Academic & Fiscal
Effectiveness & Efficiency
Initiatives
Presentation to the Faculty Senate
President Nancy L. Zimpher
January 11, 2007
Step I: Reviewing
Decision-Making at UC
Faculty Senate Ad hoc Governance
Committee
Ad hoc Working Group on Improving
Decision-Making
Outcomes
•
•
•
•
Definition/Representativeness
Streamlining
New pathways
Corroboration
President’s Budget Advisory
Committee
Student Gov’t
•Performance-Based Budget Team
• Retirement Incentive Plan Team
•Tuition, Discount, Remission
•Capital Advisory Committee
•Others
Grad Stu Assn
FISCAL
COORDINATING
COMMITTEE
ACADEMIC
OPERATIONS
COMMITTEE
President’s
CABINET
Faculty Senate
•Strategic Enrollment Management
(SEM)
• Compliance Board
•Intellectual Property
•Others
Council of Deans
ACADEMIC
COORDINATING
COMMITTEE
EXECUTIVE COMMITTEE
ALL–UNIVERSITY GOVERNANCE COMMITTEES
Proposed Framework for Integrated University Policy
Decision-Making
PRESIDENT
BOARD
OF
TRUSTEES
Step II: Principles
of Academic & Fiscal Effectiveness & Efficiency
•Fiscal and academic planning must be
integrated.
•Planning must be responsible and realistic.
•Personal and institutional accountability
determines success.
•Planning must be university wide.
•Planning must flow into Decision-Making
Framework
Putting Us to the Test
•INITIATIVES TO INCREASE REVENUE
•INITIATIVES TO IMPROVE ACADEMIC
QUALITY
•INITIATIVES TO USE OUR LIMITED
HUMAN AND FISCAL RESOURCES
MORE EFFECTIVELY
Initiatives to Increase Revenue
Establish a tuition remission
policy more consistent with
our peers.
Initiatives to Increase Revenue
Adopt a creative, aggressive and
flexible tuition pricing policy
designed to enroll students
consistent with strategic
enrollment policies and that
reflects the university’s
economic reality.
Initiatives to Increase Revenue
Adopt a policy for awarding
scholarships consistent with
the tuition pricing and
enrollment policies and that
reflects the university’s
economic reality.
Initiatives to Increase Revenue
Adopt performance-based
budgeting across the university.
Initiatives to Increase Revenue
 Increase research awards.
Initiatives to Improve Academic Quality
 Using UC|21 academic priorities as
a guide, review array of degree
programs offered and outline
a new (and possibly
reduced) array to build an
academically stronger university
more in keeping with peer
and aspirant institutions and
consistent with our capacity.
Initiatives to Improve Academic Quality
 Adopt a process and timetable
to convert to semesters as the
unit by which we divide the
academic year to align it with
more prevalent models in Ohio
and U.S.
Initiatives to Improve Academic Quality
 Propose a comprehensive posttenure periodic review process
for consideration during
AAUP bargaining. Review and
strengthen existing protocols
for faculty annual performance
review.
Initiatives to Improve Academic Quality
 Review existing board-approved
workload policies. Update existing
policies and propose steps to enforce or
adopt a more equitable, efficient and
uniformly enforced workload policy on
a college-by-college basis.
Initiatives to Use Limited Human and Fiscal
Resources More Effectively
 Study the efficacy of spreading all
class offerings more evenly over
the course of an 8 a.m. to
9 p.m. day, six days per week, to
make more efficient use of
classrooms and to accommodate
needs of nontraditional students.
Initiatives to Use Limited Human and Fiscal
Resources More Effectively
 Establish position control at the
appropriate senior vice
presidential or vice
presidential level.
Initiatives to Use Limited Human and Fiscal
Resources More Effectively
 Reduce the number of
administrative personnel.
Initiatives to Use Limited Human and Fiscal
Resources More Effectively
 Consolidate Information
Technology Services across
campus.
Initiatives to Use Limited Human and Fiscal
Resources More Effectively
 Reduce the cost of employee
benefits.
Initiatives to Use Limited Human and Fiscal
Resources More Effectively
 Reduce overhead
support/subsidies for
Department of Athletics.
Initiatives to Use Limited Human and Fiscal
Resources More Effectively
 Reduce overhead
support/subsidies for
auxiliaries.
Initiatives to Use Limited Human and Fiscal
Resources More Effectively
 Reduce cost of utilities.
Initiatives to Use Limited Human and Fiscal
Resources More Effectively
 Examine academic and
governance relationship
between branch campuses and
Uptown campuses.
Initiatives to Use Limited Human and Fiscal
Resources More Effectively
 Consider and adopt other costsaving measures, e.g.
outsourcing, Six Sigma,
administrative actions, etc.