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A Campus Committee for Organizational Restructuring (CCOR) will make recommendations to the Chancellor's Executive Advisory Council (CEAC) on restructuring that will contribute to the fulfillment of major initiatives over the next 5 years as put forth in Strategic Action. The recommendations will be consistent with the five goals put forth by the University's Board of Trustees for the Administrative Excellence Program: improve services, reinvest administrative savings, transform the working environment, operate more efficiently, and make the university more competitive. These goals contribute toward the fulfillment of one of the main guiding principles of Strategic Action:
to commit to a new environment for learning, discovery and outreach through infrastructural, administrative and organizational renewal
As such, the recommendations for restructuring shall draw upon Strategic Action for general direction. They will solidly integrate with and build on existing University system-wide and campus-based change initiatives such as:
Recommendations will evolve from area and process reviews to identify the $11 million stipulated by the Restructuring line item in Strategic Action (section V.B.11). The Early Retirement Program (RISPP) which will yield a restructuring savings of $5.6M already has been identified as a component of the $11M. In order to make the campus function well in the new operating environment, there must be optimum deployment of personnel and technology in affected areas. The recommendations will emerge from comprehensively assessing administrative areas for possible process redesign, restructuring and deployment of new technology. No units shall be exempt within an area recommended for review. While academic program review is not part of this review process, academic administrative units are included (deans offices, departmental offices, centers, institutes, etc.).
Specifically, the recommendations shall include suggestions for:
identifying opportunities for new revenue streams, redesigning administrative processes, restructuring administrative organizational units and developing new public/private partnerships.
The recommendations will be in the form of change proposals that will be produced by project teams. That is, the deliverable for each project team will be a change proposal containing recommendations for changes in process, structures, partnerships and resource deployment and suggestions for retaining existing practices where appropriate. The project teams will be created as an area or process is identified for review and shall include significant representation from offices or areas affected. Specific outcome measures will be developed for each project.
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University of Massachusetts, Amherst. |
