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Colorado State University (CSU) is assessing the Finance and Human Resources work across our campus to explore a new model with the goals to strengthen service delivery, improve efficiency, and better support the university’s mission. This multi-phase project was initiated to work toward greater consistency and collaboration across all colleges and divisions. CSU will continue to communicate progress and engage with involved teams and individuals as we move toward a future state of University Finance and Human Resources.

[/vc_column_text][vc_separator color=”custom” border_width=”3″ accent_color=”#c8c372″ el_id=”intro1″][vc_custom_heading text=”PROCESS & TIMELINE” use_theme_fonts=”yes”][vc_row_inner equal_height=”yes” css=”.vc_custom_1740007667211{margin-right: 0px !important;margin-bottom: 35px !important;margin-left: 0px !important;}”][vc_column_inner width=”1/4″ css=”.vc_custom_1758223068409{background-color: rgba(200,195,114,0.6) !important;*background-color: rgb(200,195,114) !important;}”][vc_column_text css=””]

Jan – Sept 2025

Phase 1: Foundation

This phase focused on listening and learning. We built awareness across campus, collected organizational data, and held conversations large and small to begin co-developing high-level “blueprints”—draft playbooks for how HR and Finance work could flow in the future, starting with documenting the range of HR and Finance-related functions and work across campus. Importantly, no reporting line or budget changes were made during this phase, based on campus feedback.[/vc_column_text][/vc_column_inner][vc_column_inner width=”1/12″ css=”.vc_custom_1740007711747{padding-top: 100% !important;}” offset=”vc_hidden-xs”][vc_icon icon_fontawesome=”fas fa-arrow-circle-right” color=”custom” size=”xl” align=”center” custom_color=”#006144″][/vc_column_inner][vc_column_inner width=”1/4″ css=”.vc_custom_1758223083557{background-color: rgba(30,77,43,0.36) !important;*background-color: rgb(30,77,43) !important;}”][vc_column_text css=””]

Fall 2025 

Phase 2: Design

In the next phase, we’ll take what we learned in Phase 1 and begin shaping the details of how services might work in practice. This includes developing a complete current state assessment, conducting work analysis surveys and design workshops, diving deeper into organizational data, continuing stakeholder engagement and communications, mapping out core processes and functions, and outlining organizational structure options for the future.

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Winter – Spring 2026

Phase 3: Integration Planning

Next, we will finalize the future operating and service model, making sure it is practical and aligned with campus needs today and looking into the future. This phase will also include mapping processes, preparing training and technology to support new roles, and developing an implementation and transition roadmap. We’ll focus on resource allocation, governance, and workforce support so the university is ready to move forward with confidence. Phase 4 will be the implementation phase and will be informed by work in Phases 1-3.

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For the purposes of this effort, “Finance” and “HR” job functions are defined as:

• Finance: Includes accounts payable and receivable, budget and financial planning, capital budgeting, general accounting and financial reporting, cash management, and related functions.
• HR: Includes talent acquisition, employee relations, performance management, talent development, benefits administration, leave management, compensation and classification, personnel file maintenance, and payroll.

[/vc_column_text][vc_separator color=”custom” border_width=”3″ accent_color=”#c8c372″][/vc_column][vc_column][vc_custom_heading text=”Phase 2 Activities” use_theme_fonts=”yes” css=””][vc_tta_tabs][vc_tta_section title=”Building the Baseline” tab_id=”1761340777239-95842176-7b03″][vc_column_text css=””]

All areas of campus are contributing to a university-wide effort to “Build the Baseline” by sharing documents and information about how HR and Finance work in their corner of campus. This helps build our shared understanding of how HR and Finance work happens across CSU today. This foundational step ensures each area’s unique practices, challenges, and strengths are accurately reflected in the project’s design work – with the added bonus of highlighting individual areas’ exceptional practices we could consider implementing campus-wide.

Why it matters:
Understanding the current state helps CSU identify what’s working well, where challenges exist, and where there may be opportunities for greater consistency or collaboration. The more complete and accurate this baseline, the better we can design solutions that reflect the real needs and realities across campus.
This effort is not about changing current practices — it’s about documenting them so that any future improvements are thoughtful, informed, and grounded in the work people actually do.

