18 FINAL REPORT OF THE ADMINISTRATIVE REVIEW COMMITTEE UNIVERSITY OF WISCONSIN-STEVENS POINT PREFACE This committee has spent a great deal of time in a very short time span in order to review approximately 50 different administrative units assigned to it and still meet the deadline established. Each unit was examined by each committee member prior to discussion by the committee as a whole. Committee members indicated their numerical evaluation of centrality, quality, and cost effectiveness and committee averages were established for each measure for each unit. That data is presented in table form and reflected as a visual representation in attachments following the report. After the initial discussion on each unit, where preliminary tentative recommendations were identified, each unit was re-examined to determine the committee's final recommendations and/or comments. In the last analysis the committee views its report as a set of ideas, suggestions, comments, and recommendations that are the result of extensive brainstorming by the committee. We offer them to the line officers with the full understanding and expectation that some will be adopted, some modified, and some rejected outright. If the report provides an external vision of possibilities which the university can consider in its efforts to downsize, then the committee feels it has succeeded in meeting its charge. The overwhelming conclusion that the committee drew from the administrative review is that this university is doing a very good job with its administrative resources. As a result, it was difficult to find areas to reduce or cut. Virtually every administrative task reviewed is worthwhile, many are mandated, and most are being done very well. Thus, the problem is how to eliminate non-critical and/or non-essential activities -- even though the university would be a better place if such activities were continued. Certainly the issue here is not what we could develop if we had free rein and unlimited dollars, but, rather, what we can manage given the limitation on resources. The fact that a unit was rated low in centrality does not mean that it is doing a poor job, it only means that its function was seen by the committee as less essential than some others at a time when the university must simply give up some worthwhile efforts in order to reduce expenditures. The general thrust of our approach is one of trying to streamline/flatten the organization by combining activities and eliminating non-critical administration. As the university is downsized, the number of administrators should also lessen. Whenever possible, like-functions should be reduced in number with the resulting operation given greater responsibility. Also, titles should more accurately reflect what the person in the position actually does. The committee tried to focus on the logic of structure rather than on the specific individuals now filling positions that will be affected. As a result, the committee has tried to make recommendations without reference to specific individuals although clearly many people will be directly affected by the proposed changes. While the ideal scenario would be implementing changes that result in immediate savings, the committee foresees instances where savings are likely to occur from the consolidation of like- activities with the administrator seeing efficiencies achieved over a 2-5 year period. This will occur as an administrator addresses new responsibilities with a new configuration of resources to be administered. We fully expect that these administrators will find, within the new mix of resources, savings that accrue as duplicate or non-critical tasks are eliminated. Such savings can only be reasonably identified by the immediate administrator, certainly not by an external committee. EXECUTIVE OFFICES A. CHANCELLOR'S OFFICE (EX 1) Recommendations: No specific recommendations. B. AFFIRMATIVE ACTION OFFICE (EX 2) Recommendations: 1. Substantially enhance the scope of this office by creating an umbrella unit covering multicultural affairs, disability services, and possibly all special needs (Affirmative Action and Special Needs Programming). STUDENT DEVELOPMENT/UNIVERSITY RELATIONS A. ASSISTANT CHANCELLOR FOR STUDENT DEVELOPMENT AND UNIVERSITY RELATIONS (SD/UR 1) Recommendations: 1. Eliminate GPR funding in the Foundation and Development operations. Committee fully supports the idea that fund raising should be self-sustaining (from external areas). 2. Reduce the administrative structure and gain efficiencies by combining the Foundation, Development, Alumni, and events coordination under one director. (This would eliminate at least two director titles.) Minimize GPR support to this unit. 3. Consider moving the public relations functions to an assistant under the umbrella of the Chancellor's office. 4. Consider shifting those staff members of the Assistant Chancellor's office not related to Student Development into the fund-raising/public relations function. 