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Benefits Committee

The Benefits Committee serves in an advisory role to the president on employee benefit matters and issues. Generally, recommendations are made by the Human Resources staff to the committee. The committee follows the Benefits Committee Philosophy Statement when considering benefit plan changes. Membership is typically for a three-year term.

Best Practices Committee

The Best Practices Committee is a group of academic department and division coordinators from the dean of the faculty division who work to create an environment that promotes and builds community and provides resources to perform their jobs effectively, in a fulfilling way, and with a sense of accomplishment. The committee, whose members are volunteers, has taken on numerous projects and initiatives including:

• Developing a robust onboarding checklist and mentor system for new academic ADCs
• Serving as an advocate for all academic department coordinators
• Scheduling software training sessions throughout the year
• Offering opportunities for personal growth workshops and social gatherings

Their website is a resource and repository for the committee’s work.

DEI Advisory Group

The DEI Advisory Group, composed of DEI practitioners from across the campus, is charged with overseeing the day-to-day operations surrounding implementation of DEI initiatives while also providing a network of mutual support for fellow DEI practitioners. The DEI Advisory Group works to connect department and student program efforts with the DEI Plan and the University’s Third-Century Plan and oversees the process through which the DEI Plan is updated and communicated.

DEI Coordination Group

Functioning as an expanded outreach group of the Office of Equity and Diversity with membership from all University divisions, the DEI Coordination Group is charged with ensuring that the University remains compliant with its legal, regulatory, and other commitments in relation to diversity, equity, and inclusion. This group also serves to carry information, updates, and policy decisions from the chief diversity officer to all employees.

Emergency Operations Center (EOC)

The EOC team provides response support in operations, planning, logistics, and communications, among other functions, for all kinds of emergencies and crises, as well as planning and preparation, in protecting the community’s safety and health.

Overseen by the associate vice president for emergency management, campus safety, and environmental health and safety — and operating under the U.S. Department of Homeland Security’s National Incident Management System (NIMS) — this campus response management team works in partnership with any given situation’s incident commander and the executive group.

The team of approximately 50 members represents all divisions and key functions of the University and undergoes regular training. This practice enables a coordinated response among University divisions and allows �Ա���Ƶ to partner effectively with local, state, and federal agencies.

Employee Resource Groups

Employee Resource Groups lead initiatives that provide members of the University staff and faculty with opportunities to engage in activities promoting the following within the workforce:

• Professional development
• Career growth
• Diversity and inclusion at �Ա���Ƶ
• Workplace effectiveness
• Leadership abilities
• Employee recruitment and retention
   

The goal is to promote diversity and inclusion within �Ա���Ƶ; foster and strengthen workplace effectiveness and leadership abilities; enhance recruitment and retention; professional development; and promote career growth and success in the workplace.

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Facilities Labor Management

(Per the union contract)
This labor-management committee consisting of up to four members of the Facilities Union and up to four members of management meets on a quarterly basis. The committee discusses mutual concerns other than actual grievances covered elsewhere by the Facilities Collective Bargaining Agreement.

Facilities Safety Committee

The Facilities Safety Committee’s mission is to ensure a healthy and safe work environment through education and promoting and monitoring safe work practices. Their goal is to facilitate and measurably improve the health and safety of Facilities department employees in the Division of Finance and Administration. The committee’s duties include:

• Liaison between Facilities and Environmental Health and Safety
• Meet on a monthly basis to discuss health and safety issues and effectively articulate and develop a clear and concise action plan to resolve/mitigate problem(s)
• Advise the division AVP of Facilities about health and safety–related issues
• Recommend in writing procedures, programs, and policies that can improve workplace safety conditions and eliminate or control recognized safety and health hazards
• Carry out workplace safety walkthroughs at an agreed-upon frequency (a minimum of twice yearly) and identify potential risks and hazards in the department
• Report serious safety hazards to the AVP of Facilities, managers, and supervisors
• Identify training needs to meet legal and regulatory requirements and support shop- or department-level toolbox talks and/or peer-to-peer training
• Promote and organize safety awareness programs such as safety events and seminars, toolbox meetings, and handouts
• Monitor and follow up on any outstanding issues brought to the committee

Members are responsible for reporting in a timely manner the results of the safety inspections during the year and also about any health and safety incident that takes place in the department. They also ensure the implementation of decisions and recommendations related to the health and safety of facilities personnel.

At the beginning of each calendar year, the committee evaluates its performance to assist in identifying health and safety issues needing attention for the current year.

With the exception of the chair and secretary, committee members commit to a two-year term. Selection of replacement members will be coordinated with Facilities supervisors and managers.

