Faculty Senate Executive Committee: Institutional Planning Review The Executive Committee examined the reports made by the Academic, Administrative, and Student Services/Athletic ad hoc Committees, appointed by the Chancellor, and the documents provided by departments/units. Since our very short timeline did not permit an in-depth examination of all programs and services and we did not have information about costs associated with personnel/programs, our recommendations respond only to the recommendations made by the three Review Committees, and like theirs, are necessarily general. We are using the following format to categorize our responses: -Agree with Recommendation(s) -Agree with Recommendation(s) and Offer Modification -No Recommendation(s) -Problem(s) with Recommendation(s) -Additional Recommendation(s) [for Closer Examination] Brief narratives explain our concerns, considerations, and observations. We urge caution in this institutional planning and affirm the "Goals for UW-Stevens Point, 1995 and Beyond" that includes maintaining a diversity of liberal arts majors and select mission professional programs. While elimination of programs may appear to meet an immediate budgetary need, such action may be short sighted in the long run. The savings from going from a major to a minor may cost the institution more than the savings produced. Although we recognize the need that some reduction may be necessary, it should be kept as minimal as possible. Our review suggests very few programs that are weak, costly, and lacking in student demand. Many students come here without having chosen a major or change major once they are here. Maintaining a good program matrix to maximize students' opportunities within practical budgetary limits is important. This program diversity is essential to attract quality students and to provide them with a quality education. We recognize that reductions may be necessary in every program on campus, but recommend that cuts be minimized in the area of instruction. Our committee is concerned that cuts could have a disproportionate effect on minorities since in may programs they were the most recent individuals hired. We urge the administration to be cognizant of this. Position reduction from retirements, although obviously a programmatic problem, would minimize the impact on minorities, maintaining the diversity of the campus. Department consolidation which appears to be a natural to achieve administrative savings is questionable. Administrative savings could be accomplished directly, including a reduction in department administrative compensation (especially for smaller units) and sharing of support services (including secretarial support). A consolidated department is at a comparative disadvantage nationally, resulting in difficulties of our students securing jobs and graduate school placements and of units in recruiting quality faculty. The Executive Committee also believes that our campus needs to maintain a strong student services base. Our students hopefully come to UWSP to pursue academic goals, but have equally important service needs. Students should have a place to go if they need assistance in writing, need medical care or counseling, need to be advised correctly and personably, and be able to engage in co curricula activities. We cannot neglect the fact that we are responsible for not only providing a stellar academic program but for providing a meaningful total college experience. We therefore advise caution as we continue with the institutional planning process. The watchword of physicians should be ours as well--"first, do no harm." We would like to thank all those who served on the three committees. The reports, produced within a very short timeline, are commendable and represent considerable effort. Student Services/Athletic Review Committee ACADEMIC ADVISING CENTER Disagree with Recommendation The Student Services/Athletics Review Committee recommended the elimination of the Student Academic Advising Center (SAAC). We feel that this is impractical and unwise. Prior to the formation of SAAC, the College of Letters and Science organized a volunteer Faculty Advising Center in an attempt to close a significant gap in advising services to undeclared students. Problems with consistency of staffing and level of training, retention, and the growing numbers of students who entered as, or became, undeclared, led to the establishment of a professional advising center that serves as a home base for more than 1000 students each year. There is nothing to indicate that decentralizing these services would work any better today than it did in the past. SAAC typically receives approximately 330 new freshmen each summer and serves an additional 50 pre-majors for Biology. This summer 550 incoming freshmen indicated that they will enter as undeclared majors while 61 additional students will be pre-majors in Biology. Lastly, this Center is the focal point for system wide advising reform for our campus advising policy, the Transfer Information System, and new developments in adviser training and support to departments, especially those under enrollment management plans. We also recommend that New Student Programs continue to be housed in the same unit with SAAC. This is a better location than Admissions as the Review Committee has recommended. The Advising Center staff is part of the orientation program for new students and is well versed in program requirements and GDRs. ADMISSIONS Agree with Recommendations ATHLETIC PROGRAMS Agree with Recommendations Concern was expressed regarding the use of