Transcript Document

Shared Services Initiative
Approach and Project Outline
What is Shared Services
Shared Services is an approach for delivering business services, aimed at
accomplishing the following:
• Improved service quality
— Reduce turnaround times, reduced errors, higher service levels
— Easier to use and easier to access services
— New higher-value services
— Deeper skills and expertise in HR, finance, and AP
— Meaningful career opportunities and progression for staff
• Improved operational efficiency
— Reduced the number of points of delivery which creates better financial and
operational controls
— Capture greater economies of scale
— Leverage technology to automate processes
— Result in greater consistency in the application and administration of policy
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Opportunities at DU
• Like other universities, the University of Denver has opportunities to improve
the quality and effectiveness of its business services
• The primary goal of the Shared Services Initiative at the University of Denver is
to improve the quality of services, to faculty, staff, and students
• By improving the quality of services, the institution will likely yield additional
benefits
— Increased efficiency and capacity to support and sustain the academic enterprise
— Deepen skills, competencies, and strong careers for those providing such services
— Reduced institutional risk
— Reduced expense base of the University
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An Integrated and Structured Approach
The Project has four distinct phases
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Important Process Information
• Employees with various backgrounds and expertise were
invited to participate on the shared services committee
• Individual interviews with members of the DU community
that process the transactional work within their units
• Individual interviews with several faculty regarding their
experience with transactional processes
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Project Committee
Rohini Ananthakrishnan
Joe Angleson
Chris Bennett
Joe Benson
Joe Bogner
Stefanie Cowan
Teri Fuller
Margaret Henry
Amy King
Jen Kogovsek
Linda Kosten
Leandra Martinez
Julia McGahey
University Technology Services
Biological Sciences
Office of the Controller
Natural Sciences and Mathematics
Business and Financial Affairs
Center for Multicultural Excellence
Arts, Humanities, and Social Sciences
Office of the Controller
Human Resources
Campus Safety
Office of the Provost
Athletics and Recreation
Office of the Provost
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Business Service Delivery –
High Level Overview of Current State at DU
The quality of business service delivery is being impacted by several factors
Process
• Manual and redundant processes
• Bureaucratic policies, rules and
processes
• Limited measures and metrics
• Too many touch points
Structural
Structural
• Highly distributed processes and services
• Inconsistent application of policies and
processes
Process
Technology
Technology
• Unleveraged and underutilized technology
• Demand for more automation of processes
• Varied levels of technology skills in units
• Shadow systems
People and
Culture
People and Culture
• Varied levels of specialized
skills and competencies
• Demands for more training
• Limited communication and
collaboration between
departments
• Lack of accountability and
service level agreements
• Reliance on individual
relationships
• Avoidance of risk
• Limited professional growth
opportunities
10 Thematic Findings From Stakeholder Interviews
29 University stakeholders were interviewed which resulted in 10 thematic findings:
1. Decentralized Functions and Processes
̶ There are too many points of business service delivery across the campus resulting in varied
competencies, inconsistent practices and control risks
̶ Too many people are doing certain tasks too infrequently - leading to increased error rate
2. Cumbersome and Manual Processes
̶ Contract process most frequently cited as complex and cumbersome with long approval time periods
̶ Time and attendance and other core processes are viewed as in need of improvement
3. Automated Systems
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Banner system is reliable, but it is difficult to learn and seen by some as outdated
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Widely varying degrees of success using Banner, depending on individual expertise and length of
time in the job
4. Centralized Units
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Central units seen as placing too many rules on business units
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Some centralized processes and systems seen as outdated –not modeling best practices
5. Communication and Collaboration
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Enhanced communication and information sharing with units from the central unit is desired
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Very little cross unit collaboration
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10 Thematic Findings From Stakeholder Interviews
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Training and Education
̶ Overall, there is a demand for more training opportunities across business functions
7. Accountability and Service Levels
̶ Higher levels of accountability and a stronger commitment to excellence and customer service
across all business functions is desired
8. Risk
̶ Business functions overall are seen as having an aversion to risk
̶ There is a perceived significant intolerance to risk in the contract process, which complicates the
process and contributes to long timelines for processing
̶ There are no clear standards for assessing risk and assessing and approving contracts
9. Morale
̶ People report feeling overworked due to process and system inefficiencies –need more work-life
balance.
