DATE_RECEIVED

COMMENTS

18-SEP-09

Increased transparency of provost decisions.

18-SEP-09

Stronger deans and chairs of dept

18-SEP-09

Providing funding to units that have experiences the greatest increases in student enrollments. Tuition dollars must start following the students.

18-SEP-09

I believe that Provost Hay should be removed of her duties. I strongly believe that her leadership has led to a transformation process that has wasted time, money, and that has decreased the morale of our faculty. I also strongly believe, as someone who has experienced her work, that she cannot be trusted with her word and that she is a poor leader.

18-SEP-09

An infusion of monetary support from the state would be much appreciated. Faculty salaries need attention; they have been neglected for too long. A continued effort should be made to have units that are governed in a bottom-up manner.

18-SEP-09

A clearly stated plan for moving forward. Not just global goals. Stated goals that are attainable and for which units and individual can plan for and execute

18-SEP-09

Encourage people teach more, worry less about their research, and keep the faculty out of fundraising and in the classes where they belong.

18-SEP-09

Find ways to become less dependent on state funding. Improved explanation to the public of the function of the university beyond educating undergraduates and why research improves undergrad education.

18-SEP-09

Be more forceful in making tough decisions and in eliminating programs not central to the University mission. Further enhance the current efforts on trying to position the University as a leader on sustainability and in hard sciences.

18-SEP-09

More financial transparency. Leadership that brings the community together to pursue common vision for the university. Fewer email messages from the president and provost and more actual convincing engagement with the faculty.

18-SEP-09

There is no one thing because several are interrelated. First, there needs to be an attitude adjustment on how to lead a university by the president and provost. There is limited communication and decisions and rationale (when provide) that don't seem to make sense for the longer term given the changes taking place in the outside world. It may be possible for those two to modify their behavior. But the provost needs to be told to change and fast or be removed and if the president is unable to do that then he should be removed. The problem is lack of adequate leadership in a time of major change - everything can be traced to that factor.

18-SEP-09

More communication. Even if difficult choices are being made, own up to it without sidestepping or hiding by using non-committal language.

18-SEP-09

Many true cost-saving measures would require more reorganization between colleges and not much of that really happened.

18-SEP-09

1. Increased participation of faculty as a whole in shared governance - more people need to participate in the formulation and implementation of policy

2. The president and the provost have to explain, if they can, in a believable way (that's the hard par, why their oversight of the Transformation process has brought us to the point where this poll has become necessary, as a result of the widespread perception of some very bad decisions on their part.

18-SEP-09

transparency, and if priorities are set they should be followed.

18-SEP-09

Greater respect of faculty by higher administration, and greater transparency in administrative decision making

18-SEP-09

The faculty needs real power -- not just forums or emails -- in making decisions about budgets and space on campus. We are in direct contact with students, not the administrators. The Provost, if not the President himself, should be fired.

18-SEP-09

All colleges and units understand the value county Cooperative Extension offices can provide for all outreach efforts of the University. More collaboration and less transformation. Instead of blanket percentage decreases in budget, truly audit each unit to see where cost savings can take place, no unit is more important than any other.

18-SEP-09

Eliminating duplicate positions and paperwork that occurs between the departments and university level. For example, the college looks over grant applications and makes changes in boxes to select, categories, and verbiage that are sometimes reversed with SPS. Improving the efficiency of faculty in getting grants and gifts to the university would help immensely. However, decreasing the amount spent at the administrative level would help the most. I see most of the cuts in spending being taken by departments -- directly or indirectly through attrition.

18-SEP-09

Deans in several colleges need to more clearly communicate the current financial situation to their faculty and lead them in responding actively to increase efficiencies and productivity. Much of the current unrest resulted from the refusal of some deans to accept and engage in needed changes and restructuring. Faculty need to seek facts and engage in productive ways to increase efficiencies and productivity and to increase external funding for UA. They need to apply the same rigor to thinking and research in this area as we expect students to apply to their research and learning. Too often we engage in knee-jerk reactions and finger-pointing without truly understanding the dire financial situation and the need for new approaches. As faculty we need to take responsibility for engaging in processes and opportunities that are available for providing feedback and suggestions rather than ig

18-SEP-09

Many things--but I think we need an exceptional show of solidarity right now regarding the elimination of domestic partner and dependent benefits. I hate the idea that groups of my colleagues are being pushed to the status of second-class citizens. This is not of Shelton's doing, but the faculty need to make sure the university responds in a powerful and effective way.

18-SEP-09

More money, of course. Failing that, I believe we need to continue to seek efficiencies in the educational part of our charge - creative ways to educate at lower cost.

18-SEP-09

Remove the Dean of Students

Reduce the gap between administrative salaries and faculty salaries.

Replace the Provost

18-SEP-09

The citizens of Arizona need to decide that education -- at all levels -- is more important to the future of the state and its citizens than are below-average taxes. When this happens, the rest of the problems, including UA's, will be manageable.

18-SEP-09

President Shelton should immediately replace Provost Hay with Joaquin Ruiz (Executive Dean of CLAS).

In the future, Shelton should work with faculty to articulate a vision for the University that is independent of economic considerations; then and only then would "transparency" have real meaning.

The discussion of academic values should not, as he stated, be left to the units to hammer out under extreme financial pressure

18-SEP-09

Unfortunately, a winning football team is likely to improve our lot better than one of the faculty winning a Nobel prize. We need to do a better job of showing what we do in a state hat does not value education but likes NCAA sports franchises.

18-SEP-09

Meredith Hay should step down immediately. She is not helpful. Shelton should mitigate his stance regarding the primacy of the Sciences.

18-SEP-09

Hay is simply not a qualified person as Provost. President is also responsible for her conducts. Immediate removal of Hay is critical to minimze the damage.

18-SEP-09

The provost must go. Start honest communication with the faculty, staff and students.

18-SEP-09

Remove obvious conflicts of interest, such as the Dean of the College of Arts and Letters being the same person as the Dean of the College of Science, within CLAS.

Be much more transparent. For example, it is still confusing to me how the changes made thus far in transformation actually improve the University at all, either in terms of spending or in terms of doing the things the University is doing.

18-SEP-09

I believe the Provost has generated so much ill will and distrust that she is hurting the President's ability to lead; she has also alienated a majority of faculty and non-central administration. I cannot see how U A can move forward with such a divisive and disrespected person making and remaking so many of the decisions.

18-SEP-09

Get rid of the Provost. In 30+ years at the University this if the first administration that you can not have a civil discussion with.

18-SEP-09

Raise tuition to compensate fully for the underfunding of the UA by the state of Arizona

18-SEP-09

More support for exceptional programs on campus, including small ones, even if it means losing some programs.

18-SEP-09

Under George Davis and President Likens, deans and department heads made most of the important decisions affecting faculty, students, and curriculum. More recently, Pres. Shelton and Provost Hay have centralized increasing amounts of decision making and resource allocation, and "consultation" with faculty has come to mean faculty senate and SPBAC. The old system--George Davis's running of the university as a collection of departments--was more democratic and consultative, and decisions were made by the people who knew the most. I miss it.

18-SEP-09

The university would benefit from a firm set of transparent standards in hiring and firing (tenure decisions) of faculty. Too many hires are made by special units or are cobbled together from initiatives based on the narrow interests of those with the loudest voices. Many of the best faculty on campus remain uninvolved in these decisions because of the perception that this is a very political process. My sense is that Hay has lost the confidence of the faculty and should be fired. Shelton would do well to request one-on-one meetings with a few senior faculty in each department. We are rapidly losing many of our best faculty and sliding towards mediocrity.

18-SEP-09

Reducing the numbers of administrative positions.

18-SEP-09

More money -- Increased research revenue and donor revenue. More from the state would be nice, but I do not see that happening.)

18-SEP-09

Appointment of an independent Dean of Arts, Letters, and Sciences with the mission of strengthening all parts of CLAS. Abandonment of the separate-and-unequal policy of differential budget cuts.

18-SEP-09

The Transformation Process is inherently flawed and should be discontinued immediately.

Align incentives for academic units/departments in a manner that equitably rewards high performance (measured benefits to stakeholders vs. incurred costs) in teaching, research, and outreach, and let them figure out how to survive!

The recent state decision to limit employee benefits should be reversed.

18-SEP-09

We can't continue to operate the University without operating funds (sounds obvious, huh?). We either truly eliminate programs (and their attendant faculty salaries), or we need to raise money... and I don't mean write more research proposals; indirect costs aren't going to save us.

18-SEP-09

dismiss most administrators in central administration and in the colleges; delegate powers to departments. Unionize all faculty. Allow faculty access to university-wide listservs. Communication now flows only one way--this is fascist.

18-SEP-09

1. The Provost should resign immediately.

2. Ideally, the President should also resign.

3. ABOR should seriously--and immediately--address the failure of the "Corporate" model for running a University and seek leadership from faculty who are committed to alternative and workable models.

18-SEP-09

A true campus-wide effort that is lead by a competent, far-thinking provost willing and able to work with/cajole ALL deans to re-engineer the university system.

18-SEP-09

transparency of the leadership and a clear plan for the future of the UA

18-SEP-09

Move academic and curricular aims to the front of the discussion instead of far behind budget.

When budget is a topic, provide honest data and a concrete plan for building resources.

Provide clear data on current budget allocations; transformation plans cannot move forward until the divisions know what resources they can count on.

18-SEP-09

?????

18-SEP-09

improved research support (especially staff support and rapid turn-around), since the pressure has increased to generate more funds and extramural funding is carrying such a large part of the budget burden. the challenges of trying to submit proposals is a major disincentive.

18-SEP-09

More time for research and teaching by reducing bureaucracy, bean counting, unnecessary meetings, administrative spam.

Focus on true quality of research and teaching rather setting university-wide evaluation and assessment measures that cannot be fair and valid across the board.

How can a faculty who is working on an art installation or writing poetry be compared to the work of astronomers or biomedical researchers?

Less fearful firing and hiring, emphasis on firing. Tenure should not be equal to absolute job safety and we should have mechanisms of firing or re-assigning people who are not performing.

18-SEP-09

We need a provost who understands what a university is.

18-SEP-09

Central administration (President and Provost especially) need to have short-, medium-, and long-range visions for the University that they communicate clearly and often to the entire University community. This vision needs to be achievable (even if it requires risk and sacrifice), creative, optimistic (even while being realistic), and exciting. Most of us are willing to endure hardship if we know we're doing it for good reasons and if everyone is being asked to shoulder the burdens equitably. Attending this vision there needs to be excellent (not autocratic, bullying, and/or invisible) leadership at all levels of the University, and this leadership needs to be directly keyed to the much promoted vision called for above.

18-SEP-09

Level out the budget cuts across the disciplines. I am a native Tucsonan and a longtime employee and I disagree with the thinking of SPBAC because the primary function of this University is to educate students (with a land grant mission directive) and you can't do that if you don't have a well-rounded curriculum. Science should be supported, but so should history, philosophy, music, art and all the other areas that do not fall within the sciences. This is still a public institution and should ramain so!

18-SEP-09

Firing of Meredith Hay

18-SEP-09

The university should reorganize such that its teaching and research businesses can sustain themselves without one subsidizing the other. The university has to finally acknowledge that these are two separate activities that require different skills and cost structures. Since the teaching business is a public mandate and can be easily self-sustaining, the university needs to decide which pieces of its research business can be self-sustaining and scrap the rest.

18-SEP-09

Balance budget while not making long-term commitments that usually result is more staff and service cuts.

18-SEP-09

More grass roots contact of legislators with faculty and the great initiatives they undertake and more communication on their impact on students.

18-SEP-09

Everyone is going to say, "Fire administrators and their staffs," but that's not the answer. Administrators and staff are needed to handle the volume of regulatory requests and paperwork imposed by ABOR and the state legislature. The one most effective change would be for deans to communicate more fully and frequently with heads and departments. Faculty will accept even the worst news better if it's imparted directly by a sympathetic dean.

18-SEP-09

The faculty morale is very low on campus, to the extent that those faculty who can leave will, as soon as the opportunity arises. The administration has not made faculty feel they are truly valued outside of the limited perspective of how much research dollars they can bring to campus.

18-SEP-09

New faculty leadership that is not cowed by the administration or tied to previous administrations

18-SEP-09

remove faculty who have poor teaching and research records use differential cuts combine small depts and degree programs

18-SEP-09

(1) Greater consultation with the faculty; (2) More honesty and transparency in decision making processes, (3) Different individuals in leadership positions, esp. with more experience and respect for faculty, department heads, and deans

18-SEP-09

That the state government would act more responsibly with respect to education - at all level.

18-SEP-09

Increasing Tuition and downsizing departments/schools that are weak.

18-SEP-09 The Provost should be removed immediately.

Budget decisions should be made in conjunction with priorities in the Strategic Plan, SPBAC criteria and public statements made by the President.

Genuine faculty consultation must take place on major budget reallocations such as those announced recently. The public should be fully informed about the real criteria used to make budget decisions with such profound effects on the University.

18-SEP-09

Reduce administrative red-tape and overhead; reduce administration. Reward productive faculty who have seen years of salary compression and across the board "merit" increases. Slow-down or eliminate all new building initiatives. Institute a lab leasing program so that these million dollar labs start recouping the capital and other costs they cost us. Eliminate the anachronistic tenure / retention system. It is antithetical of the modern reality, which requires far simpler ways to evaluate, retain, and reward productive faculty. Our University will be healthier, on the cutting edge, and far more productive than anyone can imagine. Lastly, institute unit by unit differential cuts. Having high level decisions percolate down and translate into across the board reductions is getting ridiculous and is unsustainable. Time to get tough. Certain aspects of our mission must shrink. This state is i

18-SEP-09

RESTORE THE COLLEGE OF FINE ARTS AS AN INDEPENDENT COLLEGE, as it has been for many, many years.

TAKE A VOTE OF NO CONFIDENCE ON THE PROVOST AND PRESIDENT.

18-SEP-09

Increase transparency and reduce the climate of fear that under this administration now pervades the campus so that students, staff, faculty and heads are all afraid to speak out or challenge decisions being made. Stop pretending the transformation is a collaborative process and actually put in place real measures that respect the knowledge and experience of the many people who make this university work.

18-SEP-09

Trim the top administration of the university -- there are too many high paid VPs and executives in the University -- combine the job descriptions and trim these positions so that we are not top heavy.

18-SEP-09

1. Real open dialogue with the faculty, staff and students, especially graduate students, that would lead to an incorporation of faculty concerns, as well as those of the other groups.

2. Commitment by the higher administration to actually incorporate these concerns into final decisions.

3. More transparency about how decisions are made and who is really involved.

18-SEP-09

More transparency is essential.

18-SEP-09

The most pressing issue and the most worrisome concern is the morale among faculty and staff. I can't tell you how, but you need to give people hope that there will be better days ahead.

18-SEP-09

Retain faculty by providing good incentive, including market equitable salary. Protect faculty salary.

18-SEP-09

Get rid of the Provost!

18-SEP-09

Better coherent planning of changes would eliminate redundancies. An open evaluation and dissemination of what every department is doing would show stars and underperforming areas, which would justify differential budget cuts. The SPBAC list was never shared and only some people have seen the quantified data.

18-SEP-09

Remove the provost immediately. Start a search for a new President as well.

18-SEP-09

Getting rid of the Provost, first, the President, second, and of Wanda Howell, third.

18-SEP-09

If funds are to be distributed according to the principle of the amount of money generated, then it is important to consider the amount of money that a department "brings in" by tuition dollars not simply the number of outside grants. The Provost's criteria appears to be arbitrary and not based on a commitment to preserving excellence at the University.

18-SEP-09

Quit the bias toward hard sciences and return to a broader support of all areas of the university's curriculum as is fitting for a land grant institution charged with higher education (not just science education)

18-SEP-09

REMOVE the Provost. She has has been divisive and destructive. She doesn't even talk to her underlings.

Include faculty and faculty leadership in ALL major decisions at the earliest stages possible. We all know funding is bad, but faculty are more than willing to share in the decisions.

Provost must mingle with the "common people," i.e. the faculty, instead of hiding in her office all the time.

18-SEP-09

Appreciation Days for Faculty;

President hosting colloquia (and attending them) in different disciplines

18-SEP-09

New leadership. A commitment to liberal arts, humanities, social sciences, and not just the sciences.

Less marketing spin and more reality in emails from administration.

Listen to deans, directors and dept heads. Don't just pretend to listen and then do what you planned on doing all along.

Quit creating infighting on campus and be more effective at fighting on the state level.

18-SEP-09

Improved salaries for faculty despite the budgetary challenges, especially for faculty in non-teaching units whose contributions to research, public service, and teaching are substantial.

