Current Status Report - September 2011
Text in red denotes new activity since previous status report.

Attract and retain the best possible staff, and provide adequate staffing for teaching and research activities

Action Taken


    Organization and Staffing

  • Appointments to date include:
    • Richard Spies, executive vice president for planning
    • Elizabeth Huidekoper, executive vice president for finance and administration
    • Harriette Hemmasi, University librarian
    • Michael Goldberger, director of athletics
    • James Miller, dean of admission
    • Mark Porter, director of public safety
    • Todd Andrews, vice president for Alumni Relations
    • Stephen Maiorisi, vice president for facilities management
    • Katherine Bergeron, dean of the College
    • Clyde Briant, vice president for research
    • Edward Widmer, director and librarian of the John Carter Brown Library
    • Michael Pickett, vice president for computing and information services/CIO
    • Russell Carey, vice president for corporation affairs and governance
    • Karen Davis, vice president for human resources
    • Margaret Klawunn, vice president for campus life and student services
    • Marisa Quinn, vice president for public affairs and University relations
    • Edward Wing, dean of medicine and biological sciences
    • James Tilton, director of financial aid
    • Hannelore Rodriguez-Farrar, assistant to the President
    • Matthew Gutmann, vice president for international affairs
    • Valerie Wilson, associate provost and director of institutional diversity
    • Steven King, senior vice president for University advancement
    • Peter Weber, dean of the Graduate School
    • Mark Schlissel, provost
    • Kevin McLaughlin, dean of the faculty
    • Lawrence Larson, dean of the School of Engineering
    • Joseph Meisel, deputy provost
  • Completed a broad organizational review of the effectiveness of nonacademic departments and expenses; realized savings of $7.5 million per year in FY04
  • Undertook a review of support within academic departments, including adequacy of staffing and other resources, information support, training, and organizational structure
  • Created a risk-management network and a crisis-management plan
  • Launched a new employment Web site, careers.brown.edu, which allows candidates to search job postings and apply online
  • Created a senior level position to lead the initiative to enhance Brown’s role in international higher education
  • Reorganized CIS groups to enhance user support and project management functions
  • Hired new director of real estate responsible for optimizing the management of Brown’s commercial properties and the benefits of gifts of real estate
  • Realized $7.5 million in savings for the FY10 budget by reducing nonacademic staff and expenses
  • Completed comprehensive organizational review and restructuring of administrative departments and functions, which involved a voluntary retirement incentive program for staff, some layoffs, and the creation of new organizational structures in several areas with new job opportunities for many high-performing staff members; achieved $14 million in net savings
  • Developed and implemented a voluntary staff retirement program
  • Implemented organizational changes recommended by the Organizational Review Committee
  • Developed and implemented new training programs for staff


  • Governance

  • Reduced the number of standing faculty committees from 21 to 11
  • Restructured Corporation committees and reorganized agendas to allow more time to focus on strategic discussions rather than operational details
  • Created in 2003 a President’s Leadership Council of alumni, parents, and friends of the University to advise on issues facing the University
  • Established eight new advisory councils and visiting committees with more than 200 members to involve a wider circle of leadership in the University’s affairs; held first meetings in February 2004
  • Established the Advisory Council on Media Relations
  • Established the Brown University Community Council, a representative forum composed of faculty, senior administrative officers, staff, alumni, and undergraduate, graduate, and medical students, to discuss, debate, and give advice on questions of University policy, governance, and the overall welfare of the University community
  • Created the IT Project Review Committee to review and prioritize technology projects on the campus


