Transcript Strategic Goal Four - Southwestern Oklahoma State University

Strategic Goal Four
Faculty, Staff, Administration Quality of Life
Co-Chairs: Jason Dupree, Amber Sturgeon
Members: 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 Development
O
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 Committee
O Offering programs → recommending body
Faculty Development
O
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-20/20x20schusterman-library
Faculty Development
O
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
Challenges
O Incorporate more release time for faculty
Career Advancement
O
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 Advancement
O
Challenges
O Supervisor's interpretation of university policy
O Granting release time for university service
O Training for new administrators, department
chairs, and other employees with supervision
responsibilities
O 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/serviceprojects/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 dates
O 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.
Salaries
O
How do we address low salaries and
annual pay increases?
O Pay increases – Jan. 2013 & 2014
O 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 increases
O Develop an annual protocol to address the lowest
paid employees first – living wage
Job Recruitment
O
How do we address recruitment
challenges beyond pay increases?
O Geographic location
O Offer transitional housing for new hires
(temporary)
O Relocation funds
O 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
Challenges
O 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” Program
O Program Elements
O Health Assessments
O Pre- and post-assessments
O Nutrition Consultation
O Seminars (two per semester)
O Personal Training
O Setting personal goals
O Proper exercise technique
O Recommended exercise regiment
O Health factors, age, mobility, illness, etc.
“Fit & Well” Program
O Program Elements (cont’d)
O Group Fitness
O “Fit First” Class (offered weekly)
O Core
O Resistance Training/Conditioning
O Mind/Body
O Rhythm/Dance
O Ropes Challenge Course
O Fitness Classes
O Intramural Sports
“Fit & Well” Program
O Program Elements (cont’d)
O Campus Competition Events
O Weekly Challenges (two per week)
O Examples:
O Take the stairs
O 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” Program
O Staffing
O Local internship opportunity for Kinesiology
majors
O Experience leading fitness training, personal or
class
O Assist with health assessments
O Feedback/Program Assessment
O Process for modifying fitness activity offerings
O Procedure for collecting data on program
“Fit & Well” Program
O
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