ࡱ>  VbjbjR(R( 7d0B~_0B~_"zN N   jjj~~~8,,~*0LZZZ)))))))$,/*Qj@*ZZHg*!!!ZRZ)!)!!Vl(@H"0)Rț0k|( )}*0*(x;1j$;10);1j0)!** l*;1N X :  Resolution #: 21-02 Drafted By: Senate Budget Committee Approval Date: Purpose: The purpose of this resolution is to make administration and faculty aware of the dicult sta workload issues on campus, the ways faculty may contribute to those issues, and the ways faculty can help improve the professional climate for sta in all areas of the University, to express deep concern about administrative inaction on the issue of sta support of academic programs at the University, and to call for immediate actions that will lead to a healthier professional climate for sta in all areas of the University. Resolution: WHEREAS the Bylaws of the Academic Senate charge the Senate Budget Committee (SBC) to serve as the deliberative body of the faculty on budget and resource use for annual and long-range planning issues, including the SBC responsibilities of providing recommendations regarding areas that may warrant emphasis in the budget planning, policy, communication, and allocation process and [a]dvising the President of the University by providing input and recommendations throughout the planning, implementation, and subsequent review of the budget expenditures including advice on key campus priorities. WHEREAS the primary mission of a University is to foster intellectual and professional growth in students, and while much of that responsibility falls on the shoulders of members of faculty, none of that work would be possible without the support of campus professional sta in all of the University divisions. Sta support the work of the faculty and the mission of the University in critical, visible, and invisible ways that are too many to list. WHEREAS two surveys of the campus climate (the rst in 2018 and the second in 2020) established that sta employees suer from an exceedingly low morale as a result of low compensation and work-related stress.  Less than half of respondents are satised with their salaries. Working conditions, or the degree to which respondents felt that workload was manageable and job duties clearly dened, were on the lower end of agreement. The survey also documents that 63% of sta respondents reported institutional and organizational sources of stress. Nearly 75% of sta reported increasing work responsibilities as such a source. The COVID-19 pandemic has amplied these eects for sta. WHEREAS the scope of work for each University sta employee is clearly established by a position classication and a job description which designate the employee as one who may or may not be eligible for overtime pay if their work assignment exceed limits of their job description (these are  non-exempt and  exempt positions, respectively). In many areas of campus, current and past practices in sta management have led to sta workloads that exceed their established workload limits. Individual full-time employees are currently doing work that would have been carried out by two or three separate full-time employees in the past. According to statements by the AVP of Human Resources to the Strategic Resources and Planning Committee, no special or extra pay is oered to sta for such increases in workload (or they aren t made aware of the opportunity to ask for stipends). Such excesses are a major contributor to low sta morale, for sta turnover, and for our inability to hire new talented individuals into open positions. WHEREAS sta have attempted to address these excesses and sources of stress using mechanisms available to them, including consultation with the Ombuds and submitting applications for reclassication and in-range progressions (a.k.a., raises), but responses to those eorts have compounded work dissatisfaction. Applications are onerous and permission to apply can be denied by a manager; even when allowed, an application can take a year for Human Resources to review, even if the review leads to a denial. WHEREAS the University faces an administrative sta shortage campus-wide that is negatively impacting not only sta workload and morale, but also the eective and ecient running of the university. A recent assessment by the National Association of College and Business Ocers (NACUBO) identied lack of stang as a central priority that needs to be addressed at CI. WHEREAS the unbearable sta workload diculties and slow replacement hiring have been brought to the President s attention on multiple occasions in Fall 2021 and Spring 2022 Strategic Resource Planning Committee (SRPC) meetings by both sta and faculty representatives, no subsequent action has been taken by the President. WHEREAS the President and Provost have added two new MPP positions to campus, and the Provost has announced an eort to hire four (some new, some lling interim positions) MPP positions i(*,.