Improved Service Delivery at ISU: A Deeper Dive

Transcription

1 Improved Service Delivery at ISU: A Deeper Dive Pam Cain, Interim Senior Vice President for Finance Kristi Darr, Interim Vice President for Human Resources October 25,

2 Finance Service Delivery: Refined Proposal and Vision October 25,

3 Finance Services Delivery: Why Change? Feedback from 2014 employee listening sessions (400+ employees) Conflicting information Lack of consistency Need for regular, specialized training Need for greater expertise Want an enhanced culture of service Accountability, support, and ethics 3

4 Finance Service Delivery Vision Highly trained, knowledgeable finance teams embedded within units Proactive problem solvers Intentional focus on culture of customer service Job families with career growth and potential Accountability and understanding of unit needs Robust feedback loop 4

5 Proposed Division Level Finance Structure Fiscal Officer & Support Staff SVP Unit D Unit E Unit F SVP Finance Business Unit Support and Customer Service Finance Director Fiscal Officer & Support Staff Fiscal Officer & Support Staff Fiscal Officer & Support Staff Finance Manager Procurement and Expense Key Grants Fiscal Management Financial Services Procurement and Expense Grants Fiscal Management = Central = Strategic Unit Support = Workday Expert Financial Services Notes: Number of Fiscal Officers and supporting staff is determined by the unit. Number of Finance Specialists and Finance Managers and alignments is still to be determined. This slide represents a conceptual model 5

6 Clarified Proposed Finance Structure President/SVPs Fiscal Officer & Support Staff SVP Operations & Finance Business Unit Finance Support and Customer Service Unit D Fiscal Officer & Support Staff Unit E Fiscal Officer & Support Staff Unit F Fiscal Officer & Support Staff Finance Services Manager(s) Key Workday / Finance Services Workday / Finance Services = Central = Strategic Unit Support = Workday Experts Notes: Number of Fiscal Officers and supporting staff is determined by the unit. Number of Finance Specialists and Finance Managers and alignments is still to be determined. This slide represents a conceptual model 6

7 Summary Finance Services Central Finance Establishes accounting, procurement, travel policies and procedures Resolves or investigates complex accounting issues Responsible for institution-level finance business processes and reporting Unit Finance Responsible for unit strategic budget planning and analysis Oversees the unit s financial health, reporting, and staff financial training and development Specialist Teams Perform various financial business processes within Workday (e.g. travel reimbursements, equipment purchases, grant expenses) and related support functions Maintain regulatory compliance Prepare accounting journal entries and budget adjustments Prepare and analyze various financial reports for unit(s) served Address finance and compliance related questions and issues Work with Central Finance to resolve complex finance issues 7

8 Vision for HR Service Delivery Oct. 25,

9 Vision for HR Service Delivery 1 Improve Employee Experience 2 3 Create a Support the Culture of Unit s Mission Service Improve Employee Experience Focus on the employee throughout their lifecycle and career at ISU Provide career paths and development opportunities for HR service providers Support the Unit s Mission Remain connected to the units served to ensure they are supporting and enabling them to achieve their mission Implement practical, updated and transparent policies and procedures that are aligned with supporting the units and allow for appropriate flexibility to support the University s mission as needed Create a Culture of Service Continuously improve through customer feedback and measuring performance Concentrate roles and responsibilities to specialize in providing HR services Provide consistent, reliable and efficient service at every step 9

10 Why move to an HR Model? Current State Inconsistent training and support Cumbersome processes Multiple levels of review and approval Varied expertise Transactional focus Varied participation in unit s mission Future State Professional development and training Simple, efficient business processes Simplified Approvals Deep expertise Focus on the employee experience Strong engagement in the mission 10

11 Proposed HR Service Delivery Structure Key = Central VP HR = Strategic Unit Support = Workday Expert Lead HR Partner Sr. HR Partner SVP Unit A HR Partner HR Coordinator(s) Unit B HR Partner HR Coordinator(s) Unit C Note: Faculty Handbook related matters will continue to be owned by the Office of the Senior Vice President and Provost The number of HR Partners, HR Coordinators and alignments are still to be determined. This slide represents a conceptual model 11

12 Summary of HR Roles & Responsibilities University HR & Provost Design HR Strategy, policies and practices Develop professional training Ensure university compliance Advice, guidance and HR support Campus wide implementations Sr. HR Partner Partner with UHR and Division heads Ensure excellent customer service is delivered Provide guidance, development, and support to Division HR team HR Partner Engage with unit leaders on unit strategy Deploy HR strategies, programs, and services Provide strategic consultation to the units to help drive the mission HR Coordinator Provide front line advice and customer service Initiate and/or approve HR actions Support units with guidance about HR practices 12

13 More Information WorkCyte website (Improved Service Delivery page), FAQ, ISD Campus Outreach s Please provide feedback at: Deadline for full consideration for final recommendation is Friday, October 26 (end of day) You can leave the name and fields blank 13