A Panoramic View of Campus Shared Services

Transcription

1 A Panoramic View of Campus Shared Services Peggy Huston, Chief Opera,ng Officer, Campus Shared Services Cathy Jen, Service Director, Campus Shared Services Team 2/ERSO Sandi Ketchpel, Assistant Dean of Administra,on & Opera,ons, Goldman School of Public Policy

2 Agenda Introduc9on to Campus Shared Services (CSS) Berkeley s Design Concept Iden,fy Four Func,onal Areas on Which to Focus Implementa,on Approach A Matrixed Governance Structure The Timeline, from Concep,on to Full Rollout Implementa9on Reality ERSO: The Inspira,on ERSO Within Campus Shared Services 2

3 Agenda, continued Lessons Learned From the Design and Implementa,on Teams From Opera,onal Excellence, the campus- wide efficiency program From ERSO, Engineering s shared services group From the Academic Department or School s perspec,ve From the Faculty Looking Forward Priori,es: inves,ng in people, processes, and technology Evalua,ng our services Thinking Differently 3

4 Introduction to Campus Shared Services (CSS) 4

5 Shared Services at Berkeley: History Campus Shared Services (CSS) began as a part of UC Berkeley s Opera9onal Excellence effort, a mul,- year, mul,- project effort to make the opera,ons of UC Berkeley more effec,ve and efficient so that the University may direct more resources toward teaching and research. Case for shared services at UC Berkeley: UC Berkeley s opera9onal challenges include Highly distributed administra,ve func,ons Varying types and quality of technology used across campus Inefficient or redundant processes Fragmented quality control Mul,ple interpreta,ons of policy These challenges resulted in problems such as service dispari,es and gaps, a tendency toward reac,ve, ad- hoc solu,ons, and a high administra,ve burden on faculty and staff in departments. Addi,onally, Berkeley needs an administra,ve structure that is scalable, nimble, and allows us to remain compe99ve. Objec9ves: Make it easier to get things done by simplifying and standardizing certain common administra,ve tasks and processes across the en,re campus. Direct more resources toward Berkeley s teaching, research and public service mission by genera,ng significant savings for the campus. Meet the unique needs of departments, labs, units, and our campus by drawing from the exper,se of staff and faculty throughout the design and implementa,on. 5

6 Design Concept Berkeley Campus Shared Services 6

7 Designing shared services for Berkeley Key design recommenda9ons: Serve all departments and colleges on campus. Engage academic and administra,ve leaders, faculty, staff, and students in design. Move shareable work to one shared services center. Services: 4 func9onal areas Business & Financial Services Purchasing & Procurement Travel & Entertainment Reimbursements Recharge Research Administra9on Proposal pre- award Nego,a,on support Award set- up Award fund management Award close- out Human Resources / Academic Personnel Support Recruitment and Appointments Benefits and Leaves Compensa,on Pre- Employment Ac,vi,es and Onboarding Records Management Payroll and Timekeeping Advisory and Employee Rela,ons Visas Informa9on Technology End User Device Support Applica,on Support Device Procurement Device Provisioning 7

8 Berkeley Approach Implementa9on approach: Moved work, as is, into shared services. Reassigned the ~500 staff who performed 50% or more of sharable work. Significant engagement with units to ready them for transi,on. Phased func,ons (IT first); units in waves (administra,ve first). Highly collabora,ve funding model design. Consistent and visible leadership support changed the conversa,on from why? to how? Model: One shared services center. 2.5 miles from campus, with campus- based satellite offices. Matrixed organiza,on, with func,onal and service delivery repor,ng lines. Serve almost all of the campus (except the few units with no sharable work). CSS Fourth Street Office On campus satellite services 8

9 Single matrixed organization, service team structure VCs, Func,onal Owners Units Shared Services Func,onal VCR VPF VCAF Campus Unit Leaders (e.g., Dean, VC, Chair) Campus Unit Leader (e.g., Dean, VC, Chair) Campus Unit Leaders (e.g., Dean, VC, Chair) Senior Unit Admin Leaders Senior Unit Admin Leader Senior Unit Admin Leaders Shared Services Leader Shared Services Finance Director Team A Finance Team B Finance Team C Finance Shared Services HR/APO Support Director Team A HR/APO Support Team B HR/APO Support Team C HR/APO Support Func9onal Leaders 1 Shared Services RA Director Team A RA Team B RA Team C RA 1 Includes CFO, AVC HR, CIO, AVC RA & Compliance, and Director Academic Personnel Shared Services IT Director Shared Services IT University of California, Berkeley 9

10 Berkeley s Transition to Shared Services Service menu Begin to hire func,onal directors CSS go- live (early adopters) Begin to hire other service directors Final cohorts transi,oned in March Hire exec director Financial model planning began Developed method/tools to reassign staff and work Day 1 processes Financial model implemented IMPLEMENTATION PHASE in waves or cohorts CONTINUOUS IMPROVEMENT Jan 2013 plan shioed (rolling func,onal implementa,on). Completed implementa,on phase in March Nov : transi,oned campus to one standard pay cycle and one,me- keeping system - a significant step toward standardizing. 10

