Frequently Asked Questions
Below are a number of questions that are frequently raised by campus faculty. The purpose of this online format is twofold: give faculty access to in-depth responses and allow administration to fully address the faculty questions and concerns.
Of the total FTE increase related to administrative positions, four positions have a salary exceeding $100,000 annually. One of those positions is funded with General Use resources and the remaining three are funded with Restricted Use resources.David Miller
Undergraduate domestic admissions contracted with Royall & Company starting in fiscal year 2014 to recruit high school, returning adults, transfer students and to expand recruitment of non-resident students especially along the I-35 corridor.
For the targeted period of FY2014 to through FY2016, Royall contacted more than 300,000 students per year starting in their sophomore year in high school.
This resulted in an increase of 36% in admitted applications from FY2014 to FY2016 and a 22% increase in enrolled new undergraduate domestic students, including most recently the largest high school senior matriculating freshmen class in WSU history.The Royall contract is an annual investment of $677,190 which when combined with the overall undergraduate domestic recruitment efforts (including WSU salaries, postage, commercial test scores and other recruitment cost) comes out to an annual recruitment cost of $738 per student recruited and enrolled. That’s within one standard deviation of the national standard of public higher education annual recruitment cost.
OneStop Student Services
In an effort to foster student success and provide 24/7/365 student support, the university developed a virtual and physical one-stop that gives students a single destination for all their support questions in admissions, financial aid, student records and registration, advising, and student accounts.
In fiscal year 2013, the university contracted with Blackboard Student Services (BbSS) for a one-stop 24/7/365 solution (the only solution of this type) to begin the integration of the various functional areas in order to provide support through a self-help portal, call center services, and chat. (This is a different division of Blackboard than the one providing the class management system.)An initial one-time implementation fee of $461,474 was paid to manage the planning, change management, knowledgebase and service-desk development, and building Banner database views for integration.
An annual fee of $1,168,779 provides for the ongoing support for the technology and call-center support. Five dollars per student credit hour from the campus infrastructure fee supports the entire OneStop operation, which includes the BbSS one-stop solution, physical one-stop, the campus operator, and starting in 2017, first-year advising.Last academic year, the OneStop was successful in aiding students with prompt and reliable answers to their questions. 46,252 interactions occurred (38,543 phone calls, 3,443 interactive voice response self-help sessions, 3,275 live chats, 883 web tickets, and 108 emails). 7,364 calls were answered after campus business hours and 966 calls were answered on weekends.
Ninety-four percent of students who completed a survey after interacting with a OneStop agent on the telephone were satisfied with their interaction and 86% felt their questions were resolved.Separate from the 24/7/365 OneStop support for students, the campus operator (located in the OneStop) answered nearly 30,000 additional calls, Monday-Friday (8-5 pm) from the main campus number 978-3456.
When the University Support Staff employees (former state civil service) became employees of WSU, we had no job descriptions or way to ensure competitive pay.
Through a consulting engagement with CBIZ, more than 1,250 position descriptions were created and consolidated, we established a market-based compensation structure and a classification framework for USS and Unclassified Professional employees.
We also completed a review of the Fair Labor Standards Act status of our staff positions. By partnering with the other KBOR institutions, we received a 25% discount.WSU paid $115,000 for the engagement. This work is foundational for the new HR operating model and has positioned us to gain future efficiencies as we design and construct a job architecture and career framework for the advancement of recruitment efforts, workforce development and succession planning.
Human Resources Operations
AON Hewitt was contracted in 2015 to assess Human Resources processes, infrastructure and HR technology. The consultants completed that assessment and made recommendations that are being adopted in all three areas. The contract was for $219,000.
The university is working on an implementation plan that should be completed in 2020.
The expected results include financial savings that exceed the contract cost and improved
service to WSU employees and other HR customers.
Werner Golling and Lois Tatro
Faculty contribute valuable expertise through committee work as the service component of their obligations. Suppliers or consultants are generally selected for expertise combined with scalable resources and the ability to meet specified timelines.
In the case of vendor-specific or technology consultants, they have technical knowledge of system integration and proprietary knowledge that faculty would not normally possess (e.g., Ellucian Banner and Oracle systems).
In the case of advisory consultants (e.g., student recruitment) they have access to large economies of scale related to back office support and market-based customer solutions and outcomes.
Ratios over the past three years (2013-2015, measured each fall) are 499:1, 507:1,
and 495:1 respectively, with the College of Business as high as 749 and the College
of Fine Arts as low as 218 students/adviser. A comparison to WSU peers is not available.
Based on NACADA 2011 National Survey of Academic Advising (Carlstrom, 2013), the median
caseload of advisees per full-time professional academic adviser is 296. By institutional
size, the median individual adviser caseloads are 233, 333, and 600 advisees for small,
medium and large institutions, respectively. WSU falls somewhere between a medium
and large institution, which would make its overall adviser ratios in line with this
data. However, we agree some academic units need additional resources to help address
high student/adviser ratios.
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