5. Review all programs/programming handled by this office with the goal of reducing non-essential activities. 6. To maximize our political and financial support, have a well- coordinated plan on what to tell the public so everyone delivers a consistent message on behalf of the university (University Relations staff, chairs, deans, etc.). 7. Review the need for the position of Assistant to the Assistant Chancellor. Can the directors in this unit do their own budgeting/budget planning - or - utilize the university Budget Director? (Foundation, Housing and the Centers appear to have financial people on staff.) 8. Examine the opportunities for efficiencies that might be provided by consolidating the issuance of all appointment/reappointment letters in the Vice Chancellor's office. B. ALUMNI (SD/UR 2) Recommendations: 1. All past, present, and future student and staff address information should be available from a primary source and address information collected from across the campus should be updated to this source. Mailings to student, staff, alumni populations should use this source and the mailings should validate and increase the accuracy of the address source. Units across the campus should be able to access this data and print mailing labels at their own expense. The committee believes there needs to be stronger universitywide cooperation in this area. 2. Reduce the number of unclassified positions in this office. 3. Explore the potential uses of the Internet as a means of communicating with alumni. 4. Consider implementing a dues structure as a means of providing additional income. C. DEVELOPMENT (SD/UR 3) Recommendations: 1. Eliminate GPR funding for Development. For example, review the use of the $83,000 personnel dollars. If these are supporting the Foundation, then reduce or eliminate as the Foundation should be self-sustaining. 2. As stated previously, consolidate the Development office with Alumni Relations, the Foundation, and events coordination under one director. (Hopefully in this new arrangement only one FTE program assistant would need to be funded by GPR.) D. MUSEUM OF NATURAL HISTORY (SD/UR 4) Recommendations: 1. Consider moving administratively to CNR or L&S as either would be fitting, but only if they are committed to the support and well-being of this university/community asset. E. NEWS & PUBLICATIONS/FACULTY TYPING/UNIVERSITY GRAPHICS & PHOTOGRAPHY (SD/UR 5) Recommendations: 1. The committee endorses the merger outlined in the self-study report (News/Publications and Graphics/Photography). 2. As with several other items reviewed by the committee, the university needs to work diligently toward getting state mandates reduced, in this case, on printing and purchasing. 3. Committee agrees with the elimination of Faculty Typing as a GPR function. 4. Move Duplicating under the umbrella of this unit. ASPRTF had also recommended this move as a way of combining like functions and expertise. BUSINESS AFFAIRS A. ASSISTANT CHANCELLOR'S OFFICE/BUDGET OFFICE (BA 1 & BA 1a) Recommendations: 1. Consider moving lower-level budgeting work to the Controller/Financial Operations. Have the Budget Planner/Analyst as a staff position to the line officers. 2. Reduce the number of Directors under the Assistant Chancellor. 3. Examine the opportunities for efficiencies that might be provided by moving issuance of all appointment letter responsibilities to the Vice Chancellor's office. B. PERSONNEL SERVICES (BA 2) Recommendations: 1. Continue to move to a universitywide personnel database. 2. Move to increase cost effectiveness through an upgrading of computers. Encourage full staff participation in training opportunities which would maximize utilization of new technologies. 3. Join in university/systemwide efforts to reduce mandates from Madison. (E.g. what can be done to streamline the reclassification system at the state level?) 4. Examine on-campus system of processing promotions and reclassifications to speed up handling. C. FINANCIAL OPERATIONS/PURCHASING (BA 3) Recommendations: 1. As in several other areas, work to reduce mandates presented in financial policy and procedure papers. 2. Pursue more extensive use of electronic transfer to eliminate need for double data entry. 3. Request re-evaluation of need for every transaction to be sent to Madison unless it's appropriate (e.g. 1099 information which can be generated in one statement). 4. Support the plan that the Controller has to re-engineer and reduce positions over the next three years. D. ADMINISTRATIVE INFORMATION SYSTEMS (BA 4) Recommendations: 1. Have this unit report to a Campus Information Officer rather than Business Affairs. 2. Consider a reorganization of computer services on campus. Place academic computing and administrative computing into closer alignment (yet keep separate) thereby reducing administrative costs. 