Staffing Action Team Meeting Notes

December 20, 2011

  • Part 1
  • 5% Options
  • State leadership buy-out option
  • Voluntary reduction in time
  • Shared position across counties
  • FLP/WNEP coordination
  • Fewer than 2 positions in one program per county
  • Multi-program area position
  • Multi-funded
  • Counties increase % of funding
  • Fill vacancies with 80% only
  • Re-examine county position allocation: urban, rural, geography
  • Reduced appointments with option to increase %
  • Academic year appointments
  • Job sharing
  • Early retirement
  • Leave without pay
  • Relocation (permanent or temporary)
  • County pairing and partnerships
  • Faculty or staff in one also in other
  • County coverage- clustering
  • Co-employment- county responsibilities combined with UWEX responsibilities
  • Contract with county (individual becomes county employee)
  • Public/ Private partnerships
  • City partnerships (alternative municipal funding)
  • Multi-public funding
  • Program revenue- fee for services
  • Program coverage
  • Short-term faculty position with shared campus funding (initiative based)
  • County funded program assistance
  • Multi-county regional program assistance
  • Non-integrated state specialists temporarily provide coverage in county (25%-75%)
  • Shared Positions
  • Challenges
  • Political Needs
  • Alignment with county
  • Managing expectations and allocation of time
  • District boundaries
  • Helps
  • (1-33 contact HR Component)
  • Program assistance in both counties
  • Look to examples of counties where it has worked (Buffalo, Pepin, Leg work is done in advance)
  • LGC data base
  • Could be multi-position
  • Increase of Funding from County
  • Still pay same amount for benefits
  • 2nd positions
  • Written assignments
  • Program revenue- grants
  • Starting with small co % and increasing
  • Relationship disaster
  • IE- yuck
  • Scholarship- county has more say, more demands
  • How can state increase its % revenue and grants
  • County has limited resources
  • Relocation of county funds- regional support or telecommuting
  • Multi-funding
  • Most cases talking about public-public partnerships
  • Missions should align
  • Costs- hits on scholarship
  • Accountability and expectations (more than one master)
  • Interest in exploring alternatives- lots of potential-non profits, other municipalities, school districts
  • Multi-municipality- challenges politically
  • Agreement with defined beginning and end
  • Administrative costs- who pays?
  • Leveraging other sources to supplement additional positions (seems more likely)
  • Parking Lot
  • Grant written capacity
  • Population
  • Evaluation of Options
  • Measurement of Success
  • Wild card-money
  • Socioeconomic data bases
  • Salary reduction review
  • Metrics for evaluating
  • Relationships
  • Inclusive excellence
  • Scholarship
  • Advantages/disadvantages
  • Long-term sustainability
  • Unintended consequences
  • Specialist buy-out
  • Saves money on front-side for state- but little savings for county
  • Offers colleague opportunities for professional growth
  • Need to identify opportunities (specialist retirement)
  • Internal capacity building (strategic planning)
  • Be careful to not reduce accountability for integrated
  • Regionalize educator specialist (1 in each county with each supplementing a specialist)
  • HR management issues are complicated
  • P.T.
  • Academic Year
  • Early Retirement
  • Job Share
  • Leave without pay
  • Relocation leave with pay
  • Classified staff lay-off
  • Non-renewal probationary AS
  • Non-renewal indefinite appointment AS
  • Non-renewal probationary faculty
  • Essential Elements
  • Academic Freedom
  • Scholarship
  • Local Presence
  • With supportive specialist network
  • Inclusive organizational staffing
  • Alignment of resources towards teams
  • Part 2
  • County 3 person office
  • Regional
  • 4-H faculty
  • FL- old school programs
  • CRD
  • FLL (nontraditional)
  • AG
  • Should not fund specialist at statute colleges
  • (Barb) Midwest Center for Outreach and Education
  • Pyle Center
  • Outreach
  • In person
  • Online
  • Reach all audiences
  • Revenue generation
  • Core stock programming
  • With ground troops
  • Centers
  • How much funding?
  • Who are they?
  • Accountability?
  • What is their role?
  • Get rid of CIAS
  • 14 centers
  • Community education
  • UW 2-year campuses
  • UW-Extension
  • 3 people each for program areas (focused areas)at campuses
  • OR: Regional 4-H faculty with 4-H program assistant for each county
  • Family Living (FL)
  • Obesity
  • Money
  • Food Safety
  • Combine Program Areas
  • AG / 4-H
  • AG/Community, Natural Resources & Economic Development Program Area (CNRED)
  • Community, Natural Resources & Economic Development Program Area (CNRED)/ Family Living (FL)
  • Community, Natural Resources & Economic Development Program Area (CNRED)/ 4-H
  • 4-H/ Family Living (FL)
  • 4 faculty down to 3

  • 20% Federal and State Reduction
  • Build off of PVV and Biz Model
  • What is essential?
  • Start from scratch
  • Staffing models
  • Out-there ideas/ creative thinking
  • What is conceptually or strategically important and what is essential about that? Why?
  • Strategic imperative