University of Georgia Staff Council

January 15, 2004

Dr. Arnett C. Mace, Jr
Senior Vice President and Provost

Dr. Andy Brantley
Associate Vice President
Human Resources

Dear Drs. Mace and Brantley,

In light of the possibility of more budget cuts, President Adams has stated that layoffs may become a reality for the University of Georgia. As members of the UGA Staff Council’s Pay and Classification Committee, we strongly believe that such an action can be averted.

The attached document lists a number of alternative measures that the university can undertake to save jobs. We have collected these ideas from a variety of sources online and from UGA staff members. We have not sought to build a consensus among staff for one action over another but believe that it will take the implementation of several measures to meet the budget reductions required and preserve jobs. We strongly believe that if we all work together no UGA employee will have to suffer the loss of his or her job.

We also believe that this challenge presents the administration with an opportunity to demonstrate exemplary leadership – within the university community, Greater Athens/Clarke County, the university system, the State of Georgia, and colleges and universities across the country – in configuring or reconfiguring UGA’S operations so that no employee – faculty or classified – will be forced to leave the university.

At UGA, student enrollment has grown to capacity. As we upgrade and redesign decades-old operations and systems to support this growth, there are new roles that current employees can train for and fill. However, we also realize that there is an ongoing political struggle between the Board of Regents and the General Assembly over the budget. At the university, our people – faculty, staff and students – are our greatest asset. We hope that UGA will not sacrifice jobs or people to make a point.

UGA’s faculty and staff have already been impacted seriously by the budget cuts. Vacated positions go unfilled, benefits costs have risen, and services (parking, etc.) have increased in cost. For some staff members, because of minimal or no pay increases, this has meant a net loss in pay. Even so, based on the responses we have received, staff members are prepared to go even further to ensure that no individual employee loses his or her livelihood.

Layoffs would also have a negative impact on Athens/Clarke County and its economy in countless ways. The ripple effect could be devastating to the community and the prestige of Georgia’s flagship university.

Attached is a list of several categories of measures that may help UGA save enough money to bear the next budget cut while maintaining its current workforce. In addition, we have included a sampling of suggestions submitted by staff via the listserv.

The leadership of the Staff Council would like to meet with you in follow-up to learn, point-by-point, which of these measures would be viable. We also ask that staff be notified in a timely way of any decisions regarding layoffs. Open communication is the best way to allay fears and prevent the premature flight of valued faculty and staff.

Please call on the staff to support the administration in this challenge. One of the best ways we can think of to support UGA is by doing our jobs to the very best of our abilities. We are proud to be an integral part of this institution and hope to remain so.

Sincerely,

Pay and Classification Committee

• Barbara Galvond, Chair
• Robyn Ansley
• Lucy Brooks
• Danis Brooks
• Brad Brown
• Leslie Mason
• Paul Rose

Cc: Paul Totis, Staff Council President
Executive Committee
Statewide Staff Council Representative
Staff Council Committee Chairs

Suggestions for Avoiding Layoffs
Submitted by the Pay & Classification Committee
Of the University of Georgia Staff Council

At the outset, it is important to note that implementing some of the following changes would also mean changing long-standing UGA policies and procedures. Some might even require returning to the legislature to seek permanent or temporary amendments to our budget and operations. However, historically some changes have been implemented on a short-term basis to address pressing problems. We can think of no more pressing issue than the possibility that valued UGA employees will lose their jobs. So please give thoughtful consideration to any measure that may ultimately save jobs.

Pay/Raises/Leave

We recommend that the lowest paid employees ($20,000 or less) be exempted from any measures that would amount to pay cuts.

Defer all bonuses (one-time deferment) to be reinstated at next bonus period.

Defer scheduled raises for six months or a year (one-time deferment). Raises would then be added to employees’ base salaries/wages upon which to build subsequent raises or classification changes.