3. Consider centralizing the AIS physical facilities to improve management capabilities. E. CUSTODIAL SERVICES (BA 5) Recommendations: 1. Reassess use of students in this area. The training shouldn't be a serious problem, especially when they work under supervision. Students appear to be underutilized for occasional services such as stripping and waxing, window washing, setting up/tearing down special events, moving equipment, etc. 2. Consider outsourcing possibilities in this area. Compare to outsourcing in other campus operations, other state buildings and weigh against the security issues for certain parts of campus (residence halls, faculty and administrative offices). What have been the results realized by Sentry, for example, in outsourcing in this area? Does the state outsource this type of work in other state buildings? Is a contract cleaner a possibility? Is there a quality contract cleaner in central Wisconsin? 3. Conduct periodic surveys of building users to get user feedback/suggestions. F. BUILDING/MECHANICAL MAINTENANCE (BA 6) Recommendations: 1. This is a 105 account without possibility of reductions, therefore, no recommendations. G. GROUNDS MAINTENANCE (BA 7) Recommendations: 1. Phase down for the post-centennial years when money is more restricted. The baseline should be below the level used during the Centennial. Include gradual use of more perennials and fewer annuals. 2. Move half of the maintenance cost for Schmeeckle to the CNR budget. Since Schmeeckle appears to be widely used as a recreational area for students, could some funding be provided from student fees? 3. Carefully monitor the actual grounds costs associated with the Jacksonville team. H. HEATING PLANT (BA 8) Recommendations: 1. Consider additional personnel (even student help) so that this unit does not have to operate as a high risk safety problem. I. DIRECTOR OF GENERAL SERVICES (BA 9) Recommendations: 1. Continue the outsourcing analysis, as noted in the report, for the sub-units and act where appropriate to reduce costs. 2. Transfer Duplication to News, Photography and Publications. 3. Consider consolidating Environmental Health and Safety, hazardous materials, workers' compensation, and risk management into one unit. 4. Eliminate Director of General Services position. J. ENVIRONMENTAL HEALTH & SAFETY (BA 10) Recommendations: 1. Consider consolidating Environmental Health and Safety, hazardous materials, workers' compensation, and risk management into one unit. 2. Make the coordinator of environmental health and safety less of an administrator and more of an active field representative. 3. Involve designated faculty in specific units to monitor compliance. Provide non-monetary compensation, e.g. release them from advising responsibilities. 4. How up-to-date are we in compliance? How vulnerable are we? If necessary, increase the unit temporarily by .5 FTE to allow us to catch up with regulations. 5. Evaluate the effectiveness of the training sessions with departmental units by surveying the unit members after the training. K. MAIL SERVICES (BA 11) Recommendations: 1. Pursue outsourcing possibilities as noted on page 1 of their report. 2. Same day pick-up/delivery is desirable but not critical in all buildings. 3. Explore combining delivery with Central Stores to decrease personnel. (When the two units were merged in August of 1987 combined deliveries were cited as a way of saving money. Was this ever implemented?) 4. Encourage greater use of E-Mail, Audix, fax, and network capabilities. We need to drastically curtail the amount of paper generated daily. This should lead to significant paper savings as well as freeing up time from processing mailings at both ends. (See "Additional Recommendations" #4 at end of report.) L. RECEIVING/CENTRAL STORES (BA 12) Recommendations: 1. Consider outsourcing (in much the same way that food service activities are out-sourced). 2. It appears that we have too many stores operations on- campus. Consider consolidating all stores activities that are now dispersed around campus. 3. Consider expansion of an immediate needs purchasing arrangement (with Sam's Club, Fleet Farm, Wolohans, Ace Hardware, Menards, etc.) to allow credit card purchases, or account purchases for specified items in the same way that most general contractors do. Has the university ever considered comparative shopping at discount stores like Best Buy and Sam's Club for office supplies in order to produce greater savings? M. PROTECTIVE SERVICES (BA 13) Recommendations: 1. Have the Health Center screen student requests for transportation by Protective Services. If this service is abused by the client, implement a chargeback system to the student for the cost of transportation. 2. Establish alternate training procedures to offset cuts in training funds (use of videos, manuals, visiting experts taped for later use by on-duty personnel, etc.). N. FACILITIES PLANNING (BA 14) Recommendations: 1. Pursue the idea of a 1% charge to project costs to cover the required administration. 