The project teams will collect data, analyze the data and report findings to
CCOR who will make recommendations to CEAC. All three groups will perform their
work in four major steps. Some of the major tasks are outlined below:
Step I. Assessment
Under the direction of CCOR, the project teams will carry out an assessment
of each of the areas or processes selected for review. This assessment will
be conducted with input from key individuals involved in affected areas. The
goal of this step is to perform an assessment of the process or area and obtain
quantifiable criteria by which to judge the need for change. Once obtained,
these measures allow for the establishment of documentable improvement targets
over planned time frames. The project team will perform most of the work in
the assessment step. Specifically, the project team will conduct an assessment
that will provide the data for a change proposal. Depending on the scope and
nature of the project, the change proposal should include some or all of the
following sections:
- Statement and Situational Assessment: A change proposal will begin
with a thorough statement of the problems and good practices. This will include
conclusions about what is wrong, dysfunctional or under-performing as well
as current good practices that should be retained. The statement of problems
and good practices must be supported by a situational assessment that describes
the problem in terms of high-level baseline measures. The measures are primarily
quantitative but may be supplemented by qualitative measures. Some of the
baseline measures should include: volume, cost, constituent and employee satisfaction,
strategic importance, potential for partnerships, new revenue streams or uses
of technology. The project team will implement a host of assessment tools
such as activity based costing, error analysis, process mapping, focus group
interviews, and benchmarking. External consultants will assist project team
members with assessing baseline measures by providing one or more of these
tools for analysis.
- Project Description: This section describes the objective of the
change effort based on the high level data obtained in the assessment. This
section defines the process, systems and units included within the scope of
the effort and briefly describes the activities that will be performed by
anyone involved with the project. The change proposal should provide an overview
of the constituent group for whom this effort is being undertaken (new faculty,
potential students, parents, alumni, etc.).
- Solution and Outcome Measures: This section defines the desired end-state
for the change effort. Things included in this section must be consistent
with vision statements or goals of the areas or units reviewed together with
goals detailed in section II of this workplan. This section should include
all aspects of the solution such as:
Changes to organization -- people, culture, training, partnerships, etc.
Changes to processes
Changes to systems
Changes to structures
Changes to policies
Although the assessment step will be undertaken with due consideration for
policy and regulatory requirements, no policy or regulation will be immune
from inquiry about its efficacy, impact, or cost-effectiveness. This section
will also detail specific project outcome measures that will be used for performance
assessment. The outcome measures will be developed in consultation with CCOR
with oversight from the project sponsor. Outcome measures should be both quantitative,
such as specific amounts of savings, decrease in processing times, and qualitative
such as increased employee morale and customer service.
- Solution Options: The change proposal shall discuss the options and
alternatives to the solution proposed. This must include a discussion about
the implications to the organization if this change project is not implemented
(the do-nothing scenario).
- Costs: This section of the change proposal should include an estimate
for every anticipated cost of the project. This includes costs for the team,
development, quality assurance, testing, parallel operations during transition,
implementation. It should also include any ongoing maintenance or administrative
costs. It should include the impact upon the operation due to the implementation,
such as productivity losses or the need to hire temporaries to cover for personnel
while training.
- Benefits: The benefit section should elaborate on those benefits
that were touched upon in the solution. It should detail what benefits any
unit or constituent group will gain from the solution. Benefits should be
both qualitative and quantitative. Include: cost reductions, revenue increases,
improved satisfaction, improved employee morale, lower turnover, enhanced
communication, recognition of employee achievements, etc. The benefits may
be categorized into groups for ease in understanding. Some methods for categorization
include:
constituent group affected (administrators, students, alumni, etc.)
type of benefit (cost reduction, increased revenue, enhanced services, etc.)
timing of benefit (immediate, first year, five year, etc.)
- Implementation Timeline: This section will also include an implementation
timeline that will depict each major step in the implementation of the solution.
Major steps should include: development, testing, training, initial implementation,
and rollout.
- Communication Plan: The section must include a detailed communication
plan. The plan will be written so as to communicate to the campus community
the benefits from changing processes and restructuring, solicit and incorporate
ideas from faculty, students and staff that can be realistically integrated,
maintain a regular flow of information to the Amherst community about the
status of the project. As such, the communication plan must detail by which
media and method each constituent group will be kept informed. The plan will
be developed by the project team in close collaboration with the project sponsor,
who will be the primary advocate and spokesperson for the project, and with
the Associate Chancellor, Susan Pearson who will function as coordinator and
communication liaison for the project teams.
- Critical Assumptions and Risk Assessment: This section will list
all assumptions made by the project team. The description should indicate
the impact to the solution if the assumptions did not hold true. This section
should also include an assessment of anticipated risks and impediments to
the implementation. The risks may include an assessment of possible disruption
to the ongoing operation of a unit. The impediments may include issues such
as policy limitations, space requirements, collective bargaining agreements
or risks to ongoing operation of the business. Discuss the steps that will
be taken to minimize or mitigate each risk and impediment or the appropriate
governing body that must address any that may remain unresolved.
- Conclusions and Recommendations: This section should summarize the
issues, costs and benefits of the solution. It should demonstrate that the
service and financial benefits outweigh the costs by including a return on
investment analysis and should support the Amherst campus mission, purposes
and priorities as articulated in Strategic Action.
Step II. Evaluation of Change Proposals
The project teams will conclude their work with the submission of a change
proposal to CCOR. As change proposals are submitted, CCOR will study the feasibility
of each proposal and its options as set forth by the project teams. The feasibility
study will consist of evaluating the impact of each initiative on teaching,
research, learning and enhanced public service to the campus community along
with any savings incurred. This will be a participatory process involving the
people who provide the service, as well as those to whom the service is provided.
CCOR will hold public forums, request comments from constituent groups, and
use various media to elicit responses to proposed changes and options. All communication
mechanisms available to the campus community for participation will be detailed
in the communication plan.
Step III. Selection of Change Proposals and Options.
In this step CCOR will target those options with greatest potential to enhance
the value of the University as an aspiring AAU institution dedicated to the
research and discovery of new knowledge and as a Land Grant institution extending
that knowledge in the service of society. Specifically, the value of implementing
a select proposal option will be determined by evaluating its overall contribution
toward enhancing services for campus constituents, improving quality of teaching
and research, providing a productive learning environment, and supporting continuous
quality improvement. The investments required to implement selected options
will also be studied. The outcome of this step will be a report from CCOR for
selected change proposals that integrates relevant comments and changes suggested
in the public review process and ranks options, detailing the overall value,
cost and benefit of each.
Step IV. Approval and Implementation
As changes proposals are selected and recommended by CCOR, CEAC will review
and produce a report detailing the scope and time frame of any approved proposal
and options. The report for each approved proposal will prioritize any options
to be implemented, it will assign persons to oversee the implementation, and
it will establish a timetable for their completion. Approval and implementation
of projects will occur as recommendations are received from CCOR. The review
of all restructuring projects and initial implementation will be completed by
2001 so as to coincide with the current Strategic Action planning cycle. However,
depending on the scope of the proposal, some individual projects may be completed
after 2001
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