Infrastructure and Shared Governance - Milestones

Established the Infrastructure and Shared Governance Work Group (ISG-WG)

The ISG-WG collaborates with campus stakeholders, sets unified strategic goals, makes recommendations, and advocates for actionable efforts to support institutional goals. The ISG-WG collaborates with shared governance structures including but not limited to:

Group Representation

The group includes representatives from the following areas:

  • Business Affairs
  • Human Resources
  • The Office of Information Technology
  • Biomedical Sciences, Dental Medicine
  • School of Medicine
  • Hospitality
  • Educational Psychology


Evaluate the level of satisfaction with campus services through annual surveys for three high-impact focus areas:

  • Business Affairs
  • Human Resources
  • The Office of Information Technology (OIT)

Distribution is strategically spaced to allow time between surveys:

  • Spring: Human Resources
  • Late fall: Business Affairs

The surveys ask respondents to rate the level of service they received from departments. The following year, each area reports on key actions they’ve taken to address the previous year’s feedback.

Business Affairs

Annual Customer Service Survey

One way Business Affairs defines, measures, and improves service to campus is through an annual customer service survey. The survey includes:

  • One quantitative prompt for each Business Affairs department:
    • How would you rate the quality of service from...
    • Response choices:
      • 4: very good
      • 3: good
      • 2: poor
      • 1: very poor
  • The option for respondents to provide qualitative feedback.

We aggregate and analyze the data, then take actions to address feedback. The actions are included in our annual report.

2023 Survey Results

  2023 2022 % Change
Number of Responses ~500 ~550  
Business Affairs overall mean 3.35 3.33 0.4%
Business Affairs overall median 3.35 3.39 -1.2%

Business Affairs Annual Report

Business Affairs annual reports detail initiatives and accomplishments that support the university’s commitment to continuous improvement. These initiatives and accomplishments align with feedback Business Affairs teams receive on our annual customer service survey.

Office of Information Technology

Streamlined IT Service Delivery

  • Moved the digital strategy and transformation team to the Office of Information Technology for cost-effective improvement of innovative technology services.
  • Transitioned Engineering to OIT centralized network and desktop services, improving faculty access to campus networked resources and efficient management of desktops, while maintaining specialized engineering technology support within the department.

Technology Infrastructure 

  • SAS Implementation: Upgraded UNLV’s outdated enterprise reporting business intelligence software to a modern (SAS) software: A key component of plans for continuous improvement to university data; provides improved access to university data used to make decisions, provide official reporting, create student centered business services sharing data across units, and inform continuous improvement of operational processes.
  • Enhancements for Digital Transformation of Learning
    • RebelFlex: Specialized RebelFlex technology was added to 72 classrooms to support flexible teaching and learning options. Implementation included faculty development and specially trained support staff to help faculty make effective use of the technology to offer engagement for both remote and in-person learning simultaneously.
    • Multimedia Classroom: Created state-of-the-art multimedia learning environment upgrading Hendrix Auditorium
    • Implementation of Blackboard Ally software to improve accessibility of materials within the learning management system
    • Device Loan Program providing laptops to students
    • Virtual access to academic software
    • Increase online support options for RebelCard, IT HelpDesk, and student services including Chatbot, QLESS
  • Network expansion and upgrades to support the increasing demands for data, security devices, and IoT devices for efficiency, research and teaching
    • Fiber 41% increase, IDF rooms 20% increase, Wireless Access Points 46% increase, routers, switches, firewalls 9% increase
    • Outdoor wireless added to LLB, Academic Mall, GUA, CLB, MPE, LAC, Uber Lyft Pickup, PKG-1, PKG-2, PKG-3, SSC-A, LFG
    • Upgraded Indoor Wireless in multiple locations
  • Efficiency and Security
    • IT Help Ticket Management moved to lower cost solution with increased functionality, self-service options, and ability to build towards improved collaboration across units
    • Identity management system move to Okta leveraged existing Workday contracts to provide a lower-cost solution that paves the path to single sign-on, secure access to multiple resources at UNLV and other institutions.
    • Encryption software on all new devices
    • Ransomware training for university personnel