11 Implementation Reality Berkeley Campus Shared Services 11

12 ERSO The Inspiration Berkeley s Engineering Research Support Organiza9on (ERSO) Established in 2005 Goals: Align repor,ng structure Design scalable funding model Ensure policy- compliant research administra,on Align infrastructure for high quality and efficient services Outcomes: Consolida,on of 4 Engineering Organized Research Units (ORUs) Significant cost savings Administra,ve efficiencies Increased compliance and reduced risk 12

13 ERSO Success Factors Clear vision and guidance from senior leadership Thorough organiza,onal planning and a scalable funding model A uniform business system is not required to begin; however, it is essen,al to leverage IT to promote opera,onal efficiencies Clearly defined organiza,on and staff expecta,ons Consistent staff training on new business processes Delegated authority to make decisions Staffed with experts in cri,cal organiza,onal posi,ons (e.g., staff engagement, development and talent management) 13

14 ERSO and Campus Shared Services ERSO has evolved into Team 2 within the newly- developed Campus Shared Services CSS Team 2 serves: College of Engineering, providing research administra,on support, as well as core service support for teaching ac,vi,es CITRIS, BLUM Center for Developing Economies & the Simons Ins,tute for Theore,cal Compu,ng College of Environmental Design School of Informa,on Mul,- Campus Research Centers Interna,onal Research Programs - Singapore and China 14

15 The Department Experience EXPECTATIONS: We expected to transfer our exper,se, knowledge and staff to CSS, and we would not have to do that work any more. We expected reduced workload within the unit. We expected that the consolidated service model would realize addi,onal savings and efficiencies over,me. We expected to standardize this work with best prac,ces from within our unit, or from other units, discovered during transi,on. 15

16 The Department Experience, cont d OUTCOMES: We s,ll had to own it, coordinate it, and communicate about it. The work doesn t go away it takes a different form. There was a mental shio from gepng it done to a more sophis,cated viewpoint about improving and documen,ng processes, which some,mes slows it down. CSS has allowed us to have conversa,ons about our long- term needs and the training that is necessary to take us to the next level for Berkeley: the professionaliza,on of administra,on on campus. There have not been as much reduc,ons (in,me or cost) as we hoped for in the short run. The processes are s,ll not en,rely standardized across our CSS teams. 16

17 Lessons Learned: CSS, ERSO, a School, and the Faculty Berkeley Campus Shared Services 17

18 Lessons Learned: CSS Leadership From Project Leadership Failed to appropriately assess the cost of inherited lack of standardiza,on (services, roles, and processes) and inherited risks (backlog of work, varied skill level of staff who were reassigned). Ongoing par,cipa,on of leadership was cri,cal. Top governance body included top campus leaders. From the Implementa=on Team Standardiza,on is an itera,ve process; standard may mean a managed set of op,ons; effort is beqer spent on future design vs as- is Hire Func,onal Directors, managers, and supervisors as early as possible. Explore lessons learned with each wave of implementa,on. Campus engagement requirements were substan,al (very ac,ve roster of mee,ngs with a wide variety of stakeholders, high volume of inquiries). 18

19 Lessons Learned: ERSO Start Up Challenges Lack of financial stability Lack of trained staff Constant scru,ny from external agencies & internal audit Lack of business systems, data & systema,c approach in record reten,on Lack of business processes Change management and communica,on Lack of accountability Start Up Ac=ons Nego,ated with campus to restore base funding and resolve legacy financial liability Trained employees & measured engagement Developed methodology to respond to audits; established procedures with proper controls Developed intranet system, website, electronic filing & Intranet iden,fied as official repository Mapped all cri,cal processes with proper controls. Implemented workshops to address change, service integra,on, conflict & feedback Defined service delivery, repor,ng structure, expecta,ons, customer survey & performance standards and program 19

20 Lessons Learned: the Department Conversa,ons need to focus on not only process, but roles. Process mapping is not as useful as you hope Liaison work acer the transi9on is more intensive & 9me- consuming than you know. Find people you trust, and get their cell phone number! You must be willing to document processes, forgive mistakes, and then encourage independence. Someone s9ll needs to be the one to make and own a decision. Shared Service organiza,ons are about documen,ng the process, not making the decision. So who will that be for you? You need to know. Be engaged on both sides of the divide: you must train and acculturate CSS staff to your unit and your faculty. Be open- hearted about this. Success has many benefits, and CSS success will be your success over,me. Add the CSS staff to your departmental aliases. Include them in your departmental staff mee,ngs. Add them to your departmental websites. Invite them to your holiday and end- of- year par,es. You s,ll have to be willing to own the results, both good and bad. My faculty expect me to ensure they get paid correctly. My students expect me to ensure that their reimbursements happen properly. 20

21 Lessons Learned: From the Faculty What s Working Ease of use with IT/computer support services (remotely managing 10,000 computers) Reduc9on of risk by increasing scru,ny of liability/compliance requirements (progress) Timeliness of purchasing and T&E reimbursement (improved) Research administra=on: Improvements in uniform standards of support, communica,on, training customer service, and knowledge of protocols Concerns Complexity of processes - too many staff to complete one transac,on Lack of knowledge on HR/Academic Personnel policies & procedures Clarity of expected service from CSS staff - what by when Desire for one contact who can solve problems cross- func,onally Research administra=on: Communica,on on end- to- end processes; strengthening rela,onships between research- related offices on campus, consistency & accuracy of repor,ng, processing,mes, accounts receivable. 21