Base the pay of non-contracted employees on a 39 hour work week. Ask contracted faculty and classified staff to participate voluntarily.

Reduce or cut out all overtime.

Ask faculty and administrators who are earning in excess of $100,000 to remit either a percentage of their compensation or make a one-time donation to a pool for employees whose jobs are slated to be cut.

Allow faculty, staff and administrators who are financially secure to reduce (at least temporarily) their time to three-quarters or half-time.

Allow faculty, staff and administrators who are financially secure to take up to one month’s leave without pay (without loss of benefits).

Furlough employees one day per month or allow employees to donate one-day’s pay per month.

Require staff to use one day of leave per month (on a short-term basis) to save the expense of accumulated excess leave upon separation from the university. (Would be realized when employees electively leave the university.)

Budget/Operations

Enable departments to roll over remaining budget balances from one fiscal year to the next. In the past, the "spend it or lose it" policy has sometimes led to poor financial stewardship. The return of funds to divisions should not mean that departments or units do not ultimately need this funding in subsequent budgetary periods. Economy of spending should be rewarded, not penalized.

Allow greater use of purchase cards or direct online purchasing. This will save countless dollars in paperwork (generating purchase orders, etc.). Of course, all purchasing must follow state and BOR guidelines for bidding, etc.

Retirement

Allow earlier retirement. If it will save money for employees to be laid off, then the separation of any employee will save the university money. It would be far better for those nearing retirement, who are financially secure, to give up a few months’ salary to save the jobs of staff who are slated for layoffs. Offer incentives for early retirement, like a month or two of service time for which the employee would receive no salary but would be allowed to realize full retirement benefits without penalty.

Retirees collecting pensions who have come back to the university to work as consultants, full or part-time employees should be given the option to volunteer their time in the short term, cut their hours, or leave positions where necessary to save the jobs of employees whose sole income is from their jobs.

Travel

Fund only a percentage of approved discretionary travel, the rest to be paid by the faculty or staff member.

No funding for discretionary travel for a period of six months. Faculty and staff could pay for their own, seek scholarships or honoraria, or reimbursement could be deferred for a period of one year perhaps when budget reductions are restored. At that time, a portion of submitted travel expenses could be reimbursed according to available funding.

Resources

Survey departments to ascertain which campus offices and buildings are vacant on weekends and holidays. Cut power to these locations every weekend and holiday to realize long term savings on utility bills. In most locations, turn heat off or down. This would also be a demonstration of good stewardship of our natural resources.

Cut campus bus service from every 5 to 7 minutes to every 10 minutes (will cut gas expenses, etc.) Redeploy drivers to other unfilled jobs.

Athletic Department

Ask the Athletic Department to make a one-time donation to the general operating fund of the university to save jobs.

If it does not already, set up a regular stipend to be paid to the university based on revenues collected during the year at athletic events and activities.

The following ideas may offer long-term options for the future – more progressive ways to look at UGA’s workforce.

Redeployment/Job Sharing

Institute a university-wide policy of redeployment and job sharing. Set up a computer-based pool enabling departments and services to post their position/job needs as well as personnel who may be shared or redeployed to fill such needs.

Include a section where staff (who want to work part-time instead of full time) may post their positions and job duties (with the permission of the department) to be cross-referenced with other employees who want to work part-time. It may be possible to link these employees so that two staff members can fill one full time position.

Look at the entire classified staff as a workforce that may need to flex and shift to save money and jobs. The permanent establishment of such a system will enable the university to make the best use of its talent and provide flexibility and unity in workforce deployment. It will also greatly reduce the need for overtime as staff will be deployed to areas where the most support is needed.

Executive Share Program

Partner with corporations and other institutions to share upper echelon administrators on a half-time basis. UGA could negotiate to share salary and benefits with the other entity. What a wonderful opportunity this would offer to establish great public/private partnerships. These administrators would become ambassadors for the university and ultimately could garner external contributions and funding that UGA might not otherwise realize.