coaches and their partial justification under the academic program of the School of HPERA. If the coaches are also teaching, we must be certain that they meet the qualifications for teaching in their assigned discipline and that they are truly instructing the course for which they are listed. Our budgetary concern is the generation of SCH use for staffing in unsupervised courses or in courses taught by non-staff members (e.g., Red Cross). A further concern is the issue of Title 9 imbalance in the Athletic program. Participation is 67% male and 33% female while the respective percentages for the university are 47% male and 53% female. This imbalance is driven by the number of players (117) on the football team. We are aware of the attempt to get football exempt from the Title 9 requirement. However, given the need to meet the Title 9 requirement and to reduce cost in athletic programs, we suggest limiting the number of football players as one way of adhering to the Title 9 mandate. For both budgetary and Title 9 reasons, other sports need to be examined. CAREER SERVICES Problem with Recommendation The recommendation that Career Services be moved to the Student Services Building is laudable. The primary motivation would be to increase the visibility/accessibility of their services to all students throughout their college years. However, if Academic Advising is not moved, there would not be appropriate vacant space. Moving the offices to a less visible location would not meet the goal of accessibility and would be a budget cost rather than savings. CHILD LEARNING AND CARE CENTER Disagree with Recommendation Outsourcing may be a possibility, but we do not see this as a viable alternative. Cost for outside contractors will probably be considerably greater. UWSP is able to employ work study students. Further, it should be noted that this facility provides an internship opportunity for those specializing in early childhood education. COUNSELING CENTER Additional Recommendations We advise exploring the option of administrative merger of the Counseling Center and the Health Center. Such a merger into a Medical and Wellness Center may allow the Counseling Center to have some of its operation removed from GPR funding. We suggest that greater use of group interventions might produce budgetary efficiencies and programmatic effectiveness. FINANCIAL AID Agree with Recommendations FOREIGN STUDENT PROGRAM Agree with Recommendations HIGH SCHOOL RELATIONS Agree with Recommendations NEW STUDENT PROGRAMS Agree with Recommendation to merge program with another unit, but disagree as to the unit to administer the program for new students. We believe that New Student Programs should be part of the Student Academic Advising Center. RECORDS AND REGISTRATION Agree with Recommendations STUDENT EMPLOYMENT OFFICE Agree with Recommendations STUDENT RIGHTS AND RESPONSIBILITIES Agree with Recommendations Academic Programs Agree with Recommendations for the following programs: ANTHROPOLOGY ARTS MANAGEMENT BIOLOGY CHEMISTRY EDUCATION ENGLISH FASHION AND INTERIOR DESIGN GEOLOGY AND GEOGRAPHY HISTORY MEDICAL TECHNOLOGY PHILOSOPHY PHYSICS AND ASTRONOMY PSYCHOLOGY SOCIOLOGY COMMUNICATIVE DISORDERS HEALTH PROMOTIONS/WELLNESS ART AND DESIGN COMMUNICATIONS THEATRE AND DANCE PAPER SCIENCE BUSINESS ADMINISTRATION and COMPUTER INFORMATION SYSTEMS Disagree with Recommendation The Academic Review Committee recommended reduced funding for these two programs. We question whether this is appropriate in light of the continuing employment demand for graduates in these two programs. Further, Business Administration courses are required in a number of other programs on campus and CIS courses are an important adjunct to other majors. The Academic Review Committee noted that "An increasing number of CIS courses are being taught by faculty with mathematics backgrounds." The department chair, who teaches CIS, indicated that this was incorrect and occurred during the year that he was on leave. FOOD SYSTEMS MANAGEMENT No Recommendation It was pointed out that since the number of Food Systems Management courses required only for FSM students are fewer than the Academic Review Committee assumed, savings to be gained by eliminating the program would be small. As a consequence of the possibility of only a small savings, the committee was split whether to support the Academic Review Committee's recommendation. FOREIGN LANGUAGE Agree with Recommendation but only if fund reduction is significant for the next biennium. Although we did not recommend a reversal of the recommendation to phase out the French major, we believe that this recommendation should be implemented only in the case of a severe budgetary reduction in the next biennial budget. As the Department of Foreign Languages reports to us, French remains an important language. The difference between offering the major and continuing the minor would amount to only very small savings and possibly none at all if the minor remains strong and French is chosen as a GDR by a significant number of students. MILITARY SCIENCE Agree with the Recommendation If the Program Review Committee is correct that the loss of secretarial support would mean the elimination of this program on our campus, we may want to consider alternatives such as the sharing of secretarial services. MUSIC Additional Recommendation For Closer Examination We recommend that some of the options in the major available be examined. These options were not reviewed by the Academic Review Committee because of lack of information on individual program components. POLITICAL SCIENCE