18-SEP-09

Replace the provost immediately, and hold the president much more accountable for the miserable decline of the university. He has basically failed in every respect to secure our budget. Of course, the political climate is brutal, but then why do we then need him if he cannot protect us, and why would he make so much more money than all of us for what service? All the central institutions of higher education have become subject to cut backs and total cuts, so this 'doctor' is not healing the patient, but cutting out the heart. Thank you very much.

18-SEP-09

The Administration should remember that the UA is a land-grant institution with the responsibility to encourage quality teaching, research and public service. News reports suggest that the only real interest is research.

18-SEP-09

Universities, and education in general, need dependable financial support from their states. That has gone away the last couple years in Arizona, and the UA is suffering.

I was just at UTEP giving a seminar. Texas universities are not in such dire straits as the UA. Let's see how Texas has been able to avoid undermining their universities even in difficult economic times.

18-SEP-09

Shrinking the size of administration and cutting administrators' salaries

18-SEP-09

More faculty involvement in decision-making about such matters as the allocation of tuition dollars, library policies, general education courses, class size, etc. At present most of us don't even know what matters are being decided on, and decisions come to us as a shock.

18-SEP-09

We need to do some differential cuts at the Dept. level. It is crazy to think that we can sustain 350+ programs, and some have to go.

Many functions that have been centralized are cumbersome and too expensive. Departments need more autonomy.

The status quo has produced many of the problems we now have, and its time for these people to step aside and let the President, Provost and the people in the Departments who do the work to get the job done.

18-SEP-09

Remove the provost. She is a snake!

18-SEP-09

reduce administration

18-SEP-09

Changing the nature of faculty input into the process and engagement in decision-making. Faculty are not made of aware of what decisions are being made and what factors are being considered.

18-SEP-09

I think it is most important that faculty and staff have input into matters that they know about. They are the front line. They quite often know a great deal about the various problems and may want to offer suggestions on how problems can be resolved.

18-SEP-09

Get a new provost

18-SEP-09

1. Replacement of Provost - she has lost legitimacy.

2. Stronger role of faculty senate in articulating more than an advisory role in shared governance - review of legislation and MOUs with specific goal of greater influence in administrative decision-making.

3. Faculty leadership to reject budget cuts that are based on academic prejudice

s (e.g., science-based unit affiliation) rather than on metrics of unit-level economic or academic performance (or some other clear metric).

18-SEP-09

Replace the President and the Provost.

Replace the College of Engineering Dean and Department Heads.

Selection of replacements should involve substantial Faculty Governance participation.

18-SEP-09

The lack of collegiality has betrayed the spirit of the academic community.

The emphasis of acquiring external funding has overrun the dedication to education in a broad liberal sense of great tradition.

Management style of the GM and Wall Street will kill the university as it did to those institutions.

18-SEP-09

Across the board raises for faculty. The raises given out are for retention, which means a very small subset of faculty get the lion's share. People who've worked here for 20 years, and are loyal to the UA, Tucson, and the State of Arizona are being penalized by year after year of little or no increase in pay.

18-SEP-09

Stop the lay-offs of the low-paid employees while nominating more vice-presidents, provosts, etc. Stop removing people who have a history with the university and may know what they are doing.

Right now, we are undergoing change for the sake of change; there is no purpose, no goal, except making the university more like Unilever, etc.

Respect the fact that universities (=universum) started out as "corporations" of faculties, and respect the faculty

18-SEP-09

Get rid of Provost Hay.

18-SEP-09

To re-establish trust...to be student-centered...to nurture collaborative teaching and learning.

18-SEP-09

The undergraduate educational mission needs to play a more central role in the University's allocation of resources. The tradition of faculty governance should continue, with the top administration heeding the voice of the faculty on decisions that impact the educational mission.

18-SEP-09

I wish I knew. In the questions that come, there are many references to the central administration. I realize that President Shelton is responsible for Provost Hay, but I think there are big differences between the two of them in style and antaqgonism with the faculty. I also have great sympathy for the times they are working through in this state. I sometimes wish we had a bolder, clearer plan, but it may be to get one would take more totalitarianism that we are already complaining about from the Provost.

18-SEP-09

Different administration, different Provost.

18-SEP-09

Treat faculty with more respect; and involve faculty in bottom-up transformation approaches.

18-SEP-09

Better communication with the faculty, listen to faculty concerns. Remove UA structural/bureaucratic obstacles to faculty bringing in more extra mural funds. Cultivate more community/legislative support for UA. Be smarter about "selling" UA as a key Arizona institution.

18-SEP-09

Drop many non-core administrative "oversite" personnel who keep adding redundant duties onto faculty. multiple animal care and Use inspections and redundant paperwork, auto insurance checks, repetitive training for driving, redundant admin in CALS rechecking proposals already approved by sponsored projects, checking PAW on new time reporting.

Removing provost would be next most useful act.

18-SEP-09

Competitive salaries on par with our peers. For the time that we put in, and the increasing expectations on us, annual raises should be the norm.

18-SEP-09

With the loss of state funding, critical positions are going unfilled or altogether lost. The ability to address critical program opportunities is degrading. To retain our ability to address critical clientele needs in a timely manner, alternative forms of funding new hires need to be identified.

18-SEP-09

Stop butchering programs by cutting them without any real justification! Stop threatening faculty in administrative positions and faculty in committees trying to do their job! As a committee member I was threatened by the graduate school dean because I refused to vote in favor of a proposal. This is outrageous. Without faculty, there won't a university anymore!

19-SEP-09

If it were possible, the significant change would be an administration thoughtful enough to propose plans only when they were thought through. Too many apparent ideas and plans are promulgated, and then disappear or die. This has corroded trust and confidence almost to the point of no return.

19-SEP-09

Strengthen our academically highly-ranking units, to protect our status as a Research I university and to prevent good faculty leaving; stop giving resources to academically weak units for dubious immediate financial advantage. The core we protect at this time *must* be the academically strong part of the university, or we will survive only as a community college.

19-SEP-09

Achievement of long-term stability

19-SEP-09

The administration should articulate a long-term plan, open it up to discussion, and then implement it consistently. The existing state of things- with vague statements of goals and tactical responses that change on a daily basis-- undermines both institutional effectiveness and faculty and student morale.

19-SEP-09

Enhanced shared governance to discus the process of decreased state funding. Cease the strong handed approach such as sweeping of funds and intimidation.

19-SEP-09

1. Get rid of Hay first and then Shelton.

2. Make budgets and decisions regarding entire academic units transparent.

3. Get rid of all voting non-faculty in Faculty Senate.

19-SEP-09

More faculty governance, stronger support for arts and humanities, stronger role for student leadership, less top-down decision-making and more collaborative problem solving.

19-SEP-09

Replacing the current administration with one that has some understanding of fields outside the sciences and medicine.

19-SEP-09

The legislative has little or no understanding of the day to day life of the University. We should change that but having them see the campus talk to professors and students - ask us how we are doing and have us ask them what is on their mind.

19-SEP-09

I too was a proponent of the differential cut, but the way it was done by the colleges was not effective. It sent a wrong message to too many people that they are not core to the mission. Thus, a large number of people who are affected have fundamentally lost hope and trust. Losing money is one thing, but losing hope is another. They are losing "everything." People are not inspired to do their work. Too much transactional costs and distraction are caused for people to do good work. Open communication that involves decision-makers, including the deans and the department heads. Communication isn't just about "sending more email messages or having more meetings." It is about the connection. Trust toward the Provost and the President need to be rebuilt. Trust is easy to be broken but very hard to build. Therefore, effectiveness of the current leadership remains questionable.

19-SEP-09

Remove the provost, Meredith Hay, from her duties.

19-SEP-09

Change the administration and those who interact with state legislators. I would feel a lot different if I saw vision and did not see us, who are not being paid competitive salaries, have to get nailed what are administrative mistakes.

19-SEP-09

More participatory forums at various locations on campus and at varying times/dates to accommodate different schedules, with better dialog with administration, would help UA employees, both faculty and staff, to feel they had an active part in the decision-making process.

19-SEP-09

Reduce vastly the number of high paid administrators in the upper administration campus wide. Vice President is a title that should be restricted to the very few that are actually doing a job at this level and of this caliber. The present situation insults the faculty and gives the public every reason to suspect the university is not using tax payers dollars prudently.

Standardize the Annual Review and P&T criteria into an interconnected evaluatory tool.

19-SEP-09

The differential cuts have truly hurt morale on this campus -- especially among departments taking a 7% cut. I can almost understand science getting a smaller cut (almost). But the Eller College? On what basis? Most of their programs are not that highly ranked. It's simply absurd and it signals to the rest of us that the administration does not consider our departments core to the mission of the university -- even programs with outstanding national reputations.

19-SEP-09

The U is doing too much and programs must be eliminated. I believe the U should invest in strong programs and eliminate programs not strong or central to the mission as a research focused land grant U.

19-SEP-09

Removing the current administration including the president and provost.

19-SEP-09

The President should dismiss the current Provost, whose high-handed manner has alienated deans and faculty to the point where she cannot be effective. Faculty confidence in its leadership, in particular Ms. Hay, has been irrevocably lost.

19-SEP-09

More money and greater respect for higher education from the Legislature, but of course these are the least likely changes to happen.

19-SEP-09

Preserving integrity of ALL units within SBS and COH structure(CLAS).

19-SEP-09

Stabilization of the budget to permit meaningful planning for the future form of the University. It appears to me that the ground rules shift frequently and planning is superseded by reacting.

19-SEP-09

I can only speak for the College of Medicine. In my opinion over the last four years the College has been allowed to fall into administrative disarray by virtue of the appointment of an inept Dean Joyner and the failure of the central administration to corrective actions. Now we have a dean with fewer publications than a begining assistant professor. How is he to know how to return the College to its former strengths and promise?

19-SEP-09

Recognizing that we can't do everything that we have been doing, and "right-sizing" departments to match their quality, centrality to UA mission, and productivity in teaching and research.

19-SEP-09

Stop the destruction of Social and Behavioral Sciences and the College of Humanities with real and threatened furloughs, pay cuts and firings. Science without ethics is more terrifying than anything.

19-SEP-09

Money to support programs. Inter-departmental cooperation instead of conflict and power grabbing.

19-SEP-09

Mobilize students, parents, alumni to convince the legislature that higher education matters and is worth supporting. Demonstrate the devastating effects that two decades of cuts have wrought.

19-SEP-09

Reinstating adjunct and graduate student funding to pre-cut level or better; paying for it through reductions in groundskeeping, administrative salaries and university-wide furloughs if necessary, and outreach budgets. This would directly improve both the numbers of undergraduate seats that can be offered, and the quality and attention that everyone can pay to their teaching. Graduate student t.a.s and adjunct faculty are some of the best labor-market values to be had anywhere; they do highly technical and skilled work for very little money, and they represent one of the most cost-effective ways to maintain high enrollment numbers without decreasing quality of eductation offerings available.

19-SEP-09

Fire Meredith Hay & Robert Shelton

Develop/hire proactive central leadership

Cut pay/fire unproductive faculty

Retain top faculty

19-SEP-09

Cut out incessant focus on peer and other reviews when the rewards for the vast majority of faculty are paltry or non-existent. Focus on community and how we are all special to the educational/academic goals of the institution.

19-SEP-09

Save money by reducing the length of semesters. Many universities have 13 week semesters, so this isn't an outlandish notion. Close down the university for an additional 10 days over Christmas break, or start the semester after Labor Day. Use some of that money to hire back adjuncts & TAs.

19-SEP-09

Reduce the number of administrators in central admin (starting with replacing the top two) and recommit to quality undergraduate education. Find a Provost who cares more--and wants to learn more--about the institution than her career path. Recognize the commitment of longterm, loyal faculty and staff who have stayed with the University despite years of mismanagement because they believe in the essential mission.

19-SEP-09

Change of the higher administration would improve morale and bring back faculty governance. The Provost has appointed her yes men, often totally unqualified ones, in key positions as Deans, etc. Lack of leadership has trickled down to unit/department level.

19-SEP-09

get rid of Shelton and Hay and the current Dean of Engineering, Jeff Goldberg. It is unbelievable that a major college such as Engineering can be lead by someone who is not even at a Full professor rank and who never won a single research grant during his tenure at UofA. This is a result of lack of vision and leadership from above. He was chosen by Hay and Shelton.

19-SEP-09

Board of Regents NEED to send initiative to voters of Arizona with language for approval to raise revenue to protect at least 50% of University budget. This way, a good portion of the UA and other University budgets are not under the control of the state lawmakers in the general budget.

19-SEP-09

Get rid of Shelton and Hay and stop favoring some disciplines over others when making budget cuts.

19-SEP-09

There should be more opportunities for faculty involvement in the decision making process as budget cuts are applied to the university. There should NOT be differential cuts. This defeats the mission of the University to provide a world-class education to the citizens of Arizona -- not to mention that it causes low morale and anger among faculty and staff.

19-SEP-09

Elimination of CLAS and return to four college system. CLAS has been a massive waste of time and resources and it's STILL wasting time and resources and causing considerable confusion. Having the Dean of CoS also be the Dean of CLAS is the most significant conflict of interest I've ever seen institutionalized into a university bureaucracy.

An established and transparent procedure for distributing differential budget cuts, which emphasizes faculty priorities (excellent academic programs); If the already announced cuts are set in stone, then we ABSOLUTELY need college Deans to be pressured in every way possible to be more transparent in how THEY allocate these cuts within colleges. My Dean has not communicated anything to me about how this is happening.

A faculty body designed to develop explicit and quantitative measures of academic excellence -- I do understand the complexity, but I th

19-SEP-09

Put finances on a firm foundation to stabilize units and allow the focus to be put back moving ahead.

19-SEP-09

The Provost should be fired. In my more than thirty years as a professor I have served under numerous provosts who led their institutions through challenging times. Our current Provost has proven herself to be incompetent.

19-SEP-09

Get rid of this ineffectual president and rude and acerbic provost who has ruined the collegial atmosphere of this campus and wasted vast amounts of good will, not to mention money.

19-SEP-09

Let the Humanities be recognized for the number of students taught in our sections; let the humanities be recognized for it part in developing the hearts and souls, as well as the minds, of our undergrads.

19-SEP-09

I haven't had a raise in 5 years and I have increased my teaching load. Need I say more

19-SEP-09

Transparency and appropriateness in the allocation of tuition to reward colleges in proportion to the numbers of students they teach should be the highest priority. Our obligation to the regents is to respect student choices and be responsive primarily to their needs as expressed through enrollment since the university's primary mission is education. Educated citizens make major transformative contributions to the economy and society and it is misguided to pretend some majors make a greater contribution than others despite abundant evidence to the contrary.

19-SEP-09

Figure out our core mission and support that.

19-SEP-09

Make differential cuts based on quality of departments (judged primarily by rankings, with some leeway), not based on grant-getting ability. Preserving those who are in grant-funded fields, even if the department is low quality, will result in a low-quality university, not even a mediocre one. Unless those departments are brining in more ICR than their total state budget, their grants are not a justification for keeping them over high-quality departments in fields that don't have much access to grants. Those departments contribute to the overall success and mission of the university, even though they can't bring in as much ICR.

19-SEP-09

Better Departmental communications

Reduce Administrative positions too top heavy.

19-SEP-09

Motivating faculty in various units to adopt more rigrous standards for students who are here to educate themselves.

19-SEP-09

TO support programs evaluated to be of high quality and high potential - a decision that can be made only through judicious peer review. To distribute existing funds to grow the revenues and operations of the university. To specify performance standards and incentives so as to enable realistic review of faculty and support of productive faculty, with support being proportionally withdrawn from nonproductive faculty.

19-SEP-09

1. Eliminate Provost Hay

2. Eliminate Wanda Howell and have the faculty senate become fully responsible for communicating all that is going on to the faculty BEFORE any changes take place. The faculty senate is our voice and as such it must ask us what we want.

3. Take more polls such as this one (thanks!) in order to make clear to the administration what the faculty wants/agrees with/disagrees with BEFORE any changes take place.

19-SEP-09

It would be helpful to know/understand how the differentiated cuts are saving money, i.e., how much money, numbers of faculty/staff cut, students affected and cost per student.

There are rumors floating around about what was done, to whom, etc. I've heard administrators say this or that rumor isn't true, but how do we really know? Where can we look to get "just the facts"?

19-SEP-09

Removing the current leadership -- as a minimum the president and provost.

More visibility at this time is pointless -- the poor quality of their leadership, their questionable values, and their poor judgment have already been vividly illustrated. They are no longer effective in their roles, and I know no faculty member who supports them.

