Transcript Slide 1

Administrative Review & Restructuring
The President’s Charge
Review administrative organization and delivery of
administrative services at all levels of the university
and propose ways to:
• Improve performance
• Rationalize administrative organization
• Gain cost efficiencies
1
Guiding Principles
•
Protect and invest in services that support core missions
•
Look for more effective delivery of service rather than cost
reduction only
•
Leverage the University’s size and scale
•
Be willing to invest in technology to achieve efficiency
•
Improve internal business practices and seek broader
regulatory reform to improve efficiency while mitigating risks
•
Clarify organizational structures to establish responsibilities
and accountability and improve effectiveness
2
Builds On Ongoing Efforts
•
UI-Integrate (Banner) Project completed in 2003
•
Administrative Reduction Plan in 2004 led to
reductions of $37.4 million
•
Ongoing efforts to control energy costs and reduce
energy consumption
•
$15 million administrative cost reduction plan
launched in 2009
Benchmark: Administrative overhead costs lowest
among Illinois public universities and 7th lowest among
Big Ten
3
Recommendations in Four Categories
Administrative Structure and Organization
Delivery of Administrative Services
Improving Business Processes
Creating a New Vision for Service Delivery
4
Academic Professionals are an
important and significant part of
our human capital
5
Academic Professionals FTE
Chicago and Total University (w/ UIH)
State Funds
All Funds
Academic Professionals FTE
Chicago and Total University (w/o UIH)
State Funds
All Funds
Observations
• Importance of APs justifies close review
• Numerous and varied positions held throughout
the enterprise
• Variance in titles and salaries, career progression,
and professional development opportunities have
been constant themes
• The employment conditions of APs have been
studied in the past
8
Previous Recommendations
• Conduct periodic salary studies for equity and
fairness of AP pay scales
• Consolidate the number of job titles and use titles
consistently
• Provide promotional and career advancement
opportunities
• Perform annual written evaluations
• Connect APs to strategic plan
• Create communication vehicles for and about APs
9
ARR HR Subcommittee
• Create a University Human Capital Strategy,
with special focus on APs
• Establish Shared Service Centers for HR work
• Recommend employee benefits changes
• Simplify all UI statutes and internal policies
related to HR work
• Streamline the EEO/Hiring Process
10
ARR HR Subcommittee
• Modernize the State University Civil Service System
process and procedures
• Utilize an electronic I-9 System to feed E-Verify
• Modify the annual ethics training process for UI
employees
• Eliminate Positive Time Reporting for all University
employees or in absence of “all” eliminate the
requirement for faculty
11
ARR Final Report
• Greater attention to human capital
• Ensure effective delivery of HR services
12
Specifically:
• A senior administrator should be charged with
developing university-wide HR strategy and
policies
• The University should undertake a
comprehensive review of all policies governing
AP positions; including duties and
responsibilities, titles, career progression,
professional development, notice and grievance
procedures
13
Specifically:
• Review current benefits (including the
potential impacts of changes to the
pension system for new employees),
recommend any changes to those
benefits and clarify compensation
philosophy and policies
14
First Phase of a Longer Term Project
We Are Here
Review and
Diagnoses
Identify
Options
Preliminary
Approach
to Solution
Next Steps
Select
Options
Detail
Plans
Implement
15
Moving Forward
• Select Options
• Establish Process for Implementation
– Assign Clear Responsibility and Authority
– Establish Work Teams with Domain Expertise
– Engage Consultants when Appropriate
• Create effective management information systems to
monitor service delivery costs
• Inculcate Continuous Improvement Culture
16
Governance Structure for ARR Implementation
ARR Steering Committee
Chair- President Hogan
Lead implementation effort
Consultations and communications
Approve projects
Monitor management reorganization
Coordinator
Manage and track progress of all projects
Coordinate functional teams
Coordinate management information system
Escalate issues to Steering Committee as
appropriate
ARR Functional Teams
Teams with functional expertise
and key stakeholders
Design/Implement functional initiatives
Manage to milestones and outcomes
Lead formal stakeholder engagement process
Track and report
17
Next Steps
• Realign organizational structure to ensure
university-wide focus and responsibility for HR
strategy
• Benchmark policies pertaining to AP positions
• Create university-wide HR Council
• Implement shared service models for delivery of
HR services
Input from UPPAC and other stakeholders
18