CAHNRS Administrative Integration Task Force

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2. January 11, 2011 - Dean Bernardo gives charge to task force. Task force meets every Friday beginning January 14th, with one or two additional subcommittee meetings each week. March 11th � Task force meets with the Dean to provide progress report. March 22nd � Task force & the Dean meet with steering committee. April 15 � Task force recommendation due to Dean. Timeline 2

3. Amy Sharp � Ac Coord, Acad Programs Barb Smith � Admin Mgr, Ento & Food Sci Cheryl Hagelganz � Fin Mgr, Plant Path Deb Marsh � Coord, Crop & Soil Sciences Don Holbrook � Director, BFO Esther Tate � Fin Mgr, Extension Grants & BFO John Anderson � Admin Mgr, BSysE Mary Lou Bricker � Fin Coord, ARC Grants Mary Hoffman � Assoc Director, BFO Maureen Stephens � Fin Mgr, WSU Puyallup Rich Koenig � Chair, Crop & Soil Sciences Suzette Yaezenko � HR Consultant, HRS Tom Power � Chair, Human Development Task Force Members 3

4. 1. Identify administrative functions that are currently provided by staff within CAHNRS Administration, departments/schools, research and extension centers, and centers/institutes. 2. Identify the administrative staff and other resources available in these units. The Charge to the Task Force 4

5. 3. Identify the functions needed within the college and its units. 4. Review and identify best management practices within each administrative function. 5. Explore potential integration opportunities. The Charge to the Task Force (continued) 5

6. 6. Make recommendations to the steering committee for efficient administrative organization and processes that: conform to available fiscal resources; increases the quality of administrative services provided to all faculty and staff; allow for efficient handling of the increasing volume of activity within the college; assure equal level of accountability across all units and employees; and provide the administrative support that will assist the college in reaching its aspirational goals in teaching, research, and extension. The Charge to the Task Force (continued) 6

7. 1. Pre-award grant management 2. Post-award grant management 3. Accounting and financial management 4. Personnel 5. Undergraduate program coordination 6. Graduate program coordination 7. Purchasing and travel Functions Under Consideration 7

8. Task Force Process Researched and reviewed recent models University of Idaho College of Agriculture; Oregon State University College of Agriculture; WSU College of Liberal Arts Gathered and analyzed internal and self reported data Web survey; college level data Broke out into four subcommittees for more in-depth analysis 8

9. The task force established 4 subcommittees in order to meet more frequently: Academic Coordination (Amy, Deb & Cheryl) Grants & Contracts (Esther, Mary Lou & Maureen) Finance (Barb, Maureen & Mary) Personnel (Cheryl, Barb, Maureen & Suzette) Subcommittees met during the week and reported back during the Friday task force meetings. Subcommittees 9

10. All units are supported in their research, teaching and extension missions Functions are accomplished in a timely manner Preserve opportunities for face-to-face interaction when necessary (student/academic coordination areas, needs that can�t be met via electronic communication, others) Support staff are knowledgeable and familiar with faculty/staff/students and individual unit needs Guiding Principles(How we define successful outcome) 10

11. Maintain ability to respond to priority needs Service-oriented environment Best practices are employed More efficient than current operation Clear lines of responsibility and supervision Flexible and commitment to readjust, if needed, in 3, 6, 12 Months? Preserve staff morale Guiding Principles(How we define successful outcome) 11

12. Shared Services Model 12

13. Geographic Location Model 13

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15. Academic Coordination Grants and Contracts Finance Personnel Proposed Division of Duties by Function 15

16. Graduate Student Support & Services: All functions remain in department for high touch contact and service. Undergraduate Student Support & Services Large departments retain current functions. (i.e. AMDT, An Sci, HD, SES) Small & medium departments shared approach. (All others) CAHNRS Academic Programs Recruiting; marketing; events; evaluation & assessment; scholarships; surveys; graduation. Size Defined by Number of Undergraduate Advisees Academic Coordination 16

