Response to 2009 Survey

The survey conducted in March, 2009 polled all faculty and staff on issues related to workplace satisfaction in order to identify areas of strength and areas for improvement.  University leaders identified three survey categories of focus for improvement: Governance, Fairness, and Compensation & Benefits.

 

You can view all of the 2009 survey results, including benchmark data here:

2009 Satisfaction Survey Results

 

Since the 2009 survey results were reviewed, the following important advances have been made to address areas of improvement that were illuminated in the survey:

 

 

Compensation & Benefits - Total Rewards Study:

• The university commissioned a special, comprehensive study of compensation and benefit programs for its faculty and staff in 2011. Results of the study included:  

    • The university introduced a 5 year, $5.6M plan for raising base salaries to levels competitive with the external labor market on average in 2011.
    • A special wage increase was allocated to positions identified as furthest from market in 2011.
    • The LiVE wellness program for faculty and staff was launched in May, 2012.
    • $1.3M was allocated for faculty and staff wage increases in 2012, year two of the five year market based compensation adjustment plan. 
    • Premera Blue Cross was selected as a new PPO provider for employees in 2012.
    • A cost-sharing benefits structure was launched, significantly reducing the employee cost to cover families on the University's benefits programs in 2012.
    • A new HDHP/HSA healthcare plan was implemented, giving employees an additional choice for healthcare in 2013.
  • A community service leave benefit was launched for staff in 2009.
  • Increase in benefits premiums was not passed onto employees in 2010.
  • The insured benefits programs were renegotiated resulting in significantly reduced rates for employees in 2010 and again in 2013.

 

 Fairness:

  • A new whistleblower policy and the EthicsPoint anonymous complaint system were established in 2009. 
  • The university introduced a 5 year, $5.6M plan for raising base salaries to levels competitive with the external labor market, on average In In 2011.  This plan led to several compensation improvements including:
    • All position descriptions for staff were updated, reviewed and communicated resulting in clarity of work expectations for staff In 2012.
    • A redesigned compensation system for staff was launched, which included the re-evaluation of all staff positions and placement in a revised salary structure that is competitive with the external labor market.  The salary structure and guidelines are transparent and available online in 2012.
    • A merit pay program was implemented for staff in 2012 .
  • New professional development opportunities were established for supervisors, focusing on effective management and leadership communication, coaching, and the performance appraisal process.
  • The staff performance evaluation system was enhanced to include a second level review which facilitates reliability across raters and enhances consistency in ratings in 2012.
  • Revised compliance training was implemented to provide more effective training in the areas of harassment, FERPA compliance and data privacy in 2012.

 

Governance:

  • The Core Revision Committee was formed, consisting of broad representation from the university community in 2010.  The core revision process included several open fora, colloquia, focus groups and meetings with governing groups such as the Academic Assembly, Deans Council, and SGSU as well as an online survey in 2010 open to all faculty to exchange information and collect feedback on the core learning objectives.  A draft core model was presented to the community for feedback in 2011.

 

  • The process leading up to the 2011 approval of the 5 strategic priorities integrated many feedback mechanisms including several open fora where community input was sought and incorporated.  Similarly, the 2012 the strategic planning council, consisting of a broad cross-section of faculty and staff was established to build upon and integrate the significant planning work that has already been done; several open fora and feedback mechanisms were utilized throughout this process.

 

  • Open fora were utilized as a mechanism to distribute information and collect feedback related to many important processed including:
    • The core revision process (see above)
    • Development of the university's 5 strategic priorities and 2012 strategic plan
    • The undergraduate strategic enrollment plan
    • Compensation, healthcare and retirement investment changes
    •  The university's NCAA self-study report
    • All senior administrator searches
  • Twice yearly leadership summits were established in 2010 to provide an opportunity to bring together key members of faculty, staff, and administration to share relevant data and information about the state of the University and engage with key challenges and opportunities.
  • Creation of the President's Advisory Council, which provides an opportunity for the President to receive and share information and obtain advice from key administrators on important issues.
  • A broad cross section of the university community was invited to participate in the presidential leadership assessment in 2012.

 

Internal Communications:

  • All campus websites were transitioned to the more user-friendly and easy to update content management system at the end of 2009.
  • Twice yearly leadership summits were established in 2010 to provide an opportunity to bring together key members of faculty, staff, and administration to share relevant data and information about the state of the University and engage with key challenges and opportunities.
  • The new Commons website was established as a place for faculty and staff to gather, learn about the latest campus happenings and, continue to grow together as a community.
  • A new format for emailed campus announcements condensed individual announcements into twice weekly summaries. 

 

   

Other Milestones: 

The university has made a number of improvements in recent years to enrich the campus experience, not only for students, but also for faculty and staff. 

  • Investment in technology infrastructure
  • Construction & opening of the new Fitness Center
  • Construction and opening of the Lemieux Library &
    McGoldrick Learning Commons
  • Enhanced wayfinding on campus
  • Construction and opening of Seattle University Park (Logan
    Field)
  • Campus store improvements
  • Pigott Pavilion for Leadership
  • Construction & opening of the Law School Annex
  • Update of Campion Ballroom
  • Construction & opening of the Admissions & Alumni
    Building
  • Development of the 1313 Columbia Building (Facilities
    Administration, Conference & Event Services, Classroom space,
    former interim library)
  • Occupancy of the Douglas building
 

 

 

 

  


 

 

 

 

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