Administrative Staff Compensation & Benefits

The Administrative Staff Council (ASC), and the over 850 constituents we represent, takes very seriously its role in advancing the mission of Bowling Green State University. In return, we ask the University to consider the valuable contributions of all its employees, including administrative staff members, in reviewing this request.

To inform this request, the ASC conducted a comprehensive compensation and benefits survey in March 2026, receiving responses from 418 administrative staff members. The results paint a clear picture of the financial pressures and unmet needs facing BGSU’s administrative workforce. 

Key findings include: 

• 54% of respondents have delayed or avoided medically necessary care due to out-of-pocket costs; 

• 55% identified higher base pay as the single most important improvement; and 

• 69% do not trust that exceptional performance is recognized through pay increases or bonuses.  

These data points underscore the urgency of the requests that follow.

This request is founded on our devotion to our students and our commitment to BGSU. We know BGSU is changing lives, and we are proud to be an integral part of the good service the University provides to the public. We thank you for your commitment to reviewing our request and consideration.

Compensation & Benefits Request FY27

We extend our gratitude to the leadership of the University for acknowledging our efforts through continued options for in-person and remote work, reevaluating staff benefits, granting us the last five days of the year as paid leave, weekly meal swipes, and an extension of the parental leave policy. These gestures of recognition have made an impact, and while we understand that BGSU faces its own set of challenges requiring thoughtful decision-making, we also identify opportunities for the University to enhance its offerings. Such improvements could bolster BGSU’s ability to attract and retain talented employees. As representatives of the administrative staff, we aim to propose a plan that justly rewards the hardworking administrative personnel of BGSU.

The prosperity and ongoing achievements of Bowling Green State University are directly tied to its dedicated workforce, including faculty, classified staff, student employees, and administrative staff. Each one of us plays a crucial role in maintaining BGSU as a premier institution for both learning and employment.

The Administrative Staff Council is ready to collaborate with the senior management team to ensure that all University decisions—from policies to processes—are optimally designed and considered thoroughly before being rolled out. We have noticed a positive trend in the dialogue between the ASC and key university leaders, and we are eager to further this relationship by fostering an environment of trust and open communication.

As an equal part of the overall success of the institution, we are presenting several FY27 requests for consideration. After review, we look forward to the Chief Financial Officer joining one of the Fall Administrative Staff Council general meetings to provide a summary of decisions made for FY27.

Compensation Requests – Effective FY27

We have focused our compensation request on the Consumer Price Index increases to ensure administrative staff can keep up with their rising living expenses. Survey data reinforces this urgency: 47% of administrative staff somewhat or strongly disagree that their current compensation allows them to meet their cost of living, and only 44% somewhat or strongly agree that their compensation and benefits adequately support their ability to remain employed at BGSU.

• The national Consumer Price Index for February 2026 — the most recent data available, released March 11, 2026 — shows a 2.4% increase over the prior 12 months. The national CPI has risen cumulatively by 13.30% over the past four fiscal years (FY23–FY26).

• In the Midwest region, the CPI rose 2.4% year-over-year as of January 2026, the most recent regional data available. Food prices in the Midwest increased 2.1% over the year, while energy prices fell 0.3%, driven largely by a decline in gasoline prices (-11.2%). Core inflation in the Midwest (all items were less food and energy) remained elevated at 2.7%.

• Although inflation has moderated its post-pandemic highs, the cumulative impact on BGSU administrative staff remains significant. The average employee who has worked here for the past four (4) years has received only 10.25% in salary increases, while the national CPI has risen cumulatively by 13.30% — representing a 3.05% decline in overall purchasing power. Coupled with the wage disparity created by the 0.5% lower administrative staff annual increase, this creates a compounding effect.  

• We are requesting a 3.5% salary increase to bring compensation closer to market rates and to align with the compounded Consumer Price Index inflation compared to the actual increases provided by the university.

Food prices in the Midwest grew 2.1% over the year and core inflation remained at 2.7% as of January 2026. While overall inflation has stabilized compared to the peaks of FY23 and FY24, employees have already absorbed a sustained and compounding gap between salary growth and the cost of living. In the years of highest inflation (FY23: 5.0% CPI; FY24: 3.5% CPI), BGSU salary increases fell well short, and that purchasing power has not been recovered.

We are requesting a 3.5% salary increase to bring compensation closer to market rates and to align with the compounded Consumer Price Index inflation compared to the actual increases provided by the university. While we recognize the University’s financial constraints, this request is a necessary step in maintaining our employees’ financial stability and ensuring that administrative staff can continue to provide high-quality support to students, faculty, and the broader university community. If the recommended salary increases listed in this request is unable to be met, we appreciate your consideration in providing staff with additional paid days off to be used during the year combined with the approved compensation increase for FY27. Our March 2026 survey found that 55% of administrative staff—229 of 417 respondents—identified higher base pay as the single most important factor they would like to see improved, far surpassing performance-based bonuses (18%), additional paid time off (6%), lower benefit costs (9%), and flexible scheduling (12%). This represents the clearest and most consistent signal from staff about what will make a meaningful difference in their daily lives.

As a public University committed to serving the public good, BGSU must ensure that its administrative staff are supported at a level that reflects the dedication, expertise, and excellence they bring to their roles. We remain committed to finding innovative ways to enhance the university experience for students, campus partners, and the Wood and Erie County communities. However, sustained investment in staff compensation is essential to ensuring that BGSU remains a strong and competitive institution for both employees and students alike.