Participation:
Each college and division has designated a primary contact (or pair of contacts) responsible for submitting materials and coordinating with others in their area. The data request focuses on local HR and Finance processes and supporting materials — such as organizational charts, onboarding/training materials, checklists, templates, or forms — that illustrate how work is performed today. If a document or process does not exist, that’s important information, too.

Timeline: Information and materials are being collected through the end of October.

Support: Questions can be directed to Claire Clemens in Human Resources and Liesel Hans in University Operations.

[/vc_column_text][/vc_tta_section][vc_tta_section title=”Work Analysis Survey” tab_id=”1761340777255-7a2a2bf7-c11d”][vc_column_text css=””]

The Work Analysis Survey will also contribute to “Build the Baseline” and better understand how Finance and HR work is currently carried out across the university. This individual employee-level survey gathers information about the types of activities employees perform, how their time is distributed, and where there may be opportunities to improve systems, clarify responsibilities, or simplify workflows.

Why it matters:
The data collected will serve as a key input into the design of CSU’s future operating model for Finance and HR. It will help identify:

• Work that may not be formally recognized but consumes time and resources

• Overlapping activities performed across multiple units

• Fragmented work where many people spend a little time across several different kinds of activities

• Areas where processes could be standardized or automated to reduce manual or error-prone tasks

This is not a performance review — it’s an opportunity to make sure future decisions reflect the real work our teams do every day. Responses are anonymous and will be aggregated to protect individual confidentiality.

Timing & Participation:

• Survey distribution: November 3

• Survey closes: November 14

• Time commitment: Approximately 30 minutes (with the ability to pause and return later)

• Who will receive it: Any staff who perform work related to Finance or HR functions

• Support: If you believe you should have received a survey invitation but did not, please contact [email protected]

Leaders have been notified and encouraged to support their teams’ participation. Each response helps ensure CSU’s future operations are designed around an accurate understanding of the work being done today.

[/vc_column_text][/vc_tta_section][vc_tta_section title=”Future State Functional Design Sessions” tab_id=”1761340829086-f1980d2d-d2f7″][vc_column_text css=””]

In the Future State Functional Design sessions— a broad set of CSU employees are helping shape how HR and Finance work will be organized and delivered in the future.

Design Sessions bring together staff from across the university who volunteered or were nominated to share their leadership perspective and/or on-the-ground expertise. These sessions focus on mapping key activities within specific HR and Finance functional areas, building on the Blueprints created in Phase 1. The Blueprints in Phase 1 showed a variety of Level 2 (L2) functional areas, with sub-functions (L3s) under each. This is to go further to Level 4 and detail the “what” of each L3.

Purpose:
Each Design Session explores what work needs to be done and how it might evolve — not who will do it or where it will be done. The goal is to ensure that future-state designs reflect the real work, insights, and needs of CSU employees.

What Participation Looks Like:

• 11 HR sessions and 14 Finance sessions will occur between Oct 27- Nov 14
• Design Teams consist of a mix of staff across CSU.

• Pre-work: 30–60 minutes to review materials and reflect on current work

• Design session: One 2-hour collaborative session with peers across CSU

• Post-work: 30 minutes to review the team’s output and provide feedback

Why It Matters:
Design Sessions are a key opportunity for staff voices to shape the future HR and Finance operating model. Participants help ensure CSU’s future processes are practical, grounded, and reflect how work actually happens today.

Questions can be directed to [email protected].

[/vc_column_text][/vc_tta_section][/vc_tta_tabs][vc_separator color=”custom” border_width=”3″ accent_color=”#c8c372″][vc_empty_space height=”16px”][vc_custom_heading text=”Phase 1 Outcomes” use_theme_fonts=”yes”][vc_row_inner][vc_column_inner width=”1/3″][vc_custom_heading text=”Current Alignment Assessment” font_container=”tag:h3|text_align:left” use_theme_fonts=”yes”][vc_column_text css=””]Outcome: A preliminary analysis of data and stakeholder input to understand current state of administrative alignment including strengths and opportunities for improvement.