19-SEP-09

Raising out of state tuition to supplement the budget short fall. We are far too much of a bargain for out of state students and they comprise fart too much of our enrollment to not do this.

In addition, I think the restructuring has caused undue panic and stress for a number of people, threatening the quality of the work that we do. The provost spent diversity hire money on Spring curriculum, quite irresponsibility. This move makes me think the university admin does think about long term consequences of decision making

19-SEP-09

1. Shorten the semesters. Everyone wins, including the students, and costs go down.

2. Let units charge and retain their own registration fees.

19-SEP-09

Transparency and inspired leadership are what we need right now. Tell us explicitly how you imagine the UA should change or evolve. Then provide some inspired leadership detailing how we can get there and the benefits of buying into your vision.

19-SEP-09

A better articulated vision and strategy for the University's role is essential. To be meaningful, tactical responses to changing circumstances (such as the ongoing budget crisis) and longer-term (strategic) decisions should be formulated in a manner that explicitly reflects these. It hasn't been effective in the past, and the lack of clarity over the last year has been particularly frustrating.

19-SEP-09

"Differential cuts" strike me as the administration's way of playing favorites. They pit one part of the faculty against another. The administration said the "differential cuts" were required to protect the "world-class" programs; but that's a "sin of omission." It implies that the programs they're cutting are second-rate when ample statistics can show otherwise.

19-SEP-09

Cutting departments/programs that are small and unproductive or of low quality, and putting extra resources into programs that attract large numbers of students and are productive.

19-SEP-09

To improve morale, the administration needs to re-establish commitment to our identity as a university, and not imply that we are actually a technical institute, and that SBS, Humanities, Fine Arts, and Education are second class and less important to our mission than are other schools. They can talk all they want, but if the differential cuts hold, that is the implication. Actions speak louder than words.

19-SEP-09

Removal of the current leadership--Shelton and Hay, as well as Burd and Vito. Restore the checks and balances we have in place to prevent this autocracy from continuing. Allow the colleges to make the critical decisons regarding budget cuts

.

19-SEP-09

The U needs to respect the importance of the Humanities, and to stop putting up news buildings and paying absurd salaries to adminstrators and coaches!

19-SEP-09

Transparency!!!!!!

The faculty needs to know the issues, the options identified to date, have information on other universities which have adopted such options (and what happened), have an opportunity to respond and offer other suggestions in an open web based forum. The administration needs to present a case for the option they are leaning toward adopting, present reasons why, and accept feedback. No major decisions when faculty are not on campus and after the fact discussions.

19-SEP-09

Better vision of the mission of the university

Streamlining and cutting administration

19-SEP-09

Remove Meredith Hay from current position.

19-SEP-09

Honoring the tradition of an actual University; honoring all disciplines; no differential cuts of any kind. Any cuts to fully take into account how much a unit has been sustaining cuts going back 2 decades. Corporatist models are not appropriate to universities, much less Research 1, internationally-recognized ones.

19-SEP-09

Strategic elimination of units which have none of (i) many students taught or graduated; (ii) high national rank; (iii) substantial revenue generated.

19-SEP-09

Less complaining about all the restructuring and change. Give it a chance to work.

19-SEP-09

The immediate removal of Provost Meredith Hay. The immediate resignation of President Robert Shelton. The immediate closure of the Phoenix medical school and sweep of all monies directed to it into the University's general budget.

19-SEP-09

More money is important, but not the most important factor; what is needed is for the President and Provost to make us all feel that we are in this together and that we can get through it. There is a real crisis of confidence.

19-SEP-09

1. Firing the provost

2. Finding another provost who has the trust and respect of the faculty

3. Decrease dependence on state funding even further, especially through tuition increases and/or program fees.

19-SEP-09

Removal of Meredith Hays. Rethinking the dedication to huge financial support of athletics.

19-SEP-09

The University must support the strongest departments, defined by excellence rather than indirect costs. While I support differential cuts, the criteria used rewarded bad science departments and damaged the best non-science departments.

19-SEP-09

For CALS to not be allowed to require active reporting on time sheets - this is highly offensive. Some solution for providing domestic partner benefits - the canceling of these benefits is also highly offensive. For dollars to follow student hours at both the undergraduate and the graduate level.

19-SEP-09

Despite the broad range of fires currently raging that demand administrative attention, the one that has leapt to the top of my personal list is the vindictive act by the AZ legislature and governor eliminating health insurance benefits for a range of employees including domestic partners. Implementing DP benefits for all state employees was a critical achievement for which President Shelton can take no small amount of credit, but the legislature has succeeded in undoing this. While the harm to individual employees is real and must be mitigated, this development seems to be a synecdoche for the larger mess we're in. The only solution is for UA to break with the state and become its own insurance pool. The benefits of UA employees are too important to be treated as a political football by the legislature and governor.

19-SEP-09

1. A change of philosophy/approach to the transformation process. The current approach seems to be based on assigning "second-class citizenship" to a number of the academic units on campus, thus sending the message that they are expendable. The problem is that the criteria for determining who will or will not be support by the campus leadership has not been made transparent and seems to be based more on academic discipline than performance/excellence.

2. Clearer and more trustworthy communication between UA leadership and the campus community. Faculty and staff have spend numerous hours generating reports and participating in task force groups related to the campus transformation. Yet, these inputs do not seem to have had much bearing on actual decisions made by the campus leadership.

19-SEP-09

More transparency in decision-making at the top level.

19-SEP-09

More financial support to our dept/faculty to support travel and research and the hiring of more faculty

19-SEP-09

A well articulated vision by the President and Provost about what can be maintained/improved in the future.

Raising UG admissions standards to increase student success, while partnering more with the K12 and CC systems to improve preparation.

19-SEP-09

Wow...all things considered, it seems like the situation is being handled fairly well.

19-SEP-09

First, get rid of the current administration; they are corrupt and unfit to lead the university as an institution of higher education. As cut throat CEOs they are impeccable. A strong faculty organization that can take on this corporatization of the university. Lastly a strong student response, supported by their families, so as to insure the students are receiving high qualtiy education.

19-SEP-09

Remove the provost; restore the gains in faculty co-governance that were made under previous admins; work to change the climate of fear and paranoia that now pervade the institution at every level. We need change at the top; then concerted hard work to restore trust, morale, and a sense that our work together counts.

19-SEP-09

Jettison this Provost and replace her with someone with vision, experience, and a concern for the long-term welfare of the University

19-SEP-09

Remove the Provost. Respect faculty governance and faculty opinion.

19-SEP-09

Getting rid of annual budget cuts and all of the wasted time planning different percentage cuts - what would 2% look like? What would 5% look like? Also reorganization of how teaching funds are allocated (x # of students x y # of requirements in gen ed = z # of seats and Z $ of TA funding...). I waste hours to days of my time each year with them adding and cutting and making constant changes.

19-SEP-09

An emphasis on true focused excellence - sustaining and building those units and programs that have the potential to 1)help maintain UAs national and international stature and 2) continue to attract outside resources on which to sustain UA.

19-SEP-09

Continue to seek out other financial support. We will never again receive as much state support as we did in the past (based on the experience of other Universities in other states).

19-SEP-09

The differential cuts should not negatively impact SBS and COH so much - they should be cut much less. Such a move would help to improve morale in these critical colleges.

19-SEP-09

I have taught at the U of A for 18 years, and have witnessed a steady deterioration of relations between faculty and administrators. Administrators at the U of A seem to know very little about the academic side at present, and to be most concerned with hitting "targets". Almost none of the messages emanating from the Provosts office concern the core functions (from the point of view of the faculty) of a university - scholarship and teaching.

19-SEP-09

The financial situation is dire. The provost and the president need to be instructed that this emergency is no excuse for the total suspension of standards of civility and empathy, nor of practices of collective governance of the university. Unfortunately, both executives have so badly offended the faculty and many administrators that they probably need to be fired and gifted individuals who are committed to higher principles of social interaction and of pedagogical solidity brought in in their places. The provost's behavior is deeply offensive.

19-SEP-09

Devoting attention & support to units based on national reputation and standing.

19-SEP-09

1) The university needs to stop ignoring--and thus contributing to--the professional sabotage from depts/programs to an individual's career (as well as its counterparts "professional sugar mamas and daddies").

2) Health Benefit cuts and the freezing salaries for years are not the most effective way to keep the brightest and most productive.

19-SEP-09

A more innovative and open-minded Provost would help immensely. An acknowledgement that training high-quality students who are well prepared for careers and jobs is not solely the terrain of science and technology.

19-SEP-09

A new provost who understands and values the breadth of what it means for students to be/come educated across disciplines.

19-SEP-09

The provost needs to be removed. She is an embarrassment to the university and has consistently treated the faculty as disposable commodities. During tough times tough decisions need to be made. I acknowledge this. But basic human civility is key is dealing with these issues. In 30 years at the U I have never seen anything like it.

19-SEP-09

Our legislature needs to be replaced by a group of individuals having a more pragmatic and compassionate disposition. Not to recognize the value of education for all, health benefits for all, and social services for the disadvantaged is a short-sightedness doomed create stasis and misery for many.

At the university level...are we bringing outside expert consultants to provide counsel regarding the structural changes here in terms of significant cost benefits without diminishing programs--or is this all being done internally?

19-SEP-09

Remote the current Provost from full power as it is at this time

19-SEP-09

New leadership.

19-SEP-09

Implement a new tuition model where a good share of tuition flows to the departments that teach students (not just a model where credit is given at the margin but where tuition relates to actual student enrollments). This is possible and I have no idea why we havent done it. Would go a long way to balancing the cuts and the investments in research. Then do everything to get permission to increase tuition.

19-SEP-09

Obviously, a financial commitment from the State Leg. is crucial, but more importantly is leadership that is truly concerned with the future of the university as an educational institution rather than an income generating institution.

19-SEP-09

Treat all disciplines as valuable, and thus spread out the cuts. Then, cut the fat by firing as many administrators as possible. Then, let teachers teach.

19-SEP-09

figuring out how to build research infrastructure to help faulty be more successful and more efficient. Increases in revenue from philanthropy, novel educational programs, and licensing (this last piece will require a complete re-think of our ancient IP rules). Holding faculty to a workload model and evaluating relative to that model. sorry, these are fragments.

Hey, this knows I am in ENGR. Is there a different survey for each college? why? I do not see any ENGR specific questions here.

19-SEP-09

1) Structural changes to the governing system, so that the Administration does not have dictatorial power while the Faculty Senate is merely "consulted" (if that) and then its ideas effectively disregarded. What the system needs is beefed up checks and balances for both sides.

2) The immediate removal of Provost Hay and the appointment of someone who knows and values the University more than her, and knows the meaning of the word "respect" (as distinct from "happy- faced email full of platitudes.")

3) Straight talk from President Shelton, not feel-good corporatespeak.

19-SEP-09

a clear statement, followed by appropriate action, that the university is valuing the humanities and social sciences as much as it does the sciences and professional schools

an acknowledgement, again followed by appropriate action, that it is a false representation of the facts that the sciences are all revenue-producing and CoH and SBS aren't; each unit needs to be looked at individually

19-SEP-09

Better communication between faculty leadership and administration. An educationally-centered approach to restructuring rather than the current shortsighted economic vision. This latter approach is creating a cast system across campus and destroying morale.

19-SEP-09

Solving the problem of compression of faculty salaries for professors who have remained loyal employees for many years (as opposed to leaving for better opportunities elsewhere) and seen their salaries decrease relative to those of their peers. We are losing a lot of people as a result of the current inattention to this matter.

19-SEP-09

More transparency in the decisions made by the higher admin (President and Provost) and input by the faculty BEFORE and WHILE major decisions are made. Asking us to make one choice between "across the board" versus "differential cuts" without any input into what criteria are used to then make these decisions is a laughable excuse for "shared governance". Finally, the higher admin needs to actually listen to and TAKE the advice of faculty leadership--they are elected to represent us. They need to stop patronizing us by paying lip service to faculty input. It is insulting.

19-SEP-09

Having a real discussion that includes all units of the university that is not rushed, nor full of intimidation, to determine places where the university should make adjustments to improve the university as a whole.

Correcting salary inequities between men and women faculty.

19-SEP-09

The appropriate resources to support the re-organization. Creating a department or school requires some investments (savings are obtained in the long run). These investments (personnel, operating funds) are crucial in the initial phase of this transformation and are lacking at present.

19-SEP-09

Differential budget cuts (based on merit - national rankings) across depts is a sound strategy, but only if it is applied fairly. Because the Provost's plan does not offer a level playing field, the weak programs in "hard" sciences will be treated roughly the same as the strongest in the social sciences/humanities. It is critical to revise this aspect of the budget plan. It is also critical to involve faculty broadly (not merely a few select groups) in discussions of budget strategies BEFORE they are implemented.

19-SEP-09

More support of the University from the state legislators.

19-SEP-09

Having just completes this survey, one of the problem seems to be that this has been reduced to a problem of communication. Which exists, but bad decisions are bad even if well "communicated."

More than communication, the very principle of shared governance is in danger here...

19-SEP-09

Other than beating some sense into the Legislature, I think the most important change must be revolutionizing communication to the extent that administration, at all levels, becomes open-eared AND open-minded.

19-SEP-09

In allocating resources, the administration should pay attention to the quality of a program, its contribution to undergraduate education, its impact on Arizona (we are a land grand university) rather than just its ability to produce grant money.

19-SEP-09

Unions.

19-SEP-09

Engaging department heads in a sincere and transparent way to assist with the governance of the UA. Twenty years of failed leadership at the Dean to the President levels have cannibalized the core University programs and it can not all be blamed on the State Legislature. We have to bring university administration into the 21st century of modern management and reject the decide-announce-defend approach to policy.

19-SEP-09

Base funding decisions on program effectiveness (esp. their national ranking, number of students served, etc.).

19-SEP-09

Deans need to have more input and influence over the Transformation process and final decisions. The President and especially the Provost need to trust the Deans. Deans seem disconnected from governance, and are seen as merely reacting to pre-determined decisions from above.

19-SEP-09

1. Meet 1960s federal laws and eliminate gender discrimination with regard to salary. Salary inequities based on gender and "compression" exist across campus a

nd are intolerable.

2. Eliminate the climate of fear on campus, as a result of which faculty and staff are intimidated by deans and administration and unable to take stands or express opinions.

3. Have the campus operate openly and not as a feudal manor, with deans and administration favoring the unctuous. The system of hidden perks that stands behind salaries, which are required by law to be transparent, makes a mockery of faculty achievement.

19-SEP-09

Remove the current provost.

19-SEP-09

Get rid of the Provost. Get rid of the Provost. Get rid of the Provost.

19-SEP-09

Money.

Stronger, effective leadership.

19-SEP-09

More money. Smaller classes. Respectful leadership.

19-SEP-09

Restore some staff, especially technical staff. We are below what levels where the system is functioning.

19-SEP-09

I believe that the budget cuts have been spread too broadly. Departments and other units that serve small numbers of students should be eliminated. For example, we should close journalism.

19-SEP-09

The problem in not primarily one of communication, unless you take into account the absolute failure to listen we have seen lately. We need to cut administrative expenses drastically and to reduce bureaucracy accordingly. We also have to decide what our institutional priorities should be and interrogate every assumption that has grounded budgeting. We should ask, for example, whether it actually benefits the university as a whole to use state funds for units expected to raise outside funds. Has this really paid off in the recent past? For whom? At what cost to other goals?

It saddens me to watch the destruction of a department I have spent almost thirty years trying to build. It feels like the choice to stay at UA was a very poor one.

19-SEP-09

rectifying the damage that has been done to undergraduate education

19-SEP-09

Get rid of Meredith Hay!!! She simply does not listen, especially to criticism

19-SEP-09

Greater communication and transparency.

19-SEP-09

I would appreciate seeing a long term, all encompassing approach to private fundraising for our university, such as the one begun at the University of Virginia over 15 years ago when they saw the writing on the wall in regard to reduced state support. In this time of extreme cuts, I do believe we would be better served by administrators who seek to build rather than contribute to the tear down of faculty and students through the harsh way in which the cuts are handed out.

19-SEP-09

Eliminating weak and unproductive departments.

19-SEP-09

Encourage unproductive faculty to become productive or retire through effort/salary ratio justifications.

Be cautious in diluting our brand of the best-quality, rigorous education in AZ by using new lucrative models (e.g., distance learning, accelerated masters degrees).

Improve football recruiting---go Wildcats!

19-SEP-09

Downsize the administrative layer in the tower, cut the number of VPs and the salaries

Make units responsible for setting criteria for further cuts The president needs to listen more to faculty views

19-SEP-09

Better support for Sponsored Projects to improve external fundraising efforts. Better efforts in resisting further budget cuts, including better lobbying efforts in PHX.

