About Us

The Administrative Process Review Committee (APRC) formed in response to goal 4 of the University’s Strategic Plan, “Enhance organizational excellence by creating a culture of constant improvement.” In its commitment to constant process improvement, the APRC works collaboratively across campus to identify and evaluate opportunities for efficiency improvement and cost reduction. The Committee serves as a conduit for faculty, staff and students to suggest changes in administrative processes.

Anyone can contact the APRC by reaching out to a Committee member or completing the online form to offer an idea of a needed improvement or suggestion for a way to improve an existing process on campus. No idea is too small or too large. The APRC has provided suggestions on ways to enhance communication for greater transparency all the way to recommending a new position be created to better serve campus customer needs. You can read more about the APRC’s work in Completed ProjectsCurrent Projects, and Communication.

APRC Committee
The APRC reports to Charles D. Leffler, Vice Chancellor for Finance and Business, and comprises faculty and staff members.

Current Committee Members

How the ARPC was Established
The APRC was created in July 2011 based on the recommendation of the Strategic Planning Resource Strategies Task Force and via a charge from Charles D. Leffler, Vice Chancellor for Finance and Business.

Read the Committee Charge.

How the Committee Has Evolved
Responding to goal 4 of NC State University’s strategic plan, Vice Chancellor for Finance and Business Charles D. Leffler convened the Administrative Process Review Committee in 2011. The committee’s charge was to identify and evaluate new opportunities for efficiency improvement and cost reduction and serve as the primary conduit for faculty and staff to suggest changes in administrative processes. The committee was also asked to evaluate the need for an “Efficiency Czar” to oversee administrative process improvements.

The APRC initially met twice per month to work through a list of more than 450 pain points identified across campus via various surveys taken across campus. At the same time, the Office for Finance and Business established a new division, University Business Operations, dedicated to streamlining finance and human resources processes. As a result, the APRC divided the pain points into buckets and provided those related to finance and human resources, approximately 125 of the 450 pain points, to UBO for evaluation and response.

In 2012 the APRC continued its work on the other pain points related to all other aspects on campus, including but not limited to research and grantsmanship, transportation, and facilities modifications. The APRC also met with UBO and decided that it would be available for consultation as new shared services processes went live.

Continuing into 2013, the APRC met with processes owners and assisted with Value Stream Mapping to identify ways to improve and simplify processes. The APRC provided in-depth support to the Facilities Modification process and identified the need for a campus liaison for enhanced customer support and a way for campus customers to track project status, an easier-to-use website for fewer submission errors and greater visibility on progress, among other suggestions. The APRC also made recommendations to the Provost and Executive Vice Chancellor and Vice Chancellor for Finance and Business regarding F&A transparency so that colleges and divisions would better understand F&A allocations. The APRC also conducted Value Stream Mapping on the proposal and grant management process, providing guidance on the pursuit of low-cost solutions to several pain points. A great deal of research was also conducted to understand areas of transportation and student services pain points.

At the same time, the APRC also examined its own role and made recommendations for committee sustainability. Implementing a new website and project tracking system, and then integrating both, the committee implemented better systems for communication and accountability. The first transition of membership and leadership also took place and a new academic and administrative co-chair structure was established.

In response to its self-analysis, the APRC further evolved into an advisory capacity in 2014. The committee began working with process owners to identify pain points and develop remediation strategies.