STRATEGIC PLANNING PROCESS
 

Strategic Planning Process - Fall 2008
CSO Summary of Comments and Recommendations 

The Classified Staff Organization greatly appreciates the opportunity to be involved in the strategic planning process.  As an integral part of Lewis-Clark State College, we feel we have valuable contributions to make and we thank the administration for their willingness to listen. We hope to continue to be contributors to the process for years to come.

We respectfully submit the following comments and recommendations: 

• Workload~ We continue to support the need for a review of staff workload (PG-09-11.2).  We are cognizant of the requests made by many areas this year for additional support staff but we feel through review of existing workload we could ensure that employees are working in pay grades that are commensurate with their workload, as well as arrange collaboration with departments to share support based on need and availability.  Due to the economic situation facing the State of Idaho, we are concerned that a possible reduction in personnel could lead to increased workloads in many departments on campus.  We encourage careful consideration when asking staff with already heavy workloads to “do more with less” at the risk of a reduction in quality.  Additionally, increased compensation is suggested for those assuming additional responsibilities while vacant positions sit idle for long periods in order to economize.
   
• Review Plan of Classified Positions~ The CSO would like to see a position review process implemented through Human Resource Services. We further recommend that employees and their supervisors review job descriptions prior to annual review to ensure that job duties are comparable to actual work performed.  We also recommend reclassification of positions where workload exceeds expectations for the current position; improving morale and customer service.
   
• Merit Funds (if funds become available) ~ The CSO would like to see a merit system defined and applied as other state agencies have implemented for their employees’ performance reviews.  If a merit system is implemented campus-wide, CSO recommends that all contingency groups—classified staff, professional staff and faculty—are equally represented in any decision-making for the distribution of merit funds.
   
• Safety~ With the opening of the Activity Center, the new Nursing & Health Science building and the new dorms, we recognize the additional burden placed on security to maintain a safe environment on campus and in off-campus student housing. We will continue to support the need for permanent security personnel and clerical assistance, for the benefit of staff and students alike. With the continual growth of LCSC’s population it is highly important to ensure the safety of faculty, staff and students.  CSO also supports the following safety measures:

o  The maintenance and inspection of smoke, fire, and security alarms, as well as campus elevators, is a top priority. 

o  Expanding upon last year’s award for a video surveillance system on campus (including residence hall cameras). 

o  To maintain a high level of security, the CSO would like to see a safety initiative brought forth by the Security Office.

o  The purchase of two electronic-reader boards will be in the best interest of Lewis-Clark State College for accurate messages of emergency situations. 

o Defensive action by Information Technology is essential to create a redundant path from the campus to the public Internet so that enterprise systems (LCSC web, Blackboard, and email) can continue if something happens to the primary facility in the Sam Glenn Complex.

• Classified Staff Search/Hiring Policy~ Lewis-Clark State College seeks to provide a high level of responsive service in meeting the needs of students, faculty and staff and the general public.  To accomplish this mission, it is the policy of the College to provide a total compensation system that attracts and retains employees.  Recognizing and rewarding employees for performance in the achievement of service is a foundation for consistent fair and equitable compensation.  The CSO believes that with a new institutional policy that governs the search and hiring process, any previous inconsistencies will be eliminated and will create a fairness for all that apply.  Exceptions to the policy should occur only in emergency situations.  It is recommended that Lewis-Clark State College continue to follow the state guidelines when hiring new classified staff members; and recommend that the proposal of minimum pay at 80% of midpoint become policy which is consistent with the Salary Administration Guidelines as proposed by the Compensation Review Committee.

  Please note that due to the State Controller’s Office ruling on benefits for part-time employees, we recommend that all part-time positions being requested for FY-10 (and beyond) be evaluated to ensure that current and future part-time employees are not affected by a reduction/decline of appropriate benefits. 
  
  There are currently 11 classified positions asked for in the UAP process.  The CSO supports all of the CSO personnel initiatives that have been submitted through the UAP process for funding.  When the current economic situation confronted by the State of Idaho improves, the CSO would be amenable in supporting the addition or increase in hours for the requested positions.  At this time, the CSO highly recommends placing more emphasis and attention on the current employees instead of creating new positions.  We realize that the entire campus will have to lend support during this difficult financial period and provide assistance when needed.  Therefore, please consider a thorough review of each classified members responsibilities and recognize their hard work and dedication to Lewis-Clark State College.
   

