Compensation & Benefits Requests

Every year, the Personnel, Welfare and Compensation committee drafts a Compensation and Benefits Request and submits it to University Senior Leadership for consideration. 

This request includes an analysis of the annual Consumer Price Index (CPI), a review of administrative staff accomplishments, compensation increase requests based on the CPI review and accomplishments, benefit change requests and other requests that could make up the overall compensation and benefits package for the following fiscal year. 

This process is one that Administrative Staff Council has been doing for over a decade; however, we realize this fact is widely unknown to members outside of those serving on the council.

So in an effort to be more transparent, we have made shifts in this process so it is more transparent. Additional improvements to this request process will be implemented next year and beyond. We will do this by collecting your feedback about the current request and the University’s response later this spring.

FY22 COMPENSATION & BENEFITS REQUEST

SUBMITTED ON FEB. 19, 2021 | IN REVIEW WITH SENIOR LEADERSHIP

TO: Sherideen Stoll, C.P.A., Chief Financial Officer
CC: Viva McCarver, Chief Human Resources Officer
Rodney Rogers, Ph.D., President
Joe Whitehead, Ph.D., Senior Vice President and Provost

FROM: Administrative Staff Council
DATE: Feb. 19, 2021

SUBJECT: Administrative Staff Compensation Request FY22

The Administrative Staff Council (ASC), and over 700 constituents it represents, takes very seriously its role to advance the mission of Bowling Green State University. In return, we ask for the University to consider the valuable contributions of all its employees, including administrative staff members, in reviewing this request.

For FY22, the ASC has instituted an expanded Administrative Staff Compensation Request process. The additional steps will add transparency and dialog to the process through opportunities for University leadership to share their reasoning for decisions made and in turn understand how those decisions personally impact administrative staff.

Included in this request:

This request, and indeed all the work of administrative staff, is founded out of our devotion for 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.

Although it would be impossible to highlight every single accomplishment administrative staff has taken leadership on throughout this past year, we have outlined 124 accomplishments that we have directly contributed to that either helps the University redefine success for undergraduate students, enhances culture to support diversity and belonging, achieves excellence and efficiency through practices and reconfiguration or a combination of all three imperatives.

We thank you for your commitment to a thorough review of our request and consideration. We are looking forward to working through this enhanced compensation request process with you.

Respectfully,

Jordan Cravens, Chair of Administrative Staff Council
Victor Senn, Chair-Elect of Administrative Staff Council
The Personnel/Welfare & Compensation Committee

COMPENSATION & BENEFITS REQUEST

We want to thank University leadership for recognizing our hard work by continuing to offer the flexibility to work in-person and/or remote, four days of additional paid time off for those who did not receive an annual compensation increase, rescinding furloughs after the cut to the budget was less than projected, and showing appreciation through gestures like the holiday pies.

These acts of appreciation have not gone unnoticed and we recognize the University must continue to make decisions based on the challenges COVID-19 has, and will continue, to cause. However, as representatives of the administrative staff, we would be remiss if we did not submit a request that fairly and equitably compensates these dedicated workers.

Bowling Green State University’s current and continued success is only as great as the employees that support the institution – faculty members, classified staff, and administrative staff. We need all of these individuals in order to be successful!

When the University went remote and subsequently the plan for a safe return in the fall got underway, the success of the plan and implementation uniquely fell onto the shoulders of administrative and classified staff. Together we worked around the clock to ensure students and faculty were comfortable with the remote and in-person environments – along with implementing and innovating ways for students to stay engaged and connected with the university so they would remain enrolled.

When compensation increases for FY21 were not granted for classified and administrative staff, it was greeted with understanding. However, a greater sacrifice was placed on classified and administrative staff and it has become apparent the collective bargaining agreement continues to compensate faculty’s work at a higher value and their requests are taken into consideration at a higher level of importance.

So as an equal part of the overall success of the institution, we are presenting several FY22 requests for consideration. After review, we would request a meeting to discuss the Administrative Staff FY22 Compensation and Benefits Package before an official decision is made. 

We are also planning to create a survey this spring that we will send to all Administrative Staff to assess beliefs about compensation, benefits, vacation days, and remote working. We will provide a summary for HR and the administration for support of future decisions.


