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  "documentTitle": "New Mexico State Staffing Study",
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      "text": "Redesign NMSU’s OM operating model to increase efficiency and effectiveness by better alignment of strategic work:\nReduce the total number of management layers across NMSU to four or fewer. This will also help to increase Spans of Control. This should be done particularly in key areas like Facilities and Services as they have the highest number of employees accounting OM FTEs.\nReduce NMSU management layers to 4 where possible.",
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      "text": "Staff performing OM work are distributed broadly across NMSU. (474 people represent 184.56 FTEs)\n21% of NMSU staff report completing some OM duties, The top 4 divisions with the largest number of FTEs performing OM activities account for 59% of all FTEs performing OM activities.\nThe most fragmented OM processes include: Manage Functions or Operations, Direct Departments or Division, Perform Strategic Planning, and Support Accreditation and/or Assessment\nNMSU spends significant resources on employees performing OM Activities\n~$21M is spent on labor costs for employees completing OM activities.",
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      "text": "Institute hiring freeze until institutional leadership can review, which management positions are key and must be filled. NMSU should also address whether key opening can be filled via other means.",
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      "text": "annual savings: $1.5 – $2M+",
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      "text": "As expected, processes within the Operational Management function are decentralized and occur across the entire university. However, changes to the University’s operating model may provide opportunities to reduce the number of management layers.",
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      "text": "OM – Key Findings and Opportunity Summary",
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