Why it matters:​

• Provides a view into where we need to strengthen and better support critical capabilities for greater consistency across campus.
• Uncovers insights into decision-making processes and governance to reveal opportunities for efficiency and improved effectiveness.
• Engages stakeholders to share experiences and supports a foundation for Blueprinting​.

Outcome: Explore the insights from the phase and more in the Phase 1 Open Forum Slides shared at the Open Forum.[/vc_column_text][/vc_column_inner][vc_column_inner width=”1/3″][vc_custom_heading text=”Administrative Alignment Vision” font_container=”tag:h3|text_align:left” use_theme_fonts=”yes”][vc_column_text css=””]Outcome: Defined guiding principles for this process and “North Stars” – an overarching shared vision – for each of HR and Finance informed by best practices and stakeholder input.​

Why it matters:​

• Establishes a baseline for Blueprinting and other activities to ensure consistency throughout the Alignment project​.
• Encourages greater awareness, visibility, and accountability​.

Outcome: Check out the GuidingPrinciples_NorthStars_Phase1.[/vc_column_text][/vc_column_inner][vc_column_inner width=”1/3″][vc_custom_heading text=”Model Blueprints” font_container=”tag:h3|text_align:left” use_theme_fonts=”yes”][vc_column_text css=””]Outcome: Completion of a future state blueprints, capturing all necessary campus HR & Finance functions, and how they might work in the future.

Why it matters:​

• Builds clarity and consistency in core functions and what each includes.
• Creates a tool to see how work could be organized and connect across campus.
• Identify opportunities to improve and reduce paint points.
• Aligns functional design with CSU’s strategy.
• Designed based on leading practices, stakeholder voices, and CSU data.

Outcome: Check out the Alignment Blueprints. (current as of 9/25/2025)[/vc_column_text][/vc_column_inner][/vc_row_inner][vc_separator color=”custom” border_width=”3″ accent_color=”#c8c372″][/vc_column][/vc_row][vc_row][vc_column][vc_empty_space height=”16px”][vc_row_inner][vc_column_inner width=”2/3″][vc_custom_heading text=”Guiding Principles” use_theme_fonts=”yes”][vc_column_text]These guiding principles provide a framework for which we will strategically evaluate and operationalize administrative alignment:

1. Seek to Understand:
   • We will consult with units, departments, and all other stakeholders to comprehensively understand resources, needs, and operational impact in each area.
2. Cultivate Talent:
   • We will cultivate the strengths and excellence of our employees by providing professional growth and development opportunities.
3. Connection:
   • We will ensure, regardless of reporting structure, that staff remain connected and an essential part of their respective units.
4. Advance the CSU land-grant mission:
   • We will ensure alignment with the CSU land-grant mission and strategic direction

[/vc_column_text][/vc_column_inner][vc_column_inner width=”1/3″][vc_custom_heading text=”Updates” use_theme_fonts=”yes” el_id=”campus-updates”][vc_column_text]Sept. 25 – Click HERE to view a recap of the Alignment Open Forum, covering Phase 1 results and next steps for Phase 2. Slides available HERE.

Aug. 14 – Watch the recap of the Alignment Open Forum HERE.

Aug. 8 – Finance and HR alignment reaches milestone; open forum set for Aug. 14

Jan. 30 – Timeline Update for Administrative Alignment of Finance and HR Services[/vc_column_text][/vc_column_inner][/vc_row_inner][vc_separator color=”custom” border_width=”3″ accent_color=”#c8c372″][vc_empty_space height=”16px”][vc_custom_heading text=”Campus Engagement + Feedback and Question Form” use_theme_fonts=”yes” el_id=”feedback-and-question-form”][vc_column_text]We have been holding discussions with key stakeholder groups across campus to solicit questions and feedback regarding the administrative alignment of Human Resources and Finance. These groups include, but are not limited to, employees involved to HR and Finance work functions and employee councils. As we continue engagement activities, we always encourage anyone in our CSU community to provide their comments or questions through the online form below.  Your insights are critical in shaping a model that collectively best serves our institution while ensuring the needs of each college, division, and unit are met.