10. Culture
̶ Individual relationships are considered crucial for getting things done
̶ Desire to spend time on strategic / value added services rather than spending time on
transactions and low value activities
̶ Some reported a culture of blame rather than culture of credit
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Support and Design:
Phase 1 – Project Planning
• Identify areas where improved quality of business services
that are delivered to faculty, students, and staff can be
obtained
• Understand the scope of the project – scope includes HR
transactions, Payroll transactions, contracts, pcards, and
more
• Consideration of other opportunities to add new
consultative and strategic services where appropriate such
as recruiting
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Support and Design:
Phase 2 – Diagnostic Assessment
• Provide a solid foundation of how core business services operate today
• The Shared Services Project Committee along with Excelcor performed
the following:
— Assessed current organizational structures, roles, responsibilities,
and accountabilities of core business functions
— Assessed relevant policies, processes, practices, controls, data, and
measurements
— Identified and quantified current resources used to deliver
business services
— Reviewed and assessed current service levels
— Assessed the competencies, skills, and culture of those currently
delivering core business functions
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Support and Design:
Phase 3 – Organizational Design
• Consider various design models
• Consider financial impact
• Develop recommendations for a new shared services
organizational structure
• Consider cultural, operational, and organizational barriers
that may hinder forward movement
• Facilitate meetings in which recommendations are reviewed
and presented to campus leaders and others
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Draft Functional Model
• Execute University strategy
• Develop policies and insure compliance
• Create value and provide senior level leadership
Central Offices
Core Services and Functions
• Compensation
Strategy
• Benefit strategy/
Wellness
• Org. design
• Professional
development
• Talent
management
• Rewards and
recognition
• Employee relations
• EEO/Investigation
• Merit process
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Balance sheet activity
Debt management
Treasury work
Compliance
Financial management
Endowment accounts
• Corporate investment
management
• External audits
• Develop reporting tools
• OSRP
• Budget monitoring
Shared Services
Human Resources
• Postings and recruiting
• Internal and external equity review
• Hiring processes (templates, candidate
pool reviews, background checks, etc.)
• Enter new hires, I-9
• Time and attendance compliance
• Blue form processing
• Training needs assessment
• Benefit enrollment and maintenance
• Tuition waiver management
Human Resource Activities
Faculty job descriptions
Decision on hire
Particulars of leaves
Annual reviews
Time tracking
• Schedules
• Faculty/staff merit
distribution
• Grant effort and time
tracking
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Payroll administration
Processing of grant expenses
Travel and expense processing
Journal vouchers
Forecasting and monitoring
Current year budget entries
FTE reconciliation
Finance Activities
• Retain budget officers
• Develop and manage
departmental budgets
• Align financial decisions to
unit goals
Strategic Sourcing Agreements
Leveraged buying / co-ops
Procurement policies
Bank tools
E Procurement Technology
• Create economies of scale, simplify processes, create
standards, rely on metrics
• Improve service quality, compliance, policy administration
• Process improvement, ad hoc system support, training and
access, reporting and communication
Business Services
Finance
Units
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Business Services
Finance
Human Resources
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Accounts payable (direct pays, etc.)
