Business Operations Centers. We re transforming the way we do business at NC State. Together.

Transcription

1 Business Operations Centers We re transforming the way we do business at NC State. Together.

2 Today s Discussion BOC Overview and Update Staff Transition to the BOCs Working in the BOCs Question and Answer

3 Business Operations Centers BOC Overview and Update

4 Why are we doing shared services? This is not a reflection of the work that s been done before, but a reflection of our changing circumstances, which includes our economic and political climate. We have increasing pressure to do more with what we have and become as efficient as possible. Chancellor Woodson

5 34 College and Division Business Units Design Libraries Treasurer Athletics CALS Engineering Financial Aid Textiles DASA PAMS Management CNR Graduate Facilities Research HR General Counsel Advancement CVM Chancellor Provost OIT International Extension Education Campus Enterprises Centennial CHASS Equal Opportunity Remaining F&B Finance Resource Management 200 plus departments and about 200 Centers, Clinics, Institutes & Labs Inconsistent resources Inconsistent processes Inconsistent training

6 Shared Services is the Answer Instead of just reacting to these circumstances as they happen, shared services is the best proactive approach. Shared services is a model to consolidate and streamline business services into specialized units staffed by experts. Shared service centers provide more efficient and effective service at a lower cost.

7 A Growing Trend Shared Services is a concept being embraced across the nation by many public and private organizations, including: Georgia Tech University of California University of Florida Princeton University Cornell University Purdue University University of Maryland MIT Yale University

8 An NC State Solution At NC State, shared service centers will be called Business Operations Centers or BOCs. Focus on delivering the highest quality service at the lowest possible cost. Staffed by current employees who will be trained as experts in particular business areas.

9 A Phased Approach Targeted Launch Dates of the Business Operations Centers Onboarding June 2013 Travel October 2013 Recruitment and Selection October 2013 Time Reporting January 2014 Purchase to Payment February 2014 Position Administration March 2014 Accounts Receivable April 2014

10 Not in the BOCs General Administration Budgeting Budget Transactions (including Payroll Distributions) EPA Legislative Increase Allocation Pre Award Contracts and Grants Administration Post Award Contracts and Grants Administration Benefits Employee Relations

11 Where are We Now? Preparing to open the Onboarding Center Pilot services in June, entire campus in Sept. Recruiting for BOC management positions Implementing new recruitment & selection processes Designing new position management processes Including reclassifications, promotions, & salary adjustments Implementing new travel processes Implementing new purchase to payment processes Beginning the Staff Transition Discussion

12 Business Operations Centers Staff Transition to the BOCs

13 FTEs Allocated to Business Services by Type 2011 ScottMadden Work Activity FTE Inventory Analysis Personnel Files Time Reporting Onboarding 8.98 Travel Personnel Transactions Leave Services Recruitment & Selection Purchase to Payment Position Administration Other Financial Transactions Accounts Receivable Total: FTE

14 Staff Transitioning Initial FTE Requirements by May 31 Use ScottMadden FTE Data Compare transaction volumes Anticipated efficiency for new processes Initial estimate for position reallocation Form Transition Teams by June 14 Appointed by Deans, VCs, and AVCs Includes Department representation Point of contact for UBOD Voice for the College or Division during transition Gather Employee Specific Data Through August 9 Review organization charts, work plans, and position descriptions of survey respondents Gather information on employee Interests

15 Staff Transitioning Craft Position Roles Through July 30 Organization structure for each center Write position roles for each center staff position required Position roles will be used to match people and their positions to BOCs Refine FTE & Budget Requirements August & September Performed by the Transition Team & UBOD Partner to determine the final FTE to transfer and associated budget requirements Match Staff to Positions August & September Transition Team will propose staff to move to center position roles Once finalized, this will be the Reallocation Plan for BOC employees

16 Staff Transitioning Train & Move 30 days prior to Launch Date New BOC employees will be trained in the new processes Customers will be trained in how to work with the centers Relocate new UBOD Staff into the centers prior to BOC opening Service Center Launch See Launch Schedule Each Center will have a phased launch Revise Work Plans and Position Descriptions Ongoing Transition Team - Rewrite work plans and position descriptions for employees remaining in colleges, divisions, & departments UBOD - Rewrite position descriptions for employees reallocated to the BOCs

17 Business Operations Centers Working in the BOCs

18 Personalized Service and Teams Customer Specialist Team Specialist Team Business Service Liaison Specialist Team Specialist Team Specialist Team Staff will be part of teams assigned to specific customers Customers will have Business Service Liaisons (BSL). The Liaison is the person to go to with your business questions or problems. The BSL coordinates a Cross Functional Customer Service Team whenever specialists need to work together to provide the highest quality services.

19 What will working in a BOC Be Like? Professional Environment: Judgment Support our staff to make decisions Customer Service Responsive to our Customers needs, Courteous, and Timely Expertise - Competent, Trusted, and Respected Creative Solution driven, Collaborative, and Embracing Continuous Improvement

20 What will training and development in the centers be like? The support and training BOC staff need to succeed: Technical training for the new business processes Soft skills training (i.e. Customer Service, Team Building, Communications, etc.) Help identifying and achieving your career goals Opportunities to broaden skills through cross-training Assist in obtaining professional credentials

21 WE SERVE The BOC Values Statement World Class Aspire to be a Baldridge Performance Excellence Organization Effective and Efficient - Do the right things, the right way Quality Service Accurate, timely, and responsive services TEamwork Collaborating for the common goal Reduced Cost Return direct value to the Campus Mission InnoVation Everyday solutions and continuous improvement HonEsty & Integrity Communicate openly, accurately, and clearly

22 A Note on Baldrige Performance Excellence Program Assessment Criteria: Leadership Strategic Planning Customer Focus Measurement, Analysis, and Knowledge Management Workforce Focus Operations Focus Results Administered by National Institute of Standards and Technology NC program administered by Industrial Extension Services at NC State Holistic and results-oriented performance management program Captures what we know about top performing organizations Flexible and non-prescriptive Stresses a customer-focus and pushing decision-making to the frontline

23 Business Operations Centers boc.ncsu.edu Questions?