If you have questions, comments, or other feedback regarding the Administrative Alignment, please fill out the feedback form below. You may choose to include your name or submit the form anonymously (anonymous submissions will not receive replies).[/vc_column_text][vc_raw_html]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[/vc_raw_html][vc_column_text]Fill out the Administrative Alignment Feedback Form in Microsoft Forms[/vc_column_text][vc_empty_space][/vc_column][/vc_row][/vc_section][vc_row][vc_column][vc_tta_accordion][vc_tta_section title=”FAQ’s” tab_id=”1760043026072-2cc66dbe-d0eb”][vc_text_separator title=”To support a clear understanding of the alignment initiative, we’ve gathered answers to some of the most frequently asked questions. This section is designed to provide clarity, address common concerns, and keep our community informed throughout the process.”][/vc_tta_section][vc_tta_section title=”Q: Why is CSU aligning HR and Finance efforts?” tab_id=”1760041702222-ec513f16-bc2a”][vc_column_text]A: CSU must champion innovation and change to ensure success and viability. The alignment initiative is designed to improve long-term operations with optimized resources, unified leadership and support, increased collaboration across departments, greater opportunities for professional growth, and more consistent service delivery. This alignment will integrate university-wide efforts in HR and Finance, allowing units across campus to sharpen their focus on their core priorities. The alignment is a strategic step to preserve CSU’s core academic mission while advancing operational and service excellence, particularly in light of fluctuating state funding.  [/vc_column_text][/vc_tta_section][vc_tta_section title=”Q: Why is CSU implementing these changes now?” tab_id=”1760041702237-dc189bbb-41ab”][vc_column_text]A: This alignment is an 18-month process, and it is essential that we take action now to see future benefits. This alignment is not intended to immediately reduce financial pressure; instead, it will empower units to maximize their budget long-term by concentrating their efforts on their specialized priorities. This alignment is a long-term strategy to protect jobs, enhance operational efficiency, and strengthen CSU’s ability to fulfill its mission, even in the face of fiscal challenges.  [/vc_column_text][/vc_tta_section][vc_tta_section title=”Q: Why can’t we just keep things the way they are?” tab_id=”1760041895317-819e3316-cf63″][vc_column_text]A: Every path has costs—including doing nothing. If we stay with business as usual, CSU continues to absorb risks, inefficiencies, and uneven service. Over time, this erodes trust, stretches resources, and limits our ability to adapt. It’s like the saying “What we are not changing, we are choosing”. The cost of retrofitting or “catching up” later is much higher than adapting now. Inconsistent processes create compliance and audit risks that can damage CSU’s credibility. Service gaps erode trust among faculty, staff, and students, making it harder to attract and retain top people. Higher education is changing quickly; a stagnant operating model locks us into outdated practices. Overall, the alignment will enhance our effectiveness and ensure a more sustainable future for CSU. [/vc_column_text][/vc_tta_section][vc_tta_section title=”Q: How does this position CSU for the future?” tab_id=”1760041946498-7a71276c-4e4d”][vc_column_text]A: Higher education is changing quickly. A stagnant operating model locks us into outdated practices and leaves us vulnerable. By proactively evolving now, CSU strengthens its foundation for the future—ensuring we can respond to challenges and opportunities with agility, consistency, and confidence. Aligning HR and finance services not only streamlines processes and enhances collaboration but also strategically positions CSU to adapt swiftly to future challenges, creating a more innovative and responsive institution.[/vc_column_text][/vc_tta_section][vc_tta_section title=”Q: How will this affect students and academic programs?” tab_id=”1760041968920-6b6a4b59-22da”][vc_column_text]A: At its core, the alignment aims to enhance the student experience by strengthening support services that promote academic and student success. By streamlining administrative functions, improving support services, and reducing administrative burdens, academic units can focus more on their core missions, easing administrative workload and boosting overall capacity. We will work closely with academic and administrative units to ensure these changes benefit students and foster a seamless academic environment.  [/vc_column_text][/vc_tta_section][vc_tta_section title=”Q: Who is helping to guide this project?” tab_id=”1760041999015-eb775080-a9e1″][vc_column_text]A: This work takes all of us. Alignment isn’t something designed behind closed doors—it’s a shared effort that relies on the expertise, perspectives, and engagement of the CSU community. 