2. Evaluate the chargebacks for PR accounts. Given that over one-third of the projects and approximately one-half of the time is spent on PR projects, the chargebacks seem low. Perhaps PR accounts should be assessed funding for at least a .5 FTE position. 3. Committee agrees (with report) that facilities planning person should not be doing construction management. O. PHYSICAL PLANT (BA 15) Recommendations: 1. It appears that there are numerous business functions being performed in this area. This appears to be a duplication of services. Examine the possibility of moving essential business functions/staff to Financial Operations. Is there a need for a Purchasing Officer here? Is there a need for a Business Manager here? 2. Report indicates this office assists residence life, centers, and academic departments in acquiring supplies. This should be done by Central Stores. 3. Physical Plant should not need to maintain their own supply stores. This should be in Central Stores. 4. Use electronic processing as much as possible for work orders. ACADEMIC AFFAIRS A. VICE CHANCELLOR'S OFFICE (AA 1) Recommendations: 1. Move the Multi-cultural Affairs responsibility to Affirmative Action. 2. Examine the opportunities for efficiencies that might be provided by consolidating the issuance of all appointment/reappointment letters in this office. B. NATIVE AMERICAN CENTER (AA 2) Recommendations: 1. Scale down the activities/operation or seek PR funding from the tribes to pay for it. When the Center was started in 1981, we received 1.2 FTE positions. Now we're up to 2.5. Committee recommends we scale down and not exceed the level set when the Center was originally funded. 2. Eliminate the .5 FTE Assistant Vice-Chancellor position and shift the administrative responsibility to the new umbrella under Affirmative Action and Special Needs Programs. C. DEAN OF GRADUATE STUDIES (AA 3) Recommendations: 1. Eliminate the Assistant Dean's position (.5 FTE). 2. Reorganize this unit according to one or more of the comments found below. D INTERNATIONAL PROGRAMS (AA 4) Recommendations: 1. Eliminate one unclassified position by not replacing the retiring director. 2. Move administratively under Graduate Dean or an Assistant Vice Chancellor or the Dean for Academic Support Programs. Blend secretarial support staff with new unit as appropriate. 3. Utilize existing permanent staff to administer program. Committee believes coordinator should have good administrative and financial skills but does not believe Ph. D. is essential. 4. Focus on only a small number of unique programs in which we can excel; then assist interested students in finding programs that other schools offer so we'd still be encouraging and facilitating opportunities for our students to study abroad. 5. If one does not exist, consider creation of a System-wide consortium of international programs to assist students systemwide (and beyond) in finding appropriate international opportunities. The UWSP program should not have to depend upon external students, unless this systemwide approach is utilized. Streamline offerings throughout the System so each campus with offerings limits them to a small number of unique programs. Minimize duplication and emphasize quality. Recommendations covering Continuing Education/Outreach, SBDC, University Telecommunications, and Extension: These units all share a common bond with Extension. The budgets in these areas overlap in several directions and the functions of the units share a common basis as well. 1. Committee recommends reducing administrative costs by reconfiguring these units with one single administrator. Seek to reduce costs further by eliminating duplication and services which are not essential and/or which are not self- sustaining. 2. Reassess the fee structure for services to reclaim a greater percentage of the actual services rendered. 3. Consider the resources supplied by UW-Extension compared to those supplied by the campus as GPR. Should we be supplying any more than the space for operation? 4. Is there a need for these operations to be located in Old Main? E. CONTINUING EDUCATION AND OUTREACH (AA 5a) Recommendations: 1. Carefully examine (what report calls) auxiliary services to eliminate those which are non-essential. 2. Move programs to a market approach in terms of payment - where essential needs approach services must be offered, seek funding through grant applications. 3. The committee supports the recent decision not to fill the Director's position. F. SMALL BUSINESS DEVELOPMENT CENTER (AA 5b) Recommendations: 1. In light of (low) centrality ranking, eliminate all GPR funding unless a match is required. 2. Reimburse the university for the use of facilities and other services, if appropriate. G. UNIVERSITY TELECOMMUNICATIONS (AA 5c) Recommendations: 1. Substantially reduce GPR in this area. 2. Focus on supporting the academic programs in Communication and in Distance Education. 