22 Looking Forward Berkeley Campus Shared Services 22

23 The Work Ahead Sandi As an academic unit leader, I must commit to being a role model in communica,on, vision, training, feedback, and implementa,on. I don t get to sit on the sidelines and sabotage. Everyone has to have ownership of the outcome you have to pledge that your staff will remain engaged. Cathy People: Commit to staff development and enabling a high- performance work culture. Process: Dedicate your team to service excellence. Technology: Leverage technology to promote efficiencies and standardize workflow Peggy Collaborate on strengthening process flow where processes cross organiza,onal siloes. Maintain a clarity of vision that gets the campus to a beqer place, and keep listening and communica,ng the vision. 23

24 Q&A 24

25 For More Information Berkeley Campus Shared Services website: hqp://sharedservices.berkeley.edu Shared Services Elsewhere (set of links to research, news, and websites): hqp://sharedservices.berkeley.edu/shared- services- elsewhere/ Additional Questions? Peggy Huston, CSS: Cathy Jen, ERSO: Sandi Ketchpel, Goldman School: 25

26 Appendix 26

27 Berkeley Operating Principles Opera9ngPrinciples.berkeley.edu 27

28 FY2016 CSS Prioritized Projects HIGHEST PRIORITY ServiceNow for CSS- HR/APS Automate and standardize workflow processes, improve visibility into work status, and reduce errors Project Lead: Ellen Canter, HR/APS TOP PRIORITIES HR Quick Wins Frontline- driven quick fixes that simplify and standardize HR/APS processes Service Communica9ons Strengthen verbal /wriqen frontline customer service communica,ons RA Training Deliver a structured staff training and development program Project Lead: Ellen Canter, HR/APS Project Lead: Emily Howe, Communications Project Lead: David Scronce, L&D TOP PRIORITIES MANAGED WITH CAMPUS PARTNERS ADDITIONAL PRIORITIES T&E JACS Standards Procure- to- Pay Standardize T&E policy Expand use of standard Improve purchasing and eliminate redundant compu,ng equipment and experience and reduce and low- value work sooware throughout workload through several campus priority efforts Project Lead: Karen Wilson, RA Project Lead: Jim Wogan, B&FS Project Lead: Jerry Yerardi, IT Project Lead: Jim Wogan, B&FS PI Poriolio Implement phase 3 of PI Porwolio (including forecas,ng and structured training program) Customer Knowledge Develop frontline knowledge system of campus partner informa,on Problem- solving Training Deliver customer service and problem- solving training to managers and RA- HR Collabora9on Improve communica,on and strengthen handoffs between RA- HR/APS supervisors Project Lead: Jerry Yerardi, IT Project Lead: David Scronce, L&D Project Lead: Ellen Canter, HR/APS UCPath Begin to plan for UC Berkeley implementa,on Details/Timing/ Project Lead: TBD Service Issues Escala,on and tracking of service failures Project Lead: Lori Tannyhill, Teams 1, 3 SUPPORTING PRIORITIES Service Menu & Levels Clarify service levels and roles Workload Planning Create annual calendar to an,cipate and beqer manage CSS work Tool Development Build capacity to develop technical tools for CSS staff to simplify their work CSS Performance Management Implement full performance management cycle: job descrip,ons, reviews, coaching, training, etc. Project Lead: Auben Winters, Project Lead: Nicole Terrell, Teams 6, 8 Teams 5, 7 Project Lead: Jerry Yerardi, IT Project Lead: Jena Desai, HR CSS Update Design and rou,nely publish a one- pager of CSS updates for campus and CSS Project Lead: Emily Howe, Communications 28

29 ERSO Mission & Priorities Provide services to our faculty so they can ini=ate and pursue world- class research Create an infrastructure that promotes efficiency, provides transparency and facilitates compliance Encourage con,nuous improvement through feedback from faculty, students and staff Aqract and retain staff that value professional excellence and customer service 29

30 ERSO Milestones Achieved Faculty sa,sfac,on surveys conducted from All cri,cal process mapping completed in fall of 2005 From present: ERSO con,nues to leverage informa,on technology to standardize workflow and promote opera,onal efficiency, transparency and compliance: o Web based business systems development to facilitate business requests began in 2006 o Online financial repor,ng implemented in 2007 o Human Resources Database developed in 2007 o Graduate Student Research Appointment request system launched in 2010 o Employee Earning Distribu,on request system automated in spring of 2015 Developed performance standards and produc,vity metrics to measure performance and outcome. ERSO annual report on research ac,vi,es published and provided to the College of Engineering Chairs and Deans ( ). Focus on service integra,on and process improvement: established cross- func,onal work groups, when appropriate, to iden,fy issues, streamline processes, eliminate duplica,on and unnecessary efforts. and achieved paperless workflow status in July of