Agree with the Recommendation but Disagree with Statement in Rationale The Academic Committee stated that a "perceived weakness in the area of placement was offset by strong teaching." We would like to note that neither Career Services nor the report of the department suggests this. The Department sends a significant portion of its students to graduate and law school. Those not selecting graduate education have been able to secure good positions. PHYSICAL EDUCATION Agree with the Recommendation Concern was expressed about the assignment of faculty as instructor of record to courses that generate SCH but which are not directly instructed by faculty. The SCH generated by these courses are used for staffing purposes and consequently have a budgetary impact. [See similar concern under Athletic Program in the use of coaches.] ACADEMIC ADMINISTRATIVE RECOMMENDATION Agree with Recommendation We support the recommendations of the Academic Review Committee for reduced chair compensation and for the phase out of the separate graduate dean's office. The Executive Committee suggests that the grant coordinating function of the graduate dean's office be combined with the institutional research position, making this position full time in the vice chancellor's office. We further recommend that the vice chancellor assume the graduate dean's role of distribution of graduate assistantship positions. Since the year to year distributional change is minimal, we do not anticipate this function to be overly time consuming. COLLEGE OF NATURAL RESOURCES Additional Recommendation for Closer Examination The Executive Committee recommends more detailed review of programs in the College of Natural Resources. Because the CNR submission for Academic Programs did not differentiate among majors and minors (except for Paper Science), the Academic Review Committee reported that they did not closely review the individual programs. Students in these programs make demands on the resources of other departments, most notably Biology. Since the majors in CNR are considered professional majors, an examination of current and future job prospects for graduates of the different majors and minors in the College (e.g., Wildlife, Soils, Water, Forestry, Environmental Law Enforcement, etc.) is appropriate. The CNR should be commended for being actively engaged in enrollment management. Administrative Review Committee CHANCELLOR'S OFFICE Agree with Recommendation ASSISTANT CHANCELLOR FOR STUDENT DEVELOPMENT AND UNIVERSITY RELATIONS Agree with Recommendation We agree with questions regarding the comparability of these two functions. University Relations could be part of the Chancellor's Office. We question the number of full time directors and executive directors in this division. More use of academic year appointments would be prudent. ALUMNI OFFICE Agree with Recommendation DEVELOPMENT OFFICE Agree with Recommendation We question the GPR funding for the Development Office. We also ask whether Alumni Relations could be made an adjunct of the university through the Foundation. NEWS AND PUBLICATIONS Additional Recommendation We suggest that Graphics/Photography be moved to the Department of Art and Design, allowing more interaction between the academic program and the graphics/photography function on campus. Currently the Art and Design Department is asked to assist in graphics layouts. We believe that Graphics/Photography must maintain their service function to the university. Although we do not recommend that News & Publications be made part of an academic department, we do urge greater coordination with the Departments of Communications and English to assist in the preparation of newsletters, brochures, and press releases. MUSEUM OF NATURAL HISTORY Additional Recommendation We recommend that additional revenue sources be explored (viz., State Historical Society, the Department of Natural Resources, or the Division of Tourism) to support the museum's public service role. Additionally, some minimal charge, especially for groups, could be instituted in a manner similar to current practice in our Planetarium. ASSISTANT CHANCELLOR'S OFFICE/BUDGET OFFICE Agree with the Recommendation PERSONNEL SERVICES Additional Recommendation Can Personnel benefit from vendor supplied software to update personnel system. It may be possible to make a special agreement with the local firm Skyward Software that would give us a reducedprice. On several occasions this firm has expressed interest in working with the university. FINANCIAL OPERATIONS/PURCHASING Expenditure Caution We are aware of the settlement of at least one complaint against the university which had no factual support, was filed in an agency (EEOC) which the System attorney said did not have jurisdiction, and was made without consultation with those directly involved in the case and which resulted in a $3,000 loss to the university. We need to be concerned that such settlements do not encourage other suits creating an additional financial burden on the university. To expedite purchasing and reduce cost, some increased flexibility should be made for departmental purchasing. ADMINISTRATIVE INFORMATION SYSTEMS Agree with Recommendation CUSTODIAL SERVICES Additional Recommendation Some efficiency review is recommended. Individual accountability and responsibility should be a point of organization. It is recognized that although the staff has been reduced, some additional attention to the more efficient use of current staff is warranted. We assume that the fee now being charged to all non-university groups using the campus and