@DFHvxzP üͶìvgggggghhW>3CJOJQJ^JhhW>3CJhhW>3@CJhhW>3@CJhhW>3CJ hb>*CJ h3>*CJhahYQ>*CJ haCJ hW>3>*CJhahH>*CJhaha>*CJ ha>*CJh3h3>*CJ hW>3>*h3ha>* hfR>* hn>*(*,xz  & F 4jd]jgdW>3 & F 4od]ogdW>3 & F 4kd]kgdW>3gdW>3gdW>3 \ < l(#L]L^ \ < l(#L]L^gd3 b d r t rxz "$$$&h'j'())6+j+4,5558^;`;<<<===========>>>>@@BBDDRGƺjhs0JUUhs h4#>* h[iN>* hfR>* hb>*CJ hhW>3@CJOJQJ^JhhW>3CJOJQJ^JI xz $$h'j'))6+55^;`;<<==gds \ < l(#L]L^gdGQn the Division of Academic Aairs. While these positions may meet existing administrative needs at the University, they exacerbate deep and serious stang problems at the University by increasing the workload for existing sta. WHEREAS while faculty have always enjoyed a great degree of autonomy and exibility over work hours, most sta work a weekly 8am to 5pm weekday schedule, and they have documented a loss agency over their work day and non-work evenings. For example, sta with telework agreements make their personal mobile numbers available to colleagues because the University does not provide for o-site telephone solutions. Such sta have found themselves receiving calls on their personal phone numbers long into the night. In this way, our eorts to establish a  culture of compassion during the COVID pandemic has resulted in a culture of faculty entitlement that makes it impossible for sta to control work-life balance. WHEREAS the above aects all sta regardless of employment status (state-side or auxiliary, exempt or nonexempt), though some in dierent ways and degrees from others. BE IT THEREFORE RESOLVED that we call upon the University Provost and President take the following actions: Human Resources shall maintain and publish organizational structure information (e.g., an  org chart ) for all units in all divisions that includes sta job classication codes (as applicable), links to job descriptions, and reporting structures. This publication should be updated at regular intervals that are mutually agreed upon by the CI Sta Council, the Executive Committee of Academic Senate, and the President s Cabinet. All faculty and administrators shall review the employment information published by HR (see (1) above) for those sta who work in their area so they are aware of the nature and limitations of their employment, as dictated in their position description. Staff shall be understood to have specific working hours. Staff shall not be responsible for responding to requests or providing assistance outside of those hours, except in the case of a true emergency or previously agreed upon exception (e.g., evening event) Human Resources shall accelerate the evaluation of all applications for reclassication and all applications for in-range progressions. Furthermore, Human Resources shall provide applicants with timely written justication for the approval or denial of any application or appeal of an application s denial. Human Resources shall use the Governor s anticipated (end of April 2022) CSUEU Salary Study as a basis for adjusting salary ranges for campus sta classications. Campus policy shall be changed to allow the posting of vacant positions immediately upon the acceptance of an incumbent employee s separation letter. Cabinet shall champion the creation and implementation of robust cross-divisional process of onboarding new employees (sta and faculty) that will improve sta retention (ie: the Dolphin Navigator Program). Each VP shall justify why requested sta positions in their division were not advanced for campus-wide budget considerations. Any cost of hiring additional new MPP positions must include the cost of providing them additional new sta support. Such costs must be part of annual divisional budget requests and their evaluation by the Strategic Resource Planning Committee. BE IT FURTHER RESOLVED the University Administration act swiftly on the sta related recommendations from the NACUBO report. BE IT FURTHER RESOLVED that as part of GI 2025 eorts and eorts that result from the campus s recent Charting Our Course exercises, both administration and faculty commit to include adequate stang plans for new programs, initiatives, and reorganizations. The Senate Budget Committee should have a role in reviewing such plans. In so much as this resolution is consistent with the collective bargain agreements.  The publication of this information can be located behind the MyCI campus firewall and need not be accessible to the public.     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