UNCW Shared Services Forum March 17 2014

1

AgendaTopic Presenter

Welcoming RemarksThe State of Higher Education

Chancellor Miller

The Significance for UNCW Provost BattlesUNCW Shared Services Overview Charlie Maimone

Chair Shared Services Steering Committee

Data Collection and Review Bob RussellChair Shared Services Budget Work Group

Shared Services Workshop Feedback

Charlie MaimoneChair Shared Services Steering Committee

Questions and Answers Open

2

• Challenges• Funding• Compliance and regulations• New options (i.e. online learning)

• Opportunities• Technology• Global learning

The State of Higher Education

3

• Challenges:• Tuition constraints• State support• Research funding

• Opportunities:• Strategic planning• Strong student and faculty performance

The Significance for UNCW

4

Steering Committee

Charlie MaimoneVice Chancellor for Business Affairs

Steve McFarlandVice Provost & Senior Associate; Vice Chancellor for Academic Affairs

Larry ClarkDean, Cameron School of Business

Sharon BoydAssociate Vice Chancellor for Business Affairs

Brian VictorAssociate Vice Chancellor for Student Affairs

David GlewDepartment Chair, Management Cameron School of Business

5

Shared Services Overview

Charlie MaimoneShared Services Steering Committee Chair

6

Charge to Workgroups

Steering Committee

Human Resources Management

Report Writing Services

CHARGE: Recommend an

organizational model that maintains or improves on our quality of services while saving time and/or

money for the university

Budget Management

7

Work Groups BUDGET HR REPORT

WRITINGData Gathering

Major Processes

This is what you told us

• Need automated workflows

• Subject matter experts• Less paper• Reduce redundancy• Remove functions from

employees who seldom perform them

• HR functions widely distributed

• Compress & redistribute work by subject matter experts

• Increase use of technology

• Grouping of reports with subject matter experts

• Standardization• Reduce inventory

by service type not departmental division

8

University Budget Council Review-Report Writing

• Endorse the Report Writing Shared Services as a project worth investigation

• More analysis to determine the number of individuals needed

9

University Budget Committee Members

Denise Battles, co-chairProvost and Vice Chancellor for Academic Affairs

Charlie Maimone, co-chairVice Chancellor for Business Affairs

Maree de Angury, University Advancement Jerry Brooke, Budget Office

Patricia Fox, Research Services Mark Galizio, Psychology

Ann Glossl, Student Affairs Mark Lanier, Chancellor's Office

Cindy Hucks, Budget Office Mahnaz Moallem, Instructional Technology, Foundations, and Secondary Education

Lori Messinger, School of Social Work Cynthia Retchin, Business Affairs

Joe Pawlik, Biology and Marine Biology Sarah Schaeffer, Budget Office

Bob Russell, Budget Office Trini Marinello (student)

Rick Whitfield, Business Affairs

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Report Writing Steering Committee

• The Report Center design should include employee input

• Provide the following enhancements to reporting…

CHARGE:Plan the Implementation of a single Shared Services Reporting Center , inclusive of reporting infrastructure

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Report Writing Steering Committee Cont’d

• Improve data report integrity, availability and flexibility

• Increase data report writing productivity• Reduce fragmentation of work associated with

data report writing• Eliminate duplicate data tracking and reporting• Reduce the time required for accurate data report

development• Include measurable outcomes

12

University Budget Council Review- Budget & HR

• Recommend both the Budget Management and HR Shared Services Reports for further review

• Recommended a blended HR & Budget work group

• Identified several areas for further attention and analysis

13

Steering Committee HR/Budget

CHARGE:Appoint a blended work team to consolidate the Budget

and HR recommendations.

14

Shared Services at a More Detailed Level

Bob RussellChair Shared Services Budget Work Group

15

Recommend an organizational model that maintains or improves on our quality of

services while saving time and/or money for the university

The Organizational Charge

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Process Steps

• Held 3 in-person data collection sessions with 300 staff:– To understand distribution of administrative work

among 6 career bands– To gather feedback for improved work processes

• Subject matter experts “mapped” 7 key HR processes– Identified inefficiencies and developed optimal

process flow recommendations

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Processes Examined-HR

• EPA Staffing• SPA Staffing• Temporary Employment• Classification• Supplemental Pay• Salary Administration• Onboarding *

Mapping process included input from

over 30 customers/suppliers

of HR services

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Processes Examined-Budget

• Cost Shares • SCRI Flexes• Activity Codes• Position Control• Special Projects• Year End

19

Here is What You Reported

20

21

Distribution of Work (1)

Human Resources

Onboarding Travel Purchasing Other Business

Budget Gen Admin and Other

0

50

100

150

200

250

300

350

226205 199

229242

171

296

Survey Results: # of Individuals "Touching" Unit Functions

Self Reported Data22

Distribution of Work (2)

Supp Pay

HR Onlin

e

Classifica

tion

Recruitm

ent

Onboarding

Leavekeeping

Perform

ance M

anagement

Other H

R

Position Contro

l

Travel

Purchasin

g

Other B

usiness

Other B

udget

Student S

ervices

Faculty

Services

Gen AdminOth

er0

50

100

150

200

250

300

114

159

101

147

205177

125

74

125

199229

242

171140

83

262

222

Survey Results: # of Individuals "Touching" Various Functions

Self Reported Data23

Here is What You Said

“...Admins across campus currently have some of the same basic tasks which would be more effectively and accurately performed if done centrally.”