COMPENSATION REQUESTS 

Due to the financial constraints of the University, we are not requesting an additional merit pool in FY22. Instead, we have solely focused our compensation request on the Consumer Price Index increases from the past two years, to ensure administrative staff can keep up with their rising living expenses – equaling a 3.7% cost of living increase for FY22.

  • 2.3% salary increase across the board to match 2019 Consumer Price Index increase. In order for staff to keep up with inflation and other rising costs in our economy, it is imperative the University increase salaries to account for the 2019 consumer price index. The 1.5% benefit increase of four PTO days in 2020 does not equally replace the benefit of an increased wage. If the 2.3% increase is never made up, administrative staff will continue to bear this sacrifice every year as other costs continue to increase.
  • 1.4% salary increase across the board to match the 2020 Consumer Price Index increase. With the price of insurance going up in 2020 and added home and office expenses staff had to take on while working from home, we feel it is essential to further adjust salaries to the minimum 2020 Consumer Price Index increase.
  • If both cost of living increases we are requesting are not approved for FY22, the University will enact a formal, written plan that will proactively increase administrative staff’s wages over the next three years by 4%, and will not hinder or be used to override any future ASC compensation requests. If both cost of living increases are denied, this plan should be fully outlined and presented to ASC by June 1, 2021.

BENEFIT REQUESTS

  • Continued ability to make a choice of medical benefits to include both a Preferred Provider Organization (PPO) and Health Savings Account (HSA) option. An affordable PPO option, which does not reduce benefits or coverage nor has substantial increases in the employee’s cost share, co-pays, out-of-pocket expenses, and/or deductibles.
  • $500 for Plan B (individual) and $1,000 for Plan B (family) annually into the employee’s health savings account. If it is expected that Employee Healthcare contributions will increase, we request that the university contribution is increased proportionally to ensure the same amount of support.

ADDITIONAL REQUESTS

  • Remote work flexibility is guaranteed throughout FY22 to any administrative staff member whose work does not require them to be in person.
  • Expanded collaboration between ASC and University senior leadership through a decision-making council. This will be a subset of ASC, where administrative staff members who work directly with students and families serve as advisors to senior leadership and work alongside leadership to ensure policies, processes, and other University decisions are the best possible solutions for the institution and are fully thought out, prior to being implemented and announced. –– We have found that many policies and decisions over the past year were made with the best intentions, but due to the fact staff who are directly impacted by the decision were not consulted ahead of time, front desks were flooded with questions the staff could not answer and caused departments to work overtime to rectify misinformation or try to restructure their current procedures in order to fit what was publicly announced. Through this council, administrative staff representatives who are on the frontlines, serving our students and families, will be appointed as experts in their field and their recommendations and advice should be taken into serious consideration through the decision-making process and roll-out.

COMPENSATION REQUEST ANNUAL COMPARISON

FY10 – FY22 COMPENSATION REQUEST VS. ADMINISTRATIVE STAFF SALARY INCREASES

To provide additional justification for this request, we would like to note that the average administrative staff salary increase over the past 11 years is 1.4% below the cost of living increase. While we are only slightly behind, we believe when the University continues to only grant the minimum increases of CPI, it does not reflect the mission and goals that we have as a university. As we strive to be a public university for the public good, there is no margin for minimal effort from our staff. We are working hard to innovate and find new ways to better serve our students. In return, we expect to be recognized and compensated beyond the minimum to reflect these efforts. Although we are not requesting pay increases this year, opportunities for merit pay funds in the future will allow those employees who are doing exemplary work to be rewarded.

YEAR ASC REQUST SUBITTED INCREASE GRANTED CONSUMER PRICE INDEX*
FY22

2.3% salary increase across the board to match 2019 Consumer Price Index increase.

An additional 1.4 % salary increase across the board to match the 2020 Consumer Price Index increase.

Pending TBD January 2022
FY21

2.3% salary increase across the board to match 2019 Consumer Price Index increase.

An additional 1% merit pool for division leaders to disseminate to administrative staff who exceed expectations in their roles.