Human Resources

Service Enhancements

  • Workshops/ Trainings
    • Co-hosted Financial Wellness Week providing workshops for faculty, staff, and retirees.
    • Facilitated Real Colors workshops with units and departments across campus to support team building, culture development, and personal awareness and growth.
    • Launched HR Professional Development Day, Administrative Assistant Training Academy (A3) pilot, Facilities Management Training Academy, and REBELearn Training Academy.
    • Launched UNLV Talent Badge in REBELearn for Management Training Academy and REBELearn Training Academy. This digital badge program is a meaningful way for managers and peers to validate learning and job skills. UNLV Talent Badges are open badges that are verifiable, portable and packed with information known as metadata.
    • Integrated 8,000 web-based LinkedIn Learning trainings with REBELearn.
    • Offered workshops in Mitigating Bias and Writing Job Ads.
    • Provided multiple Workday and business process trainings for business managers, supervisors, and administrative assistants including
      • detailed Workday demonstrations and training materials on HR processes with Q&A related topic discussions.
      • In depth modules created in REBELearn for ‘at your own pace’ training.
      • Short, topic-specific “live” sessions highlighting key points on frequently used Workday processes.
    • Assisted in the development and operationalization of UNLV’s new Values. Established values ambassadors and an ongoing community of practice.
    • Implemented UNLV’s new recognition program, Rebel Applause, allowing employees to quickly and easily recognize each other for their accomplishments and reaching service milestones.
    • Supported the development of content for UNLV’s new YOU App, which helps employees and students find tips and tools for everything from improving mental and physical health, to building friendships and finding balance.
    • Successfully transitioned the Americans with Disabilities Act (ADA) faculty and staff accommodation process to Human Resources.
    • Enhanced service by implementing a process through which employees can schedule in-person, virtual, or phone appointments with benefits representatives.
    • Led a study, Rebel Future, to establish a UNLV job architecture and compensation model. This initiative will provide a framework that is transparent and organizes jobs in a clear structure as the university strives to be competitive in the internal and external market (in progress).
      • Served on statewide think tanks to gain understanding of collective bargaining units.
      • Led a Student Employee Performance Evaluation Committee composed of students, supervisors, and administrators to create a student employment performance evaluation and process that aligns with competencies for career readiness.
      • Launched year two of the Search Advocate Pilot Program.
      • Recruited an Onboarding Specialist and defined how they will help the university deliver a best-in-class first-year experience for new employees.

Process Improvements

  • Workday wins
    • Streamlined Workday Security Role Assignment process by removing unnecessary approvals.
    • Developed Workday Proxy Procedure with UNLV Workday security stakeholders’ group.
    • Collaborated with Sponsored Programs and NSHE on Workday “Over the Cap” initiative to assist with grants compliance efforts.
    • Advocated for and received approval for Student Council and Residential Assistant period activity pay.
    • Tested Form I-9 and Work Study processes before implementation
    • Collaborated to streamline the classified staff enrichment award application process by using an online form.
    • Collaborated to move the GIA application and workflow to Workday.
    • Created a process for HR to upload mass student employee wage increases in order to reduce manual efforts for units.
  • Developed and implemented a search exception process for the hiring of postdoctoral scholars to help remediate pain points in the hiring process.
  • Streamlined Medical Resident off cycle pay procedures.
  • Rebranded Workday applicant portal to create an enhanced user experience.

Communication Enhancements

  • Created and updated various webpages
    • Ensured accessibility guidelines were met.
    • Improved navigation to information by employee type.
    • Created Rebel Future and RTA websites
    • Refreshed L&D, OD and EAP websites
    • Developed and published an Employee Relations webpage. The new user-friendly layout gives employees easy access to updated information and accessible documents pertaining to governing rules and regulations, performance evaluations, corrective action, and employee resources.
  • Proposed a new process that was implemented for NSHE that includes communication for each Workday change ticket that moves to production.
  • Began regular presentations on useful Workday reports to the campus via monthly Campus Operations Update meetings. 