19-SEP-09

Immediate removal of the President & Provost followed by faculty-driven redefinition of the university's mission.

19-SEP-09

The economic model upon which the university depends is hopelessly broken, perhaps forever. Nothing meaningful, other than continuing to ruthlessly gut programs at the university, can fundamentally change for the better until this sad fact is properly addressed.

19-SEP-09

Greater transparency in the decision-making process related to budget cuts and the allocation of temporary funds for teaching assistants. The differential cuts to colleges did not take into account excellence in those units who received high cuts nor mediocrity within those units with low cuts (particularly the latter). We need administrators who know the university system and are able to make wise decisions that do not harm our best units.

19-SEP-09

Appointing alternatives to Gail Burd, Meredith Hay and appointing Juan Garcia and other faculty members with integrity to positions of senior leadership.

19-SEP-09

A complete change in the governance of the State and attitude of the state legislature of Arizona. Vote the right-wing kooks out. This is the fundamental problem.

19-SEP-09

Get rid of Meredith Hay. Her activities are bringing down the quality of our instruction. Get input from faculty/deans, etc, rather than making one-sided decisions from the top.

19-SEP-09

Focus on fundamental research. The goal should be to maintain high standards and quality, not just go wherever the money is, or do what sounds trendy.

19-SEP-09

1. All administrators over the age of 65 should be replaced.

2. A faculty center should be established with the primary goal of fostering interdisciplinary activities, including socialization.

3. Duplicative activities across different colleges should be eliminated by consolidation. We can't continue the land grant framework established in the 19th century a couple of hundred years later.

19-SEP-09

Eliminate the fear that speaking out with reasonable questions regarding administrative actions will result in reprisals in the form of terminations.

19-SEP-09

We need an educational vision to support the efforts to address the financial problems.

19-SEP-09

Parity in cuts between all colleges.

19-SEP-09

Rebuilding the trust with the employees. That doesn't necessarily mean firing top administrators, but it does mean changing the whole way the university communicates with employees, students and the public. I have lost all trust in what the administration says. I assume everything said is deception or spin, all because of how the administration has handled issues during the past few years. That means avoiding education jargon and administrative spin language - tell it straight, in basic English. That also means being honest about what is happening. That means providing truthful information (the example of how the UA provided misleading numbers to the press about the quality of the incoming class - even when its own numbers contradicted its press release and press conference, is just one small example). There is too much emphasis on managing the message and spinning the news, and not enou

19-SEP-09

An administration that had the courage to identify and cut weak programs.

19-SEP-09

In an era of tight budgets, UA can no longer be all things to all people. Close underperforming units.

19-SEP-09

More money from the legislature

19-SEP-09

We need leadership that works with, not against, deans, dept. heads, and faculty, respects us all, and understands that we are working to keep the UA at its best in spite of the catastrophic budget situation. We must have a change in the divisive, bullying approach that MH has taken to sustaining the quality of UA as we serve more and more students.

19-SEP-09

Making the University a private university instead

of a state university. Eliminating programs and departments which are not essential to the mission of the university.

Scaling down the huge size of the university administration.

19-SEP-09

Higher faculty salaries and more equality in funding and support between departments.

20-SEP-09

Explicit Administration Accountability for Infractions of Academic Freedom, due process rights, peer review, inequitable application of unit/college resources; transparency in college-level decisions. Faculty governance or shared governance falls short of its promise most of the times. Recognition of the factors personal dynamics that contribute to low morale

20-SEP-09

Improved opportunity for review and comment before implementation of significant changes by central administration.

20-SEP-09

I believe that we need a new Provost--one who is accountable to the shareholders of the University, including faculty (from *all* parts of campus) and undergraduates. The current Provost is divisive, insensitive, and inconsistent.

20-SEP-09

The replacement of Dean Ruiz in the college of science with someone who has a real vision and courage to implement necessary changes. Secondly, it is silly to expect department heads who have been in their position for over 30 years to have any flexibility in accepting these necessary

changes. Peter Strittmatter in Astronomy is a prime example.

20-SEP-09

Many of the questions below imply our problems are problems of communication and visibility. This is not at all apparent.

Differential cuts are critical, but the current proposed cuts do not support excellence, and do not reflect the UA strategic plan. They are callous and commercial in orientation and do not reflect the core values of the citizens of this university or the citizens of this state.

There is also ambiguity below about the roles of the president and provost. There is huge unrest about the provost. The president's role is far more ambiguous.

The provost should be removed and cuts should be redistributed so as to reflect the actual priorities of the institution and state.

20-SEP-09

Replace the president and provost.

Don't say that teaching is most important and then spend our money on new vice presidents and a Senior Advisor to the President for diversity.

20-SEP-09

Stronger efforts at state level to increase tuition, increase admissions requirements, and provide state support for the University.

20-SEP-09

Cuts in the administration, not faculty and staff.

20-SEP-09

Move the traditional liberal arts and sciences back to the core of the university. The idea that tuition money, a huge stream of stable revenue support, should be reallocated from the liberal arts to sustain UA academic units that have traditionally drawn their support from non-state monies is indeed a radical transformation, as the administration openly acknowledges, but it is destructive and unwise. Tuition is a limited resource and it seems unrealistic to expect to rely on tuition increases at the expense of traditionally core units to keep big science, big medicine, and big Eller salaries at the UA competitive with salaries paid by wealthier institutions.

20-SEP-09

It is important to lock in the amount funding given to the UA by the State for the next five years, so that we can plan accordingly. It is important to not use a business model for education such as the University of Phoenix which serves an entirely different purpose than UA; as a state university we must serve the children of AZ and not price them out of an education.

20-SEP-09

replace the current provost immediately

20-SEP-09

The UA must implement strategic budget cuts. Areas of academic excellence must be shielded from debilitating cuts.

20-SEP-09

* Hire a New Provost

* Better Faculty Salaries in all Departments but especially in Humanities and Fine Arts

20-SEP-09

Leadership (administration, faculty, staff, students) needs to create an atmosphere of openness and engagement involving all members of the university community. Within that atmosphere there needs to be a complete wrestling with all the relevant issues facing the university, including the relationships to the state and community, the process of dealing with financial constraints, and the roles of the administration, faculty, staff and students in the process. Part of this should involve a process of generating broad understanding by the community of the complexities and interrelationships of the relevant factors.

20-SEP-09

1. Returning tuition payments with students enrolled in colleges and departments to the serving college/department

2. Moving more business functions to the colleges, and encouraging departmental/college incomes through CEAO courses

3. Distributing funds from state equally among colleges instead of favoring the high-visibility colleges such as sciences and business

20-SEP-09

There is no vision that guides our University, and the use of the term "world-class" is beyond all measures of cynicism. We are not world-class and are not world-anything. The process of transformation has not be transparent, there are clear agendas being exercised, and the transformation has not really been justified. We not longer know if all this is budget-related or if there are other "forces" at work. A change of administration is needed, we need to be able to rally around leadership at the University, and this administration is not capable of issuing a rallying call.

20-SEP-09

"current situation" is a broad term. I would like a concise summary of changes that have been made, those that are in progress, and those that are planned but have not begun yet, along with THE RATIONALE for each. Otherwise, goofy stories are circulated which are very discouraging. For example, I learned of the move of the UA Press from the VPR to the Library through gossip, and the rationale given was "Provost Hay woke up one day and thought "books are books", so the UA Press belongs with the library. Amazing she didn't move the library into the UA Press." I've yet to see something official on this matter.

20-SEP-09

Total transparency in the strategy of cuts, total transparency (even if there will be dissent) on which unit is being cut more than other units and why.

Stop the series of initial announcements of cuts that are then subsequently revoked (as for furloughs) or modified drastically

Give more power to the qualified University committees that are now solely consultative.

20-SEP-09

1. Removal of the provost.

2. Data driven (SCH/State$ and ICR/State$) cuts to programs.

20-SEP-09

Be unambiguous and decisive in using excellence as the driving criterion underlying any and every change. Aim for getting out of the present crisis leaner but stronger.

20-SEP-09

If there is the necessity of budget cut, cut the number of highly paid vice-presidents. Why do we need 44 vice-presidents when we have to run classes in Centennial Hall?

20-SEP-09

The lines of communication seem non-existent between upper administration, faculty and students. It seems apparent that the current Provost is unwilling to adhere to legitimate research by professionals in the field. An example is the Budget Committee, which will present their findings to the Provost and she will not even consider their recommendations. Also, another apparent problem is that she is very unreliable as far as attending meetings with Deans and School Chairmen and Faculty.

20-SEP-09

The implementation of differential cuts is a disgrace, it creates an environment that is contrary to academia, instead of collaborating to improve knowledge, everyone is being pushed to demonstrate how individual faculty and individual programs are better than others. It completely contradicts the notion of well-rounded education and will lead to the creation of partial knowledge/students incapable of dealing with complex reality.

20-SEP-09

We are far too heavily invested in faculty salary at the expense of support for the academic and research programs. It seems that the only investments in programs are in the form of faculty lines. This is a mistake, since when cuts must be made, they are invariably taken out of other pockets. The faculty themselves eventually suffer since they are constantly distracted by activities that could be better handled by staff.

20-SEP-09

Honest and open communication, not veiled or biased comments. No change in communication style can make a difference if it is not honest and open.

20-SEP-09

Get rid of Meridith May. She has handled matters very badly -- including threatening people. Get a provost in whom the faculty can have some faith.

20-SEP-09

It would be a far easier to accept whatever changes need to occur because of budget exigencies if the process for making decisions was open to faculty, students and staff OR if the decisions were more transparent. It would also help if the administration was more sensitive to the importance of the teaching mission of the institution, along with its research functions.

20-SEP-09

Improve stability and Faculty autonomy/individual input. The goals and parameters of the transformation plan change faster than any solution can be implemented and tested. Many of the most promising solutions can be achieved by individual faculty making adjustments, rather than cookie cutter approaches.

20-SEP-09

Get rid of the provost whom Shelton hired vs wishes of search committee - she is a job-seeking disaster who has no respect for academia. Have real consultation with faculty, not mandates, and demand that the Faculty Senate represent faculty not administration. Get rid of at least one-third of administrators whose salaries are part of the problem and whose service is irrelevant to the real functioning of the university and amounts to payola at the top.

20-SEP-09

Enough money from the state to do our job. We are all doing the best we can, including the President ane Prrovost, considering the economic constraints.

20-SEP-09

Remove the Provost from her position and consider reprimanding or removing the President. Neither has provided fair, honest, or competent leadership during this crisis and both have used dubious methods to circumvent faculty shared governance.

20-SEP-09

Maybe making genuine connections between the AHSC, where I work, and the colleagues south of Speedway.

20-SEP-09

Most important would be the assurance that the English Dept--and in particular the Writing Program-- won't take the brunt of the proposed 7% cut to the Humanities. We have been cut more than the other departments in the Humanities, AND YET WE TEACH MORE STUDENTS. We have 6,700 students enrolled in our classes at this moment, and yet we have little support and our budget keeps shrinking. Students, however, desperately need our help. As the university reaches out to non traditional students and ethnic populations, the students we receive come to the university less and less prepared to write on an academic level. The students need our help, but we need an adquate budget to serve them.

20-SEP-09

Quit spending exorbitant amounts of monies on new hires, yet unproven, when a mere fraction could be used to retain proven talent and improve infrastructure. Over the past 20 years I have seen 4 presidents, 9 deans of COM and 3 chairman of my dept. The only thing that has improved has been their salaries (up more than 500%!).

20-SEP-09

More funding (I know, I'm a genius for that suggestion. Also, turn on the fountains - it's good for morale.

20-SEP-09

More transparency.

20-SEP-09

The criteria for differential budget cuts was not transparent nor methodologically sound. At this point the damage has been done. A more transparent and methodologically sophisticated approach should be taken next year. Greater attention should be given to undergraduate teaching and speed up the process of implementing a system where tuition dollars follow enrollments.

20-SEP-09

Removal of the provost is the most important thing. If we could stop hacking away at employee benefits, that would also be a great improvement - as is, I can no longer afford health care for my family. A leveling of faculty salaries across colleges would also be a nice idea.

20-SEP-09

"real" faculty governance--not just lip service.

20-SEP-09

Transparency. That is all of the persons in Admin who are instrumentalin making decisions need to communicate to the rest of us.

20-SEP-09

It would be nice for the faculty to have more input into the changes being made. The changes so far seem rather arbitary or random without much regard for either the faculty or the students.

20-SEP-09

Supporting the stronger units that are able to enhance the academic reputation of the University. Support to weaker units must unfortunately be tolerated to insure that key faculty are retained.

20-SEP-09

Hard choices must be made, but these choices must be made as part of a team and that takes time and interpersonal skill. Differential cuts MUST be made. The administrative salaries are also quite out of line the rank and file and this makes it hard to think the teaching (or research) budget line is as valued as the administrative one.

20-SEP-09

Real leadership which is not a rehash of the standard operating procedure at the U of AZ. Nothing has changed not has the transformation done anything but add new layers of bureaucracy.

20-SEP-09

To have a clear and understandable statement of the "Transformation Process" (instead of an ad hoc process that seems change based on whoever talks the loudest)

20-SEP-09

Put focused excellence into practice - we simply can't support everythign simultaneously.

20-SEP-09

The Provost and the President need to take into account the faculty, something they have said they have done but haven't. Much of what they do is without faculty support. They need to make the faculty feel that they can speak their opinion without reprisals or without being dismissed as was the case regarding Juan Garcia.

20-SEP-09

In the last decade or so, the role of faculty in defining faculty hiring needs, curricula revisions, has declined dramatically. Top down administration focused entirely on research dollars has greatly discouraged all faculty who believe that education is our primary function.

20-SEP-09

It will be important to address pay differentials and the issue of domestic partner benefits. I realize this is a state issue, but we have to figure out how to deal with it locally.

20-SEP-09

Conduct multiple on-line, open forums with the President presiding, reading all, and responding. Reduce the power of, centralized control, and arbitrary management style of the Provost.

20-SEP-09

Whatever else transformation is deemed necessary, it needs to be done with quickly as working under constant fear of losing a job is not leading to efficiency. UA needs to communicate coherently - investing millions into new or overhauled sports facilities while sending staff home makes no sense to employees. Also, cutting research grant money, e.g. for international travel, does not go hand-in-hand with the communicated research excellence UA wants to stand for.

20-SEP-09

Its a challenge more information would be great but that involves tipping hand to the legislature which invites more trouble Dont know how to fix given budget limitations but two biggest impacts Ive seen are support staff are now understaffed which makes more work for me and top faculty are leaving which is only going to accelerate

20-SEP-09

Get rid of the reagents-they have not been advocates for the university

20-SEP-09

Identify strategies for units without access to federal research funds to generate income.

20-SEP-09

Raise faculty salaries in the College of Fine Arts to a reasonable standard.

20-SEP-09

Better fundraisers in the UA Foundation

20-SEP-09

Take cuts from upper management (Vice presidents and administration) and not pass cuts down to the schools where is directly affects the delivery of the teaching mission. I also would like to see the president and upper management actually come to the schools.

20-SEP-09

In general, more collegiality. There is a great lack of community sense, of working towards a common goal of University betterment.

20-SEP-09

Departments and Colleges need to closely look at their faculty and staff. Who contributes to excellence? Who does not? At this time reducing non-productive faculty and staff (acknowledging the significant legal hurdles) would strength the University overall and should also serve to increase morale among major contributors.

20-SEP-09

More transparency throughout the process.

20-SEP-09

Increasing our threshholds for undergraduate student admissions. Transforming UA should involve making it a first-class public institution like UNC Chapel Hill, University of Wisconsin, or University of California-Berkeley. The students who cannot get in can go to ASU.

20-SEP-09

More support for GTA's and GRA's

20-SEP-09

More money for non science faculty salaries and bases for scholarships

21-SEP-09

Improved finances are the key and they must come from the State or Federal governments. The fact that IDC is not returned to researchers but rather is used to (at least indirectly) support our teaching programs is greatly hurting our research mission. Across the board cuts to budgets must be eliminated and research intensitve departemnts need improved budgets, not reduced budgets.

21-SEP-09

We need to address current and long-term budget shortfalls with strategies beyond cutting staff. We will need new business models for all we do at the UA. We need to re-examine tenure, as painful as that may be.

21-SEP-09

Rather than a call to transform the entire operation based on the vision of any potential faculty, a data-driven, program review of the contribution of different departments/programs to the university's mission should drive changes in our structure. Redundancies and inefficiencies are not removed by the current mechanism of transformation as it is not evaluated appropriately by peers or with a view to the institutional implications of structure.