which is earmarked for custodial services, will benefit this unit. We suggest that a small sum be added to event ticket prices to cover custodial services. BUILDING/MECHANICAL MAINTENANCE Additional Recommendation In some cases, chargebacks to units on campus exceeded the amounts charged by outside vendors for the same services. For example, Student Health Service indicated that the locksmith service on campus was more expensive than those of an outside locksmith. Other units on campus have expressed similar concerns. We suggest that further outsourcing be explored as a less costly alternative. GROUNDS MAINTENANCE Additional Recommendation We note that there are equal numbers of staff and students employed in this unit. We recommend that more of these positions be converted to student employment opportunities. CENTRAL HEATING PLANT Additional Recommendation for Closer Review The self-study indicates that coal has been especially hard on equipment and requires more personnel. We recommend that a cost study of a changeover to natural gas be conducted. DIRECTOR OF GENERAL SERVICES Agree with Recommendation We support the elimination of this middle management position and the consolidation of elements within this unit with other appropriate units. ENVIRONMENTAL HEALTH & SAFETY Agree with Recommendation UWSP MAIL SERVICES Disagree with Recommendation Although we recognize that outsourcing for additional mail services may produce savings, we are dubious about the cost effectiveness of such an option. Our current practice keeps personnel costs low and provides jobs for our students. Outsourcing would add on-campus supervision costs to that of the contractual cost. RECEIVING/CENTRAL STORES Agree with Recommendation PROTECTIVE SERVICES Disagree with Recommendation The recommendation that the Health Center screen student requests for transportation by Protective Services is questioned even if costs would be reduced. We fear that such a system may result in response delay that may be dangerous. Even if only one response is essential out of several, we believe that it is worth the extra costs to avoid delay for that one call. A better system may be improved information provided to students about when it is appropriate to call Protective Services. FACILITIES PLANNING Neutral as to the Planner's Role but concern over new Construction monitoring Concern was expressed in the report over the role of the planner in monitoring new construction and remodeling projects. Experience though has suggested that such supervision is important because the DOA has not performed the role sufficiently. Whether that role should go to the Planner or someone else needs to be determined, but the monitoring of contractors is important. PHYSICAL PLANT Agree with Recommendation VICE CHANCELLOR'S OFFICE Modification and Additional Recommendations We commend the Vice Chancellor for the reduction in clerical costs in his office. However, we are concerned with the gradual increase in the number of specialized assistant/associate vice chancellors. We are aware that the Registrar, who assisted temporarily part-time in the vice chancellor office, is to assume the direction of both Admissions and Registration and Records Office. Our recommendation is that he not continue in a position in the Vice Chancellor's office as well. We question the elevation of the position of Director of Extension and Outreach to the Assistance Vice Chancellor level. We see this position as being less central than that of an academic dean and support it at no higher level than that of dean. In a similar vein, although the position for multicultural affairs has been reduced to .50, it does not have to be an Associate Vice Chancellor. We recommend that it be titled at a lower level in the administrative hierarchy. This recommendation is in keeping with our earlier suggestion that Multicultural Affairs and related programs be made the responsibility of the Dean of Instructional Technology and Academic Support Programs. We, however, question the recommendation of the Administrative Review Committee that multicultural affairs and affirmative action be housed in a single unit. These functions are significantly different and could potentially come into conflict in the event of an affirmative action complaint by a minority person. Contrarily, since the primary function of the Vice Chancellor's Office is academic programs, the position of Associate Vice Chancellor for Programs, currently shared with the Chancellor, be restored to a full time position in the Vice Chancellor's Office. With our earlier recommendation that University Relations be made a function of the Chancellor's Office, the Chancellor would have sufficient assistance to function in his external role. The Institutional Research position should be retained as .50 with the possibility of adding the responsibility of faculty/staff development (including grant coordination) at .50, making this a full time position. (Institutional Research and Faculty Development). It is possible that a single person cannot be identified to perform both parts of the position in which case we recommend two individuals be selected, each with a .50 FTE appointment. As noted earlier, the Graduate Office would be eliminated in this reorganization with its grant role assigned to Institutional Research and Faculty Development position. NATIVE AMERICAN CENTER Agree with Recommendation Additional Recommendations We agree with the recommendation of the Administrative Review Committee concerning the reduction in funding, the desirability for PR funding, and the