  • Launched the Search Advocate Pilot Program designed to support the search and hire process for academic and administrative units.
    • Hired a search advocate coach/associate program director
  • Led the execution of organization-wide professional development and training strategies for supervisors and emerging leaders, including the following programs that were delivered virtually due to COVID-19:
  • Co-created the year-long curriculum for UNLV’s Leadership Experience and President’s Fellows Program, reaching 29 leaders and emerging leaders on campus.
  • Implemented UNLV’s inaugural, enterprise-wide learning management system (LMS), REBELearn.
    • Since implementation, compliance increased for Preventing Harassment and Discrimination, Cybersecurity Awareness, and General Workplace Safety have all increased substantially. There are currently 77 training sessions in REBELearn.
  • Developed guidelines for hiring letter of appointments (LOAs) to ensure compliance with Fair Labor Standards Act (FLSA) requirements. Eliminated the LOA agreement.
  • Partnered with a number of departments to create career ladders that offer promotional opportunities for department staff.
  • Developed best practice on auto-progressions for specific classified specifications.
  • Provided recommendations to the Division of Human Resources Management (DHRM) on occupational studies.
  • Created a verbal job offer checklist for hiring managers.
  • Created and executed UNLV’s wellness program, Rebel Reset, which offers no-cost wellness programming to UNLV campuses.
  • Faculty/Staff Wellness
    • Partnered with campus to identify resources available to faculty/staff
    • Redesigned webpage for easier navigation
  • Created and revamped multiple HR webpages including:
    • Refined the HR classification and compensation webpage for better navigation by employee type
    • Developed webpages for hiring student employees and being a student employee (which replaced outdated Student Employment Handbook)
    • Redesigned the Benefits page for ease of use
    • Developed webpages for FMLA and Time Away
    • Reviewed and remediated or removed inaccessible documents from HR webpages increasing accessibility score to 91.5%
  • Student Employment
    • Hired a dedicated HR student employment specialist
    • Established the Student Employment Advisory Council – a coalition of student supervisors who meet monthly to review web content, training materials, and share resources.
  • Grant-In-Aid - Implemented OnBase for reporting and processing simplifying the process for the end user.
  • Benefits Education - Partnered with vendors to provide 40 benefits and retirement workshops, including two retirement fairs.
  • Implemented i2Verify for employment and wage verifications and public service loan forgiveness requests.
  • Workday Wins - collaborated with NSHE to improve and streamline Workday processes. Examples:
    • Period Activity Pay (PAP) - Implemented PAPs for residential assistants to eliminate manual time entry.
    • Add attachments at Initiate Offer - Added an "add attachment" option at the offer step that allows managers to add pertinent documents.
    • Offer Text Block Update for Position Information - Revised offer/contract text blocks to identify position information, status, compensation grade, and pay type providing clarifying information for candidates
    • Manage Attachments Business Process:Hire/Onboarding - HR partners can now remove attached Personal Identifiable Information (PII) documents from the Hire, Onboarding, and Name Change business processes.
    • Work Study Optimization - Made extensive updates to the Hire business process to ensure students are assigned to the correct organization and the correct department accounts are being charged. This resulted in campus-level and SCS efficiencies for work study eligible students.
    • Assign Roles Routing Errors - Reduced overpayments by recommending changes to the Assign Roles step of multiple business processes.
    • Email Terminated Workers with Former Worker Login Information - Added a step to the Termination business process that sends an email to the former employee’s personal email address with information about how to login to Workday to retrieve tax documents.
    • Change Job business process Update to allow administrative assistants the ability to edit - Gave administrative assistants the security role necessary for them to update employee types (i.e., from temporary, fixed term to regular or student, fixed-term to regular, etc.).
    • 'Zombie PAP' identified and fixed - Modified the period activity pay integration to reduce overpayments.
    • Update security of the SSN Integration to decrease duplicate records - Updated the social security number integration to search for existing employee records throughout the entire NSHE instead of within an institution.This resulted in less duplicate records in the system.
    • COVID Vaccine Tracking Custom Object - Developed a solution to track compliance with the COVID-19 employee vaccine mandate. Created multiple reports to respond to requests from the state.
    • New Functionality: End Jobs - Added a new functionality to simplify managing employees with multiple jobs. It allows users to select which jobs to end, terminate and/or switch the primary job.

Shared Governance

  • New Faculty Senate committee formed to assist with diversity, equity, and inclusiveness (DEI).
  • New senior senator guidelines have been created, including detailed instructions for communication with faculty.
  • Established a formalized process for educating and onboarding senior senators.
  • Talking points from senate meetings are emailed immediately to all senators.
  • Faculty Senate and Faculty Affairs refined the tenure and promotion process and structure, and established a mechanism for annual feedback and continuous improvement.
  • ​Created an Ad Hoc F​aculty ​​Senate​ committee to address non-tenure track faculty concerns, specifically as they relate to promotion, status in the UNLV bylaws, and similar issues.
  • Administered a campus climate survey to part-time instructors. The survey results provide helpful information for further improving our approach to PTI support.
  • A large fall 2019 PTI orientation was held in Greenspun Hall with over 100 attendees.

Faculty Satisfaction Survey

COACHE faculty satisfaction survey was administered in spring 2016; results disseminated spring 2017

  • Spring 2018 Progress
  • Express Employment used in Feb. 2016 to drill down on areas of concern
  • Developed ongoing employee hotline via NAVEX
  • Developed new free speech policy to protect freedom of expression

Faculty Senate launched a refreshed webpage and is working with deans to improve Senate-to-unit communication, as well as faculty-to-Senate communication.