• 10,947 FTE Management, SMG & MSP (Senior Management Group & Management and Senior Professionals)The UC Office of the President (UCOP) collects this data from all of the campuses and publishes a summary report semiannually on the web site http://legacy-its.ucop.edu/uwnews/stat/ . The following graph shows the 24 year history of two numbers taken from those reports: Management personnel and Total employees, with the latter scaled so that one can readily see the relative growth over this long time-span: while Total employment grew 62%, Management grew 308%; and, for comparison, total student enrollment grew 62%.
• 44,512 FTE Academic Staff (with 11 sub-categories, including 9,160 FTE Regular Teaching Faculty - Ladder Ranks)
• 95,133 FTE Professional and Support Staff, PSS (with 11 sub-categories)
1996 |
2001 |
2006 |
2010 |
2014 |
18-year Growth |
|
A-J Senior Professionals |
660 |
1,073 |
1,465 |
1,948 |
2,461 |
+273% |
M05 = SMG = Executives |
253 |
263 |
233 |
141 |
128 |
-49% |
M10 = Managers |
1,294 |
2,133 |
2,724 |
2,949 |
3,081 |
+138% |
M20 = Coaches |
15 |
16 |
97 |
77 |
125 |
|
Total SMG & MSP |
2,222 |
3,485 |
4,519 |
5,115 |
5,795 |
+161% |
1996 |
2001 |
2006 |
2010 |
2014 |
18-year Growth |
|
A-J Senior Professionals |
604 |
929 |
1,541 |
1,788 |
2,137 |
+254% |
M05 = SMG = Executives |
74 |
66 |
63 |
60 |
43 |
-42% |
M10 = Managers |
477 |
826 |
1,242 |
1,595 |
2,350 |
+393% |
Total SMG & MSP |
1,155 |
1,821 |
2,846 |
3,443 |
4,530 |
+292% |
1996 |
2001 |
2006 |
2010 |
2014 |
18-year Growth |
|
A-J Senior Professionals |
125 |
243 |
295 |
503 |
666 |
+433% |
M05 = SMG = Executives |
33 |
34 |
32 |
14 |
11 |
-67% |
M10 = Managers |
162 |
303 |
442 |
507 |
536 |
+231% |
M20 = Coaches |
2 |
4 |
87 |
29 |
26 |
|
Total SMG & MSP |
322 |
584 |
856 |
1,053 |
1,239 |
+285% |
Function \ Campus |
Total |
Bk |
Dv |
Ir |
LA |
Mc |
Rv |
SD |
SB |
SC |
OP+ |
Instruction |
301 |
101 |
20 |
41 |
75 |
0 |
16 |
18 |
20 |
3 |
8 |
Research |
200 |
36 |
13 |
8 |
34 |
1 |
6 |
46 |
18 |
17 |
20 |
Public Service |
94 |
31 |
7 |
5 |
18 |
2 |
3 |
7 |
3 |
2 |
17 |
Academic Support |
375 |
52 |
21 |
99 |
74 |
16 |
13 |
41 |
22 |
21 |
16 |
AS-Libraries |
54 |
10 |
6 |
3 |
12 |
2 |
0 |
8 |
0 |
1 |
13 |
Student Services |
320 |
93 |
23 |
44 |
43 |
21 |
19 |
24 |
26 |
21 |
7 |
Institutional Support |
1,361 |
155 |
127 |
122 |
351 |
60 |
88 |
169 |
49 |
63 |
178 |
Operation & Maintenance |
102 |
16 |
8 |
7 |
19 |
3 |
4 |
4 |
30 |
7 |
5 |
Auxiliary Enterprises |
162 |
27 |
6 |
17 |
55 |
6 |
7 |
9 |
21 |
14 |
0 |
Other * |
111 |
15 |
6 |
22 |
47 |
4 |
3 |
6 |
5 |
1 |
0 |
All Functions |
3,081 |
536 |
237 |
368 |
728 |
115 |
159 |
332 |
194 |
150 |
262 |
Function \ Campus |
Total |
Bk |
Dv |
Ir |
LA |
Rv |
SD |
SF |
Instruction |
218 |
3 |
34 |
18 |
81 |
6 |
5 |
71 |
Research |
178 |
26 |
6 |
74 |
24 |
48 |
||
Public Service |
44 |
8 |
28 |
8 |
||||
Academic Support |
347 |
41 |
27 |
112 |
5 |
33 |
130 |
|
AS-Libraries |
4 |
4 |
||||||
Student Services |
13 |
2 |
11 |
|||||
Institutional Support |
268 |
268 |
||||||
Operation & Maintenance |
32 |
32 |
||||||
Auxiliary Enterprises |
12 |
1 |
11 |
|||||
Teaching Hospitals |
1,233 |
127 |
111 |
468 |
91 |
435 |
||
All Functions |
2,350 |
3 |
236 |
162 |
763 |
12 |
157 |
1,017 |
Function |
PSS General Campus FTE |
GC Ratio M10/PSS |
|
PSS Health Sciences FTE |
HS Ratio M10/PSS |
Instruction |
4,882 |
6.2% |
5,766 |
3.8% |
|
Research |
4,271 |
4.7% |
5,263 |
3.4% |
|
Public Service |
1,835 |
5.1% |
1,172 |
3.8% |
|
Ac Support |
3,857 |
9.7% |
5,141 |
6.7% |
|
AS-Libraries |
1,528 |
3.5% |
25 |
||
Student Serv |
5,736 |
5.6% |
176 |
||
Inst Support |
8,419 |
16.2% |
1,231 |
21.8% |
|
Op & Maint |
3,529 |
2.9% |
258 |
||
Auxiliary Ent |
8,256 |
2.0% |
230 |
||
Teaching Hosp |
0 |
29,052 |
4.2% |
||
All Functions |
42,313 |
7.0% |
48,314 |
4.9% |
Employee Category |
Number of Employees |
Average Annual Salary |
Senate Faculty |
12,600 * |
$131,918 |
Non-Faculty Academics |
11,778 * |
$ 83,421 |
Management/Senior Professionals |
10,625 |
$134,883 |
Professional/Support Staff |
88,765 |
$ 71,471 |
Total |
123,768 |
Employee Category |
