Workplan-Purpose-Goals and Outcomes-Committee Organization-Methodology

Committee Organization

Chancellor's Executive Advisory Council (CEAC)

The Chancellor's Executive Advisory Council will approve areas and processes for review recommended by CCOR, oversee all review projects and select and approve implementation of change proposals. After receiving recommendations from CCOR, the Chancellor's Executive Advisory Council will decide on the level, scope and time frame for implementation of any approved proposal or options contained therein. All approved proposals will be integrated into future campus strategic planning. CEAC will evaluate recommendations based on critical success factors that will be developed in concert with CCOR and support the overall goals of Strategic Action and the Administrative Excellence Program.

Campus Committee for Organizational Restructuring (CCOR)

The Campus Committee for Organizational Restructuring will be responsible for identifying processes and areas for review and recommending to CEAC for approval. CCOR will use a variety of mechanisms for identifying areas and processes for review but at minimum reviews shall be required of all areas involved in major technology acquisition such as the GAMS and SIS projects. Core strategic areas and processes that were previously reviewed as part of CQI efforts but were not pursued for further action will also be considered.

Once an area or process is approved for review by CEAC, CCOR (in consultation with CEAC) will identify a project sponsor and approve a project team charged with delivering a change proposal for process or area identified for review. The project sponsor shall report regularly to CCOR and function as advocate for the project with the campus community. CCOR will consult with CEAC on team membership but have the primary responsibility for constituting and managing all project teams. Members for project teams will be individuals who have organizational, functional and technical expertise in relevant areas.

As project teams complete change proposals, CCOR shall also be responsible for evaluating and making recommendations to CEAC on such proposals. CCOR shall ensure that all recommendations support the campus with the levels of administrative staffing and reconfiguration set out in Strategic Action, enhance relevant system-wide and campus-based initiatives currently underway and support and contribute to goals as set forth above.

Deputy Chancellor Marcellette G. Williams will chair CCOR. Members include:

Rosio Alvarez, Chancellor's Office and School of Management
Jim Coopee, Human Resources
Elizabeth Dale, Business and Facilities Services
John Dubach, Office of Information Technologies
Glen Gordon, College of Social and Behavioral Sciences
Jarice Hanson, Communication Department
Bryan Harvey, Planning and Assessment
Joyce Hatch, Budget Office
Joe Marshall, Enrollment Services
Susan Pearson, Chancellor's Office
Patricia VandenBerg, Communications and Marketing

Susan Pearson will function as project coordinator with responsibility for communications and coordination of project teams. Rosio Alvarez will function as internal consultant for project teams and work with CCOR on evaluating project team proposals.

Project Teams

The project teams will be constituted as processes and organizational units are identified for detailed review, evaluation and innovation. Each team will be composed of representatives from areas that are involved in the process or structural arrangement to be reviewed as well as individuals who may provide cross-functional expertise. The members for each team will be appointed by CCOR. Each project team has the responsibility of data gathering, analysis, synthesis and presentation of findings to CCOR in the form of a written change proposal. The required format for the proposal is detailed below in section IV, step I.

The project teams will identify and map high level administrative processes and provide a detailed analysis of the organizational structure for areas under review. They will capture and document fragmented or redundant processes and costs incurred, explore new process designs and partnerships that might improve the overall quality of service while providing cost savings and detail any new resource investments needed to provide enhanced services. The project teams will also report on any costs incurred in reorganizing or process redesign. The proposals shall detail the sources of all new and recaptured revenue streams and include a detailed plan for implementation of the new design alternative.

The main responsibilities of CEAC, CCOR and Project Teams are illustrated below:

External Consultants

External consultants will be used for particular phases of review projects requiring such services. The use of consultants will depend on the scope of the review to be performed and shall be approved by CEAC in consultation with CCOR. When retained for services, consultants will work in close partnership with the project teams and under the direction of CCOR Chair. They will train project team members in a methodology appropriate for carrying out the charge of process and area analysis, redesign and restructuring. The external consultants will have the responsibility of providing close guidance and support to the project teams during the data gathering, analysis, report writing and presentation

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