21-SEP-09

Get the state to adequately fund education.

21-SEP-09

A more equitable way to make college and departmental cuts.

Reduce the number of directors, associate directors etc. and upper level adminstration rrather then cutting staff and faculty. This University is too top heavy

21-SEP-09

The current situation would be greatly improved if the administration demonstrated that it values the work of all units and not just a particular few. A university must do more than provide education in one particular area and not recognizing the contribution of the other units.

21-SEP-09

In the absence of a change in the political persuasion of this state, any changes would have only minimal impact on the U of AZ.

21-SEP-09

Dont delay. The President and Provost are moving with caution, and incorporating feedback from the faculty leadership, but the wait is killing us. How long can the fingers be drug across the chalk board of the academic community? Get on with it!

21-SEP-09

Additional funding for all units on campus--not funding cuts..

21-SEP-09

Increase funding from legislature.

21-SEP-09

Factor teaching effort (student contact hrs) into budget allocation plans.

Build for the future. As Departments are being asked to teach larger classes we are experiencing a shortage of large format lecture rooms and labs. We face gridlock if unless we renovate buildings to provide large capacity teaching venues.

Increase allocation of funds to Graduate TAs needed in greater numbers as we are forced to offer more large classes that need TA sections.

21-SEP-09

-greater openness to diversity of faculty and staff opinion

-greater sensitivity to unique situation of land grant university status and mission in a border environment

-realization of importance of interdisciplinary programs, research, teaching

21-SEP-09

End across-the-board cuts. Revisit "focused excellence."

21-SEP-09

Stopp doing things we don't excel at

Mobilize support in business and the community to convince the legislator of the importance of the education and research mission of the UofA

21-SEP-09

Recognize teaching and advising as valued professional activities.

Move toward more balanced expectations and reward structure across faculty roles in research, instruction, and outreach.

Recognize that the State will not support a top-ten state research university.

21-SEP-09

Fire the Provost

21-SEP-09

Responsible and responsive leadership at the highest levels. Focus on quality and equality across the University. And no more targeted budget cuts -- everybody gets the same cuts.

21-SEP-09

There needs to be more transparency, explanation, and collegiality in the communication between the administration and the faculty. This institution is teetering mediocrity, and the State legislature doesn't appear to care, one way or the other. It's easy to imagine we will lose many of our best faculty in the next 5 years unless something changes.

21-SEP-09

One one hand the President says our mission is to educate students and on the other he provides most support to those enterprises that will lead to increases university revenues or community impact. Which is it?

21-SEP-09

Improved collaborative decision making between the provost/president and faculty. The sense of a punitive response to disagreement has to change.

21-SEP-09

Audit number of administrative positions. It seems that there are far too many vice presidents, and of course each has associate vice presidents and assistant vice presidents. Stop new buildings.

I wonder whether department heads should be made more accountable than they are now. As far as I know they are only reviewed every five years (but sometimes several years after 5 years go by!). Other than such departmental reviews, the only accountability without an extraordinary review is by his/her dean (if indeed done at all).

21-SEP-09

Improve morale by bringing faculty salaries into line with other universities so we do not loose any more faculty.

Improve morale of all employees by moving ahead with the transformation process quickly so that people know what is being cut and can move on. It is dragging out.

21-SEP-09

Truly value undergraduate education and the land grant mission of the UofA. Support all instructors, including lecturers, etc. who are not tenure eligible and who teach 4 sections per semester. Allow more tuition dollars to remain in the units that generate these funds via FTEs.

21-SEP-09

Better state support, most obviously. But beyond that direct tuition dollars towards departments with largest class enrollments. Also take class and laboratory space from departments and direct it to classes that have the need.

21-SEP-09

Changing the state legislature. We need representatives that are in favor of the education enterprise in the state.

21-SEP-09

stop talking and start doing!!! make the hard choices, cut out the underperforming people and strenthen the top performing units.

21-SEP-09

A change of administrative attitudes and actions that values the entire university not just the sciences. Clear and well delineated criteria for evaluating whether rellocations to the sciences are cost effective and if they are not, a reevaluation of those policies.

21-SEP-09

Respecting the importance of all units as integral to the mission of the university.

21-SEP-09

Increased support from the State legislature - our major problems stem from the on-going draining of funds from the State. Anticipation of the Univ. budget when stimulus money is gone is a critical issue that demands immediate attention.

21-SEP-09

Downsize the upper administration and use the savings to support departmental operations and salary lines.

21-SEP-09

Money. Leaders with vision. Good relationship with the state legislature and BOR.

21-SEP-09

Get a leader of the University of Arizona who can communicate with the legislature and who is brave enough to take a stand.

21-SEP-09

Administrative recognition and SUPPORT of colleges that are most involved in the education of diverse and diversely prepared undergraduates. The differential cuts applied to these colleges undermines, if not negates, the institutional rhetoric. As a faculty member who participates in the Arizona Assurance program, I found the timing and sequence of the program dinner/college cuts announcements painful.

21-SEP-09

Sound financial footing and not just for $ research areas

21-SEP-09

More transparency at the top levels; more equality in the standards for assessment of value; let strong programs subsidize less strong, but promising, programs (not the other way around).

21-SEP-09

Merging some of the departments who does not have strong teaching and research programs.

21-SEP-09

Less uncertainty, and more certainty. Concrete ways to make this happen are up for debate...

21-SEP-09

Deans and department heads should do a much better job of informing and engaging all their staff about budget problems, implications, and background. The recent faculty governance town hall showed an amazing lack of understanding, misinformation and non-acceptance of the current State and University situation. Despite regular communications from central admin, many faculty appear to believe they are insulated from the changes and prefer to ignore them UNTIL it comes to their work--a college/departmental version of NIMBY thinking.

21-SEP-09

Real and trusted leadership meaningful and open communication (not pages of pointless management speach) meaningful involvement of faculty and staff

21-SEP-09

UA has turned into a fear-based university since the beginning of last year with persons afraid of losing jobs and not knowing what the next move will be with the current administration. Transforming this climate of fear would be one way to improve the current situation at the UA.

21-SEP-09

It is very hard to figure out exactly what is going on, so the administrators sharing more info with faculty and staff would be very useful.

21-SEP-09

Faculty governance on matters affecting curriculum needs to be respected by the administration. Central administration control of administrative appointments needs to be understood and respected by faculty.

21-SEP-09

Better communication and more shared governance on budget decisions.

21-SEP-09

Recognition by the administration of the value of a liberal arts and sciences education in its own right, NOT just valuing education for making money. None of the other first class research institutions adopt that vulgarian perspective, and yet have done very well.

21-SEP-09

Definitive transition to a viable budget model. Departments are already cut to the bone, so some need to be completely eliminated to let strong units thrive, instead of bleeding their best people as is happening at the moment. The proportion of expenses taken by upper administration rather than by departments has been steadily increasing over the last decade or so, I think dramatic reductions in upper administration would make a significant difference.

21-SEP-09

Stabilization of interim positions (deans, chairs) so that long term decisions can be made.

21-SEP-09

More funding for faculty and this would help in retention

21-SEP-09

Remove the provost from her position and replace her from within. She has dictated radical change too quickly with little input from faculty, and the results appear to only increase the number of high level (and highly paid) administrators without a substantial improvement in programs or operational efficiency.

21-SEP-09

Communicate and listen to faculty ideas. Faculty and departments/colleges are where the work of the university occurs and to date, those groups have been excluded.

21-SEP-09

elect responsible legislators and governors; raise taxes; select a provost and president who speak plain English and respect the larger principles of learning.

21-SEP-09

Less abusive leadership. There is no sense of community or of an appeal to all to sacrifice for the common good. I realize the Legislature is the problem more than the UA. But surely more inspired leadership would help us lift ourselves up to work toward common goals. The reality is that there is no shared governance - the faculty are not to be trusted or included in any real consequential decisionmaking. I would vote against more Forums, emails, digital communications because it is not REAL. It is a front for a pretend democracy. So unless the administration truly LISTENS and CARES, more one-way communication or "false listening" is not going to help. It just adds to the demoralization of working harder for less and less.

21-SEP-09

Better support for teaching at all levels at the U of A. State budgetary are serious problems for us all and are having a major impact on faculty moral. Salaries are not going up with inflation and in fact are going down due to increases in our health care costs. I guess soon faculty will be working for nothing!

21-SEP-09

The firing of the provost.

21-SEP-09

Ask state to increase budget; Increase tuition

21-SEP-09

Reduce beaurocracy through stronger leadership. Reduce conflict among people through stonger leadership. Improve communication and a sense of shared goals across campus through stronger leadership.

21-SEP-09

Less dependency on state funds and developing new funding streams as well as more efficiency

21-SEP-09

More transparency would help. Also, more funds should be allocated to programs that are directly fulfilling the land grant mission of the university, particularly the College of Ed. The President's rationale of distributing more funds based on its success in generating revenue is simply a poor use of tax payers dollars.

21-SEP-09

Stop the top down approach (President; Provost) short-cutting all expertise in Departments. People have started to leave, and this will get worst.

Bring internal funding for research and the GIDPs. We are asked to merge Departments but resources to get things going do not exist. Where are the indirect costs going?

Make conditions of employees equal to other similar Universities across the nation.

21-SEP-09

Cut administrators

Cut salaries of those earning more than $200,000 year, including coaches

21-SEP-09

Avoid "across the board" cuts. Provide resources (or, at least, limit cuts) to units that provide strong teaching AND add significantly to the University's reputation (e.g., scholarship and/or extramural support).

21-SEP-09

I believe that tuition dollars should be distributed to departments relative to the size of their majors with readjustments every 3 to 5 years. I believe that this is essential whether or not the UA ever gets more money.

21-SEP-09

Don't slash staff.... loose some Vice Presidents and extra management positions.

21-SEP-09

We need leadership at thr University for improving the morale of the faculty and with a vision to improve the ranking and visibility of the University in the emrging fields.

21-SEP-09

Make real cuts in programs that are not stand-outs

21-SEP-09

Authentic engagement of the faculty would be welcome, rather than stating that consultation was obtained, when it was not. Change and cuts are always difficult and more so when people feel mistreated. Many faculty have noted that "facts" stated in memos and meetings do not reflect realities (the nice term for this "discrepancies"), and proposed changes should be vetted and framed in the overall missions of the university (really) - so ask hard questions, listen to the answers, and tell the truth.

21-SEP-09

Improve campus-wide support for researchers in the form of directing more indirect cost monies to PIs to use toward preliminary data collection, travel, hiring students not budgeted, etc. Also, create incentives for faculty to want more than one grant by allowing the NIH-approved salary increase of 20%. Improve support for statistics courses taught to PhD students.

21-SEP-09

1. Stop dismantling faculty governance and centralizing decisions in the Provost's office.

2. Provost should make dependable, credible commitments and not change direction, or commitments on a whim.

3. The Provost and President should recognize the transformed University and make decisions on that basis; differential cuts to programs and colleges in the pre-transformed university undermines the transformation process.

21-SEP-09

Quit committing to increasing faculty lines and prepare for next fiscal year cuts.

21-SEP-09

Recognizing that UA's mission is not just carried out on campus, but in the counties and communities around the state as well.

21-SEP-09

Marginal and politically-motivated programs should be eliminated. Tuition increases must stop.

21-SEP-09

Tuition increase.

21-SEP-09

Transparency behing decision making and not being afraid of making tough calls.

21-SEP-09

For the administration to (i) realize that the U of A is not a corporate, for-profit enterprise and that its educational mission and its obligation to the state encompass all areas of knowledge regardless of money-generating potential, (ii) to adopt a leadership style that shares governance and power with the faculty.

21-SEP-09

I am not sure.

21-SEP-09

Equity adjustments, particularly for females. Currently incoming asst. profs make more than many of us here 10 or more years. The administration putting faculty and students FIRST in ALL things, after all we are the university.

21-SEP-09

We just simply need more money....

21-SEP-09

focus on intellectual excellence and stop using sports to showcase our strength; make some hard decisions about eliminating programs; improve national ranking (our current rankings do not reflect our strength and research reputation at all); have the first-tier school mentality! (not downgrading into this second-tier cozy, feeling-comfy kind of mentality)

21-SEP-09

Stopping the cycle of budget cuts. Increasing funding levels would be ideal, but if at least we didn't have to cut budgets, things would be marginally acceptable given the national and state economy. Hard money fudning for technicians and Hatch projects for faculty at off-campus locations.

21-SEP-09

A return to a civil discourse between administration and faculty. Fundamental to that discussion is a recognition from administration that the essentials of a university are faculty and students committed to the pursuit of truth, beauty, discovery, and the application of knowledge for the benefit of civilization.

21-SEP-09

The questionnaire assumes the issue is improved communication and visibility. That is not the underlying problem.

The President/Provost set an overly narrow, unrealistic goal for the University. Without correction, they are leading us into certain disappointment if not worse. The goal of ranking in the top 10 of the research universities in expenditures requires a level of research expenditure increase that is unattainable in the current economic climate with the increased competition of those already above us (we rank about 17th). See the numbers on the webpage of the The Center for Measuring University (at ASU). If you want to win that game, you need the core high performance faculty. Compared to UC California, with 214 National Academy of Science members, we ahve 30. We don't have the funds to recruit an 8 fold or even double our faculty to that level. A more broadbased, attaina

21-SEP-09

Planning has been reactive and delayed. Nothing is done proactively. Communication is awful.

21-SEP-09

Consolidate administration - fewer positions, lower salary

Increase faculty salaries - include across the board COLA. Situation has become hopeless.

Require sports income sharing with academic - after all, academics teaches the athletes. Drastically reduce coaches salaries.

21-SEP-09

The university lacks visionary leadership that can carry us to a new place. New leadership, with better 'people skills' might help us all work to a new vision rather than the in-fighting that exists. That however may sadly be the kind of leadership that exists at the department levels as well.

21-SEP-09

A more enlightened legislature. Without that, I feel the situation is grim.

21-SEP-09

Firing Shelton and Hay.

21-SEP-09

A more effective mechanism for eliciting and evaluating stakeholder concerns and translating these into usable criteria.

21-SEP-09

We need more external fundraising and the building up of our endowment so that we can fund less affluent (but still strong) departments. It's important to remember that some departments (especially in the sciences) have more grant opportunities than others (especially in the humanities), so asking everyone to raise their own funds is rather unfair.

21-SEP-09

FOlks on the UA Defender blog need to stop spreading misinformation and whining. The financial reality is brutal and it's unrealistic to blame central administration. I'm in Humanities, but get tired of my colleagues complaining.

21-SEP-09

Budgets should have some correlation to where students are taking classes. The lack of correlation between student interests and dollars spent violates the spirit behind a land grant university. Student teacher ratios should not have as much various as they do now. Some units are teaching 10 times as many students per faculty member as other units. That hampers their ability to research. The administration should not place heavier teaching burdens on its top ranked departments.

21-SEP-09

Nothing would improve UA's situation more than an increase in state monies. No surprise there.

Another change that could help is a thorough review of the administrative apparatus and cutting of perhaps 10% or more of administrative positions, and in some cases trimming of salaries. There's a widespread perception among staff and outside UA that we have too many deans and deanlets. Do we? Let's find out.

21-SEP-09

In a climate where research grants are highly valued and can improve the situation of the university, the research office should provide faculty with regular notices of funding opportunities.

21-SEP-09

having the transformation process settled down so that faculty and staff know what the directions are.

21-SEP-09

Quelling fears of exigency in the coming year or so, and the threat of large scale layoffs.

I don't actually think that can be assured however.

21-SEP-09

My answer to “what specific change would be most important in improving the current situation at UA depends on how you define "the current situation!" In terms of financial, let’s hope the economy gets better and our legislature becomes enlightened. What WE can do is bring in more grant money, help recruit and retain students, teach well even if classes need to be larger. In terms of governance, let’s be more civil, appreciate the difficulty of the job of president and provost, appreciate how hard they work and how lucky we all are to be here. Be positive and supportive of our colleagues.

21-SEP-09

Leadership with a plan -- a real plan, with strategy, contingencies, multiple steps. Emphasis on productivity and revenue generation instead of regulation -- rewarding financial and systems people for adding value, cutting turn around times, helping faculty succeed, instead of rewarding them for catching errors. Transparency and partnership with faculty. And finally, drop the aggressive posture and brow beating -- it does not sell and it simply makes people feel bad. Improved communication means listening, not more technology.

21-SEP-09

More direct and frequent communication from the President and Provost would quell rumors.

21-SEP-09

Better pay.

