16

 

Continuously assess the relevance and quality of our organizational structures and administrative processes.

 

LEAD: Dr. Melissa Taylor, Assistant Dean for Strategy and Planning, and Ricardo Medina, Assistant Dean for Business Affairs


ACCOMPLISHMENTS

The College has made several major administrative changes to improve departmental ownership and oversight of core budgets. A College Budget Council (CBC) has been created to advise the Dean on the strategic use of College resources to meet departmental and college-wide goals. The CBC hears annual presentations given by department chairs and directors to identify strategic priorities, examine budget management plans and offer recommendations for future funding.  We have significantly streamlined our instructional budget management processes. Instructional funds are now distributed in a transparent and equitable manner, with departments managing these funds in a manner that aligns with their course-support priorities. The addition of an Assistant Director for Human Resources has resulted in the restructuring of the CNS HR office, faster approval of electronic documents, better communication and overall improved customer service.  Several offices within the Dean’s office, including Faculty Affairs, Strategy and Planning, and Business Services, have vastly expanded and improved their websites. Easy access to all Dean’s office business deadlines is available through a shared CNS Business Calendar. To improve communication, the Assistant Dean for Business Affairs meets regularly with all department business officers.  To address the university’s move toward shared services, the Dean’s office established a Task Force to examine centralized services in the College while keeping in mind three goals: increased efficiency, high customer satisfaction, and costs savings where possible. The task force’s recommendations were piloted within the Dean’s Office.

In 2015-16, offices within the Dean’s Office established new streamlined procedures for administrative processes and continued efforts to prepare for the university’s adoption of a new online management system. All human resources policies and procedures are now posted on a public website to ensure that any staff or faculty needing access to these documents can view them.  Faculty Affairs rolled out a new recruitment timeline to streamline faculty recruitment in the College and ensure that our offer letters reach prospective faculty as early as possible. They also met with each faculty member going up for promotion to discuss file preparation and clarify their roles and responsibilities in the process. Finally, the CNS Staff Committee promoted and supported a supervisor training session for all interested participants.

 

BENCHMARKS FOR IMPLEMENTATION

  • Department chairs and directors will effectively align their budget management plans with their strategic priorities to promote strong, successful units.
  • College resources will be distributed in a manner that enhances the scientific and educational priorities of the College and recognizes operational excellence in our units.
  • Dean’s office communication and customer service will be of consistent high quality.
  • Our organizational structures and administrative processes will undergo regular cycles of review to ensure their efficiency and effectiveness.

 

OUR METRICS FOR CONTINUOUS IMPROVEMENT

The College:

  • tracks core budget and endowment management
  • assesses quality of service through annual climate surveys and periodic assessments

 

NEXT STEPS 

  • We are participating in university conversations for the design, planning and implementation of UT’s new human resources and financial management system.