• Consultant partner: We are working with Accenture, who brings experience supporting universities through similar efforts. 

• Steering Committee (SteerCo): Provides strategic direction and final decisions. Members include our VPUO/CFO Brendan Hanlon, VPHR Eric Ray, Carolyn Lawrence-Dill (Dean, CAS), and Julie Weber (HR consultant). 

• Advisory Committee: Reviews progress, findings, and provides feedback and recommendations. Members include a mix of HR, Finance, Operational, and Academic leaders across campus.  

• Campus engagement: So far, more than 700 faculty and staff have been engaged through forums, surveys, working groups, and other opportunities to contribute. 

Everyone has a role to play in shaping how CSU moves forward. And this isn’t a one-time effort—ongoing and future engagement will be critical. We’ll continue to engage with groups and committees across CSU will continue to inform the work, helping ensure the model reflects the needs and realities of our colleges, divisions, and units. This is a collective effort to build consistency, resilience, and better service across the university. [/vc_column_text][/vc_tta_section][vc_tta_section title=”Q: How will CSU ensure transparency during this process?” tab_id=”1760042047189-581b6e68-1416″][vc_column_text]A: Regular updates will be provided through the university’s official communication channels and posted in the Updates section of the Alignment webpage. Feedback from faculty, staff, and students is encouraged through the online Administrative Alignment Feedback Form and by emailing [email protected]. Open forums and information sessions will be scheduled to keep stakeholders informed and to invite input from the CSU community, and information on those opportunities will be posted in the Campus Engagement section of the Alignment webpage​. [/vc_column_text][/vc_tta_section][vc_tta_section title=”Q: How can I provide input or ask questions about the project?” tab_id=”1760042079568-0d637bae-efd0″][vc_column_text]A: We welcome input from across campus—your perspective is essential to getting this right. The best way to share your questions, ideas, or concerns is through the feedback form on the alignment website. Submissions are reviewed regularly and help inform FAQs, communications, and future engagement opportunities. 

You can also share your perspective by attending alignment-related events, through meetings of campus groups and committees that are discussing alignment, or responding if/when emails or surveys are sent out. These conversations provide valuable context, help us hear from a wide range of voices, and ensure feedback is captured from across CSU. 

You may also email [email protected].While not every suggestion can be acted on or responded to, please know that all input contributes to shaping how CSU moves forward. [/vc_column_text][/vc_tta_section][vc_tta_section title=”Q: What is a Blueprint (Phase 1 Outcome)?” tab_id=”1760042106399-f90920f8-4383″][vc_column_text]A: The Blueprints are an outcome of the Phase 1 work. They are a tool to see all the HR and Finance functions necessary in CSU’s future. These are not organizational charts, or a current reflection of how our organization currently operates (though some areas may look similar). They are future-state maps.  [/vc_column_text][/vc_tta_section][vc_tta_section title=”Q: What do the colors on the Blueprint boxes mean?” tab_id=”1760042147554-0353a859-0151″][vc_column_text]The colors represent how HR and Finance functions will be carried out across CSU—who owns the work, how it’s supported, and where accountability sits. 

• Orange = Enterprise
  Enterprise functions are owned by a university-wide team. They set the strategy and direction, and are accountable for outcomes, even if some work is executed by others. Think of this as the university ensuring consistency and alignment across all units. 

• Blue = Localized
  Localized functions are owned and carried out by colleges or divisions. The enterprise team still provides strategy, templates, and guidance, but the day-to-day execution and accountability live locally. 

• Blended (gradient) = Co-Facilitated
  Co-facilitated functions are shared between enterprise and local teams. Work activities are collaborative, and accountability is flexible depending on the task. These functions require the most partnership to be successful. Note that the shading currently doesn’t reflect a relative share of the work, simply that it is co-facilitated. In the future state, it may be 90/10 or 50/50, etc.  

