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  "documentTitle": "Bain UC Berkeley Operational Excellence",
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      "text": "With a savings objective up to $75 million to $100 million, we would expect the team to identify >$125 million in savings opportunities that the University could choose to pursue.",
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      "text": "savings opportunity: $125 million",
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      "text": "job classes (e.g. full-time vs. part-time). We will work with the UC Berkeley team to understand the expected impact of current initiatives and will incorporate these plans into the overall Operational Excellence program and make sure that all efforts are coordinated. Finally, every effort will be made to reconcile the expected benefits from UC Berkeley’s current efforts with the savings targets for Operational Excellence to avoid any double counting of the potential benefits.",
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      "text": "Meeting the objectives of Operational Excellence will demand fundamentally rethinking how UC Berkeley operates and could require some restructuring of how the University is organized and managed. Cost structure transformations of this magnitude are inherently complex and present many opportunities for failure. In order to manage this risk and have a successful outcome, it is important to establish up-front how we will collectively define success and create a path to results.",
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      "text": "Although new sources of revenue will play a role in offsetting the University’s financial challenges, we will exclude them from our analysis to manage scope for this project.",
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      "text": "Success for the diagnostic and option development phase of work can typically be defined by the magnitude of the savings opportunities identified, the pragmatism of the options created, and the degree of organizational “buy-in” generated. With a savings objective up to $75 million to $100 million, we would expect the team to identify >$125 million in savings opportunities that the University could choose to pursue. This potential savings opportunity will need to be grounded in realistic options that a broad group of stakeholders believes may actually work and generate savings while remaining cognizant of the effort’s guiding principles.",
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      "text": "Aside from labor costs, the remaining operating costs are primarily made up of purchased goods and services. This group of expenditures will be quickly examined to determine which are addressable and which are not addressable near-term. Other opportunities that will be explored include: options to reduce demand for the goods and services, actions to decrease cost by reducing complexity/specifications of goods and services purchased, and tactics to reduce prices by improving procurement practices and capabilities. Lastly, the University owns, leases, and maintains an array of real estate and facilities which represents significant expense. This group of expenditures will be examined for opportunities to improve cost efficiency while staying cognizant of the need to adequately maintain the campus.",
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      "text": "Path to Results",
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