Reflecting on Progress A Report

Office of the Senior Vice President  for Health Sciences  Frank B. Cerra, Sr. Vice President October 19, 2000

Office of the Senior Vice President for Health Sciences
Employment Trends

Following is a brief explanation of staffing changes in Senior Vice President units from September 1997 to October 2000.
 

Senior Vice President’s Office:

• Eliminated the positions of associate vice president for clinical affairs, the assistant vice president for organizational redesign; and the assistant vice president for legislative affairs.  Reassigned one administrator to work for the Medical School; and transferred one clerical position to the Medical School.  Added an additional professional support position.

Academic Support:

• Created the position of assistant vice president for education to lead interscholastic educational initiatives.
• Increased CHIP’s staff from three-quarters to full-time during the academic year to expand the hours CHIP is open.
• Closed the Multicultural Institute after the unit’s federal grant was not renewed.
• Created the position of assistant vice president for research to lead interscholastic research efforts.  Added staff to facilitate technology transfer and coordinate research efforts between AHC and Fairview.
• Established the Research Services Organization to facilitate privately funded research.   Increased staffing to meet growing demand for services.  6.5 staff are paid from external contracts.

Administrative Services:

• Expanded staff in Administrative Information Services to meet user demand for desktop services, support development of AHC-wide administrative systems, and provide required local support (2.5 FTE) for PeopleSoft implementation and maintenance.   Nine staff are paid from fees charged AHC units for desk top support.
• Closed the Biomedical Graphics unit and merged it with University College’s Media Resources:  eliminated three positions and transferred 11 staff to University College.
• Expanded Communications staff by two to meet demand in community and media relations.
• Added 1.3 staff to manage and coordinate the new Basic Sciences and Biomedical Engineering Building.
• Added 1.5 staff in Finance: a person to provide finance/administrative services to small AHC units (rather than each hiring their own) and a half-time position to work on redesign of financial processes.
• Reduced Human Resources staff from 22 FTE (in mid 1999) to 10.8 with implementation of a decentralized, shared services model. Four of the 10.8 FTE are required to support PeopleSoft.
• Closed Scientific Apparatus Services: eliminated three positions and transferred two staff to the Physics Shop.

Regulatory Compliance:

• Created the position of assistant vice president for regulatory affairs and added two staff required by the Grants Management Project to provide greater oversight of research and to assist faculty in meeting regulatory requirements.  The office reports jointly to the Vice President for Research and the Senior Vice President.
• Expanded Research Animal Resources to meet growing faculty demand for services.

• Established the Center for Bioinformatics.  Expanded staffing with support from external grants and contracts.
• Expanded the Center for Spirituality and Healing with support from grants, contracts, and gifts.
• Expanded the Cancer Center with support from grants, contracts, and gifts.
• Expanded the Center for Bioethics with support from grants and gifts.
• Expanded the Minnesota Molecular and Cellular Therapy program to meet increased demand for services from faculty.