Together, these models create clarity about ownership while still allowing flexibility. Importantly, a function being marked as “enterprise” does not mean it is “centralized”—it simply clarifies who is responsible for setting direction and ensuring results. Enterprise simply means single group is accountable, but does not dictate which area of the organization that is. Execution may still happen across the university. [/vc_column_text][/vc_tta_section][vc_tta_section title=”Q: Are the Blueprints done/finalized?” tab_id=”1760042197184-a4cd33a9-8a9e”][vc_column_text]Some elements are still in discussion, for example grant management and gift management. But largely we consider this to be complete and will guide us moving forward. As we move into the detailed design phase, there will be opportunities for units to provide input on how the blueprints are operationalized. Our focus at this point is on understanding the blueprint and how it guides the next steps—not on redesigning it. If there are missing elements or clarification questions, please email [email protected] .  [/vc_column_text][/vc_tta_section][vc_tta_section title=”Q: There are only a few “localized” boxes on the Blueprints – so is my role / job gone? Does that mean local jobs are going away?” tab_id=”1760042224877-d372b74d-8e59″][vc_column_text] A: No. These models don’t mean one group takes over while others disappear—they describe how we work together. Every function requires enterprise, co-facilitated, and localized roles. Local expertise is essential to making strategy work. No matter the color code, every box is a system of interdependence. 

These models describe how we share responsibility and the work.   [/vc_column_text][/vc_tta_section][vc_tta_section title=”Q: The original email announcement in January was confusing — is this tied to the budget?” tab_id=”1760042269569-aa09c6d1-faa9″][vc_column_text] A: The original intent of that email was to introduce this initiative, but because it was sent alongside budget information, the message wasn’t clear. We’ve learned from that and are working to communicate more directly and transparently moving forward, which is why we have introduced additional forums as part of our process.[/vc_column_text][/vc_tta_section][vc_tta_section title=”Q: Is this initiative solely focused on the budget?” tab_id=”1760042302942-cc0d98f0-b2ca”][vc_column_text] A: This is a forward-looking, strategic effort to strengthen how we support the academic mission of the university.  While we recognize that there are budget pressures, the main goal is to ensure that CSU can thrive in the evolving landscape of higher education.[/vc_column_text][/vc_tta_section][vc_tta_section title=”Q: Will there be costs associated with this change?” tab_id=”1760042330271-d5910bdf-c207″][vc_column_text]A: We anticipate some short-term “transition costs” as we implement new processes, systems, and resources. While exact costs will be assessed as details are finalized, we are committed to transparency where possible. Over the longer term, the new structure is expected to generate efficiencies and cost savings, as other universities have experienced. 

For example, our current transition to Workday in HR requires near-term investment, but is designed to reduce duplicate work and simplify / standardize processes across campus, among other benefits. In the same way, alignment can lessen the need for each college or division to create its own administrative solutions, forms, approval chains, or manual workarounds—freeing up staff time and reducing frustration. By investing now, we create a more consistent and resilient model that saves time and resources in the future.” [/vc_column_text][/vc_tta_section][vc_tta_section title=”Q: Will this impact staffing?” tab_id=”1760042371041-ec6f81c9-da35″][vc_column_text]A: Potentially, while position and classification changes happen across the university regularly, the focus of this project is on optimizing people, processes, and systems already in place to better support the future state of finance and HR within the university. The focus here is on optimizing the people, processes, and systems we already have, and strengthening them to support the university for the future. 