3. Eliminate work in the private sector (i.e. outside the university) and refocus on the university community. H. UNIVERSITY EXTENSION (AA 5d) Recommendations: 1. Initiate a progressive move to more PR income and a reduction in the percentage of the budget funded by GPR dollars. 2. Seek to more closely integrate information systems with the university's systems (e.g. credit coursework, financial systems). OXFORD PROGRAM Recommendations: None I. OFFICE OF MULTICULTURAL AFFAIRS (AA 6) Recommendations: 1. Scale down and move operation under umbrella of Affirmative Action. To accommodate this, make Affirmative Action Office an umbrella unit with a title like Affirmative Action and Special Needs Programming. Shift staff and administrative responsibilities for Multicultural Resource Center, Native American Center, Upward Bound and other pre-college programs to new Affirmative Action umbrella. Eliminate the .5 FTE for the Director. 2. Reconsider the $8,000 used for the CNR guidance counselor workshop. If GPR dollars are funding it, the workshop should be showcasing all of the campus programs, not just those in CNR. 3. Move the budget for diversity performing artists/speakers to the new area to be used to match funding in the colleges for such programs. J. FACULTY SENATE OFFICE (AA 7) Recommendation: 1. For personnel consistency only, the committee recommends the Secretary be attached to a permanent administrator (Associate Vice Chancellor for Personnel and Budget?) rather than float with an elected supervisor that, by its very nature, changes annually. (However, there is some fear this might compromise the independence required for shared governance.) 2. Adding additional office space, as requested in the report, does not seem essential at this time. ACADEMIC SUPPORT PROGRAMS AS DEAN'S OFFICE (ASP 1) Recommendations: 1. Ultimately move to a Campus Information Officer (CIO) for the campus. Eliminate the dean title. Have CIO report to the Vice-Chancellor. 2. Move the Student Academic Advising Center, Educational Support Programs and Disability Services somewhere under the Vice-Chancellor's shop and/or under Affirmative Action, as most appropriate. Move New Student Programs into Admissions. 3. Move Archives under the Library administration. UNIVERSITY LIBRARY (ASP 2) Recommendations: 1. As mentioned above, move Archives under the Library administration. 2. Pursue Faculty Senate approval of the elimination of faculty status of librarians through attrition and retirements. ARCHIVES (ASP 2a) Recommendation: 1. Move under the Library. 2. The central mission should be that of maintaining/preserving university records. We appear to be at a point where we can no longer afford to be responsible for Portage County historical records and genealogical work, nor are they seen as central to our mission. 3. Reduce staff to one unclassified or classified position. Ph.D. is not seen as essential. ACADEMIC COMPUTING SERVICES/ COMPUTER MAINTENANCE/NETWORK SERVICES/TELEPHONE SUPPORT OFFICE (ASP 3, ASP 4, ASP 4a, ASP 4b) Recommendations: 1. Examine the need for the number of high level administrative positions in this area. Current staffing levels appear to be top heavy with administrators. 2. If a fee is charged for off-campus access, it should be assessed to all users (students, staff and faculty). 3. If the jobs are important and the services provided are essential, unit should convert LTE positions to permanent (not with additional GPR funding, however). 4. Administrative link should be the CIO. 5. Continue to focus on improving communication between IT and campuswide users. 6. If there must be a fee for workshops, limit it to actual cost of materials (pass-through fee). CROFT TUTORING - LEARNING CENTER (ASP 5) Recommendations: 1. Eliminate as a GPR function. Suggest handling at the departmental level by faculty and student volunteers. (Look at the Biology/Chemistry departments as a good model. See comment #5 below.) 2. Institute a minimum reasonable writing standard as an exit requirement for students. This seems to be a way to improve the quality of writing. A reasonable writing ability should be the very least we should demand from UWSP graduates. Another option would be to connect this to the English GDR and require students to achieve an A or B grade in English 102 or English 150 in order to graduate. MINORITY TUTORING (ASP 5a) Recommendations: 1. Reconsider the terms low income and first-generation college student in terms of eligibility. The figures on page 2 state that of the 1,064 students served, 116 were disabled and 73 were minorities leaving 875 (82%) students coming from low income or first generation. Can we afford that? 2. With the phaseout of TLC, funnel minority tutoring funds to departments to use with qualified students. 