When will the OE changes impact me?

At this point we honestly don’t know. Your own department manager is your best resource for information concerning the immediate plans within your own department. Changes are happening now and gradually throughout the Schools as some departments have begun to share services with other departments.

The OE Work Groups are hard at work completing their high level designs. OE has planned an extensive program to communicate much of what is happening within OE.

As you can also see from the broad timeline below, there is still a long way to go to complete the work of the Finance, HR/Academic Affairs, Research Administration and IT Work Groups.  If you have questions, please don’t hesitate to ask us.

February 17, 2010

March 31, 2010

  • Initial plans for OE initiatives are vetted and submitted to the Chancellor

June 2, 2010

  • The Chancellor announces her decision and charges the Schools and Campus to move forward with Operational Excellence with a mandate to achieve effective, efficient and consistent levels of administrative services that are reliably available to all departments.
  •  Achieve economies of scale that result in savings of $48M by end of FY2013

June 22, 2010

July – December 2010

  • Work Groups translate the Chancellor’s charge into plans for a working reality.
  • Develop designs and recommendations for streamlining processes, policies and procedures.
  • Identify the technology necessary to support more effective and efficient ways to work. 
  • Initial higher level designs are vetted by Schools, the Senior Work Group, the OE Coordinating Committee and executive leadership.
  • New tool is rolled-out to Schools, departments and Campus to track savings retroactive to January 2010.

January – Summer 2011

  • Work Groupsadvance designs to more detailed work plans including detailed training, certification and job descriptions, development of workload measures, refinement of tools to enable process improvements, quantitative and qualitative performance measures that enable credible service level agreements. 
  • A significant focus of the work during this time frame is drilling down on the costs of any proposed organizational structure, determining how to charge for services and how those funds may flow.
  • Identify possible models for piloting to test what works well and identify what needs to be adjusted utilizing rigorous metrics for objective assessment. This will be a continuous improvement process resulting in a thoroughly vetted model for delivering a particular administrative service.

Summer – end of FY2013

  • The different Work Groups will be in varying stages of development.  In all cases, continued efforts will be on refining recommendations to produce excellence in systems, tools, policies and procedures.  These months will most likely see both testing of recommendations within a pilot format as well as full implementation. The new technology will be rolling out during this time period.  By the end of FY 2013 the target of a $48M in savings must be met.