1.5% in four additional PTO Days in lieu of 0% Salary Increases 1.4%
FY20 3% across the board and 1% pooled raise. – “Allocate to administrative staff members who go above and beyond to advance the mission of BGSU as a public university for the public good. May also be used for more tenured administrative staff to move them closer to the control point established for their respective pay grade.” 2% 2.3%
FY19 We request a 3% across the board raise. We additionally request $1,000 added to every Administrative Staff employee’s base salary or up to the employee's pay grade midpoint to address income inequality.” 2% 1.9%
FY18

We request a 4 % merit increase to every BGSU Administrative Staff employee’s base salary. We have received raises, on average, below inflation, and were required furloughs to assist the University in times of financial need.”

2% 2.1%
FY17 No request on record. 2.5% 1.4%
FY16 No request on record. 2% -0.1%
FY15 No request on record. 1% 1.5%
FY14

A minimum salary increases of 3% is requested for FY13 and bring all administrative staff currently between the minimum of their salary range but below the control point to the control point for that range.”

2% 1.6%
FY13 No request on record. 2% 2.9%
FY12 4% across the board, flat $2,000 raise to make up for furloughs and increase healthcare costs – “Requesting a raise consistent with Faculty and Classified Staff” 1.25% 1.6%
FY11 3% across the board (consistent with faculty and classified staff), $1,500 flat raise. 1% 2.6%

* Over the past 11 years, the CPI has increased 19.20% and Administrative Staff has received a 17.75% increase. Historical CPI reports can be located at https://www.bls.gov/opub/ted/year.htm.

ADMINISTRATIVE STAFF ACCOMPLISHMENTS

JANUARY 2020-PRESENT

Throughout FY21 administrative staff worked, and continue to work, long days and nights to support our students and the University’s educational mission. We have overcome each obstacle in our way while adapting to new work environments, reduced staff to help support the workload, and additional job requirements, while caring for ourselves, our students and loved ones.

Without the dedicated support and hard work of BGSU Administrative Staff, the following would not be possible. Although not all encompassing, here is a snapshot of what we have accomplished:

Academics & Advising

  • First-year student retention is over 79 percent and has seen a steady growth from 70 percent in 2014
  • Launched Life Design with nearly 1,000 first-year students – This initiative is launched in students’ first semester with BGSU 1910 (a one-credit course), which sets the foundation for students to learn, adopt, and practice problem solving and way-finding skills as they design a meaningful college experience. All students will be assigned to a Life Design Coach who serves as the instructor for this course, and these student-centric educators will radically collaborate and complement advising and career development staff in supporting students’ academic and career goals. These Life Design Coaches will coordinate and deliver workshops and seminars for upper-class students and work with students to develop and update their personalized college/life plan to ensure they are making meaningful progress on their way to graduation.
  • Design My BGSU course scheduling/registration initiative and assisted nearly 3,000 in evaluating their course schedule relative to remote/online/in-person instructional modes
  • The Mentor Collective initiative launched in Fall 2020, with 762 first-year students assigned to mentors. Early indicators suggest the program is having a positive impact:
    • Students in the program registered for spring 3 percent above those who were not as of Nov. 20, 2020. More notable is the impact on first-year students living off campus.
    • As of Nov. 20, 2020, 88.64 percent of the 273 first-year students living off campus who had a mentor were registered, as opposed to 82.62 percent of the 869 who did not.
    • Additionally, 89.74 percent of students of color with a mentor were registered, as opposed to 81.59 percent of those who did not.
  • Academics & Advising are working on an expanded mentoring strategy for Spring 2021 to determine the longer-term significance of these preliminary results. They will also be examining the retention impact on mentors.

College Credit Plus Department

  • Waive test score requirement for CCP admission
  • CCP Terms and Conditions as well as FERPA forms moved to electronic.
  • Virtual CCP Orientation
  • CCP WebEx Advising - For screen sharing and a “face-to-face” connection with our students who live farther away.
  • Virtual CCP advising “Walk-in” Hours – Allowed students who are farther away to participate, connect with an advisor and ask a quick question virtually
  • Began process of moving CCP Teacher Credential Files to OnBase for easier access and safer/more secure storage – CCP Advising notes are all electronic.                              

