Delta Enters New Phase As Projects Begin

Direction statement about to be released

By Sean Smith
Staff Writer

Project Delta has entered its implementation phase, having completed a direction statement laying out the project's goals, and teams of administrators, faculty and staff are now setting to work on specific Delta-related initiatives.

Project Delta Manager James Kreinbring said the direction statement - which will be released shortly in executive summary form to the University community - and subsequent publications, including a monthly newsletter, will provide the University community with a clear picture of Delta's progress. It is vital for employees to stay informed of these developments, Delta Executive Committee members said, because Delta efforts to promote efficiency and productivity will become an increasingly visible part of the University landscape.

"As Delta undergoes the transition from planning to implementation," said Executive Vice President Frank B. Campanella, "we want to emphasize the need for the Boston College community's involvement. There will be many opportunities for participation in Delta activities as the process unfolds."

The first steps in that process will take place shortly, as design and implementation teams begin devising operating models based on Delta guidelines. Two of these teams will address long-term issues in the areas of student life and faculty and staff support, and will be directed by Enrollment Systems Director Rita Owens and Graduate School of Arts and Sciences Associate Dean Patricia DeLeeuw, respectively. A third team will examine the management of campus facilities.

In addition, several other teams will work on smaller-scale, short-term projects. These include major systems and information technology infrastructure; compensation, training, and human resources procedures; short-term financial initiatives; desktop resource management; and business review. The membership of these teams will be finalized in the coming weeks, representatives said.

"Some of these projects deal with broad matters and, therefore, will be ongoing for several months or longer," Kreinbring said. "In other cases, the project in question is more specific and will be completed in a shorter time. The participation of the various administrators, faculty and staff on these teams will be invaluable to Delta, as is the cooperation and understanding of their offices or departments."

The direction statement provides an insight into these initiatives and how they will change the University's business processes. In preparing the document, Delta and Andersen Consulting assessed the perceptions of BC through its "stakeholders" - students, families, alumni and employees - and analyzed the University's organizational structures and the major influences upon them.

These findings enabled Delta Executive Committee members to produce a vision statement for the project, which states that Boston College seeks to be recognized as "the best managed university in the nation." The University will accomplish this through innovative use of network computing "to deliver prompt, personal service and information to all constituents" and by assembling "highly productive, broadly skilled" employees.

A key feature in the statement, representatives said, is its listing of the institutional values stakeholders believe Boston College exhibits, such as academic excellence, Jesuit-Catholic tradition, culture and community, and operational excellence.

Another important aspect is its section on core competencies, defined as those functions Boston College "performs as well or better than its competition," including delivery of undergraduate education, selective graduate education programs, application and support of technology, and creation of culture and sense of community.

These will serve as the foundation for changes implemented through Delta in areas the statement describes as "critical success factors." Among these factors are maintaining financial stability, establishing programs for continuous training and development, and compensation and performance models based on contribution rather than time and grade.

"We have identified the characteristics and values which make Boston College a unique institution and those areas in which the University performs especially well," Campanella said. "These are what we want to preserve and enhance as Delta takes shape and as the University looks at ways to improve."

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