Post Prioritization Report Process

Transcription

1 Post Prioritization Report Process Timing Committee Activity August Sept.15 Cabinet Members (divide work as appropriate) BOTH Deans, VCs and Directors are invited, if they wish, to update any data used in the Prioritization Process, that was not available at the time of the writeup, by Sept. 15. FUNCTIONS Directors are asked to complete the attached Post Prioritization Review questionnaire by Sept 15. This includes a section for updating any data that was not available prior to the Prioritization deadline. Questionnaires should be returned to the function s VC. Timing Committee Activity Sept. 15 Oct. 31 Deans and their leadership teams (Convener: Dean Prasad) VC Admin will provide subgroup to collaborate on institutional level issues Provost and Deans Identify MAJOR/SYSTEMATIC ISSUES raised by both reports. The deans and their teams will classify the major/systematic issues identified as College level Crosscutting academic issues (minors and GERs) Institutional level (support functions such as IT) Colleges will then be tasked to examine the issues pertaining to their college and prepare recommended actions. The Provost will take the lead on crosscutting academic issues; creating teams to examine the issues and prepare recommended actions. The Vice ChancellorAdmin Services will take the lead on institutionlevel support issues; creating teams to examine the issues and prepare recommended actions. ACADEMIC Schedule a series of sessions to meet with Deans and Directors of Programs in the Transform or Further Review categories for academic programs. This may include multiple sessions for some programs. 1. Ensure templates are uptodate. 2. Review new data available since the template deadline. 3. Identify programs that obviously can be deleted (already cancelled, etc.). 4. Determine programs that could be considered for deletion. 5. Determine programs that could be transformed/realigned. 6. Analyze the impact of potential changes on overall university mission consider a scan of the external environment (e.g.

2 Shaping Alaska s Future impact). 7. Determine budget impact. 8. Develop a college level review process for submitting request to PBAC for FY 16 informed by the prioritization results. FUNCTIONS Individual Vice Chancellors (including the Provost) will schedule a series of sessions with their own directors of functions in the Transform and Subject to Further Review categories. Cabinet Members 1. Review completed questionnaire. 2. Review new data available since the template deadline. 3. Discuss the alternatives to significantly improve this function, increase effectiveness, reduce costs or outsource. 4. Determine budget impacts of potential decisions. 5. Look at impact of potential changes on overall University missionconsider a current scan of the external environment (e.g. Shaping Alaska s Future impact). The results of these individual sessions between vice chancellors and their function directors will be shared with the rest of the Cabinet. Further sessions will be set up for all cabinet members to review with each Vice Chancellor and appropriate directors, as needed, to discuss these results and evaluate the accumulated data. Develop a unit level review process for submitting request to PBAC for FY 16 informed by the prioritization results. Nov. 130 Cabinet and Major/Systematic Issues Team PBAC and IR Provost and Deans Work together to complete evaluation and write draft recommendations bullet points. Ask PBAC and IR for impact analysis of recommendations. Develop an expedited program review process aligned with policy and regulation for approval by the President in December. Dec. 119 Cabinet Develop final recommendations plan memo with priorities and estimated impacts from IR/PBAC. Propose an initial UAA strategic vision and strategic implementation plan based on the recommendations. This can be a high level document. Include a list of any functions that are changing categories. FUNCTIONS Develop an implementation plan with impacted departments. ACADEMIC Provide final list of programs for elimination to the Chancellor for Board of Regents. Follow BOR guidelines.

3 Jan. 131 Chancellor Project Champions Host a series of meetings outlining final recommendations and release recommendations summary to the university community. Create oversight steering committee for implementation. Begin Implementation. Both Groups Provide updates bimonthly/quarterly to the university community.

4 UAA PostPrioritization Function Review Fourth Quintile: Transform 1. Provide any data/statistics which have been updated since your Prioritization template was completed. This is only an update to data used in the original template. 2. Within your current resources, how can this function be transformed to improve service delivery and increase efficiency? 3. Describe any alternatives to significantly improve this function s effectiveness and/or efficiency (i.e., merging with another unit, realignment within another division, etc.). 4. Look at the current external environment (e.g. look at how Shaping Alaska s Future impacts results), and describe the expected impact on: (a) other UA departments, (b) students and (c) the Anchorage and Alaska communities if this function is transformed. 5. Describe the specific resources (personnel FTE, General Fund money, space, major equipment, etc.), including the amount that will become available if this function is transformed. 6. What revenue does this function produce, if any, that will be foregone if this function is transformed? How may your revenue be enhanced though transformation? 7. Identify and briefly explain any relevant university regulations, Regent s policies, Federal or State regulations or laws, or accreditation standards which define/direct this function s existence.

5 UAA PostPrioritization Function Review Fifth Quintile: Subject to Further Review; Consider for Reduction or Phase Out 1. If relevant, provide any data/statistics which have been updated since the Prioritization template was completed. This is only an update to data used in the original template. 2. How will reducing or phasing out this function change UAA s ability to fulfill its core mission? 3. Look at the current external environment (e.g. look at how Shaping Alaska s Future impacts results), and describe the expected impact on: (a) other UA departments, (b) students and (c) the Anchorage and Alaska communities if this function is reduced or phased out. 4. Describe the specific resources (personnel FTE, GF, space, major equipment, etc.), including amount that will become available, if this function is reduced or phased out. 5. What revenue does this function produce, if any, that will be foregone if this function is reduced or phased out? 6. If appropriate, identify and briefly explain any university regulations, Regent s policies, Federal or State regulations or laws, or accreditation standards which define/direct this functions existence. 7. Instead of phasing out or eliminating this function, describe any alternatives to significantly improve this function s effectiveness and/or increase its efficiency (i.e., merging with other units, realignment within another division, etc.).