Counseling Center

  • Litterer, D. & Schaad, A. The Personal is Political: Engaging in Social Justice Work. Presentation at BGSU Student Affairs Professional Development Day, January 2020.
  • Hutson, K. Perfectionists Anonymous. Presentation at BGSU Student Affairs Professional Development Day, Jan. 2020.
  • Gilmer, G. & Hathaway, S. Mental Health Trends, Challenges, and Opportunities. BGSU Student Affairs Professional Development Day, January 2020.
  • Carnessca Butler (April 2020) and Katherine Hutson (August 2020) were granted the Training and Supervision designation by the Ohio Counselor, Social Worker and Marriage and Family Therapist Board, thus allowing them to provide clinical training to counselors in training.
  • The Counseling Center was recognized by the LGBTQ+ Resource Center for their Outstanding Contributions to the LGBTQ+ Community as part of the 2020 Lavender Graduation celebration.

Registration and Records

  • Implemented awarding of digital diplomas along with printed diplomas.
  • Registration and Records are currently working on an upgrade and new implementation of the degree audit system through College Source. They are moving information to a cloud-based host and upgrading the current version that they have. They are currently reviewing and updating the coding within the degree audits and working to improve their accuracy.
  • COVID Impact initiatives that were implemented:
    • Transcript requests are now done exclusively online. This has increased processing and allowed students to send secure electronic transcripts. Prior, the student often did a written request and the turnaround time was not as efficient or timely.
    • COVID S/U grading was put into place. In Spring 2020, Registration and Records worked with Academic Advising to develop a process for students to select and advisors to approve. The office manually updated over 7,000 changes for nearly 4,000 students. For COVID grading in Fall 2020, a new process was developed that allowed students to select their grading option.
    • The withdrawal deadline was extended for students in Spring 2020. The Registration and Records office adapted to ensure students were able to utilize this process.
    • Academic Standing was altered for Spring 2020. Registration and Records adjusted the end of term processing to reflect the change.
    • Incomplete grades for the Spring 2020, were given until the end of the Fall 2020 semester to complete. Registration and Records did several outreach initiatives to students and faculty to remind them about the extension, and to complete the courses and provide grades.
    • The graduation ceremony was virtual, and their office worked with Marketing and Communications to make this happen. They mailed diplomas and covers to each graduating student.
    • Fall class schedules were updated to reflect the new COVID instruction modes.
    • Classrooms were reconfigured and rescheduled to accommodate the social distance criteria for COVID. All Main and Firelands campus courses had to be reconfigured and updated with individual instruction modes.

Advancement

  • More than $33 million in scholarships disbursed to undergraduates in 2019-20.
  • The pandemic has created a need for additional emergency support to students; and staff, alumni and friends have responded positively to ongoing requests for contributions to the Student Emergency Fund. Since March 2020, 854 students received funds totaling just over $316,000.
  • Concluded the largest comprehensive campaign in the University’s history by raising more than $200 million.

Accessibility Services

  • As of Aug. 26, 2020, 1082 students registered with Accessibility Services for the Fall 2020 semester. This is compared to 1,043 students who were registered the previous fall.
  • 1,120 students utilizing Accessibility Services completed Spring 2020 classes.
  • The number of new registered students with Accessibility Services increased 18 percent with a new total of 314 students, previously 258 students.

Athletics

  • Athletics supports 429 student athletes as they thrive both inside and outside the classroom.
  • Academic highlights:
    • Student Athletes collectively have an average GPA of 3.42
    • 154 student athletes had term GPAs of 4.0 in Fall 2020
    • 77 student athletes hold cumulative GPAs of 4.0
    • Student athletes have a 90 percent graduation success rate

Office of the Dean of Students

  • The Office of the Dean of Students administered the Student Emergency Fund, which assisted currently enrolled students who were experiencing financial hardships, accidents, illnesses, or other emergency situations that could jeopardize their ability to remain a student. Approximately $328,000 has been allocated to help students pay for their housing and food since March 2020 in the wake of the COVID-19 pandemic.
  • The Office of the Dean of Students coordinated the #BGSU2020Seniors initiative to recognize and celebrate spring graduates. In addition, there were 900 free t-shirts requested and mailed to graduates. Social media engagement was extremely strong and exceeded over 2.4 million impressions.
  • The Office of the Dean of Students coordinated campus efforts for the second annual Hunger and Homelessness Awareness Week. Programmatic components included a social media campaign, a meal swipe donation drive, a college kitchen cooking show, and a viewing of Hungry to Learn.
  • The Expressive Event Team was created to respond to expressive events that occur on the BGSU campus in an effort to ensure that free speech occurs while providing support to those impacted by the speech. During the 2019-20 academic year, they responded to 6 events on campus.