 [/vc_column_text][/vc_tta_section][vc_tta_section title=”Q: Can you guarantee that layoffs won’t be an outcome?” tab_id=”1760042405213-1e437fc7-eec9″][vc_column_text] A: The goal of this initiative is not to reduce staff who provide critical HR or Finance services. We do anticipate budget pressures, and that may drive hard decisions, but this work is about improving alignment, processes, and systems—not eliminating headcount. [/vc_column_text][/vc_tta_section][vc_tta_section title=”Q: What about people who are currently in cross-functional roles?” tab_id=”1760042442097-095fb737-12bc”][vc_column_text] A: This will be explored in future phases. This does not mean that for every person who performs part finance functions and part human resources functions, that two full FTEs will be created. [/vc_column_text][/vc_tta_section][vc_tta_section title=”Q: Will the new structure be properly resourced?” tab_id=”1760042474963-32404344-0514″][vc_column_text]A: We will evaluate staffing needs to ensure the organization is appropriately resourced under the new structure, once that is determined. This may include new headcount and/or adjustments to current roles. Resourcing decisions will be made carefully to support both short-term transition and long-term effectiveness. [/vc_column_text][/vc_tta_section][vc_tta_section title=”Q: What is the difference between alignment and centralization?” tab_id=”1760042507506-5f81342a-6dd1″][vc_column_text] A: Centralization usually means  consolidating people into one shared unit. Alignment is a broader concept and goal for our future state: ensuring consistent processes, systems, expectations, and accountability across different units, while  maintaining important local connections. The boxes on the blueprints define who is accountable for the outcomes but does not necessarily indicate where the work is  taking place.[/vc_column_text][/vc_tta_section][vc_tta_section title=”Q: Will everyone move to Admin or Howes Street?” tab_id=”1760042510986-6a8da351-3088″][vc_column_text] A: No. This initiative is not about moving everyone into a single location. Instead, it’s about ensuring consistency in structures and processes so training and support are more effective.[/vc_column_text][/vc_tta_section][vc_tta_section title=”Q: Will everyone move to Admin or Howes Street?” tab_id=”1760042567965-72793e39-2101″][vc_column_text] A: No. This initiative is not about moving everyone into a single location. Instead, it’s about ensuring consistency in structures and processes so training and support are more effective.[/vc_column_text][/vc_tta_section][vc_tta_section title=”Q: Why do reporting lines matter for alignment? Can’t we achieve alignment without changing them?” tab_id=”1760042603994-86342dd2-6b78″][vc_column_text]A: Alignment requires empowerment, authority, and accountability. Reporting lines help provide clarity, support standardization, and ensure consistent service levels—while still maintaining strong local connections to the people and areas you serve. Adjusting reporting lines and our organizational structure also helps create promotional opportunities across campus, ensures that roles are consistently staffed with the right experience and skills to be successful, and ensures that functions are more consistently implemented across campus.  

. [/vc_column_text][/vc_tta_section][vc_tta_section title=”Q: How is the alignment project affecting current employees today?” tab_id=”1760042645629-0118f0cc-754b”][vc_column_text]A: At this time, employees will remain in their current units. HR and Finance reporting and budget lines will shift under university leadership throughout fiscal year 2026-27. HR and Finance staff will continue to be strategic partners for academic leaders and their units. This alignment will provide staff with improved access to a community of professionals in their area of expertise, supervisors in their area of expertise, and additional opportunities for professional development and advancement in their field within CSU. By aligning with industry best practices, we are positioning ourselves to strengthen operations and enhance performance across the institution.  [/vc_column_text][/vc_tta_section][vc_tta_section title=”Q: How long will the next phases of the alignment project take?” tab_id=”1760042678527-3c73b444-9610″][vc_column_text]A: Although the first announcement was made in January, the Phase 1 effort started about in July 2025 after we took time to pause, listen, and reset. Looking forward, the next two phases are expected to take about 5-6 months, though the exact timing may vary depending on a variety of factors. [/vc_column_text][/vc_tta_section][vc_tta_section title=”Q: What changes will staff experience this fiscal year?” tab_id=”1760042718200-8a623901-9c2a”][vc_column_text]A: Resource alignment is planned beginning July 1, 2026, with changes in reporting lines, roles, and/or processes. Some changes will take effect immediately at the start of FY27, while others may be phased in as part of a longer-term systems and process evolution. The work with Accenture, the Steering Committee, the Advisory Group, and campus stakeholders will inform milestones leading up to and following this date.   [/vc_column_text][/vc_tta_section][vc_tta_section title=”Q: Will there be more administrative changes in the future?” tab_id=”1760042748971-81f09da0-9fc1″][vc_column_text]A: After aligning HR and Finance, CSU plans to assess IT and Marketing and Communications for potential alignment in the coming fiscal years. This phased approach is designed to enhance efficiency by eliminating duplication of efforts and optimizing resources. It ensures that we continue to deliver on our core mission while attracting world-class talent to the university. By thoughtfully evaluating each area, we can implement changes that support long-term growth and institutional effectiveness, while maintaining strong engagement with stakeholders throughout the upcoming processes. [/vc_column_text][/vc_tta_section][/vc_tta_accordion][/vc_column][/vc_row]