Strategic Goal Four

Faculty, Staff, Administration Quality of Life

Co-Chairs: Jason Dupree, Amber SturgeonMembers: Dorie Astle, Terry Billey, Lisa Castle, Meghan Eliason, Kari Jones, Doug Linder, Kathy Megli, David Misak, Steve Pray, James Skinner, Meghan St. Hilaire, Marcy Tanner, Roma Willis

I.SWOSU will develop and maintain a comprehensive staff compensation program that consists of utilizing a

combination of market comparisons and job evaluation methodologies.

Faculty DevelopmentO How can we facilitate change to this

form of academic support?O Create a “super” committee

O On hold – half of power players identified by the G4 taskforce are currently operating with interim leadership

O Review the charge of the Faculty Development CommitteeO Offering programs → recommending

body

Faculty DevelopmentO How would we redesign this form of

academic support?O Potential Models:

O University of Connecticut http://fdp.uconn.edu

O OU-Tulsa Schusterman Library http://library.tulsa.ou.edu/20-x-20/20x20-schusterman-library

Faculty DevelopmentO How would we redesign this form of

academic support?O Provide a series of diverse venues to

support development, collaboration and guidance.O Teaching Institute (in-service day)O 20x20 (fun exchange of ideas)O Mentor program (new faculty

orientation)

O ChallengesO Incorporate more release time for

faculty

Career AdvancementO How can we prepare our staff to for

advancement opportunities?O Potential Model: University of

Oklahoma http://hr.ou.edu/training_dev/

O Design criteria for position rank – addressing the level or amount of responsibilities

O Eliminate inconsistency regarding Compensatory Time Policy

Career AdvancementO Challenges

O Supervisor's interpretation of university policyO Granting release time for university

serviceO Training for new administrators,

department chairs, and other employees with supervision responsibilitiesO Mechanism for providing policy and

procedural updates

Compensation Misc.O How can we address job satisfaction

and institutional morale?O Potential Model: Appalachian State

University http://staffsenate.appstate.edu/service-projects/staff-survey

O Form a Quality of Life Committee – a recommending body that continually reviews job satisfaction issues

Compensation Misc.O How can we address job satisfaction

and institutional morale?O Accumulation rates for Annual Leave

O Offer more anniversary datesO Expand Faculty recognition

O Awards for teaching innovation, community service, student mentoring, research

O Stipend to reinvest into their research, lab/classroom, or course

O Faculty Exit Survey

II.SWOSU will institute yearly faculty and

staff salary increases in order to obtain and maintain 90% of the CUPA average.

SalariesO How do we address low salaries and

annual pay increases?O Pay increases – Jan. 2013 & 2014O 90% of CUPA average – Re-evaluating

O Comparison to IPEDS, AAUP, Prof. Assn., and other state sources

O Adjunct pay scale O Move away from “across the board” pay

increasesO Develop an annual protocol to address the

lowest paid employees first – living wage

Job RecruitmentO How do we address recruitment

challenges beyond pay increases?O Geographic location

O Offer transitional housing for new hires (temporary)

O Relocation fundsO Community Growth Advocacy Group –

SWOSU delegation to encourage City of Weatherford in becoming a more attractive destination

III.SWOSU will phase-in a comprehensive

Health and Wellness program.

Health & Wellness Website

O Who would be responsible for maintaining it?O Consulted Nick Lindley, SWOSU Web

Designer on the technology procedures & requirements

O Scheduling a meeting w/ Human Resources to inquire about existing personnel policies and new healthcare requirements & regulations ~ BCBSOK incentives

Health & Wellness Website

O ChallengesO Determine the content of this

website.O Identify an appropriate location on

the university’s website.O Determine who or which office(s) will

coordinate this effort.

Health & Wellness Program

O How would we design this program?O Potential Model: Oklahoma State

University – The Biggest User http://wellness.okstate.edu/services/biggest-user

“Fit & Well” ProgramO Program Elements

O Health AssessmentsO Pre- and post-assessments

O Nutrition ConsultationO Seminars (two per semester)O Personal Training

O Setting personal goalsO Proper exercise techniqueO Recommended exercise regiment

O Health factors, age, mobility, illness, etc.

“Fit & Well” ProgramO Program Elements (cont’d)

O Group FitnessO “Fit First” Class (offered weekly)

O Core O Resistance Training/ConditioningO Mind/BodyO Rhythm/Dance

O Ropes Challenge CourseO Fitness ClassesO Intramural Sports

“Fit & Well” ProgramO Program Elements (cont’d)

O Campus Competition EventsO Weekly Challenges (two per week)

O Examples:O Take the stairsO Eat five servings of fruits/vegetables each

day

O “Bulldog Maxx” (once a semester)O Ten events to test participants’ overall

athletic performance

“Fit & Well” ProgramO Staffing

O Local internship opportunity for Kinesiology majorsO Experience leading fitness training,

personal or classO Assist with health assessments

O Feedback/Program AssessmentO Process for modifying fitness activity

offeringsO Procedure for collecting data on program

“Fit & Well” ProgramO Challenges

O Offering program opportunities or alternatives for students and employees unable to take advantage of the Wellness Center

O Determine who or which office(s) will coordinate this program.

O Design a “tally system” to monitor an incentive program where individuals accrue “Bulldog Points.”

O Further examine campus-wide incentive options