3. How much discretion do we have on defining who can utilize these funds? Are we required to provide a match? COLLEGE OF LETTERS AND SCIENCE DEAN'S OFFICE (COLS 1) Recommendations: 1. Consider realigning the colleges into a different configuration. COLLEGE OF PROFESSIONAL STUDIES DEAN'S OFFICE (CPS 1) Recommendations: 1. Consider realigning the colleges into a different configuration. OFFICE OF FIELD EXPERIENCES (STUDENT TEACHING) (CPS 2) Recommendations: 1. Examine ways to improve communication with faculty and staff who supervise student teachers. 2. Consider moving this operation out of the Dean's office and into the School of Education. COLLEGE OF FINE ARTS AND COMMUNICATION DEAN'S OFFICE (COFAC 1) Recommendations: 1. Consider realigning the colleges into a different configuration. COLLEGE OF NATURAL RESOURCES Recommendations covering all units reviewed in Natural Resources: 1. Consider a lump sum GPR allocation to CNR adjunct activities to be distributed among the programs as they determine. Decrease current GPR allocation by 5 to 10 %. 2. The committee recognizes that if we are to have a high quality Natural Resources program, we should have a certain amount of adjunct activity. The campus needs to decide how much should be budgeted and then CNR needs to decide how they are going to divide the funding among these areas. 3. University must decide how much GPR money we can afford to spend on field operations connected to any of the university's majors, keeping in mind reasonable standards of equity. 4. A review of any field operation needs to include consideration of academic mission, the cost to maintain, and associated liabilities. 5. Consider implementing/utilizing user fees whenever possible. DEAN'S OFFICE (CNR 1) Recommendations: 1. Consider realigning the colleges into a different configuration. 2. Consider enrollment caps or size reductions to bring student enrollments in line with faculty resources. 3. Consider ways to eliminate duplication (in graphics, duplicating, computer support, minority recruiting/retention, outreach, development). COOPERATIVE FISHERY UNIT (CNR 2) Recommendations: 1. Note general recommendations at beginning of CNR section. ENVIRONMENTAL TASK FORCE (CNR 3) Recommendations: 1. Note general recommendations at beginning of CNR section. 2. Seek to eliminate duplication that might exist with waste management program. TREEHAVEN (CNR 4) Recommendations: 1. Note general recommendations at beginning of CNR section. 2. Consider a slightly increased fee structure (for participants/guests in non-required academic programs). 3. Encourage expansion within the parameters of PR support. (It appears this is already happening as committee noted a reference in the recent cabinet minutes of a kick-off for Friends of Treehaven.) WILDLIFE REFUGE - BUENA VISTA MARSH (CNR 5) Recommendations: 1. Note general recommendations at beginning of CNR section. 2. Consider expanded grant possibilities. 3. Develop a user/client assessment to obtain feedback/improve services. 4. Tear down the building used for housing as it is viewed as hazardous. CENTRAL WISCONSIN ENVIRONMENTAL STATION (CNR 6) Recommendations: 1. Note general recommendations at beginning of CNR section. WISCONSIN CENTER FOR ENVIRONMENTAL EDUCATION (CNR 7) Recommendations: 1. Note general recommendations at beginning of CNR section. 2. Review the position allocation in terms of PR revenues generated and consider ways of increasing the latter. SCHMEECKLE (CNR 8) Recommendations: 1. Note general recommendations at beginning of CNR section. 2. Under recommendations in Grounds report, committee recommended moving half of the maintenance cost to CNR and also seeking contribution from student fees as the facility is used as a recreational area. 3. Increase inventory and develop aggressive marketing program for books, slides, videos, and artifacts in conjunction with heightened awareness of the environment and the Hall of Fame. ADDITIONAL RECOMMENDATIONS 1. Fund Raising - The university needs to seriously examine the way the entire fund-raising process is handled. Fund raising should be self-sustaining; that is, after the seed money to get the program going, it should generate enough funds to pay for its own operation and provide an inflow of dollars to the institution as well. (The only reason for having any GPR dollars in fund raising is to exercise some control function over an entirely independent Foundation. Structure the Foundation in such a way that expenditures of its funds can only be for UWSP.) Put all fund raising together under one administrator. This should include the Foundation, Development, and the Alumni Relations Office. 2. Reevaluate the campus use of business managers which appear in several different units. Can/should these be consolidated into Financial Operations to provide a more cost effective use of these FTE? 3. Some proactive effort needs to be made to reduce the demands made by mandates. While some remain convinced that efforts in this area will be futile, others feel that a carefully managed attack on the mandates initiated with System leadership and system-wide support could be effective to the degree that it is tied to cost reductions. Examples of questionable external mandates include forms management, purchase orders, paper and printing. What would happen if we stopped doing mandated things? 