Center for Women and Gender Equity

  • Part of the CWGE’s mission is to support individuals through programs and services that advance their understanding and potential for gender equity. We did this through a collaboration with the Institute for the Study of Culture and Society when we served as guest hosts for one of their BG Ideas podcasts and interviewed Allie Lahey, alumna and Senior Organizing Manager for NARAL Pro-Choice California, who discussed her work organizing for reproductive freedom, building people power, and strategies for engaging communities in the political and legislative process.
  • CWGE converted their in-person Tea@2, a weekly, drop-in event, to WebEx and began having guest hosts – BGSU faculty, staff and students. Hosting Tea @2 through the CWGE allows faculty, staff and students to come together to discuss important issues, research, and topics that impact our work further enhances our ability to collaborate across departments, colleges and divisions. These interactions and discussions center around diversity and inclusion, creativity and excellence, and build a stronger sense of community.
  • Recipient of a Bowling Green Community Foundation Grant in the amount of $1,129.03 for the “BGSU Center for Women & Gender Equity Work Start Community Program”.
  • Co-presented a workshop with the Center for Public Impact and the University Libraries through the Center for Faculty Excellence (CFE) on Civic Engagement to help inform faculty about how to further engage students in these topics. Specifically, we talked about Census 2020 and the 19th Amendment. We provided resources and history on both of these topics, but also talked about who was (and continues to be) left out. We critically looked at how this impacts civic engagement today and how we can challenge students to be increasingly civically engaged.
  • CWGE co-sponsored the 7th annual Women of Distinction Awards / Celebrating Mentors with the C. Raymond Marvin Center for Excellence and Panhellenic Council. This event furthers the agenda to enhance student experiences, as well as attracting strong faculty and staff because we are able to recognize the important work, they do at Bowling Green State University. There were approximately 215 people from the Bowling Green State University community there to hear from and celebrate the honorees.
  • Women of Color Leadership Summit was held in collaboration with the Graduate Women’s Caucus and engaged 54 staff, faculty, students, and community members.
  • International Women’s Day was held in collaboration with Graduate Women’s Caucus, International Programs and Partnerships, and Office of Multicultural Affairs and engaged 26 attendees and three panelists.
  • Wikipedia’s gender and race disparity are well-documented, though the reasons for the gap is up for debate. However, the real-world effect of this disparity means that content is skewed by the lack of participation by women and underrepresented groups in editing Wikipedia pages and leads to an alarming absence in an important repository of shared knowledge. In collaboration with the University Libraries, CWGE has developed an online Wikipedia Edit-a-Thon so staff, students, faculty and community members can address this disparity in a concrete way and contribute to diversity, inclusion and excellence.
  • CWGE Faculty Research Seminar advances research on women, gender and intersecting identities through research presentations from faculty and staff. In October, faculty, staff and students got to hear from one of our faculty members from HDFS – Dr. Elizabeth Holman – and her research partner – Dr. Megan Paceley – from University of Kansas, about their mixed-method analysis of faculty use of self-disclosure in diversity classes.
  • Hosted a seven-week-long book club of faculty, staff, and students on the book “Hood Feminism: Notes from the Women that a Movement Forgot”.
  • In an effort to assist students, faculty and staff on campus process how they were feeling about the election and results that were unknown on Election Day, CWGE held a Paint and Politics event where they could write a word on a water balloon and throw it at a sheet. Not only was it a chance to release some potential stress or anxiety, but as staff members on site outside, we were able to verbally process with people how they were feeling.
  • Hosted their first Women of Color Alumnae in STEM pane.
  • The director served as a panelist for the College of Technology, Architecture, and Applied Engineering’s first Diversity and Inclusion Day. This was an opportunity to share perspectives with faculty, staff, and students from the College about ways to improve their efforts related to diversity and belonging.
  • To help create connection among faculty, staff and students over the winter break and into the school year, they started “Crochet and Connect” – an opportunity for a group to get together weekly via Zoom. Their goal is to engage in conversation surrounding social justice, current events, and general check-ins to build community and our hope is that this group can create virtual support and camaraderie through creativity.