Benefit Requests

Over the last few years, we have surveyed our administrative staff to assess what is important to them as it relates to compensation and benefits. The responses have been shared with Senior Leadership, and the University has taken some steps to implement them. To further align ASC and our role with representing administrative staff, we have appointed individuals from the ASC Personnel Welfare & Compensation sub-committee to the President’s Advisory Council on Health, Wellness, and Insurance (PACHWI). We appreciate the steps that have been taken and are submitting the following prioritized requests. Our most recent survey (March 2026, n=418) confirms that benefit enhancements remain a top priority. When asked which single improvement would most benefit their ability to remain employed at BGSU, staff ranked a compressed workweek (67%), increased retirement contributions (47%), and expanded paid leave (31%) as their top three choices. The requests below reflect these priorities and are directly supported by the survey data:

• Health Insurance Premium reduction of cost options: BGSU should introduce tiered health insurance premium options that align employee contributions more equitably with salary level (an “earn more, pay more” model). The March 2026 survey found that 54% of administrative staff have delayed or avoided medical care, including primary care, emergency care, dental, vision, or mental health services—due to out-of-pocket costs (Q6). Tiered premiums were selected by 18% of respondents as a top benefit enhancement (Q9), and lower benefit costs overall were identified by 9% as the single most important factor to improve (Q10). Reducing the financial barrier to care is both a workforce health issue and a retention risk BGSU cannot afford to ignore.

• Implement standing “Summer Hours” – either four tens and Fridays off, or half day Friday’s. The compressed workweek option was identified by 67% of survey respondents (277 of 418) as a benefit enhancement that would most improve their ability to remain employed at BGSU, the highest-ranked option of all benefits tested. 

• Career pipeline request: BGSU should establish a formal career development and internal promotion pipeline for administrative staff. Survey data shows 59% of staff disagree they have clear opportunities for career advancement in their current role (Q15), and 35% currently engage in paid work outside the university (Q7), a strong indicator that staff are seeking growth and supplemental income they are not finding at BGSU. A structured pipeline, including defined promotion criteria, internal posting preferences, and developmental assignments, would directly address this gap and improve retention.

• Revise the university parental leave policy to exclude holidays from the total leave count to align with benefits from peer institutions and remove the two-child limit on this policy. 

• Free access to the BGSU Recreation Center or a comparable fitness facility as a valuable wellness benefit to support staff health and well-being, or a lifestyle spending account like the program offered through Wood County’s government. Access to gym or recreation reimbursement was the top-ranked perk improvement when staff were asked which perks would most positively impact their work experience (Q14), selected as the #1 priority by 111 respondents. Lifestyle spending accounts were also consistently ranked among the top three choices. Given that 54% of staff have delayed or avoided medically necessary care due to out-of-pocket costs, wellness-supporting benefits like recreation access represent a meaningful and cost-effective investment in employee health.

• BGSU should provide increased workload stipends for employees with increased workloads outside of their normal duties. 85% of administrative staff surveyed responded favorably to stipends for increased workloads. These increases in workload could be a result of vacancies, long-term absences, special projects, etc. These increases should be issued regardless of whether the interim title listed in policy 3341-5-3 is designated. The February 2026 survey further shows that 30% of respondents strongly disagree that their workload is sustainable without frequent overtime or uncompensated work, and an additional 15% somewhat disagree—meaning nearly half of staff are absorbing excess workload without adequate recognition.

• BGSU should conduct a wage audit for staff. This audit would realign job duties and wages. This was postponed due to the pandemic shutdown and is well overdue. The need for a wage audit is further underscored by survey data: 71% of respondents (298 of 418) strongly or somewhat disagree that exceptional performance is materially recognized through pay increases or bonuses at BGSU. Without a systematic audit to align roles and wages to actual duties and market rates, pay inequity will continue to erode morale and drive attrition.

• BGSU should make a permanent benefit to have limited operations and be closed the last five typically scheduled workdays of the calendar year. The days would remain paid time off for employees. For those staff members whose duties do not accommodate this winter break time-off, they may work with their supervisors to take five alternate days off by June 30th. Expanded paid leave was selected by 31% of survey respondents (127 of 418) as a top benefit enhancement that would most improve their ability to remain employed at BGSU (Q9), making it the third most-requested benefit after a compressed workweek and increased retirement contributions. Codifying the winter break as a permanent, guaranteed benefit—rather than a year-to-year administrative decision—would provide staff with the certainty they need to plan and would signal BGSU’s long-term commitment to employee well-being. 

• Weekly meal swipes for ALL BGSU dining facilities, expand program to include an equitable equivalent for staff on the Firelands campus, Sandusky Resort and Attraction Management, and Levis Commons.

• Enforce mandatory annual performance evaluations from supervisors. This step would help address concerns from staff members who have not received evaluations for multiple years. Consistent with this request, 71% of staff do not trust that exceptional performance is recognized through compensation at BGSU (Q13). Without mandatory, structured evaluations, staff have no reliable pathway to demonstrate performance or advance their careers. Survey data on career advancement further reinforces this: 59% of respondents (246 of 418) disagree that they have clear opportunities for career advancement within their current role, team, or office (Q15).

• Implement Perks at Work or Equivalent. A program of this kind would have a meaningful impact across the organization by helping staff access resources at a lower cost. Staff who feel supported in their health, finances, and professional development are more engaged, more productive, and more likely to stay.

Respectfully,

Zach Schmidt, Chair of Administrative Staff Council
Kori Koschalk-Newmister, Chair-Elect of Administrative Staff Council
The Personnel, Welfare & Compensation Committee