UC President Robert Dynes last week conducted an hour-long Web chat with UC staff and faculty members, offering his perspective on issues ranging from salary levels and health care benefits to "the meaning of life, the universe and everything."

"Communication with faculty and staff is very important to me," Dynes told participants. "I have learned from your questions, and I assure you that we will have many more opportunities to talk. The issues you've raised will be very much on my mind in the coming months."

The following are excerpts from Dynes' Oct. 14 chat. The complete transcript is posted online at http://www.universityofcalifornia.edu/newpresident/preschat.html.

What do you see as the most challenging issues faced by staff in the upcoming year?

Offering staff the opportunity to educate themselves and advance themselves in a difficult budget time -- to allow staff to see a rewarding career. The challenge is to develop a more stable budget process that can ride through the highs and lows.

Do you think UC will be forced to raise its budgeted student-faculty ratio by 5 percent, from 18.7 to 19.6?

There is continual stress on the student-faculty ratio, and we will do everything we can to maintain the 18.7 while maintaining individual campus flexibility.

We've recently been alerted that our health premiums are going up. Will this continue?

The answer is yes, unfortunately. If you look at the rest of the country, health premiums are headed for a train wreck. I talked to my colleagues at Lucent Technologies, and their premiums are going up enormously -- in industry they're going up tremendously compared with UC. We're going to do our best to ease that load, especially for those whose salaries are modest.

I worry all the time about budget cuts to my department. The VERIP is the only thing I can think of that may save our department. Is there any chance of VERIPs for next year? The question is whether the pension fund can afford it. The volatility of the market in the last couple of years has made that a real question, so we need to tread very carefully in this area.

Have you spoken to the new governor? He's expressed much support for K-12 education. What about UC and other higher education?

I've written him, offering the resources of the university, and I've contacted several members of the transition team. I hope the governor recognizes the enormously valuable investment that UC represents for the state ... and I will express that to him at the first opportunity.

I've heard rumors that staff salaries will be cut 15 percent to 20 percent. Can you comment?

I don't accept the premise that 15-to-20 percent salary cuts are going to happen. We must do the best we can to maintain competitive salaries and benefits. It's true, I don't have direct control of the United States and of California (budget), but we should do our best to sustain more stable funding sources than we have experienced in the past.

Many staff units are chronically understaffed. Low staffing translates to low morale. What advice do you have for employees with impossibly high workloads?

I sympathize -- I know that many people in the university are doing more with less. One thing that has contributed to workload today is the decentralization that has occurred over time. In some cases, it's my view that we're doing things 10 times (or 11 times). Perhaps it is time to look again at whether we can find areas where we can operate more efficiently by sharing resources and best practices.

Is it possible for the UC system to alter its funding model so that it is substantially less dependent on state funds?

At the moment, about 23 percent of our budget comes from the state. The remainder comes from federal sources, hospital revenues and other enterprises. That 23 percent, of course, is extremely important because it supports a large number of faculty and staff -- and the core instructional program. We continue to look for other sources, but I also would like to find ways to develop a more stable funding algorithm in partnership with the state. The state needs to recognize the tremendous value of the UC system.

Why are we adding Merced when we can't support what we have?

We're an institution that has to look 10 to 20 years into the future. The Valley is very much underserved by UC and the (Merced) campus will be an educational and economic engine for the future of the Valley and the state.

You have two key Chancellorial openings to fill. What's the status of these searches?

The search committee has been formed for the San Diego chancellor, and its first meeting will be this Friday. I'm in the process of putting together a search committee for Berkeley chancellor.

Do you feel the university is doing a good job of communicating our mission to the public and defending its validity and importance to the state?

We can do far better, and I intend to. Part of the motivation for my first six months "traveling inauguration" is to carry that message to many corners of California. I hope you will help me do this.

What are some of the ideas you have for the university for the next 5 to 10 years? How will the staff/faculty be a part of that?

UC -- every campus -- can be a world leader. I envision that each campus will have areas that are the best in the world, and that people will come there from all over to learn. We are a true system of 10 campuses, as opposed to a hierarchy, and I would like to see each and every campus shine. The faculty and staff are the ones who are going to make this happen. I believe every campus ALREADY is a world leader in many areas. The task now is to build on those areas of excellence.

What is the meaning of life, the universe, and everything?

As a physicist, my answer is, "Let there be light!"