21-SEP-09

A salary raise for junior faculty would increase retention and improve morale. Without the exceptional faculty, which the Provost and President regularly cite as our most valuable asset, the current situation will continue to deteriorate as some of the brightest and hardest-working junior faculty leave the UA for (even marginally) better financial opportunities.

21-SEP-09

Replacing the Provost. She is the worst thing to happen to this University in my 20 years here.

[With regard to question 5, I support the principle of differential cuts, but not the criteria that the President and the Provost have used. The omission of academic excellence as a criterion is glaring.]

21-SEP-09

The university should formulate a 3-5 year plan to wean itself from the model of publicly subsidized corporate research facility and return to its core mission, which is to educate. This must be done transparently, as it requires the support of the university's chief constituency -- the people of the state of Arizona. It must acknowledge the burden of servicing debt engendered by overbuilding during the past two decades and return its focus to attracting and retaining top faculty and staff.

21-SEP-09

It is a tough time and everyone should be ready to give up something in order for us to survive. Increasing student recruitment is critical!

21-SEP-09

Well, more money would be a change for the good. That aside, I'd like to see the Administration tie their criteria for cuts to specific instances of advice they were given by SPBAC and other governance groups. So far they have said they relied on this advice, but there hasn't been an explicit statement of how the advice led to, or was used in, the final decision.

21-SEP-09

Transparent and inclusive leadership with particular focus on re-invigorating undergraduate education.

21-SEP-09

More/better support for grant-writing and submission. Better/More support for UA self-promotion, like news releases, web design, e-zines, e-journals and boots-on-the-ground legislator lobbying (even if we need a separate foundation to fund the effort).

21-SEP-09

A State Legislature that values education, and higher education in particular, enough to fund it properly.

21-SEP-09

New leadership

21-SEP-09

Guidelines or policies that determine what qualifies as tenure or promotion to full. Every college and department is different, but some have very clear guidelines while others do not.

21-SEP-09

Recognizing that the ultimate goal of the university is the succesful production of graduated students, not the preservation of secure tenured positions for the faculty.

21-SEP-09

Reduce the administrative stuff. Looking through the phone directory, one can find an exccessive number of administration.

21-SEP-09

Deans need to be more open with their dept heads as to how cuts will be made. The administration made it quite clear what cuts could be possible and that they would be differential across colleges, but it seems that Deans have not had clear plans (or not shared plans) as to how each college would absorb those cuts.

21-SEP-09

Providing greater investment in hard money support staff.

21-SEP-09

Obviously, greater state support for higher education, higher tuition with scholarships for the brightest, higher salaries from top to bottom.

21-SEP-09

Reward funded investigators with the resources that will make them competitive with their counterparts at institutions where research is much better supported.

21-SEP-09

Stop unnecessary and arbitrary initiatives that led to the loss of faculty and time. Let departments determine their growth priorities and reinstate focus on real accomplishments and creativity.

21-SEP-09

Real commitments to NEW FACULTY HIRES IN SCIENCE. We have not kept up with retirements over past 6 years. We can not maintain "RESEARCH ONE" university this way.

21-SEP-09

There is no doubt the insufficient budget and reductions within every department is taking a toll on all. The administrators if we need to find more money to run operations need to really take the lead and not just ask faculty to do more with less. Moral is at the lowest I have seen in 30+ years.

21-SEP-09

We do not have a budget crisis but rather a crisis in leadership. I think the only way to restore faith in our university system is to have a new president and provost. Education has been compromised at every level, and we have no means of solving our problems with leaders who have compromised with the fundamental mission of our university.

21-SEP-09

Higher salaries

21-SEP-09

Remove Hay and Burd at least. They are making bad decisions and seem incapable to asking for, or actually listening to, external input. Opposing views are rejected, and met with clear and direct threats. Some threats have been carried out (eg, CFA). This is destroying the University. Everyone realizes change is necessary, and cuts are a reality. Differential cuts have a place, absolutely. But the present admin has displayed zero constructive leadership and cannot manage the change required without destroying the UA. Shelton is responsible for hiring Hay, and has done nothing to support the campus in the face of Hay's clinical bullying. Start clean and bring Sander back. Regarding communication, there is no point in communicating with the current administration. Communication with real leaders is critical, but this group makes matters worse with each release.

21-SEP-09

A sense of basic job stability at UA for both faculty and staff. Rumors are rampant that tenure will soon become meaningless. As an assistant professor it's difficult to prepare for tenure review without confidence in the basic rules of the game.

21-SEP-09

A detailed spreadsheet showing how upper administration spends ALL sources of monies that includes (and is not exclusive) IDC from grants, gifts, tuition, and all sources of income generated by the faculty.

21-SEP-09

Removing Meredith Haye or at the least having her work with department heads and deans to work toward a cooperative leadership model

21-SEP-09

We need to change our model for delivering higher education to the state's students along the lines of the recommendations of the senate committee on retention and advancement of undergraduates. This needs to be accomplished in conjunction with an incentive program encouraging departments to undertake more teaching with new modes of delivery. We cannot survive with the current model alone.

21-SEP-09

change does not mean "throwing the baby out with the bath"; this process was not transformational; it was transactional and done with a heavy hand from the top down

21-SEP-09

More communication between the Administration and the rest of the UA community.

21-SEP-09

Foremost, the top administrative leadership,(e.g., President, Provost) need to define a concrete vision of the programs the university is going to strongly support and, equally importantly, those that it is not going to support.

21-SEP-09

1) Revenue designated for teaching allocated based on credit hours and done so transparently.

2) Reverse the somewhat recent decision to reduce overhead return. Everyone needs to do more with less, including the administration!

3) The admin needs to set the bar, but not micromanage how we achieve more with less. As far as I can tell we have more auditing, more reporting, more ethics boards, etc. This wastes time an energy.

21-SEP-09

To have a President and a Provost who are not so blatantly prone to transform this University in a Tech institution. Student dollars should remain within their college.

21-SEP-09

Shrinking the number of vice presidents. A new provost.

21-SEP-09

Change and innovation on most university campuses is driven by the faculty, through designated committees that are appointed by deans and department heads in collaboration with faculty governing bodies and upper administration. They are clearly chartered as to function and given publicity that allowed faculty to know what they are doing. The timeline of their charter is clearly published and known. At UofA change is not driven by faculty.

21-SEP-09

Vastly improved salaries for both faculty and staff.

Better relations with the AZ Legislature who control our future and are doing a very bad job of it.

All-out lobbying and education of all AZ voters on the importance of education to the state.

Let's get real. Transformation was a political process required by ABOR and the legislature, it did not save any money. So how the P & P handled it really didn't matter. I think given the terrible problems this state is facing that the Pres has done as well as he can. We would be helping ourselves much better if we stopped fighting amongst ourselve and took on the real enemies, the AZ Legislature.

21-SEP-09

Maintaining or improving the quality of experience for students and faculty retention by raising faculty compensation to be commensurate with increases in cost of living (including housing) & health care. This is especially discouraging in the colleges in which faculty are paid considerably less than their equally educated (PhD) peers in other departments. The disparity in salaries on campus is unethical given the public context of our university.

21-SEP-09

Asking the current Provost to step down. Asking the President to form a committee which represents the entire faculty. Respecting opinions of long standing faculty and administrator of the UA.

21-SEP-09

A new Provost who treats people with respect

21-SEP-09

Many academic departments lost lines but I do not see reductions in number of administrators. Similarly non-teaching /non-academic units should burden future cuts.

21-SEP-09

We're going to have to reduce the number of tenure track faculty by a significant percentage (25%?) to stay solvent. The president and provost should be up front about this and plan to do it strategically rather than making absurd claims about how the U of A will emerge stronger.

21-SEP-09

We need to visibly "lobby" the state for differential tuition like Cal and U of Michigan.

We need to re-evaluate undergrad teaching and requirements.

21-SEP-09

It is important to realize that we are an educational institution and not a business. Our job is mentoring students and adding to and disseminating the knowledge in our field. I think it is great if we can bring in money for this - but depts. that don't bring in 52% overheads should not be devalued.

21-SEP-09

Replace the Provost.

Eliminate Colleges/Departments that are not self-sufficient, not this half-way approach (which dishonestly claims it is being strategic)

21-SEP-09

A feeling of equity in making cuts. While I understand there are target areas for excellence, does that mean that those departments receiving the highest cuts should not also strive for excellence? It is quite demoralizing to see spelled out in amounts of cuts how areas are valued by the senior administration.

21-SEP-09

The differential cuts should have taken place much earlier in the process.

21-SEP-09

Pay raises. We were already below the national average, and with 2 years of no raises have fallen even further behind. It's embarrassing.

21-SEP-09

Willingness of faculty to make sacrifices short term.

21-SEP-09

We must be given the funding to accomplish our mission. We can't continue to pretend we are able to accomplish our mission at the funding level (tuition + state funds) we are given.

21-SEP-09

Listen to us! I feel cut off and not a part of the system anymore.

21-SEP-09

Major problem in Provost's office and relationship to faculty. Little accountability and responsiveness. We do not seem to be partnering to solve important problems.

21-SEP-09

Adequate salary resources and assurance of state support of education more generally, without continued erosion of budgets. Low salaries will continue to diminish quality faculty retention, and are a continual source of demoralization for those affected. Corporatization of education is a disaster for democratic processes and for knowledge production that is anything other than profit-seeking; commitments to critical thinking are barely present here.

21-SEP-09

For everyone to agree to compromise, and try to understand that we cannot be all things to all people.

21-SEP-09

We need better communication between upper administration and the faculty as a whole specifically for identifying what are the measures used to select areas for future investment at the UA. Recently faculty have been upset not only with the budget cuts, which are inevitable here, but to the manner in which metrics for selecting areas of strength received little to no input from the faculty at large. Transparency in selecting the metrics for assessment are needed.

21-SEP-09

Convincing some of the illiterate legislators of the importance of Education. Try to raise outside funds. I am not sure that these are changes or not?

21-SEP-09

Greater transparency in decision-making. Recognition of the role of disciplines other than the sciences in the mission of the University.

21-SEP-09

We need true autonomy to specify what changes can be made to save money or streamline efforts and why. In my case, my school was supposed to have done enough advanced planning that there were to be no program reductions, yet the Provost insisted that a small major be cut, even though we had a recruitment plan in place and the major was growing.

21-SEP-09

Giving classes online, developing a testing center that would allow us to test a large number of students simultaneously, and using technology to communicate with our students.

21-SEP-09

Salaries are not representative of what others make in other University systems and are especially not representative of what can be obtained in the 'real world'. Too much emphasis is put on 'superstars' and not enough on those who make the University work on a day-to-day basis. How can we adequately manage what grant money we are able to find when Sponsored Projects has insufficient staff and our business managers are underpaid, under trained, and not supervised?

21-SEP-09

These are tough times financially. Obviously reduced constraints on the budget would help improve the situation, but those are circumstances beyond our control.

21-SEP-09

There seems to be a real need for improved relations with the 22 Native nations in the state.

21-SEP-09

Greater focus on our areas of strength, strengthening of core units and support.

21-SEP-09

Reduce the scale of central administration and non teaching functions of the University. The last thing any budget cuts should be allowed to affect is the delivery of classroom instruction.

21-SEP-09

we are turning into a teaching college. Research and publication are indeed valued, but who has the time with the current expectations for teaching?

21-SEP-09

Reduce vice-president level administration.

Regarding Q#1. It is not clear to me what you mean by Transformation Process.

21-SEP-09

Administration finding a balance between supporting Research and Education. The bridge between the 2 seems to be widening.

21-SEP-09

Fire the provost. Quit trying to run the university as a profit making venture.

21-SEP-09

Faculty members need to control their angst and their temper. These are very hard times for EVERYBODY!

21-SEP-09

Transparency and accountability from high level administration, and better participation in governance and budget decisions by all members of the faculty

21-SEP-09

A new provost/president pair that actually knows what they are doing.

21-SEP-09

low paying salaries, lack of faculty research money (especially if not in science or engineering), constant budget cuts every year.

21-SEP-09

I believe that actively competing for extramural funding from various sources (government, foundation, and industry) will be the key step to make up for this budget shortfall. UA's reliance on NIH funding is perhaps one of the least among all leading universities, thus, there is plenty of room for expansion. Despite the current NIH funding shortage, our unique research portfolio and demographic location should given us certain advantage.

21-SEP-09

More real information, and less empty rhetoric

21-SEP-09

What we most immediately need is a new Provost who comes from the ranks of UA Faculty who care about the community of scholars and students that makes a university a university in a way that the Current Occupant does not.

21-SEP-09

Execute measures that save money with a proper cost benefit analysis.

Better leveraging of limited funds available (e.g. hires via NSF advance program; graduate students via CONACyT fellowships etc etc)

21-SEP-09

More money. Better communication about the value we offer to the state and nation.

21-SEP-09

Fear, uncertainty and doubt should not rule the heart and minds of those on campus. A longterm plan with respect to the budget from the state is urgently needed. A university cannot be run on a year-to-year basis, lurching from crisis to crisis.

21-SEP-09

The University has already a lost a lot of faculty, now is the time to get off the budget cut talks. Instead talk about going after NIH, NSF grants, endowment increases etc.

21-SEP-09

Maintain the colleges and/or programs that have achieved national prominence or ranking. Give the colleges and/or departments authority and incentive to fully explore their potential to generate revenue through new innovative programs.

21-SEP-09

Fundraising; state support of education in general and higher education in particular

21-SEP-09

More emphasis on merit and accomplishments and less attention to complaints of those who have plenty of excuses for lack of accomplishments or idologies with respect to "equality." Merit is everything. University employees who don't get this point may consider looking for a different job.

21-SEP-09

Some diplomacy between the Provost and the Faculty and Staff. This can go a long ways, especially when the budget is at stake.

21-SEP-09

It would be nice to see better articulated leadership. Perhaps the decisions of various leaders--not just the President and Provost--are well justified. But for an academic setting in particular the explanations for key decisions have been mixed in quality, depth and even whether explanations are given.

22-SEP-09

It is time to recognize that we need to become a mostly private institution. The legislature will continue to slash support for the universities - this one in particular.

22-SEP-09

Make sure that resolutions to problems do not cause serious damage to the reputation of UA and the quality of its programs. Make sure that the UA will be able to retain faculty and recruit outstanding faculty in the future.

22-SEP-09

Reverse the stance that favors disciplines that can attract more outside funding with lesser consideration for societal importance.

22-SEP-09

Eliminate tenure and move to 5-year renewalable contracts so everyone must earn the right to stay or be terminated. Replace the Dean of the Eller College with an experienced Dean who knows how to raise funds and run a schol of business. Paul Portney is a bad choice and poor Dean. Reduce Afministration of the University by one-third--it's bloated and ineffective. The UofA Administration needs an outside professional management audit.

22-SEP-09

More transparency and more faculty involvement would definitely help. In addition, the sense that many of us have is that current higher-level administrators are disconnected from the realities of the best way to run an academic institution

.

22-SEP-09

The senior administration's functions and mandates (and salaries) need to be examined and disproportionately cut, preserving faculty teaching and research

22-SEP-09

The resignation of Provost Meredith Hay would be the most important change the university could make.

22-SEP-09

Reducing more top administrative positions.

22-SEP-09

More private funding

22-SEP-09

More consultation, Provost more responsive and more respectful of decentralized/distributed culture of U of A

22-SEP-09

More support to the faculty for its teaching and research responsibilities. There is no research support, salaries are abnormally low, and with the many cut backs, graduate programs have shrunk with the result that the number of TAs have shrunk.

22-SEP-09

Administrative offices should reduce or eliminated entirely automated telephone

responses.

22-SEP-09

The administration acts distressingly like the previous presidential administration -- it doesn't need to do any homework because it already knows the answers. This leads to uninformed, bad policy, which leads to outrage and pushback, which leads to back-pedaling. One would have hoped a few times around this cycle would induce a changed approach, but there is no sign of this yet.

Regarding the questions below concerning communication -- the problem has not been lack of communication, the problem is poor information-gathering and poor decision-making.

22-SEP-09

Barring increased funding from the state that would provide unrestricted revenue, the UA has no choice but to make significant, painful, differentiated vertical cuts. In my opinion, the cuts have not been differentiated enough. We need to eliminate entire programs, not just give them big cuts.

22-SEP-09

All faculty and departments do not have equal representation. For a multitude of reasons, some seem to hold a favored status and are never held accountable for their poor performance, leaving the strong impression of an unlevel playing field.

22-SEP-09

More communication coming from the President and Provost's office about the Transformation Plan and budget cuts to the campus, individual colleges and department as well as to the Tucson community.

People need to be reassured that the arts and humanities are not going to be irreparably damaged. Focus on partnerships and successes coming from the arts and sciences.

