PowerPoint Presentation

Strategic Reorganization Deborah Noble-Triplett, UM SystemEric Rosenhauer, UM Health System1ObjectivesProvide recommendation regarding VPAA office responsibilitiesSuggest what should no longer be doneConsider interrelatedness of VPAA office duties with other units across campus:Other vice provost officesProvost officeAcademic unitsNewly created vice provost & deans officesBusiness units (HR and Finance) 22Scope of EngagementWork in tandem with campus transition committeesVisit with critical campus constituents to listen, learn and ask questionsProvide observations and recommendations

Inform campus leaders regarding opportunities for continuous improvement and effective, lean operations Provide a neutral, third party opportunity to highlight efficiencies and effective practices, and consider any additional systematic processes that will enhance value-added

33To Meet ObjectivesMust ask Why?Must challenge assumptionsLook for evidence of effectivenessAttempt to view from various vantage pointsConsider the questions:What is done?How is it done?Why is it done?Who is involved?Is it successful?Should we continue doing this?What is the value-added?

4Value added as defined by the customer. Customer defined as the end user of the service.4Connection to Transition CommitteesJoin steering committee conversations (committee chairs)Focus on VPAARecommendations have complementarity but formed with different frameworksTransition committees: focused on responsibilities and tasks and where to assign them which determined resource allocation, space needs and personnel placement

UM consultants: focused on customers, processes and responsibilities (complex vs. routine duties) within context of connected units55Challenge of ChangeStrong strategic planStructural reorganization to achieve goalsBroad representation in transition planningCampus-wide listening opportunitiesCommunicate roles of :Department chairsVice provost & deansVC Global & Strategic PartnershipsProvostInternal vs. external focus667Context for Proposed RecommendationsReview of organizational structure & responsibilitiesReview of structures and work from perspective of internal customersPropose ideas for considerationSeparate transactional responsibilities of the VPAA from strategic and leadership responsibilitiesStructure to support lean processes and customer experienceSharing suggestions campus leadership once we complete our workFor consideration by newly appointed leaders

Proposed RecommendationsOrganizational relationshipsAlign resources with core mission Reduce silos, fragmentation, and duplicative operationsFocus more on customer service and customer responsivenessEffectivenessEfficiencyCost savingsRecognition of need for some duplication

88Standardizing business processesEliminating non-value added workDelivering a end-user centric modelUtilizing enabling technology to streamline business processesIncreasing managerial span of controlReorganizing and co-locating workforce Finance, IT and HR and Academic Support functionsProposed: Campus Resource Center9

9Proposed Campus Resource CenterDetail (Shared Services Model)10

Suggested GuidelinesActivities should be Shared if:The activity can be standardized across multiple unitsThe activity could be performed effectively without proximityThe activity is transactional in natureThe activity is complex and performed infrequently

Activities should be Local if:The activity is unique to the unitThe activity requires in-unit-decision-making10Vice Provost & Dean Office(s)example: Campus Resource Center interaction with academic units11

11Whats Next?Visit with additional stakeholders and confirm observations Need evidence start benchmarkingCustomer focused process metricsIs the process facilitating or hindering outcomes?Business process analysis (invitations from Branson & Manuel)HRFinance & AdministrationDetermine vice provost & dean offices responsibilities & resources Leave flexibility to establish their team and voice their thoughts regarding the delineation of responsibilitiesDevelop ongoing continuous improvement strategiesOptimize leadership12Move beyond the Dean modelAddress leadership gaps

12Questions?1313