24

Here is What You Said

“There are folks doing similar tasks and none of them are experts. Sometimes it seems more time is spent locating the latest processes (and possibly never finding them)…”

25

Visually………

Human Resources

56.17

Travel 16.94

Purchasing 28.74

Other Business

25.59Budget 23.98

Gen Admin & Other 145.74

Survey Results: Functional Breakdown Reported by 300 Individuals

Human Resources 56.17

Travel 16.94

Purchasing 28.74

Other Business 25.59

Budget 23.98

Gen Admin & Other 145.74

Self Reported Data 26

Current Staffing

SA BA,C,UA AA0

20

40

60

80

100

120

140

160

180

17.3736.53

60.130.63

54.47

98.9

Survey Results: Effort Utilized (FTE)

FTE to Support Department and Uni-versity Core MissionFTE to Complete HR, Travel, Purchasing

Tota

l Tou

ch

48

91

159

Self Reported Data 27

Summary of Findings (1)

• Data collection:– Work tasks fragmented among 300 individuals – Work processes inefficient and inconsistent– Huge inefficiencies due to central offices

interaction with 300 +/- individuals

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Summary of Findings (2)

• Data collection (con’t):– Limited Individuals with complete process

knowledge – Process implementation not standardized

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Summary of Findings (3)

• Process mapping:– Lack of automation – redundant and error prone

procedures– Time consuming loops exist– Task fragmentation– Inconsistent process implementation– Excellent customer service is difficult

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Steering Committee HR/Budget

CHARGE:Appoint a blended work team to consolidate the Budget

and HR recommendations.

Name DivisionAnn Glossl Student AffairsAbby Knight Student AffairsAnne Beach Academic AffairsSharon Baucom Business AffairsPatty Thompson Academic AffairsJane Bailey Academic AffairsMaree DeAngury University AdvancementKatie Lange Athletics

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Shared Services Workshops

Charlie MaimoneShared Services Steering Committee Chair

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Shared Services Workshops

• Sponsored and led by Shared Services Steering Committee

• Purpose: To Gather Strategies From Staff…

…To design for success!

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Neutral facilitated De-partment Meetings

Add survey questions to Swoop

Open Forums0

5

10

15

20

25

Ensure OPEN COMMUNICATION and provide all employees with

input and feedback opportunities

Facilitated Departmental Meetings

Get your SS Questions Answered on SWOOP

Source: Data from 3/5/2014 Workshop 34

0

5

10

15

20

25

30

35

Evaluate BASELINE KNOWLEDGE AND EXPERTISE needed by employees

and subject matter experts

Source: Data from 3/5/2014 Workshop 35

Trained & knowledgeable Good performance management linkages

Relationship management0

5

10

15

20

25

30

Ensure EXCELLENT CUSTOMER SERVICE

and accountability of service providers

Source: Data from 3/5/2014 Workshop 36

Maintain flexibility, performance, workload management and student services for departments

Maintain FLEXIBILITY, PERFORMANCE, WORKLOAD MANAGEMENT and STUDENT SERVICES For DEPARTMENTS

Re-balance work to support unit mission

Set a baseline for tasks Decision making based w/ accurate data

0

5

10

15

20

25

30

35

40

(Ensuring work is distributed fairly throughout the university)Source: Data from 3/5/2014 Workshop 37

Source: Data from 3/5/2014 Workshop

0

5

10

15

20

25

30

35

40

Maintain Department(Flexibility, Performance, Workload Management &

Student Services)

Excellent Customer Service and Ac-

countability of Ser-vice Providers

Re-Balance Work to Support Unit

Mission

Evaluate Baseline

Knowledge

Cross Training Trained and Knowledgeable

Facilitated Department

Meetings

Evaluate Baseline

Knowledge

Understanding the

Interconnectivity Process

Feedback from Workshops- Top 5

Open Communication

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Shared Services Website

http://uncw.edu/sharedsvc/

Stay up to date on Shared Services at UNCW

Please feel free to contact Charlie Maimone directly at vcba@uncw.edu

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Source: Data from 3/14/2014 Workshop

0

5

10

15

20

25

30

35

Ensure OPEN COMMUNICATION and provide all employees with input and

feedback opportunities

40

Source: Data from 3/14/2014 Workshop

SMEs should understand department differences and

needs

Develop Staff Succession Plan Research best practices outside UNCW

0

5

10

15

20

25

30

35

Evaluate BASELINE KNOWLEDGE AND EXPERTISE needed by employees and

subject matter experts

41

Source: Data from 3/14/2014 Workshop

Matching accountability to authority

Well defined processes and standards

Recognition customer service reviews

0

5

10

15

20

25

Ensure EXCELLENT CUSTOMER SER-VICE

and accountability of service providers

Rewards based on Customer Service Survey

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Source: Data from 3/14/2014 Workshop

02468

1012141618

Maintain FLEXIBILITY, PERFORMANCE, WORKLOAD MANAGEMENT and STU-DENT SERVICES For DEPARTMENTS

43

(Ensuring work is distributed fairly throughout the university)

0

5

10

15

20

25

30

35

Feedback from Workshops- Top 5

Open Communication

Evaluate Baseline

Knowledge

Open Communication

Open Communication

Excellent Customer Service and

Accountability of Service Providers

Define where people can go to

access information

SMEs should understand department

differences and needs

Establish opportunities to

discuss and provide feedback at all

levels

Include staff in S.S. written

processes and identify

responsibilities

Matching accountability to

authority

44Source: Data from 3/14/2014 Workshop