22-SEP-09

The problem is simple. Departments have been cut to, and through, the bone. Further cuts will grossly impede their ability to perform quality research or to provide quality instruction. The result will be a mediocre university with low morale and high faculty attrition. The president and the provost must intervene to protect the departments from this event.

Stronger lobbying for a bigger budget (taxpayer funded if necessary)?

Tuition and fee increases?

Tapping of alternative sources of income?

Sacrifice of sacred cows?

If the president and provost want the faculty support, they should position themselves as advocates of the faculty and university, rather than as advocates of a devastating budget.

They should listen to faculty input and either accept it or explain in advance--not after the fact in an email--why they cannot accept it.

No more life threatening cuts.

22-SEP-09

A substantial improvement in the financial position which, as I understand it, will increasingly require us to insulate ourselves from the state legislature -- tuition increases, grant support, fees, etc.

22-SEP-09

Increase funding.

22-SEP-09

Tell the truth. Don't try to scare people. In such a critical moment, no leader say they will stay with people.

22-SEP-09 The protection of excellence is a sound policy. It has, however, translated into a policy of protecting fund raisers. Detailed decision about excellence needs to be made, unit by unit, as opposed to general policy changes. The Provost especially had to look at specific situations. Hard times call for informed discriminating decision making. That has not occurred.

22-SEP-09

I would like to see some numbers which show amounts of the cuts being assessed various colleges.

22-SEP-09

The central administration needs more transparency and attention to the viewpoints of the faculty and staff.

More attention should be given to funding the larger and better undergraduate programs.

22-SEP-09

Make undergraduate classes smaller. Improve the teacher-student ratio in undergraduate classes.

22-SEP-09

1. Better communication by the administration with faculty, staff, and students about the transformation process and rationale behind differential budget cuts.

2. Better communication with our publics about the scope and impacts of budget cuts

3. Better communication with parents and other advocates for the UA who can impact Arizona government.

22-SEP-09

refocus on the two UA missions, a research I institution and a state school committed to broadly educating the population

22-SEP-09

more faculty support...less administrative costs

22-SEP-09

Get rid of salary inversion so faculty would really have a career path. We have adjustments, and responses to offers, across the board raises, and merit adjustments, but we have do not have an overall target salary structure within colleges or departments. Random inputs yield random outputs.

22-SEP-09

Decentralize administrative decision-making and budgetary control. Faculty and department heads now have almost zero capability of making any crucial day-to-day let alone long-term resource allocation decisions.

22-SEP-09

A commitment to retaining faculty and grad students and to replacing faculty who leave so that departments do not deteriorate over time. Retaining faculty requires better raises over time so that salaries do not fall behind cost-of-living and individuals do suffer unwarranted salary compression. The feeling that UA is a sinking ship contributes to faculty and grad student departures and a decline in the pool of applicants to grad school

22-SEP-09

Communication needs to be more open and forthcoming about what is really going on. Many of the e-mails received contain meaningful information more times than not they only convey generic vague information. It is frustrating to here about things in the newspapers before we here it from administration.

22-SEP-09

Budget impacts should be spread evenly to support our sense of UNIversity community. Powerful lobbying and pr should be deployed to voters about impact of legislative decisions. Stop adding fees (backdoor tax) onto students who are very disgruntled and communicate this to their parents/voters.

22-SEP-09

There seems to be too much suppressed information or too much disinformation. And also, from my perspective, there is also a lot of contradictions from different parties involved in the process (transformation, budget cuts, etc). I think that a more transparent process would not only allow for other parties to feel involved, but it will ease tensions.

22-SEP-09

Replace Tolbert, Shelton, and Hay in that order. The choice of Dean Ruiz was pathetic.

22-SEP-09

If we saw the University of Arizona as a truly vibrant university where ALL disciplines MATTERED regardless of the money attached, THAT would be important. The sciences and research are important; so too are the arts, humanities and the social sciences. These disciplines tell us who we are as people--we are rational beings but we are also capable of artistic expression, deep thought, and efforts which improve the human condition. The current administration by its single mindedness is in danger of killing what makes for a university education and destroying the soul of our institution.

22-SEP-09

More discussion is needed of decisions made, the reasons behind them and the vision for the future. Most of us favor broad excellence in science, engineering and humanities. Most of us are against bloat and underachievers. And most of us would agree that the ability to raise funds, either through obtaining federal grants or attracting students, is an important indicator of success, but only one of several. Much information has been gathered. This information and how it leads to a vision for our future should be shared with the faculty.

22-SEP-09

I understand that grant money is important to the university -- but I think more emphasis needs to be put on teaching and students, particularly undergraduate students. I don't always see that grant money benefits the students and all the university staff who directly support students.

22-SEP-09

Explicitly consult with faculty -- not simply other administrators -- and think about consultative organs that are made up of rank-and-file faculty rather than administrators alone or in a dominant role.

22-SEP-09

Differential budget cuts, privileging revenue-generating units (such as business and professial programs), should be halted. The president and provost should do more than pay lip-service to the value of the Humanities, and should fund them as robustly as they are funding the sciences and the professional schools. And the provost should conduct herself with civility, and cease her bullying behavior.

22-SEP-09

Maximizing the activities that are highly enrolled, highly impactful or profitable. This process will be painful, but is necessary.

22-SEP-09

The UA's problems are neither primarily nor exclusively caused by individuals and their visions (or lack thereof). Nevertheless, it is time to consider replacing the president and provost. UA needs administrators who share a clear and constructive vision of state land-grand liberal arts institution's mission, and who do not see a "level playing field" for securing extramural contracts and grants when they gaze across campus.

22-SEP-09

Let tuition dollars go with SCH; Recurit out of state and international students more agressively.

22-SEP-09

A better funding situation. Currently the university does not have the resources to maintain a respectable program.

22-SEP-09

The President and the Provost do not have the vision or the understanding of what it is to run a university. They lack resources of communication to be effective administrators or spokespersons of the values of university education in times of economic crisis. They would not be competent even in times of plenty. They are completely out of their depth. The Provost is by the far the worst administrator this university has had over more than its last 30 years.

22-SEP-09

President needs more insight and understanding of campus and departmental issues. Learn from Dr. M. Crowe at ASU. Provost has lost faculty's trust and needs to be replaced.

22-SEP-09

The most important change that would improve the situation at UA would be to vote-in a state legislature that understands the importance of higher education and funds it at an adequate level.

22-SEP-09

The current situation is endemic and rquires major change. A most effective approach, if politically feasible, would be for the University to become independent of the state budgeting process. The state could then contract a price for instate students for reduced tuition and pay for it.

22-SEP-09

1. Meredith Hay's departure.

2. Quality, not wealth, as a measure of worth.

3. Administration not only hearing faculty ideas but implementing them.

On questions 6-9, more communication would be good, but it must be two-way; a clearer grasp of policy is only an improvement if the policy itself is sound.

22-SEP-09

More process transparency, greater honesty, increased respect for faculty. Achieving this may require a change in leadership.

22-SEP-09

All stakeholders, not just faculty but staff and grad students, need to be involved in decisionmaking, and by that I mean consulted, not just informed after the important decisions are made. The President and Provost are using "disaster capitalism", that is, the excuse of the budget crisis, to make arbitrary changes that harm the University.

The University ought to be modeling best practices for coping with the budget crisis to the rest of the state, and this certainly does not include firing the most vulnerable among us, our loyal staff, as the primary budget cutting move. We ought to be trying to keep our people on to ride out this crisis, if indeed it is a temporary crisis and not a long-term strategy. To sort this out, faculty need ongoing dialogue amongst ourselves, not just top-down communiques, whether from the President's office or the Faculty Center.

22-SEP-09

The major issue for me is the process by which decisions are made. The Admin seems to be shooting from the hip. Then when there is opposition, they pull back. What criteria are being used by two scientists to make decision on the whole university? Some obvious savings do not seem to be considered. Why are our offices so cold, that I have to wear a sweater to work in Aug? Why are classroom lights left on all day when no classes are in the room?

22-SEP-09

- Implement pragmatic measures to face the budget crisis the UofA is facing.

- Increase participation of stakeholders, including students, faculty and staff, in decision making.

- Increase transparency at all levels from Department to College to UofA top.

22-SEP-09

Three changes are all essential – discourse change, climate, and leadership. We must change the discourse from a narrow privileging of ICR generation and professional schools to value and honor the work done by a variety of disciplines and center the education of our students – which occurs mostly outside of those areas. The constant and crude overvaluing of professional schools and the College of Science is destructive at best and at worst pandering to an imagined constituency that does not value education. We must also change a climate of fear and intimidation that pervades almost every interaction that comes from the Provost and many (but not all) staff members in the Office of the Provost. This climate results in distrust, inability to debate constructively, destructive division, and a tacit approval of disrespectful behavior from the Provost on down. We must have a provost that

23-SEP-09

involving those faculty who are both research and teaching active and who have high standards in both domains to take the lead in charting the university's strategic planning

23-SEP-09

A transparent process in which information and rationale is shared across all levels (administration, faculty, staff, students). No hedging, no rhetoric, no surprises. Everyone needs to feel supported and no-one does.

23-SEP-09

Meredith Hays needs to be replaced by someone who has the confidence and support of the deans and chairs.

23-SEP-09

Improve the revenue stream from the State (wishful thinking) or focus on private and other funding.

23-SEP-09

Fire or reassign Meredith Hay. She has done a horrible job as Provost and has alienated many administrators and faculty with her bullying!

23-SEP-09

Improved State support, or failing that, strategically move our ABOR/State model to state-assisted with more independence in tuition and other areas.

23-SEP-09

Parking for new hires

23-SEP-09

Better faculty leadership. The leadership is very poor, at least at my departmental level.

23-SEP-09

More emphasis on teaching and on student learning

23-SEP-09

Reduce fear of retaliation when people speak their minds; such an atmosphere has no place at a University and for the first time it exists here.

23-SEP-09

Adequate funding from the state legislature.

23-SEP-09

Some of the upper administration in College of Agriculture and Life Sciences have been in place for too long. Over 20 years for some of them.

23-SEP-09

We nd more money and I have no new ideas on how to generate more money. I do not know what differential cuts are. I think most people are only concerned with how these dicisions will affect them. i.e. how will my paycheck/benefits be impacted. or, if my job phased out or is compbined into another department... how will that effect me. I think that if central admin keeps us informed, there is no need for open forum, and I do not need a further abundance of emails.

23-SEP-09

Increased reliance on faculty governance, not conferral with privileged few faculty who have the Administration's ear.

More indication of how central administration is making cuts, e.g where and in what amount.

23-SEP-09

Reduce the size of the Central Adninistration.

Allow true Faculty participation in planning and governance.

23-SEP-09

Morale is beginning to go to pot amoung our staff. Every day, they are asking about getting some more money. Especially with the changes in our benefits. We need to provide a "stimulation package" to our staff.

23-SEP-09

Input from faculty before decisions are made not after.

23-SEP-09

I am opposed to the idea of making professors who don't publish as often as others teach additional courses.

23-SEP-09

Legislature followed by governor is the most significant cause of current problems, but this is not a new issue. Arizona's support for higher education has always been near to bottom. With that said, there are always some reactions from UA administration that hurt not help the situation

23-SEP-09

Get rid of the current President and Provost.

23-SEP-09

Replace Provost Hay with someone both qualified and committed to do what is necessary to maintain the academic (research and teaching) excellence of the University of Arizona. That person must have the personal and professional integrity to tell the truth to faculty and students about what is really motivating the decisions being made.

23-SEP-09

No differential budget cuts. While faculty are working very hard to support the U through teaching and research, morale is falling as this approach to budget cuts smacks of class stratification.

23-SEP-09

Limit the power of division heads, Deans, Provost, and President with respect to governance.

23-SEP-09

Raise more money through fund raising. Substantially reduce funding distractions such as "diversity". Focus on teaching quality. Use term limits for deans like Lyle Bootman.

23-SEP-09

Your voting system still is not working correctly. This is the third time I have tried to vote. This time I am writing very formally in order to avoid using any special characters whatsoever except periods that is that might prevent my vote from being counted again.

23-SEP-09

1. Replace the current Provost, who has turned a collegial university into a fascist dictator-ship with faculty fearing to express themselves

openly. This is an URGENT first step.

2. Reduce the bloated size of central and decanal administrations.

3. Stop dictatorial decision-making made in secret; involve faculty more openly in making decisions.

23-SEP-09

increase research, reduce teaching

increase campus security, faculty office security

24-SEP-09

Firing the Provost would be the most important change that could be made at this time. This administration is marked by incompetence, contempt for shared governance, captiousness, and discourtesy. This provost has no legitimacy as she lies about how consultation has informed her decisions and promises are broken at will. Where did the criteria for the differential cuts come from? Did they come from ABOR, the University's Strategic Plan, SPBAC's criteria or just her own desire to fundamentally change the mission of this university? It will take many years to undo the damage that she has inflicted on this institution in a little over one year.

24-SEP-09

University administrators should spend less time saying "No" and more time getting to "Yes." They must recognize that public support will come not from transformation blather and blindly vicious cutting, but from maintaining strong academic units in all disciplines, thus assuring taxpayers that Arizona students can still receive an outstanding education at their state university. This is, of course, a tall order, unlikely to be accomplished by the current administrators.

24-SEP-09

this is my 3rd attempt to vote

i am not going to write out my comments again

24-SEP-09

The Provost needs to change the way she works with the faculty. She does not pay attention to a faculty member for more than 5-10 seconds when she is speaking with them. She does not consider all the necessary facts before making decisions. Her style of interacting with the faculty leads to dissatisfaction on the part of the faculty.

24-SEP-09

The resignation of Provost Hay, who has promoted a destructive, demoralizing, and adversarial administrative culture, acted without knowing or showing interest in learning about the actual consequences of her decisions, and betrayed the values and abandoned the aspirations of our strategic plan and mission as a comprehensive land-grant university committed to serving the public. We must reaffirm the central place of humanities, fine arts, and the social sciences.

24-SEP-09

The questions in this poll suggest that faculty leadership does not understand either the depth of faculty disenchantment or the problems themselves. The suggestion that more emails would somehow help is absurd. The problem is bad policy and incompetent administration not communication. I read their emails with derision and rage. Nor is the problem the way they carried out the socalled transformation process. That process itself was a cruel waste of time imposed without planning or forethought. My specific suggestion is to get new leaders.

24-SEP-09

-Giving faculty better funding for operations for faculty.

-Proving more funds for educational pursposes, i.e purchase of equipment supplies. Many classes have outdated equipment and luck of supplie-less burocracy-this campus is terrible!

24-SEP-09

Administrators from the top to the level of department heads should be eminent scholars, researchers and teachers. If they were, they would value faculty time and identify more closely with the actual work of the university. They would experience the level and range of students we enroll. Second, the top administrators should spend more face time in real conversation with the strongest scholars and researchers on campus. Right now, there seems to be a cabal of low level scholars who are highly political and who have time and interest in university politics. The high level people just leave.

24-SEP-09

A more transparent budget process that clarifies where the savings are in combining units. A focus on education would be nice, too.

24-SEP-09

There are no easy ways to enact budget cuts however the Provost renegs on agreements and creates an atmosphere where faculty fear reprisal from speaking out

This limits our academic freedom in some ways

24-SEP-09

Your question is rather vague, but I'm going to assume you are referring to the University's financial difficulties.

Simple, get more support from the State Legislature or figure how to do without it all together.

24-SEP-09

The budget problems in Arizona have gone on for more than 20 years and we have made no fundamental changes to address our cost structure. Faculty must become realistic about what the university can afford to do and they must take responsibility for producing real value for their costs. Hard decisions have to be made and they are being made.

24-SEP-09

Legislatures acknowledgement of the importance of universities specifically and univeristies generally to the state. Decreased legislature hostility toward the universities. Increased state financial support.

24-SEP-09

Do something to improve the morale of the faculty. For example, using radar guns in the parking garage to take another $50 from us for 1 mile an hour over the speed limit does not inspire. I realize the budget is really bad, but do you have to feed on your faculty this way to balance it? There has to be a better way to make ends meet without forcing us to pay for it.

24-SEP-09

revisit top levels of administration vice presidents for cuts not college deans

more communication about what is really happening via email from deans and department heads

discussions about differential cuts and what that really means

give more credibility to the arts role stimulating tucson growth and creative research and teaching strength we provide to students

24-SEP-09

More two-way communication between faculty and administration. Fewer vice-presidents to indicate sharing of sacrifice. We don't need 39 of them. I support differential cuts. It's abut time.

24-SEP-09

AZ taxpayers, ABOR and our elected state representatives need to realize that they have undermined the goals of higher education in AZ consistently since before I got here in 1995, and it will take a serious and longterm financial commitment before they can have the first-rate research and teaching universities they desire.