  • Compensation and Benefits

  • Increased total staff compensation pool and raised minimum salaries to $10 per hour in 2002–03
  • Introduced an enhanced dental insurance option
  • Expanded staff tuition assistance program to provide $10,000 per child in college
  • Launched a new Mortgage Assistance Program
  • Initiated the Human Resources Advisory Board, composed of faculty and staff, to provide advice and feedback on human resources policies and procedures
  • Launched new voluntary benefit programs for staff and faculty, including enhanced long-term care insurance and discounted automobile, pet, and homeowner's insurance. Expanded the University's award-winning wellness programs and adopted an engaging approach for employee benefit events
  • Closed the University annually for the week between Christmas and New Year’s Day to provide additional time off for staff
  • Launched a new Web-based service for the annual benefits open enrollment period
  • Improved reward and recognition programs and introduced Brown Employees Are Recognized (BEAR) Day, a new event recognizing employee excellence
  • Expanded access to group health plans for retirees
  • Launched new centralized Web site for staff training programs
  • Launched BEAR Bargains website to provide staff with participating discount provider information
  • Introduced an enhanced Faculty/Staff Assistance Program
  • Implemented a 457(b) deferred compensation plan
  • Added a back-up child care and elder care benefit for all employees as of 9/1/08
  • Enhanced the TIAA-CREF retirement investment options to include life cycle funds and five mutual funds effective 1/1/08
  • Enhanced the dental plans to include a maximum carry-over provision and evidence-based dentistry provisions
  • Entered into an agreement with a local day care facility to provide access to infant care for Brown employees
  • Significantly reduced employee contribution to health insurance coverage
  • Carved out prescription coverage from health insurance plans in order to contain costs for employees as well as the University
  • Negotiated significant reductions to Fidelity and TIAA-CREF fees for certain retirement investment options
  • Added a voluntary supplemental disability insurance option
  • Implemented health care reform mandate for health coverage to age 26 for children of staff and faculty; voluntarily included dental coverage for children to age 26 as well


  • Academic Support

  • Completed an organizational review, led by the executive vice president for finance and administration
  • Implemented a series of organizational changes to focus personnel on academic enrichment priorities
  • Increased opportunities for staff to participate on University committees and advisory boards in collaboration with the Staff Advisory Committee (SAC)
  • Increased staffing support in advancement, research administration, and environmental health and safety
  • Increased staffing support for multidisciplinary initiatives
  • Implemented a training, mentoring, and professional development program for academic department managers and their staff and developed a resource web site
  • Implemented a new performance development plan for employee evaluations
  • Implemented new orientation program for staff in finance and business operations
  • Created new Employee Responsibilities and Rights Handbook
  • Implemented improved background checking procedures to ensure highest quality staff hires
  • Revamped Management Training Program for new managers
  • Introduced new customer service, coaching, interviewing, teambuilding, project management, communications and change management learning opportunities for managers and staff
  • Introduced a Leadership Training Program
  • Launched the HR Partner’s Program to better train and support staff outside of central HR
  • Enhanced Employee Education Program to include one distance learning course per semester as part of a degree program
  • Launched the Ambassador Program to better involve and connect staff to the University, recognize performance, and promote employee retention
  • Established an information technology hiring review policy to improve internal partnerships and consistency in recruitment, hiring, and compensation of University IT professionals
  • Formed a Training@Brown group and launched a listserv to share ideas, leverage resources, develop consistent practices, and improve training
  • Developed additional learning delivery methods: book clubs, blogs, listservs, and professional development library
  • Developed and distributed divisional metrics
  • Implemented a new performance management system for staff including simpler forms and a modified review cycle
  • Completed campus-wide training needs assessment and multi-year professional development plan; retooled existing training programs and began development of new programs in response to the needs assessment

Action Needed

  • Continue to improve communication, coordination, responsiveness, and support provided by the administration to academic programs
  • Continue to evaluate where new staff will be required to support academic initiatives
  • Continue reviewing salary and benefits programs
  • Develop advisory councils of parents, alumni, and friends to help guide and support Brown’s presence in international higher education
  • Continue to develop methods to recognize and reward staff accomplishments and excellence
  • Continue to develop, evaluate, and tailor training programs for managers, leaders, and general staff

Responsible

  • Executive Vice President for Finance and Administration
  • Vice President for Human Resources
  • Provost

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