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Office of the President
University of the Pacific
3601 Pacific Avenue
Stockton, CA 95211

April 11 2000

Institutional Priorities Committee
April 11, 2000
Taylor Conference Room

Attendance: P. Gilbertson, P. Oppenheimer, Alan Gluskin, John Myers, Dan Borlik, Dave Fletcher,
Guests: J. Kirim, D. Rulnick

I. Minutes: Minutes of the April 4th meeting were reviewed and approved as submitted.

II. Outsourcing within Universities: An article on "outsourcing" within universities from the Chronicle of Higher Education was discussed.

III. Provost Report - P. Gilbertson

A. Provost discussed the fact that very few units submitted reports on outcomes of investments. Vice Presidents are responsible for gathering the data regarding assessments within their units.

IV. Maintenance Report - Joe Kirim
  1. J. Kirim reported on maintenance and deferred maintenance. Physical Plant has a detailed list of projects across the whole of the Stockton campus that need to be completed. Priorities include:
    1. Safety;
    2. System failure and roofing;
    3. Mechanical and electrical upgrades;
    4. Air conditioning;
    5. Furniture;
    6. Aesthetics is last.
  2. One of the top four reasons students don't select UOP is the state of the facilities.
  3. Joe indicated that many buildings are cleaned once a day, yet utilization of the building goes well into the night.
  4. Window cleaning was dropped in 1990 and never replaced.
  5. Classrooms - Upgrades often would include: lighting, environmental upgrading, painting, carpeting, and furniture.
  6. Physical Plant has $500,000 in unrestricted monies to conduct day to day operations of which $300,000 is committed. This leaves $200K per year.
  7. Physical Plant has presented data indicating that what we invest in facilities is very low compared with like institutions (Provost to bring this data).

V. Staff Reclassification Study - D. Rulnick

  1. The process has been a lengthy and difficult process. The potential of the system is quite significant. It can help heighten awareness of job responsibility, authority, and accountability.
  2. One key is to manage the workforce resources of the University in a more effective, coordinated, and humanistic manner.
  3. Performance management is a systematic approach to organized resources and to conduct training.
  4. The outcomes of this effort have also resulted in several tools that can be identified in performance management.
  5. What are the outcomes of this effort? Productivity, satisfaction, and fairness.
  6. How will we measure productivity and fairness?
  7. Are we moving too fast? Is the uncertainty causing uneasiness amongst the staff?

Meeting adjourned at 4:45 p.m.