HR Divisional Partners

The Human Resources Divisional Partners Team serves as a cross-functional team of experts, with the goal of making �Ա���Ƶ an even better place to work. Partners are selected based on their role within their division, with most divisions having a designated position/person accountable for matters related to human resources. The DPs provide input, guidance, and advice, and assist with communications to improve transparency for employees. Human Resources collaborates with the group on the development and effectiveness of policies and programs that impact employees such as compensation, training, and performance management. This is not a decision-making group, but is relied upon to make recommendations for consideration to the appropriate decision maker(s) (e.g. president, president’s cabinet).

The team’s primary accountabilities are to: provide sound advice and perspective that is innovative and can be managed within �Ա���Ƶ’s resources; operate in the best interest of the entire University; facilitate programs for all �Ա���Ƶ employees that are positive, enriching, fair, and transparent; ensure projects receive necessary input and representation from a materially and sufficiently wide cross section of University constituents; assist with divisional communications — both to the team and to employees of their division.

Library, Mail Services, IT Technicians Labor Management

(Per the union contract)
This labor-management committee consisting of up to four members of the Library, Mail Services, and IT Technicians Union and four members of management meets on a quarterly basis to discuss mutual concerns other than actual grievances covered elsewhere by the Library, Mail Services, IT Technicians Collective Bargaining Agreement. Additional meetings may be scheduled.

OAK (Optimization | Analytics | Knowledge) Committee

OAK (Optimization | Analytics | Knowledge) is a cross-functional team of institutional representatives that helps manage the priorities of technology projects that may broadly impact the �Ա���Ƶ community and ITS resources.

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Retirement Plan Committee

Members of the Retirement Plan Committee are “fiduciaries” as defined by the , directing their duties in the interest of the plans’ participants and beneficiaries. Duties and responsibilities include:

• Developing, reviewing, and revising the plan’s investment policies
• Selecting the trustee and/or custodian (as applicable), the recordkeeper, and the investment options
• Evaluating individual investment option performance and authorizing changes to the investment options, if necessary
• Determining the default investment option for assets in the Plans that are without specific investment direction
• Ensuring that the selected investment firms provide participants with access to educational materials and other information regarding the investment options under the plans

Safety Advisory Committee

The Safety Advisory Committee meets on a regular basis to discuss issues related to safety concerns on the campus. The committee serves in an advisory capacity and makes recommendations to appropriate department heads. The committee is principally charged with promoting safety on the �Ա���Ƶ campus and fostering an environment in which the risk of accidental injury to individuals is minimal. The committee is chaired by the director of environmental health and safety and has representatives from the faculty, athletics, residential life, campus safety, human resources, finance and insurance, Student Health Services, environmental health and safety, and facilities.

Sexual Assault Response Team

Departments involved in first response of sexual violence incidences are represented. Members share best practices, prepare for incidents, and discuss campus efforts.

Staff Affairs Council

The Staff Affairs Council (SAC) facilitates collaboration and communication between University leadership, faculty, and staff. The SAC recognizes the diversity of identities and roles held by staff across campus. It has the responsibility of advising the president and the cabinet on staff concerns, questions, and ideas and is responsible to report outcomes of these meetings back to the staff at large. The SAC is a resource to the president and University administrators to offer staff feedback on University affairs upon request. The council works to identify inequities within the staff experience and elevate them to the appropriate department/division for resolution, and will intentionally consider how the work of the SAC impacts all staff across campus.

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Staff Affirmative Action Oversight Committee

The Staff Affirmative Action Oversight Committee (SAAOC) shares responsibility with the Faculty Affirmative Action Oversight Committee for supporting and overseeing the production of the University’s annual Affirmative Action Plan to create and maintain an inclusive campus environment for staff members. The committee:

• Monitors progress towards affirmative action goals related to the hiring and retention of non-academic administrators and other employees
• Supports the work of the executive director for equity and inclusion, equal employment opportunity, and affirmative action
• May review and make recommendations about staff recruitment and retention, diversity training, and other efforts
• Members may serve as affirmative action advocates on search committees

The SAAOC is appointed by the provost, in consultation with the president, and consists of at least six administrators representing different segments of the University. The executive director for equity and inclusion, equal employment opportunity, and affirmative action is an ex officio member and secretary (nonvoting). The associate provost for equity and diversity is also an ex officio member. Members serve three-year terms. Recommendations of the committee are made to the provost.

Learn more about the SAAOC

Weather Decision Group

When inclement weather is expected, the University’s Weather Decision Group (WDG) convenes to evaluate and determine the potential impact on day-to-day campus operations and to make decisions including delayed opening or campus closure. The group’s procedures support a commitment to the safety of community members and their ability to participate in the University’s academic mission by getting to class, work, and campus activities. The WDG considers personal health and safety; reviews the status of roads, parking, pathways, and building accessibility; and ensures that all utilities are operational. The group also considers how a delay or closure might impact services and planned campus events, including the effect of class disruptions on course continuity and scheduling. Membership includes senior administrators and representatives from campus safety, emergency management, human resources, facilities, and communications.