elimination of the .50 FTE Assistant Vice Chancellor. We recommend that a separate office of multicultural affairs be established under the Dean of Information Technology and Academic Support Programs. We further suggest exploring a shift to UW-Extension which now runs non-credit programs similar to those provided by the Native American Center for tribes (e.g., Certified Public Management Program). DEAN OF GRADUATE STUDIES Agree with Recommendation of the Academic Review Committee We support the Committee's recommendation that this position be eliminated and that responsibility for graduate programs be distributed to the college deans as has recently been done at UWEau Claire. The dean's allocation of assistantships could be handled by the Vice Chancellor as part of the normal budget process and grant coordination and faculty development could be handled by the expanded position of Institutional Research and Faculty/Staff Development in the Vice Chancellor's Office. INTERNATIONAL PROGRAMS Disagree with Recommendation The Administrative Committee Report suggested that the administration of the program does not require a faculty member with a Ph.D. Although this is true regarding day to day operations, two issues need to be considered prior to changing the requirements for this position. First, the academic context of the program requires faculty review. Often with courses delivered by faculty in the countries in which we have our programs, it is difficult or impossible for an adequate review to be made by the appropriate UWSP department. Therefore academic judgment is often relegated to the director of the program. With UWSP's problems in the past in this area, we want to ensure that a responsible faculty member be in charge of this review. This faculty appointment could be part-time or assigned to a dean. We need to examine our programs closely on a benefit-cost basis. Semester Abroad programs offer our students an excellent learning experience. Nonetheless, it seems reasonable to suggest that by reducing the number of programs would mean that we would have to assign fewer of our faculty to programs, make fewer visits to fewer counties in reviewing our programs, and hire fewer resident faculty. If we concentrate, we may also not have to accept as many non-UWSP students in our programs. These students continue to cause a large number of the problems faced by faculty abroad. CONTINUING EDUCATION AND OUTREACH Additional Recommendation With a closer review of this function in the biennial budget, some elimination of programs will have to be considered. Several of the programs, although important, are less central to our mission than the core on-campus responsibilities. Both the Governor's budget and the SAVE Commission recommended a reduction here. A complete review of these programs needs to be made. We recommend caution in allocating resources for distance learning. Although we may reap some benefits to our students, this is a very expensive enterprise. We further caution that each campus not duplicate expenditures in distance learning programming and equipment. The UW-Extension budget may house funds for these efforts system-wide. We emphasize the point that has been made by others that if we are to invest in distance learning technologies, money must be available as well for instructor development and materials support. SMALL BUSINESS DEVELOPMENT CENTER Additional Recommendation The SBDC is among the federal programs being considered for reduction or elimination. If federal money for our campus SBDC is eliminated and the state does not substitute state funds, we recommend that the university not continue this program. UNIVERSITY TELECOMMUNICATIONS Disagree with Recommendation We believe that the recommendation that they receive less GPR money while at the same time reducing their private sector work may be in conflict. Remunerated private sector contracts not only earn dollars for the program, but also provide valuable experience for Communications students. UNIVERSITY EXTENSION Agree with Recommendation - see Continuing Education & Outreach OXFORD FEDERAL CORRECTIONAL INSTITUTE PROGRAM Agree with Recommendation OFFICE OF MULTICULTURAL AFFAIRS Agree with the Recommendation - see recommendation under Vice Chancellor's Office Our campus has been committed to bringing minority students to campus, enhancing diversity on campus, and providing services to minority students. Some of these functions remain in the office of Multicultural Affairs while others are now performed by several other units, including Educational Support Programs, Native American Center, Upward Bound, and Admissions Office. Unfortunately, our budget constraint will not allow us to pursue all these activities with current vigor. Federal fund cuts further will restrict our options. We therefore need to carefully examine the number of personnel that we employ in several offices concerned with multicultural issues and consider budget reductions. Additionally, we need to assess the outcomes of these programs to determine their effectiveness. Those programs found to be less than effective, should be terminated. We remain committed to recruiting and retaining minority students, but must do this in the reality of budget limitations. FACULTY SENATE OFFICE Disagree with Recommendation We do not support the recommendation that the Secretary be made part of the Vice Chancellor's Office. Technically, the secretary's position is a budget line in the Vice Chancellor's Office, but is supervised by the Chair of the Faculty Senate. Since concern about continuity of