Admin & Support Review (.ppt) - University of Alaska Fairbanks

Report
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
•
(Alternates: Scott McCrea/Susan Gaudin)
Faculty representative
•
David Christie, Alaska SeaGrant
•
•
Burns Cooper, College of Liberal
Arts
•
•
Jake Poole, Advancement
Maria Russell, IAB
Staff representative
Roger Smith, Geophysical Institute
(Alternate: Janet Daley)
Tori Foote, CRCD
(Alternate: Cecilia Chamberlain)
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Staff Support
•
•
•
•
•
•
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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 2: UAF Staffing Trends, 2006-2010
2,500
Figure 1: UAF Fall 2010 Staffing
2,151
2,216
2,230
2,226
2,245
2,188
2,000
Admin
568
26%
Program/Other
1,500
Faculty/Research
933
43%
Support
Support
335
15%
Faculty/
Research
Administrative
1,000
842
868
885
911
915
903
Total A&S
Total UAF
Program
352
16%
500
2006
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2007
2008
2009
2010S
2010F
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UAF Administrative and Support Staff by Vice Chancellor Area
250
200
16
0
150
9
23
100
4
5
50
0
175
183
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145
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101
86
74
2
0
40
33
Growth
2006
2
6
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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
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63
56
8
4
8
3
24
27
22
26
(2)
9
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Staffing: Central vs Units, with growth from 2006
600
27
500
400
Growth
300
2006
200
23
9
11
100
509
101
82
71
Central
Rural
Research
Academic
0
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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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