Re-structure the administration to have just three vice-presidents: Academic Affairs (includes Registrar, Advising and Testing, sponsored programs, etc.); Student Recruitment and Engagement (admissions, financial aid, health services, counseling/placement, etc.); Finance and Development (finance and administration plus fundraising and public relations).

Return advising for entering and returning students who have already chosen a major to faculty in those areas, who are experts in what classes the student must take to graduate on time, so that we can limit the non-faculty advising staff to only those needed to advise undecided students. Use regular faculty who are qualified and experienced in the discipline to staff the Pre-College Academy, as had been the case before University College was established, and offer regular staff with master's degrees adjunct pay to teach sections of KSU 118, as had been the case with the BREDS orientation classes. University College has already been reduced since spring 2021; keep staffing low and fill only mission-critical and grant-funded positions.

Outsource the Office of University Counsel by keeping a local law firm on retainer. This would enable us to pay only for the legal services that we absolutely need and to eliminate salary, benefits and support staff for the three attorneys in the University Counsel's Office. This should save much of the $390,000 per year in salaries and benefits paid to maintain that office.

Eliminate the office of Brand Identity and University Relations and revert back to a Public Relations office with just three or four positions and either outsource or make fundraising self-funding. This office currently has a budget of over $1 million, so this should save at least $500,000 annually.

Combine Student Engagement and Campus Life with Student Success and scale back the number of staff positions: 62, as of the 2021 budget, with salaries and benefits of over $1.8 million (note: 14 positions have already been cut). We could potentially save $500,000 annually by limiting the unit(s) to positions that are mission-critical.

Outsource all web/technology services and cut back IT to only those needed to provide technical support or do all web/technology functions internally and eliminate external contracts—there is no need to waste hundreds of thousands of dollars doing both.

Have another round of the Voluntary Separation Program or institute a retirement step-down program to incentivize the retirement of some of the higher-paid senior faculty members.

See which administrative or staff positions can be logically combined into a single position, as other small universities do, and which positions can be taken over by faculty on release time as opposed to a full-time, dedicated administrator.

Employ students on a part-time basis to perform minor maintenance jobs rather than full-time employees with benefits.

Terminate all contracts for unnecessary software programs like Interfolio, IDEA, Raiser's Edge, Juicer and Meltwater, keeping only mission-critical software packages.