As the University of Iowa moves forward with the Board of Regents’ TIER (Transparent Inclusive Efficiency Review) project, the UI TIER leadership team is redoubling its efforts to keep the campus informed on the latest developments in connection with the initiative.
One new avenue for communication includes an updated UI TIER website, which includes easy-to-find information on academic and business cases; contact info for working team leads, the UI TIER leadership team, and UI TIER Advisory Board (previously Sounding Board); as well as a comprehensive TIER organizational chart.
“It’s important for everyone to be aware of the progress being made on the TIER project because we’re all working together to help transform the UI so it’s sustainable for the long term while remaining true to our core academic missions of education, research, and service as well as learning, discovery, and engagement,” says UI President Sally Mason. “Thank you to everyone who has been involved and those who will be assisting moving forward. Together, with your help and support, we can help move the UI forward on its path.”
The TIER project is now in the implementation phase of the business cases and Phase Two of four of the academic cases. The UI TIER leadership team has been working with Chazey Partners, the consultant hired by the Board of Regents to assist the institutions with the delivery of services model for Information Technology, Human Resources, and Finance, to put next steps in place. Huron Consulting has also been working with members of our Sourcing and Procurement team on implementation processes and plans. Work on the academic cases is continuing as well.
Last week, staff working with Human Resources and Finance transactions received an Activity-Based Analysis survey and were asked to provide information on how much time they spend on certain tasks. Chazey Partners will also conduct small group Process Workshops in the upcoming weeks. Some service providers in each of the three areas will assess various service processes and help to develop options to optimize the delivery of those services. Due to time constraints, only a small sample of providers will be contacted for workshops.
“We don't anticipate any job losses as a result of this assessment, although there eventually could be labor savings through normal attrition or retirements,” says Barry Butler, executive vice president and provost. “We also expect to see some opportunities present with the Early Retirement Program implementation as well. We don’t anticipate any reductions in services provided to departments and there are no plans to physically relocate staff involved in this work to a central location. The goal is better, more efficient service to departments.”