status, as an alternative to layoff.

1.3. In accordance with R04.03.035.A, aA potential or notified or notified layoff employee may be transferred, contingent upon qualifications and the ability to perform the work available, to other positions in the same or another administrative unit within the same university, to be determined in the following order of priority:

a. To a vacancy in the same classification in the same pay grade in the same

or another administrative unit or department within the same MAU.

b. To a vacancy in another classification in the same pay grade in the same or another administrative unit or department within the same MAU.

c. To a vacancy in a classification assigned to a lower pay grade in the same

or another administrative unit or department within the same MAU.

234. The appropriate regional human resources office will endeavor to assist notified layoff employees and an employees in layoff status to find suitable employment within the university system.

354. The salary of any employee accepting an alternative to layoff as provided by this subsection will be governed by existing policy and regulation concerning position movement. However, the salary of an employee shall not be reduced during the layoff notice period unless the employee accepts a reduced appointment.

EF. Conditions Governing Benefits and Privileges While in Layoff Status

Layoff status expires one year after the effective date of layoff. An employee in layoff status:

1. remains covered by the University health plan through the remainder of the

calendar month in which the layoff becomes effective. The employee will be provided notice of his/her opportunity to continue health coverage as required by law. Other benefits, including life insurance, long-term disability, and optional survivor benefits, will cease on the effective date of the layoff;

2. may apply for conversion of health insurance, life insurance, and/or long-term

disability insurance during the first 31 days following the effective date of the layoff;

3. if participating in the tuition waiver program, may complete those courses in



Formatted: Left

Formatted: Font: Font color: Auto, NotExpanded by / Condensed by

Formatted: Font: Not Expanded by /Condensed by

Formatted: Font: Font color: Auto, NotExpanded by / Condensed by











Formatted: Left






Formatted: No Spacing, Indent: Left: 0.5",Right: 0"

Formatted: Font:



Formatted: Left

Formatted ... [1]


Formatted ... [2]


Formatted ... [3]


Formatted: Left

Formatted ... [4]


Formatted: Left

46

which he/she is enrolled at the time of layoff, and is eligible for additional tuition waiver of up to 13 15 credits in any semester, to be used on any university campus, for a period not to exceed one year from the effective date of layoff. The total credits available will not exceed 2630;

4. will not contribute to the retirement system or ORP and will not accrue retirement

service credit;

5. will not accrue annual or sick leave;

6. will receive compensation for any accrued annual leave as of the effective date of layoff, up to a maximum of 240 hours;

7. will not receive holiday pay;

8. may not claim sick leave; and

9. is eligible to be considered as an internal applicant for any other university

position, if qualified, but will receive no other special consideration;.

10. will receive only those benefits provided in this sub-section.

FG. Recall

In the event that the reason for the layoff of a regular employee abates within one year of the date of layoff, and the university decides to recall an affected employee to fill the same position within an administrative unit or department, the following procedures will control:

1. Recall will apply only to a job within the department or administrative unit from

which the employee was laid off.

2. The order of recall within an administrative unit or department for affected employees having the same job class and pay will be the reverse order of the layoff within the administrative unit or department.

3. If all employees within the administrative unit or department and with the same

job class and pay decline to return, all applicable recruitment procedures will be observed in filling the vacancy.

4. A recalled employee will return to the same pay, placement, and leave accrual

rate as applied to the employee prior to layoff. Sick leave will be reinstated to the same balance the employee had accrued prior to layoff.

GH. Notification of Layoff and Recall Notification

Employees selected for layoff or recall will be notified in writing. The notice will state the basis for the action, specify the procedures followed and refer the employee to the



Formatted: Left





Formatted: Left





Formatted ... [5]


Formatted: Left


Formatted ... [6]



Formatted ... [7]


Formatted: Left

Formatted ... [8]


Formatted ... [9]


Formatted: Font:

Formatted ... [10]


Formatted: Left

Formatted ... [11]


Formatted: Left

Formatted ... [12]


Formatted: Left

Formatted ... [13]


Formatted ... [14]


Formatted: Left

47

appropriate regional human resources office for assistance. Notification of layoff will be accompanied by a written explanation of the reasons for layoff and consideration of the selection factors.

Notice of layoff or recall will be considered given when sent by certified mail to the last known mailing address of the employee or when actually received by the employee, whichever is earlier.

Recall rights expire and the recalled employee will have no further benefits under this section if the employee's written acceptance of the position is not received by the appropriate regional human resources office within 15 calendar days of the date notice was given.

HI. Review of Layoff or Recall Decision

Any employee who disputes a layoff or recall decision may request review as set forth below. grieve such decision in accordance with the policy and regulation governing grievance procedures, subject to the following limitations:

1. 1. To be valid, a written grievance request for review must be filed with the

chief human resources officer appropriate human resources office within 10 working days of the date notice of layoff or recall was given in accordance with sub-section GH. above. The employee will submit a statement of all reasons for questioning the validity of or motivation for the layoff or recall decision, and such supporting evidence as the employee deems appropriate.

