Outcomes/measures tracked and tools utilized
The Ethics Report Line activities are reported quarterly at the Board Audit Committee. This report includes statistics on the number and types of cases received and resolution of the cases.
Summary results of measures (include tables and figures when possible)
Figures 4.4 and 4.5 below show the number of reports at JCCC per 100 employees as well as identifying the number of reports across five broad categories. This data is reported quarterly to Board Audit Committee and is part of an annual report provided to the Board of Trustees.
Comparison of results with internal targets and external benchmarks
Figure 4.5 shows the national trend in ethics reporting for those entities that use the Navex EthicsPoint case management system and track reports from it, including hotline received cases. This benchmark includes all entities that use the database regardless of the sector. Currently, the College is unable to acquire a benchmark that is solely focused on the higher education sector. The College has tracked this trend since 2013. JCCC was slightly lower than the benchmark in calendar years 2013 through 2015, but experienced a slightly larger growth in reporting in 2016 when compared to the benchmark. In examining the results by category, the increase can be attributed to a larger number of reports in the category of HR/Diversity/Workplace Respect.
Interpretation of results and insights gained
JCCC remains protective of its integrity and watchful of its ethical responsibilities. Consistent with the benchmark, the majority of ethics report line cases concern human resources, diversity, and workplace respect issues. Should the College experience an increase in a particular category, Audit and Advisory Services would work with the appropriate College department to determine next steps (2.A).
Improving internal communication was one of the tasks specified in the College’s strategic plan. The task force charged with examining communication made recommendations regarding staffing (i.e., an employee dedicated to internal communication), improved software tools, and training. Implementation of the recommendations awaited the arrival of new leadership in marketing communications and information services (2.B).