Center for Violence Prevention and Education

  • The week of Sept. 21, 2020 was Green Dot Week where programming occurred throughout campus to discuss bystander intervention and introduce the BGSU community to the Green Dot Strategy. The CVPE used sidewalk chalk around campus to promote the Center and Green Dot; did two passive programs in residence halls and two outdoor table events. 47 students, faculty and staff members brainstormed about green dots, decorated their own Green Dot face mask, and participated in a photo shoot promoting bystander intervention. In addition, there were two Green Dot trainings during this week.
  • Sexual Assault Awareness Month Overview: Programs were held to support survivors and raise awareness for sexual assault awareness month - the community took part in a Virtual 5k and Denim Day. CVPE also partnered with The Cocoon to share virtual education related to “What Were You Wearing?” and The Clothesline Project. Along with this partnership, CVPE paired with Men Can Stop Rape, a national organization to offer a viewing of Nameless, a documentary about sex trafficking in America. The CVPE has partnered to bring podcasts and live streaming conversations with The Cocoon and BGSU Firelands, to shed light on the increase in domestic /sexual violence during the Stay Home order. The CVPE continued to utilize the “Green Dot Strategy,” engaging in bystander intervention conversations during this time.
  • The CVPE trained 441 (17 percent) faculty/staff at the Bowling Green Campus and 16 (9 percent) faculty/staff at the Firelands Campus. Our goal of training 10-20 percent of faculty and staff was reached, despite having nearly three fewer months to offer training and having to cancel six Green Dot trainings that were scheduled and not being able to schedule any additional training.
  • We hosted a variety of passive and active programs for Domestic Violence Awareness Month through the center, including the Red Flag Campaign (a visual representation of the 669 reported cases of domestic violence in Wood County along with information on how to help prevent domestic violence), Empty Place at the Table (memorial displays at the Oaks, Sundial, and Falcon’s Nest that are tables set with silverware and plates along with an empty space to remind us of people who are no longer able to join loved ones due to the escalation of domestic violence), and The Clothesline Project with The Cocoon (a display of t-shirts designed by survivors or their loved ones that are displayed along a clothesline for viewing, outside of the union). Additionally, we are offering two drop-in conversations to debrief all of these passive programs.

Office of Multicultural Affairs

  • Multicultural Summer Link (MSL) is a five-day summer program geared toward first-year students of color. During this program, incoming students will meet and connect with other first-year students, learn more about common aspects of college life and the BGSU experience, and enjoy academic and co-curricular activities. The program provides participants with tools and resources contributing to the success of their first year in college. The curriculum is grounded in data on supporting student success early and often (within the first six weeks) and extends throughout the fall semester with a UNIV 1510 class where students practice accessing resources and learn life design principles. Student participation in the MSL (605 in the 2018 cohort and 540 in the 2019) have reported improvement in the retention/persistence rates (52.38%/82.54%) from the Fall 2018 cohort to the Fall 2019 cohort (69.49%/86.44%).

LGBTQ+ Programs

  • BGSU’s Lesbian, Gay, Bisexual, Transgender, and Queer (LGBTQ+) community is served by multiple dedicated staff members (at half-time) who provide educational programming, support, and advising services and oversee the LGBTQ+ resource center.

Marketing & Communication

  • Supported University Advancement with a comprehensive communication strategy that helped to achieve a record-setting day of giving, with nearly $900,000 in philanthropic support.
  • Generated more than 20 million impressions and 167,600 clicks, driving 94 percent of the Admissions virtual visit page traffic and increasing the firelands.bgsu.edu web traffic by 223percent.
  • Completed more than 500 COVID-19 related communications to University stakeholders.
  • Successfully helped plan, execute and promote dozens of University events across all campus units that reinforce the University’s brand, programs, research, philanthropy and commitment to the public good for key stakeholder groups. This included current and prospective students, faculty, staff, alumni, donors and community members.
  • Worked with Deans to identify priority programs and assisted with execution of a strategic plan to help elevate these programs through content, SEO and advertising.
  • Curated content for media outreach, social media, website, email and other digital communications to help elevate the BGSU brand.
  • Launched a texting platform to better communicate with students.
  • Piloting a First-Year Falcon communication plan to help engage students and increase retention.
  • Completed more than 4,000 projects that supported departments campus wide.
  • Designed and sent 800 email campaigns (total of 12,127,230 emails delivered with an average 24 percent open rate)
  • Added texting - first delivery received was a 55 percent response rate
  • Centralized all digital signage design and delivery
  • Added over 57,000 family contacts into the Peoplesoft and Adobe Campaign, which allowed BGSU to connect with families for improved communication.

