Streamlining Business Operations Belknap Campus. Town Hall Presentation Belknap Business Operations April 2016
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1 Streamlining Business Operations Belknap Campus Town Hall Presentation Belknap Business Operations April 2016
2 Overview Existing State Future State Vision Shared Services Description & Workflow Development Process Phase I Processes (2016) Phase II Processes (2017) Staffing/Organizational Structure Communication Plan Discussion
3 Existing State Challenges of Financial & HR Transactions Do not meet current & future business needs Fragmented processes are complex and confusing; often result in errors and re-work Non-integrated system applications result in redundancy and manual data re-entry Expensive PeopleSoft customizations do not allow us to leverage new functionality Business architecture does not satisfy end user needs; customer service frustration
4 Existing State HR Finance
5 Existing State Alphabet Soup JV
6 Existing State Alphabet Soup JV
7 Future State Vision Create a Business Operations Center focused on the following: customer service operational excellence innovative value-added efficient transactional processes analytics to continually improve operations
8 Future State Business Operations Center HR Finance
9 Future State Workflow Electronic Dept./Unit X Functional Specialists >90% <10% Customer Service Generalists (one-stop) HR Purchasing Finance Inquiry Departments Interact with the Business Operations unit through electronic processing and personal inquiry. Business Operations Consist of customer service generalists (inquiry) and functional specialists (electronic). Central Units work with Business Operations on specific cases and continuous process improvement.
10 What remains in the units? Regulatory authority Compliance monitoring Budget authority Initiation/approval of transactions Strategic planning Transactional processes Process improvements System improvements Customer service excellence Central Units Units Business Operations Center
11 Business transaction support scaled to university growth Current State Future State Business transaction support University enrollment, sponsored research etc. Strategic growth Current state Business transaction support University enrollment, sponsored research etc.
12 Future State Development Process Opportunities Lead fiscal officers, focus group and other business officers provided input regarding improvement opportunities Top 10 Continuous quality improvement approach identified Top 10 process opportunities list Analysis System data gathered for each process Analysis produced associated volume and level of effort Phase I Top 10 list vetted; Phase I processes (6) identified
13 Continuous Improvement Cycle Identify opportunities Refine Assess current processes Report metrics Identify key metrics Graduated deployment Reengineer processes 1. Business practices 2. Policy revisions 3. System enhancements Train staff and users
14 Phase I: April December 2016 Process People Systems Transactions Over 500,000 transactions Identified from top 10 opportunities list Processes 1. Onboarding (students, graduate assistants and temporaries) 2. Position maintenance 3. Job changes 4. Additional payments 5. Time reporting 6. Expense transfers (payroll expense transfer, IUTs, journals)
15 Business Operations Phase I Projected Timeline Staffing Reassess Phase II Priorities Staffing Onboarding Personnel Actions Time reporting Expense Transfers 4/1/2016 5/1/2016 6/1/2016 7/1/2016 8/1/2016 9/1/ /1/ /1/ /1/2016 3/1/ /31/2016
16 Phase I Time Benefits (estimated, by FTE) SVPFA 3.59 Arts & Sciences 1.80 Provost 1.24 Athletics 1.12 Speed School 0.98 Student Affairs 0.89 Unit College of Education University Libraries College of Business Kent School Advancement Music 0.28 President's Office 0.23 EVPRI 0.19 SIGS 0.14 Law School 0.13 VP Community Engagement FTE
17 Workgroups General Composition Top three customers Other lead fiscal officer Central offices End users - units and central offices Systems analysts Audit services Grants management HSC shared services Belknap business operations
18 Process Example: Onboarding (Current State) Paper process 36 pages include 13 forms 13 requests for name 10 requests for social security number 9 requests for local address Documents reviewed by department Manual entry by Payroll staff
19 Process Example: Onboarding (Future State) Employee completes a single information form online Business Operations functional specialists review and verify the completeness of the submitted forms and load to PeopleSoft The employee visits the One Stop Center to complete the Federal I9 employee verification process Upon completion of the hire process an notification goes to the hiring supervisor alerting them that the employee can begin working Based on submitted information the system completes forms that the employee will certify online
20 Process Example: Process transparency
21 Onboarding Service Measures Turnaround time measure each step of the workflow to ensure minimal turnaround time. Customer satisfaction Brief survey to employee and hiring supervisor to identify areas for continual improvement Transaction numbers Analyze total volume and processing times to validate resource allocations/needs
22 Phase II: 2017 (anticipated) Process People Systems Transactions - Over 100,000 annually Processes 1. Procard reconciliations 2. Program/account reconciliations 3. Travel and expense reimbursements 4. Leave management ~19 FTE of effort
23 Phase II Projected Timeline Assess Phase III priorities Staffing Staffing Leave Mgmt Travel & Expense Procard Reallocations Program reconciliations 2/1/2017 3/1/2017 4/1/2017 5/1/2017 6/1/2017 7/1/2017 8/1/2017 9/1/ /1/ /1/ /1/2017 1/1/ /31/2017
24 VP Areas Belknap Campus Shared Services Phase I and II Time Benefits (estimated, by FTE) SVPFA 5.76 Arts & Sciences 5.48 Speed School 4.00 Provost 2.96 Athletics 2.88 College of Education 2.45 Student Affairs 1.29 University Libraries 1.30 College of Business 1.42 Kent School 1.13 Music 0.93 Advancement 0.87 Law School 0.80 President's Office 0.64 EVPRI 0.52 SIGS VP Community Engagement FTE benefit
25 Other Future Processes To Consider Process Area Transactions Billing Accounts receivables Billing services Payment postings Budget (transaction only, authority with unit) Contracts Grants Human Resources Procurement Budget preparation system Budget revisions and change orders Budget transfers Contract payments Personal service contracts (PSCs) Cost share allocation management General grant processing support Job description forms Recruitment and applicant screening Tuition remission posting Accounts payables Payment requests Requisitions and purchase orders Vendor surveys
26
27 Staffing Model Customer service representatives generalists with a strong service excellence focus Functional specialists transactional and system specialists with strong attention to detail Leadership management focused on responsive operational excellence and system maximization
28 Organizational Chart (Phase I) 13 Total FTE AVP for Program Improvement and Business Analytics Executive Director for Business Operations One Stop Customer Service Team (4 FTE) HR Functional Team (6 FTE) Finance Functional Team (2 FTE)
29 Organizational Chart Career paths Human Resources Operations Director Finance Operations Director Customer Service and Quality Improvement Director Functional Specialist - Team Lead Functional Specialist - Team Lead Business Counselor - Team Lead Functional Specialist Sr. Functional Specialist Sr. Business Counselor Sr. Functional Specialist II Functional Specialist II Business Counselor II Functional Specialist I Functional Specialist I Business Counselor I
30 Communication Plan Stakeholder groups Shared governance groups (staff and faculty senates) President/provost/vice presidents/deans Lead fiscal officers/ubms Faculty champions group Workgroups Focus groups General community members Channels Web site Meetings Focus groups Town halls
31 Discussion
32 Share your thoughts Direct feedback to: Lee Smith Assoc. VP for Program Improvement and Business Analytics Melissa Long Shuter Executive Director of Business Operations
Streamlining Business Operations Belknap Campus. Process Re-engineering Workgroups Kickoff June 2016
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