Number of Retirees |
Average Annual UCRP Income |
Faculty * |
6,145 |
$80,901 |
Management/Senior Professionals |
9,235 |
$57,830 |
Professional/Support Staff |
42,201 |
$37,166 |
Total |
57,581 |
The recent budget crisis has rekindled concerns that growth in administration is outpacing growth in student enrollments, and has come at the expense of growth in faculty and the University’s instructional program.Then they report their findings,
Almost three-quarters of the 143,990 full-time equivalent (FTE) personnel at the University in 2013-14 were employed in non-academic personnel categories – Professional Support Staff (PSS), Managers and Senior Professionals (MSP), and the Senior Management Group (SMG). This proportion has been stable since 1997-98.My focus has been on the Management class (SMG & MSP), which accounts for only 10% of all non-academic positions, but it appears that they contrive to bury that under the much larger PSS pool of employees; and then they can say that there has been no growth, relative to overall University growth, over these years. Still, if you read all the way through that chapter, you will find this:
There has also been a modest shift in the distribution of employees from the PSS to the MSP category, with MSP titles growing from 3% to 6% of all FTE personnel and PSS titles experiencing a corresponding decline from 70% to 67%.Did you catch that? MSP grew from 3% to 6% of all FTE. That is a doubling over the period 1998-2014. That is fairly consistent with the data shown in my graph at the top of this paper. But 3% is such a small number and 6% hardly much more, so who would get upset about this? Furthermore, they imply that this growth in MSP is just a shift of some people upward from PSS positions. This is a suggestion I have heard in the past from a few colleagues who have read my earlier papers: Sometimes you want to keep a very excellent staff member in your department and so you arrange for them to be "reclassified" (with a substantial increase in salary) from PSS to MSP. This "reclassification" may explain some portion of the management bloat I have displayed, but I do not see this as a comprehensive answer.
Sub-Sub-Category |
1996 |
2014 |
18-year Growth |
F10 + F15: Computer Operations, Programming,
Analysis |
1,979 |
3,139 |
+59% |
F20: Admin, Budget/Pers Analysis |
3,063 |
7,557 |
+147% |
F30 + F35: Management, Fiscal Services |
886 |
922 |
+4% |
F40 + F45: Employment Services, Materiel
Management |
111 |
138 |
+24% |
Total Code F in PSS |
6,039 |
11,756 |
+95% |
Functional Grouping |
1996 |
2014 |
Instruction + Research + Public Service |
30% |
28% |
Academic Support + Libraries |
10% |
13% |
Student Services + Institutional Support + Op
& Maint + ... |
60% |
59% |
Given the new data discussed above, especially now
that one can "locate" the positions in question, we can suggest
that some faculty members take the initiative in looking closely
at the question of unnecessary layers of management in their own
locales. This needs to be done thoughtfully, hopefully with the
consent and cooperation of Departmental Chairs. Who are the
"managers" and what do they "manage" and are there more
efficient arrangements?
As a first step, one could ask for an
organizational chart showing all the non-academic staff in the
Department; identify which are paid by Instructional budgets and
which are paid by Research budgets; in each group count up the
number of Management FTE and compare that with the total number
of PSS FTE; then look at the University-wide average for that
ratio, which is shown in Table 6.
Of course, as noted earlier, the major portion of
management positions is located within the domains of higher
administrative officers - Deans and Vice Chancellors - on each
campus. My own previous efforts to get the President or any
Chancellor of UC to investigate this issue seriously have been
complete failures. Perhaps, if leaders of the Academic Staff
(Professors) can carry out this mission on their own turf, then
that may create pressure on those top level authorities to do
something similarly credible on their turf.