2. The scope of the grievance review will be limited to whether the aggrieved

employee can establish that:

a. the procedures provided by the layoff, recall and release policy and this regulation have not been followed in deciding to layoff or not recall the aggrieved employee;

b. the decision to lay off or not to recall the aggrieved employee was based

on a reason prohibited by law; or

c. there was no reasonable basis for determining that the layoff of the aggrieved employee or a decision not to recall the aggrieved employee was not authorized under this regulation. Budget reallocations within or between any administrative units of the university are not within the scope of review.

3. The chief human resources officer or designee, or in appropriate cases a

substitute, (hereafter referred to as reviewer) may decide the issues raised on the basis of the materials submitted by the employee and the administrator. The reviewer is never obligated to provide for a different procedure, but may elect to do so with respect to some or all of the issues raised, by creating a new procedure, or by adopting or by modifying an existing procedure.



Formatted: Left



Formatted: Left





Formatted: Left



Formatted: Left, Indent: Left: 0.56",Hanging: 0.44"

Formatted: Font: (Default) Times NewRoman, 12 pt, Expanded by 0.05 pt


Formatted: Indent: Left: 0.56", Hanging: 0.44"


Formatted: Left



Formatted: Left



Formatted: Left



Formatted: Left



Formatted: Left, Indent: Left: 0.56",Hanging: 0.46", No bullets or numbering

48

4. In the event that the matter is not decided on the basis of the materials

submitted, the reviewer will inform the employee and administrator in writing of the procedure to be followed.

5. The hearing officerreviewer will make his/her recommendation on the matter within five working days of the filing of the written grievance conclusion of the review. The hearing officerreviewer will make his/her recommendation to the chancellor, or, in the case of Statewide Administration employees, to the chief human resources officer. The chancellor, chief human resources officer, or designee, will render a decision within five working days.

46. Except in the case of a written agreement between the parties, the time limits

provided hereunder will be extended only for compelling reasons as determined by the chancellor, the chief human resources officer, or designee, as appropriate.

An aggrieved employee's failure to receive a final decision in a grievance review proceeding will not delay the effective date of any planned layoff or recall.

R04.08.060 Definitions

G. Grievance

A "grievance" is an allegation or complaint related to employment by an employee or a group of employees of the university that there has been a specific violation of a Regents' Policy or a University Regulation, or a clear abuse of discretion arising from the application or administration of such policy or regulation, which directly and adversely affects the employee or group of employees. 1. The following are excluded from the definition of a grievance and can not be

processed under this Chapter:






Formatted: Left



Formatted: Left



49

a. complaints or disputes other than those defined above as grievances;

b. complaints or disputes which do not arise out of the employment relationship between the grievant or grievants and the university;

c. actions of the Board of Regents;

d. complaints or disputes relating to a failure to appoint an employee to a position within the university;

e. complaints or disputes related to the application or administration of a process that

is subject to superior court appellate review. Such complaints or disputes will be resolved as part of such process.

2. The following are governed by alternate processes and can not be processed under this

chapter:

a. allegations or findings that an employee of the university has engaged in unlawful discrimination or sexual harassment (see Regents' Policy and University Regulation 04.02.020);

b. complaints and disputes related to faculty promotion, renewal and/or tenure (see

Regents' Policy and University Regulation 04.04.050);

c. complaints or disputes which may be grieved under a collective bargaining agreement;

d. complaints and disputes related to job classification (see Regents' Policy and University Regulation 04.05.030);

e. Student allegations and complaints (see Regents' Policy and University Regulation 09.03.02);

f. Complaints and disputes related to dismissal of at-will employees (see Regents’ Policy and University Regulation 04.01.050 and 04.07.020);

g. complaints or disputes related to layoff (see Regents' Policy and University Regulation 04.09.05004.07.110);.

The following are covered by this chapter with modification to one or more of the provisions herein: a. complaints or disputes related to layoff (see Regents' Policy and University Regulation 04.09.050);

ba. complaints or disputes related to financial exigency (see Regents' Policy and University Regulation 04.09.080 060 and 04.09.090070);

Formatted: Indent: Left: 0.56", First line: 0"

50

b. cb. complaints or disputes related to reasonable accommodation for people with disabilities (see Regents' Policy and University Regulation 04.02.030);

dc. complaints or disputes related to "for cause" actions (see Regents' Policy and University Regulation 04.07.060 and 04.08.080).

Subject to a contrary agreement of the parties, grievances of an employee which are being processed when a notice is issued to an employee of intent to terminate will be consolidated with and considered and decided as part of the pretermination proceeding. The record of such proceeding will be part of the pretermination hearing. In accordance with Regents Policy 01.03.020.A, I approve and cause to be promulgated the foregoing as emergency regulations. These revisions are effective immediately. I further direct that the Board be notified of this action at its next regularly scheduled meeting. Patrick K. Gamble, President Date cc: Brandi Berg, Board of regents Executive Officer Chancellors Chief Human Resources Officer Erik Seastedt General Counsel

Formatted: Font:

Formatted: List Paragraph, Right: 0",Numbered + Level: 1 + Numbering Style: a, b,c, … + Start at: 1 + Alignment: Left + Alignedat: 0.81" + Indent at: 1.06"


51

Melodee Monson Kathleen McCoy...2015/03/05 · P Jamey Cordery School of Nursing 13-15 P Danielle...

Documents

Transcript of Melodee Monson Kathleen McCoy...2015/03/05 · P Jamey Cordery School of Nursing 13-15 P Danielle...