Transcript Admin & Support Review (.ppt) - University of Alaska Fairbanks
Administrative and Support Review Committee August 2010-January 2011 Phase I
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Committee Members
• • Michelle Bartlett, Summer Sessions • Mike Sfraga, Student Services (
Alternate: Ali Knabe)
• Cathy Hanks, Petroleum Engineering
Faculty representative
• Jake Poole, Advancement (
Alternates: Scott McCrea/Susan Gaudin)
David Christie, Alaska SeaGrant • Maria Russell, IAB
Staff representative
• Burns Cooper, College of Liberal Arts • Roger Smith, Geophysical Institute (
Alternate: Janet Daley)
• Tori Foote, CRCD (
Alternate: Cecilia Chamberlain)
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Staff Support
• • • • • • Wanda Bowen, OGCA Kerynn Fisher, VCAS Office Raaj Kurapati, SNRAS Julie Larweth, OIT Einar Often, SOM graduate student Aron Vesper, VCAS student
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Goal / Scope
• Inventory UAF’s administrative and support capacity • Develop criteria for rating importance, efficiency, and effectiveness • Identify common processes to streamline • • • • Administrative and Support capacity including: Chancellor, vice chancellors, provost and deans, along with their respective personnel; Procurement, financial services, grants and contracts, proposal office, and human resources, both in central offices and within operating units; Development, communications, marketing, OIT, recruitment, both in central offices and within operating units; and Registration, financial aid, advising, police, fire, risk management and facility services.
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Process
• Meetings and discussion topics – Overview of UAF’s environment – Procurement – Shared Services – Data Review
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Values
• Focus on changes with the greatest overall positive impact • Recognizes knowledge and contribution of unit-based administrative and support staff • Leaders must promote involvement and open-mindedness to administrative process changes • Document Standard, Promote Standards – assure flexibility • ‘Test’ Questions for Change and Everyday Practices
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Values: Questions to Test for Change
Does the process support UAF’s core mission of research, teaching and service?
Does the change improve service to students, faculty, researchers or staff?
Is the overall process time or cost reduced from the time the need is identified to when it is fulfilled?
Are all compliance and accountability requirements met? Have you accommodated any adverse impacts resulting from the change?
A “no” answer to any of the questions would require a re-evaluation of the proposed change.
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Values: Questions to Test Everyday Practices
Are your actions supporting UAF’s core mission of research, teaching and service? Do you understand the process from beginning to end, including the role others have in the process and how your piece affects the entire process?
Are you providing timely and respectful customer service? Have you identified best practices for the process and shared them with others involved?
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Inventory of Positions
• • • Employees in 12 job categories: – Administrative Generalists and Specialists – Administrative Managers and Professionals – Chancellor, Vice Chancellors, Deans, Directors – Communications and Development – Facilities – Fiscal Managers and Professionals – Fiscal Technicians – Human Resources – Information Services – Police, Fire, Risk Management, – Procurement – Student Services Budgeted in administrative and support functions On unrestricted or recharge funding
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UAF’s Administrative Rate Trend
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UAF Employee Trend and Distribution
Figure 1: UAF Fall 2010 Staffing Figure 2: UAF Staffing Trends, 2006-2010
2 500 2 151 2 216 2 230 2 226 2 245 2 188 2 000 Admin 568 26% 1 500 Faculty/ Research 933 43% Program 352 16% Support 335 15% 1 000 842 868 885 911 915 903 500 Program/Other Faculty/Research Support Administrative Total A&S Total UAF 2006 2007 2008 2009 2010S 2010F
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UAF Administrative and Support Staff by Vice Chancellor Area
250 200 16 150 100 0 9 23 4 50 0 175 183 145 101 86 5 74 2 40 0 33 2 6 Growth 2006
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UAF Administrative and Support Staff by Job Title Category
250 5 3 200 Growth 2006 150 19 100 12 50 0 210 205 119 82 63 56 8 24 4 27 8 22 3 26 (2) 9
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Staffing: Central vs Units, with growth from 2006
600 500 400 300 200 100 0 27 509 Central 23 101 Rural 9 82 Research 11 71 Academic Growth 2006 14
Next Steps
• Explore options for shared business centers • Evaluate ratios for inventory analysis • Evaluate for process improvements – Procurement – Hiring/On-boarding – Award processing – Travel • Develop communication plan
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VI - Summary
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