• Professional/Staff Development~ According to PG-09-54, Employee Professional Development and Training (PDT) Process, professional development will be made available to all LCSC employees.  The PDT committee has implemented the training program and this type of training will be possible if supervisors not only allow, but also encourage classified staff to attend available training.  It should also be noted that numerous divisions/departments referenced funds targeted for faculty/professional staff professional development, but division/department allocated funds should also be made available to classified staff.
   
• Equipment Upgrades~ We strongly support funding of programs that will help to increase the use and availability of Information Technology across the campus community and its outreach centers as outlined in PG-09-13.  As we stated last year, the image and viability of our college is directly related to the education offered to our students, and instruction delivered on out-dated equipment is detrimental to the overall education of our students.  This includes all students, not just those limited to the central campus in Lewiston.  As our campus community grows, and we see an increase of students taking advantage of both our distance learning and outreach center services, we must ensure that they receive the same level of service that is offered to those on campus.        
   
• Salary Compensation~ We are especially pleased with the progress of the Compensation Review Committee toward salary equity for our employees and greatly appreciate the administration’s commitment to this issue (PG-09-09).  We look forward to our continuing efforts in this endeavor.  With the recent increase in the base pay enacted by the Division of Human Resources, the compression issue will only increase if we are not proactive in confronting this issue.  We continue to support a long-term plan that defines how the college will address salary inequities and compression each year without total dependence on funding from the legislature.
   
• Motor Pool Vehicles~ We strongly support a long-term plan that includes a periodic maintenance review and/or replacement of motor pool vehicles to ensure for the safety of all employees, students and the community.  We recognize that funding may not be available to provide for increased maintenance and/or replacement costs of vehicles, but we feel that this is a college-wide safety issue that should receive departmental and administrative support.
   
• Energy and Operating Efficiencies~ We understand and recognize the need to identify opportunities to reduce energy use and/or increase efficiency, and reduce other operating costs at Lewis-Clark State College as outlined in PG-09-61.  We support the broad scope of the task force which has been charged with reviewing a multitude of options for energy and operating efficiencies.  The task force will also follow the plan as outlined in the Governor’s Executive Order on trip reduction and making commuting more efficient.  We appreciate the opportunity to be a contributor on this task force and hope that we will continue to provide valuable input in the future.
   
• Advertising Plan~ We recognize the need and support the implementation of the college-wide marketing plan to advertise our college.  With the increased competition from other colleges, it is imperative that we stay viable within the college market, and this will only be achieved through a concerted effort by marketing personnel and additional funding.
   
• Accreditation, Recruitment and Retention~ In an on-going attempt to stay competitive with the colleges within the state of Idaho, we support the electronic method of payment of tuition which was recently implemented.  This procedure will benefit LCSC students as well as the staff members of the Controller’s Office. Moving to the E-Commerce method of business has provided Lewis-Clark State College with a more streamlined look that will assist in recruiting students, primarily in rural areas where it is difficult to travel in to the central campus in Lewiston to pay their student fees.  It will benefit LCSC in retaining their current student population as well as hold a higher level of compliance in providing LCSC students with accurate information regarding their financial aid award and residuals, and an updated running balance of their tuition. E-Commerce will assist the Controller’s Office, and Lewis-Clark State College as a whole, in staying in alignment with the standards of the Northwest Commissions on Colleges and Universities as well as protecting each student to a higher standard of privacy.  We recognize the magnitude of making a superior first impression with potential students. Therefore, we support the request for expansion of hardware related to LCSC’s student registration system to fully support Student Services’ recruitment tactics related to STAR.

We believe that LCSC is a great place to work.  LCSC provides a great holiday work schedule, the opportunity to attend Academic and Professional-Technical classes at a reduced fee, professional development courses at no cost, and an opportunity to create unity among our constituency groups. These are great non-monetary benefits that we receive as employees.  With the bleak financial future our college will be facing, increased non-monetary benefits could help with low morale as the economic crisis unfolds.  Several examples for non-monetary benefits that might be considered are noted: 

o  Increased professional development courses through the PDD program.