Strategic Goal Four

1. 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

2. I.SWOSU will develop and maintain a comprehensive staff compensation program that consists of utilizing a combination of market comparisons and job evaluation methodologies.

3. Faculty Development • How can we facilitate change to this form of academic support? • Create a “super” committee • On hold – half of power players identified by the G4 taskforce are currently operating with interim leadership • Review the charge of the Faculty Development Committee • Offering programs → recommending body

4. Faculty Development • How would we redesign this form of academic support? • Potential Models: • University of Connecticut http://fdp.uconn.edu • OU-Tulsa Schusterman Library http://library.tulsa.ou.edu/20-x-20/20x20-schusterman-library

5. Faculty Development • How would we redesign this form of academic support? • Provide a series of diverse venues to support development, collaboration and guidance. • Teaching Institute (in-service day) • 20x20 (fun exchange of ideas) • Mentor program (new faculty orientation) • Challenges • Incorporate more release time for faculty

6. Career Advancement • How can we prepare our staff to for advancement opportunities? • Potential Model: University of Oklahoma http://hr.ou.edu/training_dev/ • Design criteria for position rank – addressing the level or amount of responsibilities • Eliminate inconsistency regarding Compensatory Time Policy

7. Career Advancement • Challenges • Supervisor's interpretation of university policy • Granting release time for university service • Training for new administrators, department chairs, and other employees with supervision responsibilities • Mechanism for providing policy and procedural updates

8. Compensation Misc. • How can we address job satisfaction and institutional morale? • Potential Model: Appalachian State University http://staffsenate.appstate.edu/service-projects/staff-survey • Form a Quality of Life Committee – a recommending body that continually reviews job satisfaction issues

9. Compensation Misc. • How can we address job satisfaction and institutional morale? • Accumulation rates for Annual Leave • Offer more anniversary dates • Expand Faculty recognition • Awards for teaching innovation, community service, student mentoring, research • Stipend to reinvest into their research, lab/classroom, or course • Faculty Exit Survey

10. II.SWOSU will institute yearly faculty and staff salary increases in order to obtain and maintain 90% of the CUPA average.

11. Salaries • How do we address low salaries and annual pay increases? • Pay increases – Jan. 2013 & 2014 • 90% of CUPA average – Re-evaluating • Comparison to IPEDS, AAUP, Prof. Assn., and other state sources • Adjunct pay scale • Move away from “across the board” pay increases • Develop an annual protocol to address the lowest paid employees first – living wage

12. Job Recruitment • How do we address recruitment challenges beyond pay increases? • Geographic location • Offer transitional housing for new hires (temporary) • Relocation funds • Community Growth Advocacy Group – SWOSU delegation to encourage City of Weatherford in becoming a more attractive destination

13. III.SWOSU will phase-in a comprehensive Health and Wellness program.

14. Health & Wellness Website • Who would be responsible for maintaining it? • Consulted Nick Lindley, SWOSU Web Designer on the technology procedures & requirements • Scheduling a meeting w/ Human Resources to inquire about existing personnel policies and new healthcare requirements & regulations ~ BCBSOK incentives

15. Health & Wellness Website • Challenges • Determine the content of this website. • Identify an appropriate location on the university’s website. • Determine who or which office(s) will coordinate this effort.

16. Health & Wellness Program • How would we design this program? • Potential Model: Oklahoma State University – The Biggest User http://wellness.okstate.edu/services/biggest-user

17. “Fit & Well” Program • Program Elements • Health Assessments • Pre- and post-assessments • Nutrition Consultation • Seminars (two per semester) • Personal Training • Setting personal goals • Proper exercise technique • Recommended exercise regiment • Health factors, age, mobility, illness, etc.

18. “Fit & Well” Program • Program Elements (cont’d) • Group Fitness • “Fit First” Class (offered weekly) • Core • Resistance Training/Conditioning • Mind/Body • Rhythm/Dance • Ropes Challenge Course • Fitness Classes • Intramural Sports

19. “Fit & Well” Program • Program Elements (cont’d) • Campus Competition Events • Weekly Challenges (two per week) • Examples: • Take the stairs • Eat five servings of fruits/vegetables each day • “Bulldog Maxx” (once a semester) • Ten events to test participants’ overall athletic performance

20. “Fit & Well” Program • Staffing • Local internship opportunity for Kinesiology majors • Experience leading fitness training, personal or class • Assist with health assessments • Feedback/Program Assessment • Process for modifying fitness activity offerings • Procedure for collecting data on program

21. “Fit & Well” Program • Challenges • Offering program opportunities or alternatives for students and employees unable to take advantage of the Wellness Center • Determine who or which office(s) will coordinate this program. • Design a “tally system” to monitor an incentive program where individuals accrue “Bulldog Points.” • Further examine campus-wide incentive options