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Administrative Administrative Services Redesign Services Redesign

UpdateUpdateUniversity of New Hampshire

November 6, 1996

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BackgroundBackground

Why are we doing this ? What are our options ? How does ASR fit into the “big

picture” ?

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Review of ASR Review of ASR PlanPlan

3 Goals 3 Categories of change 3 Phases of work

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Current StatusCurrent Status

Phases 1 and 2 are complete Each major unit has a savings target President has directed full

implementation Presently organizing & planning for

phase 3

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What Did We What Did We Accomplish in Phase 2 Accomplish in Phase 2

??

Here are the Original Goals: Refine plan & targets Begin selective hiring freeze Address “change management”

issues Gain broad support

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Accomplishments Accomplishments Toward Original GoalsToward Original Goals

Identified maximum of 17 BSCs Savings targets for all units have been finalized Hiring freeze since April, 1996: 21 positions held v

acant PCards designed & pilot delivered by PCard group HR/PR automation delivered by HRIS Steering Other HR/PR automation projects in progress Document imaging - working with potential

vendors Training, job specs, redeployment issues in

progress

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Accomplishments Accomplishments Toward Original Goals Toward Original Goals

(continued)(continued) Worked through natural resistance to change in

initial units Various organizational plans considered by initial

units Promoted broad understanding through open

forums, CJ, work survey meetings, local team participation, PAT & OS Councils, UNHINFO

Top level agreement to one set of underlying principles & strategies - - supported by President, VPs, Deans, UASP Committee

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Other Other AccomplishmentsAccomplishments

Detailed understanding of what admin people do

Improved internal career opportunities -- 52 on campus only positions available since April 1996 (35 filled)

Short-term budget savings for units with vacancies

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What We Still Need What We Still Need to Accomplishto Accomplish

Organizational -- identify specific positions to eliminate or redeploy; identify physical locations and costs involved in setting up BSCs & consolidating secretarial services; identify individual heads of BSCs

Process -- refine details of specific processes in departments

Policy -- develop & document policy changes and delegation of authority

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What We LearnedWhat We Learned

Resistance to change - takes time to overcome

Loyalty of/to staff impacts redeployment discussions

Setting up BSCs impacts EVERYONE BSCs will be 1/2 of the savings Clerical/admin reductions are the other 1/2

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ImmediateImmediateChallengesChallenges

BSC savings are doable Organizational, process, & policy

improvements

Secretarial savings are more difficult

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ImmediateChallenImmediateChallenges ges (continued)(continued)

Deans & VPs are to effect restructuring Use established participatory process Timing - not too fast, not too slow Assistance from personnel officers Use common principles & strategies

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Immediate Immediate Challenges Challenges (continued)(continued)

Resolve confusion surrounding ASR Why is it necessary to hire temporary

hourlies? Are all reorganizations due to ASR? How are people selected for BSCs? How does the electronic campus initiative

fit into ASR ?

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Critical Success Critical Success FactorsFactors

People Money Space Technology Time