1. Strategic Reorganization
Deborah Noble-Triplett, UM System
Eric Rosenhauer, UM Health System

2. Objectives
Provide recommendation regarding VPAA office responsibilities
Suggest what should no longer be done
Consider interrelatedness of VPAA office duties with other units across campus:
Other vice provost offices
Provost office
Academic units
Newly created vice provost & deans offices
Business units (HR and Finance)

3. Scope of Engagement Work in tandem with campus transition committees
Visit with critical campus constituents to listen, learn and ask questions
Provide 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

4. To Meet Objectives Must ask “Why?” Must challenge assumptions
Look for evidence of effectiveness
Attempt to view from various vantage points
Consider 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?
Value added as defined by the customer. Customer defined as the end user of the service.

5. Connection to Transition Committees
Join steering committee conversations (committee chairs)
Focus on VPAA
Recommendations have complementarity but formed with different frameworks
Transition 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 units

6. Challenge of Change Strong strategic plan
Structural reorganization to achieve goals
Broad representation in transition planning
Campus-wide listening opportunities
Communicate roles of :
Department chairs
Vice provost & deans
VC Global & Strategic Partnerships
Provost
Internal vs. external focus

7. Context for Proposed Recommendations
Review of organizational structure & responsibilities
Review of structures and work from perspective of internal customers
Propose ideas for consideration
Separate transactional responsibilities of the VPAA from strategic and leadership responsibilities
Structure to support lean processes and customer experience
Sharing suggestions campus leadership once we complete our work
For consideration by newly appointed leaders

8. Proposed Recommendations
Organizational relationships
Align resources with core mission
Reduce silos, fragmentation, and duplicative operations
Focus more on customer service and customer responsiveness
Effectiveness
Efficiency
Cost savings
Recognition of need for some duplication

9. Proposed: Campus Resource Center
Standardizing business processes
Eliminating non-value added work
Delivering a end-user centric model
Utilizing enabling technology to streamline business processes
Increasing managerial span of control
Reorganizing and co-locating workforce Finance, IT and HR and Academic Support functions

10. Detail (Shared Services Model)
Proposed Campus Resource Center
Detail (Shared Services Model)
Suggested Guidelines
Activities should be Shared if:
The activity can be standardized across multiple units
The activity could be performed effectively without proximity
The activity is transactional in nature
The activity is complex and performed infrequently
Activities should be Local if:
The activity is unique to the unit
The activity requires in-unit-decision-making

11. Vice Provost & Dean Office(s)
example: Campus Resource Center interaction with academic units

12. What’s Next?
Visit with additional stakeholders and confirm observations
Need evidence… start benchmarking
Customer focused process metrics
Is the process facilitating or hindering outcomes?
Business process analysis (invitations from Branson & Manuel) HR
Finance & Administration
Determine vice provost & dean offices responsibilities & resources
Leave flexibility to establish their team and voice their thoughts regarding the delineation of responsibilities
Develop ongoing continuous improvement strategies
Optimize leadership
Move beyond the “Dean” model
Address leadership gaps

13. Questions?