inspection of a facility that does link health care and wellness programs; contracts with outside specialists for onsite visits at a lower cost than outside visits; offers a variety of screening programs for faculty and staff; has put together an extensive community network of work-life organizations; and has a standing work-life committee that meets regularly and identifies priority issues. With respect to child care, Berkeley provides 250 spaces for the children of students and 48 spaces for faculty and staff.
Stanford's work-life office includes 2.5 full time equivalents (FTEs), who devote about 70% of their time to child care, 20% to elder care, and 10% to other services. Stanford provides 565 on-campus day care spaces in 6 facilities. It also provides child care subsidies, up to $5,000 per family, that can be used anywhere, at a total cost of over $1 million a year. Stanford has a large health promotion staff dedicated to student health issues and 4 FTEs in their employee assistance program. The EAP program offers counseling, workshops, and support groups for drugs and alcohol, grief, anger management, skill building, racial issues, writing improvement, etc. The group found Stanford's health center, and the process by which it was planned, very appealing. The architect for the center, Curtis Snyder ’68 P’06, specializes in campus health facilities. While on campus for Alumni Day he met with several members of the task force and gave a presentation about his work.
Members of the task force discussed their initial report with the CPUC in February and have continued to receive comments through the task force website. They met with an outside expert on student health plans, who suggested that the University think about increasing the premiums for its SHP (which are significantly lower than our peer institutions) and use the additional revenues to improve mental health and prescription drug coverage (areas in which Princeton lags behind its peers) and to reduce fees for dependent coverage. He also suggested that we think about a model that other universities have adopted, under which UHS might purchase some percentage of time of local physicians to practice on campus as part of the overall UHS program. (This is a topic we plan to explore further over the summer.) Members of the task force also have met with providers of employee assistance programs and work-life services, and with an expert on prescription drug programs. At its February meeting, the task force reviewed the SHP and met with Stu Orefice, the director of Dining Services, to learn about initiatives under way in that department to provide nutritional information to students and to create healthier menus. At its March meeting, the task force reviewed programming at Dillon gym and devoted several hours to the initial preparation of this report.
Throughout the spring there has been clear evidence of community interest in the work of the task force. There seems to be wide recognition that both University Health Services (located at McCosh Health Center) and Dillon gym are straining at the seams, and that this will only increase when the University adds additional students.