Campus Activities & New Student Orientation

  • Campus Activities hosted 30 late night events, “Falcons After Dark” on Fridays in 2019-2020 and had thousands of students attend throughout the year.  After attending Falcons After Dark, 90 percent of students felt more connected to the BGSU community.

Off-campus Student Services

  • 747 first-year students who are residing off-campus have been assigned to staff members in the Office of the Dean of Students. Staff members will monitor early alerts from faculty as well as communicate with these students about academic support, programs/services and ways to get involved outside of the classroom.

Office of Residence Life

  • The Office of Residence Life has worked, alongside the Chief Health Officer, to create a COVID procedure for students residing in a residence hall.  Residence hall team members connected with students directly to provide support during periods of quarantine and isolation.
  • Residence Life held their annual training for over 200 staff through a 100% virtual format utilizing Microsoft Teams. Online virtual training this year allowed late hires to have the same quality training as their colleagues, since all training sessions have been recorded and saved. These sessions will be available throughout the year for all staff.
  • The Office of Residence Life offered an appeal process for students to opt out of living on-campus for COVID-related concerns and processed over 1,964 individual appeals (54% returning students; 46% new/transfer students).
  • The Office of Residence Life implemented a new appointment module in StarRez to safely manage the move-in for Fall 2020 and for Spring 2021 on-campus students. Students were able to pick a time slot for move-in and Residence Life was able to plan accordingly and provide a safe return to campus.
  • The Office of Residence Life re-designed and implemented a Fall 2020 move-in process which expanded six days and allowed for physical distancing. This process was designed around a centralized check-in location on-campus.
  • The Office of Residence Life has worked to complete the following projects and enhancements to the residence halls:
    • Installation of an ADA accessible equipment at Founders, to allow easier entrance and exit to the trash room for students with mobility issues.
    • Card readers installed at each front desk to allow tracking of those entering the building and help to enhance the no guest policy.
    • Implemented a single point of entry and exit in each residence hall and secured other doors to dissuade use for exit or entry into the building.
  • The Office of Residence Life student staff documented 18,901 formal interactions with residents for Fall of 2020. For the first seven weeks of the Fall 2020 semester, student staff documented more interactions than Fall of 2019 (when residence halls were at their full occupancy).
  • The Office of Residence Life has hired 25 newly created meal delivery assistants to aid with meals for students within quarantine housing.
  • The Office of Residence Life received the GLACUHO Outstanding Project Award and the BGSU Outstanding Advising and Mentoring Program Award for the Generation Falcon program. Generation Falcon students also had the opportunity to participate in a two-day Design Living pilot program.
  • The Office of Residence Life one the 2020 Office of Student Affairs Diversity & Inclusion Award for their Tunnel of Oppression interactive exhibition.