4. Reward (or at least commend!) those already using electronic mail, voice messaging, message of the day, etc. thereby reducing the amount of paper circulated on campus. Strongly encourage more of this. This needs to be a major administrative encouragement. Paper distribution of flyers should be reduced campus-wide by 75-80 percent. 5. Evaluate the travel policies of the university in order to maximize essential travel. At present, most faculty receive support only if they are presenting/contributing (paper, officer, national committee, etc.). They do not get travel support for professional development but this appears to be the primary basis for attending conferences and conventions for non-faculty. Are there ways to develop professionally without travel? 6. Reconsider financial collections which are now widely disbursed on campus. Money is collected by Parking, Library, etc. Monies should be collected by the Bursar's Office. (The computer can still allow the various units to input their collection needs so the Bursar will only do the collections, not the bookkeeping.) The move toward debit cards for students/faculty/staff should reduce the need for disbursed money collections. 7. Examine the number of secretarial and other support staff on campus to see if reductions can be made (e.g. combine among departments/units). 8. Examine annual positions with goal of converting as many as possible to academic year or academic year + summer/partial summer. This would include examining all positions: academic staff, classified, faculty and administration. 9. Review the university's position on any activity that competes with the private sector to determine if such services are essential and if such competition is fair. In spite of the existence of a university committee handling this responsibility, there appear to be some places where competition exists and is encouraged. Seek to find a reasonable balance between relying on one's GPR allocation and being entrepreneurial. 10. Consider revising the administrative structure of the university during the summer when student demands are small. Begin by changing department chairs to academic year appointments. Bring the chairs to campus for one week prior to school for college planning so they can do whatever planning is necessary for the coming year. Then assign a limited number of part-time advising positions to each Dean's Office to be used for advising incoming freshmen and transfers. This does not need to be one per unit, especially if a basic computerized advising program is developed for each unit. Next, consider the amount of summer secretarial time needed in each academic unit and begin to phase in a reduction here. Reduce the administrative workweek for the remainder of the university during the summer months to a four-day week. This would need to be done on a position by position basis as some will be clearly more critical than others. When dealing with classified staff contracts, this may require a longer period to enact. Phase this in over a period of time to allow all individuals affected to adjust to the reduced salaries and altered schedules. 11. While recognizing that Parking is a PR account and therefore not a part of this review, there is still a need to consider ways it can be seriously restructured. As part of this review, faculty governance needs to consider a less cumbersome appeals process. 12. The campus committee structure needs serious review as a way of reducing the amount of time input from members of the university community. While faculty governance is a mandated activity which requires a certain amount of input, it may still be reduced some and there may be ways of freeing up the time it requires so participants have more time for their specific work assignments and/or other professional activities. 13. Examine the amount of time reassignment granted to department chairs and assistant chairs in an effort to appropriately standardize it based on size and complexity of program. (See L&S model.) 14 Consider either combining some departments (e.g. Human Development/Nutritional Science {8.25} and Retail Studies/Interior Architecture {7.5}) to make one department with a single administrative structure; or having one chair assigned to administer two small departments with the chair's position rotating between the departments every three years. 15. It appears that one reason we have so many departments, units, sub-units, mini-empires is that they were created because of personality conflicts and the inability of people to effectively interact with colleagues. On many levels, we can no longer afford to take this approach. Members of the university community need to learn to get along or move on. (charts are on file)