17. Proposed Small & Medium Department Functions: Advising - Years 3-4 Internships Input of student grades & teacher assignments; book orders; time & room schedules. Proposed Hub Functions: Create one center in Johnson Hall for �High Touch� contact with students for advising, courses, faculty & chairs. Marketing & recruitment; certify & decertify; graduation events & letters; advising for years 1 & 2; college & department certify student numbers. Undergraduate Academic Coordination 17

18. Proposed Department Functions: Post award monitoring such as SPAR guarantees; initiating grant payroll assignments; advising faculty/staff on allowable costs; processing subcontract invoices; cost transfers (ETR�s); monitoring overdrafts; monitoring grant revenue; budget reconciliation; effort certification; cost share; grant close-out. Proposed Hub Functions: Budget development; grants.gov/proposal packages; proposal review to comply with RFA, WSU and federal policies & procedures; e-Rex; pre-award questions from funding agency; award review; subcontract initiation; post-award checklist (new); rebudgeting; no-cost extension requests. Grants and Contracts 18

19. Department Functions � Tasks that require in-depth knowledge of the unit and on-going communication with chair, faculty and staff. Hub Functions � Tasks that can easily be requested and completed electronically, such as purchasing and travel, etc. Proposed Finance 19

20. Proposed Department Functions: PBL monitoring; cash receipts; room rental contracts; property & surplus inventory; space management; reporting for chair/director; budget reconciliation; general contracts. Proposed Hub Functions: Purchasing cards; department requisitions; department purchase orders invoice vouchers; IRI�s; SCBAIMS; ARMS invoicing; travel documents; sole source contracts; hotel/air reservations; CTA processing; motor pool; service center applications. Finance 20

21. Department Functions � Tasks that require in-depth knowledge of the unit and face-to-face communication with chair, faculty and staff. Hub Functions � Tasks that can easily be requested and completed electronically, such as temporary employment, payroll verification, etc. Proposed Personnel 21

22. Proposed Department Functions: Annual review; tenure & promotion; workplace directories; initiate appointments and reappointments; assign/monitor position funding; leave reports; positive pay; searches. Proposed Hub Functions: Prepare appointment & reappointment paperwork; I9�s; W4�s; immigration paperwork; payroll verification (PEARS); prepare reports; searches; input temporary appointment & reappointment paperwork. Personnel 22

23. Reception; faculty/staff/student support; CRIS reporting; FedEx/mail; keys; copier; seminar/special events; web design & maintenance; Photo board; reprints; chair support / calendar; WECN; new employee assistance; telephone management; computer troubleshooting (or use CAHNRS� Computing & Web Resources); SharePoint; supervision of department staff; liaison with hubs. Other Department Functions 23

24. Specialization/Expertise in Functions Maximize Efficiencies Standardize Best Practices Cross Trained Team Members Better Coverage Built-in Capacity for Peak Workloads Allows Job Function Diversity Advantages to Hub Model 24

25. Individuals Remaining in Departments: Don�t feel isolated Have appropriate backup Have job functions that are challenging Individuals Relocated to Hubs: Are properly trained Have appropriate backup Have job functions that are challenging Need to prevent loss of good people Continue to Evolve and Improve this Concept Establish a Committee to Review Feedback and Make Recommendations for Improvements Considerations 25

26. Change (reduction) in F/A distribution to departments/units Need to retain budget knowledge in departments for planning, budget cuts, staffing, etc. Loss of control of department functions Authority Decisions Processes Possible Chair/Director Concerns 26

27. Loss of Department identity (graduate and undergraduate programs, etc.) Prioritization of functions Loss of ability to get things done Relocation of loyal and dependable staff Possible Chair/Director Concerns 27

28. Gather feedback from steering committee by April 1, 2011. Provide feedback to any task force committee member via email. It is fine to have verbal discussions, however any suggestions to be considered by the task force need to be in writing. Revise and present model to Dean based upon feedback received from steering committee. Dean to present model to CAHNRS. Next Steps 28

29. Recommendation to Dean on implementation plan by July 1, 2011. Review unit best practices to further refine model Establish committee to evaluate Research & Extension Center model Recommend how to implement staffing changes Next Steps (Continued) 29