Recreation and Wellness

  • Collaborated with the Office of Accessibility to determine specific needs for the population that they serve. Office of Accessibility staff talked with students during their regular meetings about how RecWell might best serve their needs.
  • Collaborated with various partners (including the Division of Diversity and Belonging) across campus with regards to our THRIVE initiative to be inclusive with various populations and spaces across campus.
  • RecWell provided educational programs for the TRIO Summer Bridge Program. These programs included fitness and self-care, stress relief, and mindfulness.
  • Met with the Office of Accessibility to determine how RecWell could improve upon marketing messaging to be inclusive to the population the Office of Accessibility serves. Implemented the suggestions that were received.
  • Implemented diversity and inclusion training for our peer educators.
  • Provided THRIVE programming at various locations across campus including the Center for Women and Gender Equity and the LGBTQ+ Resource Center and Office of Multicultural Affairs Resource Center.
  • Collaborated with the Division of Diversity and Belonging to revise demographic information on surveys.
  • Met with the staff from the Division of Diversity and Belonging to brainstorm ideas about how RecWell can work more collaboratively with them on future programming and events.
  • Overall, over 10,000 undergraduate students participated in Recreation and Wellness programs this past year. This represents 70% of the undergraduate student population participating in a program this past year.
  • Continued the tradition of awarding and publicizing monthly student employee of the month awards, and four annual student employees of the year scholarships.
  • Conducted end of semester, in-person send-off of graduates and end of year virtual student employee recognition ceremonies.
  • Launched new Club Sports website bgsuclubsport.com to heighten recruiting efforts for BGSU and to promote achievements and participation opportunities in clubs.
  • Continuously promote all Recreation and Wellness programming, membership, and facility use opportunities through, posters, flyers, digital TV's, social media, web site, BGSU app, BGSU Guide App, online calendars, blogs, direct mailing, direct emailing, and other creative and emerging technologies.
  • Successfully managed 15 separate social media accounts including launching new accounts for Club Sports on Facebook, Instagram and Twitter. Total account followers up 7 percent from 2018-19.
  • Maintained the Student Employee Board as a leadership education and career development group to serve as a liaison between student employees and Recreation and Wellness professional staff.
  • Supervised several interns/practicum students throughout the academic year
  • Provided four late night programs to provide students access to alternative events
  • Trained 15+ new peer educators to provide health and wellness information to their peers
  • Over 200 students participated in virtual peer education sessions
  • Served over 3,000 participants within the THRIVE wellness initiative
  • Collaborating with the Mental Health Awareness and Education Committee to draft a mental health curriculum so that we can be intentional about programming throughout the academic year.
  • Looking specifically at graduate students and their mental health – working to plan an event/educational workshop
  • Implemented the Healthy Minds Survey in Spring 2020
  • THRIVE - New Programing
    • Had over 3,000 participants engaged in a well-being activity or program
    • Offered 56 Move for Your Mood sessions across campus
    • 100% of participants found the programming to be beneficial
    • 33 Educational Sessions offered
    • 16,649 views of virtual group exercise
    • Implemented a Virtual Wellness Challenge

Student Legal Services

  • SLS provided one-on-one counsel to 756 students during 2020. Further, attorneys provided in-court representation on 572 occasions during that same period.
  • Student participation in the program for Spring 2020 was at 91% (12,917 of 14,263) of those eligible; Summer 2020 was at 79% (3,481 of 4,400); and Fall 2020 semester was at 85% (12,709 of 14,965) of eligible students. 

Additional Accomplishments

Through the efforts of the Office of the Provost, Enrollment Management, and Student Affairs, all full-time undergraduate students (excluding the graduating seniors) were contacted via text and email to encourage them to reach out with questions or concerns resulting from the effects of COVID-19. Student Affairs staff, individuals from Admissions, Marketing and Communication are serving as members of the outreach team who are monitoring the voice and email accounts throughout the Spring semester to answer a student’s question or contact the appropriate office on-campus and request their follow-up.

SUBMISSION & REQUEST FOR RESPONSE

Five business days after ASC has submitted the FY22 Compensation Request for consideration, a public announcement will be sent to all administrative staff to allow for full transparency with our constituents.

After University leadership has the opportunity to review all the details outlined in this document, we request the opportunity to discuss the Administrative Staff FY22 Compensation and Benefits Package before an official decision is made. We have drafted an outline of how this process should take place. We request notification within five business days should you wish to adjust this schedule.

  • After having time to review and consider our request, we are asking for the opportunity to have ASC Personnel/Welfare & Compensation Committee join an existing meeting or schedule a meeting to discuss the request in more detail with University leadership. During this meeting, we will ask University leadership to outline what requests they are going to accept or deny and offer any compromise they wish ASC to consider.
  • When University leadership has made a decision, an official written response will be sent to ASC, prior to submitting it to the Board of Trustees for approval.
    • The response should include a thorough outline of the official decision.
    • Point-by-point reasoning for why a request was accepted or denied.
    • Outline of any additional compensation or benefits being offered to administrative staff and reasoning for granting an additional benefit outside of what ASC requested.
  • ASC will keep the response confidential until official Board approval. If adjustments need to be made to the response due to BOT request, the response can be amended.
  • Once the approval of Administrative Staff salary and benefits are made public, ASC will follow up with a public announcement sent to administrative staff with an outline of what was originally requested along with the official response to our request from the University.