supervision expressed in the Administrative Report has not been a problem up to this time, we do not believe than any change should be made. Most Faculty Senate Chairs have served two years, giving continuity of supervision. If the Senate agrees with the reforms to be submitted in the Fall, the Faculty Senate Chair will be officially made into a two year position. Additionally, in the second year, a chair-elect will be selected. These changes will ensure continuity. Chapter 36 requires some independence for faculty governance. An independent Faculty Senate Office satisfies Chapter 36 in both letter and spirit. DEAN - ACADEMIC SUPPORT PROGRAMS Disagree with Recommendation The Administrative Review Committee recommended eliminating this position in favor of a Campus Information Officer. Given that this dean's role is larger than information and that any savings would not be significant from this change, we do not recommend the substitution of a Campus Information Officer for the Dean of Academic Support Programs. UNIVERSITY LIBRARY Agree with Recommendation ARCHIVES Agree with Recommendation ACADEMIC COMPUTING/COMPUTER MAINTENANCE/NETWORK/TELEPHONE Agree with Recommendation CROFT TUTORING-LEARNING CENTER Disagree with Recommendation We do not support the recommendation that would require our students to achieve an A or B in freshman English. Such a requirement would create a multitude of problems involving conflicts with our repeat policy, consistency of standards for GDR requirements, time to degree, and the philosophy of our writing-across-the-curriculum program which presumably means that improvements in writing ability do not stop at the freshman level. We agree with the suggestion that subject matter tutoring revert to the departments. The Croft Center would focus on developing writing, reading, and study skills. There may be some advantage is having short group programs for students in these areas and less individual assistance. MINORITY TUTORING Agree with Recommendation DEAN'S OFFICE - LETTERS AND SCIENCE We do not support college reorganization. DEAN'S OFFICE - COLLEGE OF PROFESSIONAL STUDIES We do not support college reorganization. OFFICE OF FIELD EXPERIENCES (STUDENT TEACHING) Agree with the Recommendation DEAN'S OFFICE - COLLEGE OF FINE ARTS AND COMMUNICATIONS We do not support college reorganization. DEAN'S OFFICE - COLLEGE OF NATURAL RESOURCES We do not support college reorganization. Further recommendation: We recommend the examination of the administrative costs, including some consolidation of the administrative positions associated with Schmeeckle Reserve, Central Wisconsin Environmental Station, and Treehaven be consolidated. For each of the following we support the recommendation of the Administrative Review Committee and note the need to review the administrative structure of these programs for cost savings as noted under the Dean's Office-College of Natural Resources. COOPERATIVE FISHERY UNIT ENVIRONMENTAL TASK FORCE TREEHAVEN WILDLIFE REFUGE-BUENA VISTA MARSH CENTRAL WISCONSIN ENVIRONMENTAL STATION WISCONSIN CENTER FOR ENVIRONMENTAL EDUCATION SCHMEECKLE RESERVE ADDITIONAL RECOMMENDATIONS: COLLEGE REALIGNMENT The Administrative Committee Report presents several options for college realignment without endorsing any. At this juncture, our review suggests that the current college structure, minus the separate Graduate College, appears preferable. The combining of sciences with natural resources might well have a detrimental impact on both. The sciences at UWSP are liberal arts oriented and not heavily applied. Natural resources is an applied area as illustrated by its UWS classification in agriculture. Its courses in soils and water, for example, are applied sciences and as such do not fulfill our natural science GDRs. Further, the College of Natural Resources which has a national identity in their field would lose some visibility as departments within a larger college. No longer would they be "The" College of Natural Resources, a loss to UWSP. Similarly, the College of Fine Arts and Communications would lose national identity for their well-known programs. Students interested in these areas probably are more likely to apply to a school with a college devoted to their interest. The College of Professional Studies which has expended much effort to achieve its respected identity would lose in a reorganization. We feel that the savings from college realignment would be small as well as temporary as more assistant deans are added to manage the larger colleges. The small savings may be outweighed by the negative impacts on the programs. Additional Recommendations: We support most of these but question the following: We question the #6 recommendation for having the bursar collect all money. We believe this may be impractical. We question #10 recommendation. Students selecting an adviser should be able to have contact with their department during orientation. We do not believe that a small number of advisers in the dean's offices, especially those with multiple programs, can do this adequately. We support therefore the Academic Review Committee's recommendation for a reduction in the summer contract with chairs to a half time summer administrative appointment. We do not believe that combining departments is a good idea as stated at the beginning of this report. We do affirm the idea expressed in the Administrative Report that administrative and secretarial support can be reduced to save funds without actually combining the units. The savings would be achieved without doing harm to the disciplines. May 26, 1995