24-SEP-09

A new president and provost.

24-SEP-09

Streamline the administration (i.e., reduce the number of administrators and their budgets). Enable faculty to have real authority in campus administration.

24-SEP-09

Get back to basics and good education, much less administration. Over 30 vice-presidents? The current program expands the administration and the "glamour" programs to the detriment of a well-rounded university.

24-SEP-09

More transparency about future plans; more transparency about how the transformation has saved money.

Decisions made at lower levels (e.g. hiring goals decided by departments, not at provost level).

24-SEP-09

recovery of AZ State economy

24-SEP-09

That the faculty, staff and students see the heavy administrative structure at the UA streamlining to also offset part of the budget cuts. It seems one sided, with lower staff targeted for cuts when a large portion of salary savings is in the upper echelon of administration.

24-SEP-09

I applaud this administrations bold actions to redistribute resources on campus and their open dialog regarding their move to make UA better. However, the concomitant neglect of core needs in major teaching and research units is distressing, lowering morale, will lead to continued brain drain from the top, will lead to a drop in national stature in the polls that count and subsequent problems in recruitment and federal funding success. It should be noted that in the process, the current Dean of Science, in order to cope, has allowed himself to adopt an administrative style of dishonesty, deception and ineffectiveness that has led to a rapid drop in support and respect amongst his faculty.

24-SEP-09

A realistic view of what tuition we can charge students (e.g., if the market rate is higher, we should be able to charge more).

24-SEP-09

Cultivate endowments and other outside sources of funds. Reduce our reliance on state funds.

24-SEP-09

Faculty Retention and focusing on the strengths of the university

24-SEP-09

Retaining quality people is the most important in improving UA.

24-SEP-09

It is disappointing is that the term ivory tower really does apply to the Provost's office. The UA has become hierarchical and uncaring, and the bullying and capriciousness that seems to emanate from this tower is worrisome and sad.

24-SEP-09

there are too many administrators at all levels; For each administrative position that does not involve teaching, a strong justification should be given (at institute/center deputy director/director, associate dean/dean, and above).

24-SEP-09

Fire all state legislators and vote in a slate of responsible people willing to make the HARD decisions. Raise taxes and balance the budget equitably rather than placing the burden on state employees who work for the common good.

24-SEP-09

I feel that our department along with one other department has taken the brunt of the cuts that were made to the budget.

24-SEP-09

The President has not been effective as a leader and needs to attract people who can help him overcome this deficiency. He also has a Provost whose style has alienated her from the campus community and unless he replaces her it is likely to cost him his job.

24-SEP-09

The University administration should invest money on research so that more research can be attracted by the university. Without investments it is hard to increase the incoming revenue. We need to rely on state money to a lesser extend

24-SEP-09

Greater transparency in decision making in regard to budget allocations and the processes by which these decisions are made; Greater fidelity and consistency between things that are said (e.g., by the Provost) and later actions that are taken.

24-SEP-09

a state leadership that values education or short of that a university leadership that values education as much as research and more than revenues from football also less euphemisms such as transformation process

24-SEP-09

The U of A needs stronger leadership at many levels.

24-SEP-09

Short of more money, we need to have an open a fair process of allocating cuts. My perception is that cuts have favored the sciences over the humanities and social sciences. While grants are important, the bulk of teaching is done in the humanities and social sciences. We were also told that units that went thru reorganization and met the criteria of excellence would be favored in future cuts. I do not see that this has happened.

24-SEP-09

Differential cuts by department

Across the board cuts are damaging to everyone

24-SEP-09

more proactive stance with governor & legislature. aggressive campaign to build media and community support. must be on-going and not just in response to crisis.

24-SEP-09

Very aggressive fundraising by the president and the deans, so that the university can retain top faculty and provide services and scholarships to students.

24-SEP-09

Replacing Meredith Hay.

24-SEP-09

*Truly valuing the role of the humanities in undergraduate and graduate education.

*Democratizing and making transparent decisionmaking.

24-SEP-09

The central administration should speak plain English, learn to be brief, and be honest. They should abandon double-talk, sycophantic remarks concerning politicians, and pretenses that they are trying to improve the university. They should recognize that a university teaches values that are not measurable by money. They should honestly admit that they are acquiescing in an attempt to subordinate the university to commercial interests.

24-SEP-09

The provost's resignation.

24-SEP-09

Implement metrics for measuring the success of the administration with respect to providing transparent policy and spending strategy and their implementation. Administration needs some metrics to measure their impact on the UA and measure their performance. Hold the administration accountable for their actions.

24-SEP-09

STop making budget cuts that are devastating productive units, recruit new leadership that can find solutions to the financial crisis rather than transferring the cost down to faculty, staff, and students. Make leaders accountable the same way faculty are when they do not get tenure, can not get grants or receive a bad student evaluation. In general, the central administration is not adequate to deal with the challenges the UoA is facing.

24-SEP-09

Add interactive information. Change FAQs to wiki's, such as the now-defunct Furlough FAQ, the stimulus FAQ, etc - so people can add questions, it can be updated easily, and there will be a history of changes. That would give us an on-going open forum with documentation.

24-SEP-09

Faculty must be able to speak freely and be involved in the decision making process. Our administrative leaders in control of budgetary decisions without any real input from faculty. There must be an elected faculty committee that has as much control as anyone else in the decision making process.

24-SEP-09

increasing revenues independent from state funding including tuition increases and differential tuition

improved efficiencies in delivering education including through on-line programs

emphasis on competitive retention of top faculty members across campus

24-SEP-09

Involve the faculty.

Reduce high and middle management positions, rather than low paying service positions.

24-SEP-09

It seems that the rhetoric from Central Administration stops at the point of the Deans. For example differential cuts are administered to the Colleges and then the Deans give all their departments the same percentage cut regardless of excellence. It would also be helpful for Central Administration to communicate how they are making cuts centrally before passing the cuts to lower levels.

24-SEP-09

Consolidation of departments. Tying state salary suport to effective teaching

24-SEP-09

We are constantly being asked for suggestions about how to address this crisis, but we don't have the power to implement our ideas. The constant requests for suggestions (which are not then implemented, since the Provost has already made unilateral decisions anyway) consume enormous amounts of faculty time and energy, as we try to be constructive. At this stage, these requests smack of false democracy -- are we supposed to offer suggestions just so central administration can claim this is a democratic process? Meanwhile, work conditions and teaching conditions are extremely difficult -- speakers are no longer available, technology is constantly not working, I have to pay to copy my own handouts, etc. I'm very sorry for our students.

24-SEP-09

carefully review the competence of existing administrators and staff across campus for transparency honesty excellence efficiency and compliance with university and unit bylaws and governance

remove those who are compromising the excellence of the U and the collegiality of the place or reduce their salaries significantly

we are top heavy with incompetent individuals with inflated salaries

24-SEP-09

A realization (and response) by Senior and Central Administration to the current level of faculty concern and worry about the crisis the UA faces, and the process used to address that crisis, instead of dismissing that concern as the result of "naïveté.”

24-SEP-09

Eliminate many of the Gen Ed courses. Move these faculty into something more productive. Raise differential tuitions for the colleges that now have such.Work on the problems with the Centenial Hall courses. Things are totally out of hand there.

24-SEP-09

more resources from many different sources and better communication

24-SEP-09

The Provost must go at once, as no improvement in the situation can be made with her in charge. The President needs to acknowledge the gross mistake he made in hiring her and then in allowing her to take the actions she has taken and treat others as she has done. The responsibility ultimately rests with him, and he needs to indicate that he will and that he can take the University and his management of it in a better direction. The times call for dynamic and creative leadership, not a focus on the details of retrenchment--death by a thousand cuts. The community is strongly in support of UA and will help us save the institution in the fullness of its offerings and possibilities if invited to participate.

24-SEP-09

The administration must recognize that they have created a palpable sense of fear among faculty and staff It is not too late to turn this around and create an atmosphere of working for the common good to be able to utilize your most valuable resource The Faculty and Staff of the UA

24-SEP-09

Give a single cut to CLAS and charge the four deans with agreeing on how to apply it differentially on the basis of department academic quality.

24-SEP-09

Revamp the educational process, for example, shorter classes with total immersion, hybrid and online delivery.

24-SEP-09

More openness. It would be good to have all the transformations under way listed in a single place. Likewise, the differential cuts for the various colleges and departments should be listed. Right now, they are being communicated only by word of mouth.

24-SEP-09

Continuing to focus available "investment" funds on what will do the most to boost both the profile of the university and financial return on the investment. We must move quickly to replace state funding with other sources of funding. Don't just cut college budgets, but rather cut whole units so that the best ones can continue to survive, where best is based on national rank and ability to bring in funds that will hopefully replace lost state funding at UA.

24-SEP-09

Transparency, Shared Governance and holding Deans and Dept Heads Accountable if information or process is not delivered or followed. No follow up from central administration makes talk just talk and a waste of faculty time to rubber stamp. It is clear that what is said is not what is carried out from top to the units to the faculty to students. Whatever the problem is, central administration needs to address it, openly. Forums and e-mails are not the same as actions--that's what counts.

24-SEP-09

We need a new President and Provost. The President and Provost do not demonstrate the capacity to manage or lead an institution such as the UA, particularly at a time of significant change and turmoil. The Provost is most problematic but the Pres. must take responsibility.

24-SEP-09

I support using the current budgetary problems as an occasion to eliminate or trim weak programs. I oppose across the board cuts, which stymie efforts to improve quality by harming even the best units. Differential cuts require judgment and courage and will inevitably draw fire. If anything, I think the administration may have been too timid in differentiating between quality and lack of quality. I am also not sure that "transformation" has been focused on making quality distinctions, as opposed to organizational reshuffling that may not accomplish that much.

24-SEP-09

I think it is most important to retain our research leadership. Budget cuts have imparied research budgets and years without raises have put top professors behind market values. Our best researchers are vulnerable to other universities' recruiting efforts.

24-SEP-09

Fire the president, provost and all 43 vice presidents with all the associate & assistant vice presidents, and all the other over inflated upper-level administrators and there hyper inflated salaries and staffs. Get ABOR to make some meaningful appointments of leaders who know how to run a university and aren't in it just for how much they can make.

24-SEP-09

Strong leadership and clear directions in all areas

24-SEP-09

Good times -- differential rewards; bad times -- across the board cuts. In these times, we should all be in the same boat, unified, a community meeting its challenges, together, a university. Where is inspired, persuasive leadership?

24-SEP-09

The most important improvement would require a new, enlightened legislature, obviously--but beyond that, we need a different provost. A true leader would seek to inspire us with a sense of shared purpose, mission, and community during these dark times rather than resorting to intimidation and threats to bludgeon into submission those who question or disagree with her. Autocratic, disrespectful treatment of colleagues is unprofessional, divisive, and utterly inappropriate, especially at a point in the university's history when morale is at a historic low.

24-SEP-09

I sincerely believe that the most crucial factor that needs to be addressed is the culture of fear that has spread across campus, more swiftly and more devastating than any plague.

Some of the questions below address communication--all the forums in the world won't help until there are changes in the administration for there can be no meaningful dialogue when there is no trust. Words like synergy and transformation now have a sinister ring to them.

24-SEP-09

President, provost, deans can be open with the faculty. Also, very often it appears that they are simply reacting to what is happening externally. The University leaders should have some vision!

24-SEP-09

Use Tuition $ to fund the University not for scholarship, use private $ to pay for scholarships.

24-SEP-09

Better personnel in the Provost's office. Better faculty leaders. Better communication between administration and faculty.

24-SEP-09

Remove the current President and Provost.

24-SEP-09

Selective distribution of resources to favor excellence in teaching and research and academic activities that have the potential to become self-sustaining.

24-SEP-09

Defrosting all frozen tenure track lines. Immediate implementation of

searches.

24-SEP-09

Institute furloughs for the short term. Many other universities have survived them. But exempt the lowest-paid staff. Reduce the number of administrators, administrative offices, and administrative budgets. We are too top-heavy. Increase transparency and communicate more directly to departments and faculty. Demystify the role and power of middle management and increase communication from this level in both directions. End the Centennial Hall class experiment. It is an affront to what was once a student-centered university interested in promoting active learning. It is funneling too many resources toward poor pedagogical practice. Instead encourage faculty to teach more classes more effectively by giving teaching more weight in the promotion and tenure process.

24-SEP-09

We need transparency, advocacy, and shared governance commitments from the Provost's and President's office. I am outraged and demoralized, for example, by Shelton's 9/17 Benefits Eligibility change email. We are told that many will be forced to lose benefits--and very soon. Where is his advocacy for us? Where is his pledge to negotiate for us? This lackadaisical attitude makes me want to leave this university. Also, the Provost's imperious solo decision-making is intolerable.

24-SEP-09

I respect the tremendously difficult task that the central admin faces. I would recommend more targeted cuts ("differential" cuts by college still are applied across the board within). More transparency regarding process and metrics, and the nature of the savings realized. I like the strategic investments.

24-SEP-09

The President and Provost mistakenly assume that informing us of their decisions after-the-fact is somehow consultation. It is supposed to be a dialog not a monolog and the rising tide of mistrust is the consequence. To quote an old Purdue colleague, "if you're not in on it, you're down on it."

24-SEP-09

I think it would be most useful to focus efforts during the transformation process on objectives that are attainable and avoid the atmosphere of panic that has at times taken over the discussion.

24-SEP-09

Getting rid of the provost

more open discussion of different financial plans and reasons for chosing one or the other using more than market values in guiding the university

25-SEP-09

Fire them.

25-SEP-09

Remove the aura of fear The administration needs to really work with the faculty to develop soluions Meaningful two way communication is needed

25-SEP-09

Increased funding from tuition and the state.

25-SEP-09

Increased awareness by the AZ public and elected officials of the high long-term costs to the state of a poor educational system.

25-SEP-09

1. Restructuring and fund reallocation should be based on a broader set of criteria - not simply the capacity of a given academic unit to generate revenue, or to provide visible public service to the State. Universities are not for-profit businesses.

2. Funding is woefully inadequate.

25-SEP-09

More transparency about decision making criteria at all levels, from President and Provost down to Dean and Department Head.

25-SEP-09

Transparency and to have a sense of specific goals that the provost has for each of our divisions.

25-SEP-09

Better pay for faculty scholarship. Less pay for administrative duties.

25-SEP-09

Unfortunately, I believe the provost is very disruptive and should be replaced.

I am less negative about the president, but don't really trust him.

25-SEP-09

Better support from State Legislature

Change in state governoship

25-SEP-09

A more honest discussion of our collections, goals, and how we can work together. Transparencey (no hidden agendas)

25-SEP-09

de-emphasizing sports

25-SEP-09

some sense of clarity about the financial future of the institution and a proactive effort to make us all aware of the financial difficulties we face as a university.

25-SEP-09

More transparency of administrative plan. I don't know where we're headed, how we're going to get there, nor my place in the plan.

25-SEP-09

Improve FACULTY SALARIES, especially in the College of Humanites, where average salaries are abysmally low. Put priority on ACADEMICS rather than the current overemphais on intercolleagate sports.

25-SEP-09

Transparency regarding decision-making processes, substantive consultation with representatives of faculty governance (including SPBAC representatives), and genuine respect for and recognition of the contributions of faculty members, departments, and colleges to the teaching (including undergraduate teaching), research, and outreach missions of the university would go a long way toward improving the current situation at the UA. Unfortunately, such transparency, substantive consultation, and respect have been lacking since the Transformation process began.

25-SEP-09

Purposely omitted punctuation. More transparency and collaboration. Less arrogance by admin. Faculty who bring in and attempt to bring in more research money should be supported, helped in creative and financial ways. the VP research office, deans, and Pres office often seem hostile rather than supportive. they cite rules and regulations instead of trying to address the needs of faculty on a case by case basis. i even find that deans and foundation are competitive instead of helpful when it comes to donors. i fully support the admin consolidation of colleges into clas, especially the dissolution of expensive financial offices that do little for anyone except present obstacles like coh, and in particular the inflated over paid positions like kris sansbury. on the other hand i find that the presidents consolidation of the minority support offices into one whitewashed entity is a probl

25-SEP-09

The most urgent thing is better communication with faculty (& staff and students 0 and transparency.

25-SEP-09

A change of Leadership is necessary Now. This provost/president combination has failed. The selection of Hay was simply a mistake. It needs to be rectified immediately.

25-SEP-09

The administration seems to be reacting to criticism rather than providing leadership. We need the administration to make timely decisions and then communicated those to faculty and students and staff in a timely and effective manner.