Office of Strategy, Planning, and Budget

Administration (ADM) Transformation Decisions

Decision

Done

No

Change

30

Days

60

Days

90

Days

RACI Individual(s) 
(Responsible, Accountable, Consulted, Informed)

Status

Reorganize administrative functions to improve efficiency and sharing of resources and knowledge, and to provide better integration with other departments.      X     R: Controller
A: VPFA
C:SW VPs/Chiefs/Dept Heads
I: All SW Executives
 
Eliminate less than ½ time temporary coordinator position and distribute administrative work to other departments within SW with existing capacity, or utilize a shared service model for administrative support.          R: EA PO, EO BOR
A: President
C:  CITO, Statewide VPs/Chiefs
I: All SW Employee
Done effective 3/17/17
Use co-located administrative assistants (e.g. VP Academic Affairs and Research (AAR) admin.) as backup to President’s assistant, providing professional growth opportunities and succession planning.  X         R: n/a
A: n/a
C: n/a
I: n/a
 Done
Consider processing travel and procurement requests through existing administrative hubs or staff in other departments (e.g. Office of Information Technology (OIT) business office, General Counsel’s office, a shared model among co-located VP level administrative assistants).      X     R: Controller
A: VPFA
C: SW VPs/Chiefs/Dept Heads
I: All SW Executives
 
Use local (university-based) videoconferencing and administrative support for BOR meetings.      X     R: EO BOR, CITO
A: EO BOR
C: CITO, CIOs, VC Manager
I: Campus IT Staff
June 2016: IT campus staff have been engaged to cross-train with Ken Jernstrom during Board of Regents’ meetings to understand the procedures and atmospherics regarding video conferencing requirements and expectations for board meeting.
Sep 2015: chancellor’s office staff has been assisting with administrative support when at UAA/UAS. 
Consider how to staff university house and evaluate the need to hire a special events coordinator who might also serve as a backup in providing  travel and procurement services. Assess if position would be full or part time.            X R: VPUR, Finance, Foundation, President’s Office
A: VPUR
C: President
I:  Systemwide 
Future operation of University House is under evaluation.
 
Eliminate Shaping Alaska’s Future Office and reassign work to Office of Public Affairs/University Relations and President’s Office.   X         R: n/a
A: n/a
C: n/a
I: n/a
 Done
Risk Services will report to FA. Chief Risk Officer will be member of President’s Cabinet.      X     R: Chief Risk Officer
A: VPFA
C:n/a
I: n/a
 Done
Focus SW Risk Services work on policy-related operations (e.g. insurance claims).      X     R: Chief Risk Officer
A: VPFA
C: VC Admin
I: Campus Risk

 Done

Move operational risk functions to the universities and out of GC if economical from systemwide view.      X     R: Chief Risk Officer
A: VPFA
C: VC Admin
I: Campus Risk 
 Health and safety consolidated on campuses.
Evaluate opportunities to streamline SW policy-level Risk Services staff. Evaluate staffing regularly (potentially no less than a three-year review cycle, similar to SW Audit) relative to degree of risk present (e.g. if claims are decreasing, consider needed staffing levels).      X     R: Chief Risk Officer
A: VPFA
C: VCAS
I: Finance community 
 
Support University Relations on Federal relations efforts and ensure Federal and State relations are aligned and taking advantages of leveraging opportunities. Campus engagement is necessary to work in collaboration with VP UR and systemwide plan.        X   R: VPUR
A: VPUR
C: Summit Team, Research Leads
I: Campus Public Affairs
Hired Government Relations position to oversee both federal and state relations.
Evaluate designating one campus as lead for systemwide facilities issues.        X   R: VCAS
A: VPUR
C: Campus Facility Officers
I: Board 
 Assigned to Strategic Pathways Phase III Review.
Employ a Chief Human Resource Officer with the ability to assume traditional HR responsibilities currently performed by the General Counsel.         R: n/a
A: n/a
C: n/a
I: n/a 
New CHRO Keli Hite McGee began June 13
Assign the responsibility for responding to routine public records requests to University Relations.        X   R: AVP Public Affairs
A: VPUR
C: General Council, PR Council
I: Chancellors, campus PA
Public Records requests have been transferred to Public Affairs. OPA is working with GC on developing a central records request process for the system. 
Redesign roles, responsibilities, processes and technology used to facilitate contracting processes.         R: GC Exec Asst/Paralegal
A: GC
C: Grants & Contracts; Procurement
I: Employees with contracting authority
 
The AVP IR will chair an IR council with Charter and clear roles and responsibilities. Of primary importance is wide access to accurate, current, and consistently collected data. This will be done in consultation with IR and functional area leaders on the campuses.         X   R: AVP IR
A: VPUR
C: IR Council
I: Summit Team 
Draft charter available 9/15/16 
Create a long-term land management strategy for the University. Campuses receive benefit of spending from the Natural Resources Fund, e.g., Alaska Scholars (tuition).         R: Director Land Mgmt
A: VPUR
C: VPFA, VCAS
I: n/a
Developing a ranking of lands that evaluates which lands are best to be held for long term and which are best to be sold in the short term. The objective is to minimize sale of lands that will not receive substantial revenues that may have greater value in holding, ground leasing, or banking as agricultural lands, mining and timber lands, or natural preserve/conservation lands that may be either (a) traded for shorter term monetizing, or (b) converted to water mitigation banks; or (c) held for future uses now unforeseen. Further review will be part of Strategic Pathways Phase III Review.
 
Determine the most effective and efficient process and location for issuing and administering land permits consistent with the soon to be developed analysis and process improvement report       X   R: Director Land Mgmt
A: VPUR
C: University Research Community
I: Employees interacting with those seeking permits
Received process improvement report on 7/13/16 and evaluating next steps. Further review will be part of Strategic Pathways Phase III Review.
 
Chief Risk Officer is considering use of the SW Emergency Manager for Business Continuity purposes.         X R: Chief Risk Officer
A: VPFA
C: all areas needing business continuity
I: University community
 

 

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