PO Processing
Student refunds
Transactional vendor management
Pcard processing
Contract administration
— Process facilitation
— Contract drafting and development
— Business and compliance review
— Design and use of standardized contracts
— Escalation to Legal and ERM
• Financial/budget strategy
• Decision making and support
• Coordination with central office and shared services
Business Services
Activities
Business Support
Activities
• Financial and Business
approvals
• Linkage to Shared Services
• Adherence to policies and
standards
• Administrative and clerical
• Departmental communication
/ newsletters
• Events planning
Support and Design:
Phase 4 – Implementation Planning
• Detailed plans designed to allow the recommendation model to
be successfully implemented
• Specific tasks, activities, timelines, and milestones are created
along with a detailed financial analysis which identifies required
resources (human, financial, technological, and physical) to
implement the recommendations
• Develop plans to:
• Migrate various central roles and identify additional positions
• Choose physical location
• Understand technology needs and role in the new structure
• Identify training or educational needs in the new model
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Phase 4 – Implementation Planning
continued
• Develop Implementation Committees
• People/Change Management
• Facilities Committee
• Process/Technology Redesign Committee
• Finance Committee
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Process Redesign
Process / Policy Redesign Priorities /
Sequencing
• Contracts
Current Process / Policy
Redesign Efforts
• Blue paper work - underway
• Purchasing, PO, Pcard, Accounts Payable
— On-boarding – underway
• Recruiting
— Job change request – in queue
— Postings
— Separation requests – in queue
— Review of candidate pools
— Leaves – in queue
— Management of candidate pools
• Benefit enrollment – underway
— Cross recruitment coordination of
candidate pools
• Time entry / Kronos - underway
• I-9, Affirmation Statement, eVerify
• Accounting / journal entries
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High Level Organizational Design
• Drive process and service
efficiency and excellence
• Effective team building
• Leverage technology
• Continuous improvement
• Measures and metrics
• Training
• Lead the Contact Center
Service Center Leader
Business Operations
Manager
Contact Center
Team
• Single point of contact for
‘customers’
• Provide triage support
• Broad knowledge and
competency
• Technology, Metrics and
Customer Solutions focus
Finance
Team
• Finance processes
• Business Services
processes
• Contract Administration
processes
• Overall leadership of the
Service Center
• Establish / build culture
• Continuous improvement
• Manage relationships with
Central Offices and all units
and departments
Human Resources
Team
• HR processes
— Job postings
— Blue Form processes
— I-9
— Background checks
— Etc.
Transactional expertise
Relationship management
High quality customer service
Subject matter / competency expertise
Continuous improvements in quality and efficiency
Consistent application and administration of policies
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Next Steps and Critical Success Factors
Tactical Next Steps
• Continue to refine the Model
• Develop detailed process diagrams
• Quantify staffing levels
• Quantify transactional volume
• Develop organizational structure,
roles and responsibilities
• Assess / define technology
requirements
Critical Success Factors
• Sustained commitment from senior
leaders
• Frequent communication and reminders
about the goals of the initiative
— Improve the quality of business
service
• Understanding of shared services model
by faculty and staff
• Refine recommendations
• University wide collaboration and
transparency
• Develop implementation strategy /
roll – out plan
• Active support and engagement from
the IT enterprise
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High Level Migration Strategy
JUNE - August
Share
 Broad based sharing
of Shared Services
goals, model, and
plan
 Individual meetings
with Deans, VPs, and
other leaders
 Meetings with
Faculty, staff
leadership
 School and
department based
meetings
 Town hall open
forums
September
Modify
Sept. - October
Prepare
 Solicit operational
and cultural concerns
and modify the
model and roll-out
strategy and plan
accordingly
 Organize
infrastructure
elements necessary
for implementing
Shared Services
organization
 Share revised model
and plan with
campus community
 Continue to develop
detailed process
diagrams and
workflows
Nov. - December
Pilot
 Launch initial pilot
consistent with the
agreed upon
implementation plan
 Monitor and
evaluate successes
and challenges
 Communicate a
share lessons learned
Early 2015
Migrate
 Migrate remaining
elements into the
Shared Services unit
according to the
implementation plan
 Monitor and evaluate
successes and
challenges
 Communicate and
share lessons learned
 Align technology to
the new process
 Acquire / develop /
prepare new facilities
 Launch initial staffing
and recruitment plan
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Communication Plan
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Senior Staff – August 18
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Deans’ Council/Associate Provosts – August 20
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Board of Trustees – September 9
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Staff Advisory Council – September 26
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Budget Officer Meeting – September 4
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Faculty Senate Executive Committee – September 12
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Community Message – TBD
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Faculty Senate – September 26
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