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Washington State University
Faculty Senate Responses to Constituent Concerns

Responses to Constituent Concerns

  • Notebooks and colored paper

    According to our guidelines for tenure and promotion, candidates must submit a notebook, and paper colors are specified. Modifications may be made because of Covid-19 (awaiting updates), but when will modifications be made to make the process fully digital? The current process is inconsistent with our drive to modernize, and needs to reflect our 21st century setting.

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  • University should consider final grade deadline extension

    While WSU has implemented a variety of accommodations to help students succeed during this difficult semester, very little has been implemented for career-track faculty with heavy teaching loads that have suddenly become much heavier. The university should consider an extension for the final grade submission deadline. Some career-track faculty have a teaching load of five classes with enrollments of up to 40 students per course without grading support. Additionally, we have been encouraged to use alternatives to multiple-choice exams to limit proctoring costs, and to be lenient with students who need additional time or resources. Career-track faculty with the highest teaching loads are disproportionately women, … » More …

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  • Confusing messaging surrounding COVID 19

    On March 9th, a message was sent to WSU’s student body with a section heading of “Facts not Fear.” I’m concerned about both facts and fear as it relate to the roll-out of messages from WSU administration.
    1) On Friday, March 6th, President Schulz tweeted one message that I believe to be lacking proper context and retweeted something that included misinformation about COVID 19. His first tweet was about how WSU will be in session after Spring Break and that students should plan to return. No mention was made of making decisions with current information, or on the basis of wider public health. More … » More …

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  • Online courses

    I have had several concerns expressed about the way in which the entire burden of certain expenses is placed on the department. Global campus expects departments to be prepared to fully fund course redesigns. Departments are expected to fund all expenses for disability-related accommodations, interim measures for CRCI reports, temporary teaching for family and medical leave. These costs are especially onerous for smaller departments, and sadly, many of them might be incentivized to ignore responsibilities because they can’t afford to pay out of their already strapped budgets. These kinds of expenses should be funded centrally, so that all employees and students have access to the … » More …

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  • Changes to the scholarship/service language for career track

    I am very concerned about the changes that say “some service and little or no scholarship.” My contract is 80% teaching, 10% service, 10% scholarship. I am very concerned that these guidelines will be used to discount my creative and scholarly activity when it comes to promotion. I believe the wording should take the scholarship of career track faculty seriously, allowing us to be evaluated based on how well we fulfill our contract. I’m also very concerned that this will be used as a way to offload service from tenure track faculty to career track faculty, even though tenure track faculty often have 20% service … » More …

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  • I am concerned about the justification provided by WSU Transportation Services for a parking rate increase, and would like more clarification regarding their published budget.

    On 2/6/2020 we received notifications from WSU Transportation Services proposing that parking rates should increase. The justification for this increase was centered around a need to generate an additional $4.8 M over 8 years to cover “capital maintenance and repair projects”.

    I have several concerns:
    First, according to transportation’s publicly available budget, they already account for costs associated with maintenance ($536,109 / yr) as well as depreciation ($619,992 / yr accounted for in real dollars). Why then, is there a need to spend more on maintenance and repair projects?

    Second, in the budget there is a ($989,450 / yr) line item for “Debt Service”. … » More …

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  • Increase in Parking Rates

    This was forwarded to me about the recently announced increases in parking rates on Campus:

    “I know faculty senate loves parking issues; However, it seems to me that faculty senate is the only way there is push back on raising prices. When the university is providing 1.5% raises and then raising parking in some instances more than 10% something seems off. Add to that the amount of extra money they are making with tickets on the backs of students https://dailyevergreen.com/61732/news/parking-fines-resulted-in-over-half-a-million-dollars-in-2019/ ”

    “…At the end of the day, this won’t adversely affect me, but there are people who work here that this will be a bad … » More …

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  • EP29 and the inherent disconnect between Pullman and the other campuses.

    As we now have a committee and a consultant dedicated to reviewing EP-29 and the the relationship between and among the campuses, I would like to state the following concern: it is naive, dysfunctional, and (in some cases) crazy-making to insist that academic-unit leadership reside in Pullman without any input from that leadership concerning the allocation of resources. I know of no model anywhere, public or private, academic or corporate, for which this principal works. Academic decisions *are* (as often as not) decisions about how to best allocate limited resources–both to promote academic vision and goals, and to assure that our students, faculty, and staff … » More …

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  • Can we delay the search for a provost until we have resolved/clarified EP 29? It seems that this is a glaring infrastructural problem for the incoming provost.

    With a firm in the process of calculating solutions to our system and clarifying EP 29 it seems difficult to communicate to incoming candidates the state of affairs at WSU. Shouldn’t we solidify and clarify the reporting structure prior to the search for a provost? Wouldn’t it be best to be able to establish and test a new structure without a new provost?

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  • My concern is that we get wsu *ready* for a new provost to be successful.

    There has been talk about what we need to do to attract good candidates and also how to conduct the search. These are really important given our circumstances. Beyond that, I’d like us to be talking about what we need to do at WSU to be ready for the next person to be successful. What change in structures and relationships need to be revised so the Provost can engage in productive decision making? What constituencies inside and outside of the university need to be engaged with such that our next Provost can arrive and actually move us forward?

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