Responses

Mary Schantz February 19th, 2009

Responses to Cost Saving Ideas

Suggestion: Reduce the College’s TIAA-CREF matching contribution

Response: While many companies are reducing or even suspending entirely their 401-K matching contributions, one of the principles the president has established for our contingency planning is that we should not take steps whose long-term costs outweigh their short-term gain. We believe reducing the TIAA-CREF match would be such a step, and would set a bad precedent for retirement planning. However, if the economic situation deteriorates even further, this may be an option that we need to consider. (3/1/09)

Suggestion: Sell the Guest House

Response: The contingency planning process is focused on the operating budget and selling off this asset would have little impact on that. However, as indicated in an earlier post, we are actively looking to improve the operating results of all our auxiliaries, including the Wooster Inn, of which the Guest House is a component. (2/23/09)

Suggestion: Spin off or outsource operations such as the Wooster Inn and Ohio Light Opera.

Response: Both OLO and the Wooster Inn, as auxiliary operations of the College, are being reviewed as part of the contingency planning process and we hope to obtain significant savings through a reorganization of both. If there are other opportunities for reorganization or outsourcing that you believe the College should consider, please let us know. (2/17/09)

 

Suggestion: Eliminate the interns program.

 

Response: All intern positions are going through the new position review process this year, with the goal of reducing the overall number of positions and the cost of the program by 25 percent. (2/12/09)


 

Suggestion: Do not be as generous with the faculty leave program.

 

Response: Working with the academic departments, we have devised a plan to reduce the number of leave replacements hired next year by 25 percent. We will hire 11 visiting faculty instead of replacing the 16 who will be on leave next year one-for-one. (2/12/09)

3 Responses to “Responses”

  1. # WoosterAdvocateon 03 Mar 2009 at 11:06 am

    Spin off or outsource operations such as the Art Museum

  2. # PNW Alumon 21 Mar 2009 at 5:24 pm

    Any kind of consideration of taking whacks at the art museum needs very careful consideration. A review of the troubles at Brandeis and a careful reading of a recent NYTimes special section outlines the difficulties and some creative solutions. See:

    http://www.nytimes.com/pages/arts/artsspecial/

    and

    http://www.cbsnews.com/stories/2009/03/15/sunday/main4866505.shtml

  3. # Kitty McManus Zurkoon 11 Sep 2009 at 5:35 am

    Regarding outsourcing The College of Wooster Art Museum, please note that unlike the Ohio Light Opera and the Wooster Inn, the museum is an academic program within the Academic Affairs area. To read the museum’s mission statement go to: http://www.wooster.edu/Music-and-the-Arts/The-College-of-Wooster-Art-Museum/About-Us/Mission-Statement.aspx

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