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<h2>Description</h2>
<p>  	 The national economic downturn escalates challenges to already lean university research administration organizations and, in a number of states, demands unprecedented budget cuts. Even highly endowed schools are shaken and have entered re-assessment periods that threaten past unquestioned support functions. After years of investing time in risk assessment, succession planning, "More With Less Workshops" and discussion groups on "educating-up", senior management NCURA members find themselves in a compressed, depressed, highly-stressed environment of local budget intransigence paired with increased reporting, continued compliance mandates and shrinking success rates out in the departments. The goals of this interactive time together are to inventory current and planned coping strategies, share resulting experiences (both positive and negative), rate strategies worth keeping and generate a small list of new ideas to take back to the office. Part 1: Fairness, Integrity, and Creativity during Reorganizations, Furloughs, and Layoffs The focus of the first half of the workshop will be strategies and best practices for: 1) Avoiding the worst-case with out of the box solutions 2) Administering the worst case scenario with integrity Discussions will be held around:</p>

<ul>
 <li>What senior management can bring to the table when asked to prioritize employee positions in the face of budget cuts </li>
 <li>The value of your creativity in the face of the linear status quo (i.e. your nutty ideas ARE appreciated by your boss!) </li>
 <li> Risk and compliance issues in relation to staff reduction decisions (i.e. which functions are expendable when "risk" ceases to open the purse).
	<li> Anticipating new or unfamiliar risk & compliance issues that may arise if staffing becomes TOO creative. After our Part I discussions and a break, we will focus on something more familiar, yet never stale. Part II---The Old Bad News was Freezes: Motivation and Feeling Lucky on the Frozen Tundra How can we continue to engage, motivate and inspire our over-extended team of raise-less, promotion-free professionals and support staff? Facilitators will lead an exploratory discussion of: </li>
	<li> Non-monetary perks and motivators </li>
	<li>Mentoring and training in preparation for future advancement </li>
	<li>Strategies for avoiding or coping with turnover in high-volume situations </li>
	<li>Priority setting on OSP functions </li>
	<li>Involving school and department staff in strategies for managing transactions </li>
	<li>Use of metrics when re-assessing and re-organizing work loads </li>
</ul>
<h2>Learning Objectives</h2>	
<ul class="learning-objectives">
	<li>  Participants will acquire a broad overview of actions currently used to cope with budget cuts;</li>
	<li> Participants will gain insights into potential strategies for your own organization;</li>
	<li> Participants will receive some nuts and bolts information on unfamiliar practices such as furloughing; </li>
	<li>Participants will learn more about retention practices and budget neutral professional development; </li>
	<li> Participants will discuss employee motivation techniques and best practices. </li>
	
	
</ul>
	
<h2>Pre-Requisites</h2>
<p>Intended for senior level research administrators. Participation is limited. Pre-registration is required.</p>


<h3>Program Level:</h3>
<p>Advanced    </p