As the attached document indicates, a number of other programs are in the works. We asked about experiences of conflict between the demands of work and those from other quarters. The University of Minnesota has an ambitious, recent plan for expanded childcare, because, like UCSB, it has had a much greater demand for childcare than facilities have allowed. Unfortunately, we were not able to indicate here the extent of the offerings for each service. Thus, for example, all 11 list childcare, but we do not know if the amount the campuses are able to provide meets the need.
Private universities appear to lead public institutions in the services they provide.
Those consulting with the Coordinator should have the sense that those consultations are private and that the Coordinator works independently from Human Resources and Academic Personnel so as to avoid conflicts of interest. Not to do so would be out of step with systemwide initiatives from the Office of the University President and from Faculty Welfare. A centralized, knowledgable office will be able to serve many functions relatively economically, especially because it would be serving both staff and faculty and many of their needs overlap, such as programs for child care and elder care. Many members and groups in the campus community await with great interest the outcome of the Task Force's work. Rising to meet these issues before the expected tidal wave of new students and consequent growth of staff and faculty will be crucial to successful recruitment of staff and faculty and their retention .