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

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 post- tenure 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 s preading 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 cost- saving measures, e.g. outsourcing, Six Sigma, administrative actions, etc.