Streamlining Business Operations Belknap Campus. Process Re-engineering Workgroups Kickoff June 2016

Transcription

1 Streamlining Business Operations Belknap Campus Process Re-engineering Workgroups Kickoff June 2016

2 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 ERP customizations do not allow us to leverage new functionality Business architecture does not satisfy end user needs; customer service frustration

3 Existing State HR Finance

4 Existing State Alphabet Soup JV

5 Existing State Alphabet Soup JV

6 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

7 Future State Business Operations Center : >90% of transactions HR Finance

8 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.

9 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

10 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

11 Phase I: April December 2016 Transactions People Over 500,000 transactions Identified from top 10 opportunities list Process Systems 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)

12 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

13 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

14 Phase II Projected Timeline Assess Phase III priorities Staffing Staffing Leave Mgmt Travel & Expense Procard reconciliations 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

15 Ongoing Campus Engagement Steering Committee Communications Workgroup Process Workgroups (11)

16 Workgroups Expense Transfers-Billing Expense Transfers-Expenses Expense Transfers-Payroll Leave Management Onboarding Personnel Actions (JDC,PARs,Add l Pays) Reconciliations-Procards Reconciliations-Programs Time Reporting-Hourly Time Reporting-Monthly Travel and Expense

17 Workgroups General composition Top three customers Other lead fiscal officer Central office representatives End users (units and central offices) Systems analysts Audit services Grants management HSC shared services Belknap Business Operations Over 60 employees on workgroups with over 1000 years of UofL service

18 Workgroups Process Kickoff Visioning Edge cases and exceptions Process Mapping Policy & procedure reviews/recommendations System solutions Spec and build Testing Deployment Regular communications throughout redesign

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20 Onboarding Workgroup Membership Mary Alexander-Conte, Payroll/AP Bridget Burke, A&S Shelly Dunn, HSC Shared Services Brandon Gaddie, Performance Improvement and Business Analytics Suzanne Galbreath, Student Affairs Lisa London, Business Operations Becky O Bryan, Payroll Mitchell Priddy, Provost Office Kerry Schmidt, Provost Office Barry Scott, Audit Services Melissa Long Shuter, Business Operations Gary Southard, HSC Shared Services LeAnn Taylor, School of Interdisciplinary and Graduate Studies

21 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

22 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

23 Discussion

24 Share your thoughts Direct feedback to: Lee M. Smith Associate VP for Performance Improvement and Business Analytics Melissa Long Shuter Executive Director of Business Operations