Sponsored by: UNCW Shared Services Steering Committee March 5, 2014 and March 14, 2014 Rev: H

1. Sponsored by: UNCW Shared Services Steering Committee March 5, 2014 and March 14, 2014 Rev: H UNCWSHAREDSERVICESWORKSHOPS

2. WorkshopAgenda

3. UNCWSharedServices “The transition we are making will not be easy. As we face a future of increasingly limited resources and even higher accountability for our operational efficiency, it is a challenge we must meet together, capturing ideas from all who are responsible for UNCW's continued excellence. We must collaborate as a campus, not simply within our own units or divisions, to put us in a greater position to capitalize on existing resources .” Gary L. Miller

4. SteeringCommittee Charlie Maimone Vice Chancellor for Business Affairs Steve McFarland Vice Provost & Senior Associate; Vice Chancellor for Academic Affairs LarryClark Dean, Cameron School of Business SharonBoyd Associate Vice Chancellor for Business Affairs BrianVictor Associate Vice Chancellor for Student Affairs DavidGlew Department Chair, Management Cameron School of Business

5. ChargetoWorkgroups Steering Committee CHARGE: Recommend an organizational model that maintains or improves on our quality of services while saving time and/or money for the university Report Writing Services Budget Management Human Resources Management

6. WorkGroups

7. University Budget CouncilReview-ReportWriting • Endorse the Report Writing Shared Services as a project worth investigation • More analysis to determine the number of individuals needed

8. 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

9. ReportWritingSteering 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

10. University Budget CommitteeReview-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

11. Steering CommitteeHR/Budget CHARGE: Appoint a blended work team to consolidate the Budget and HR recommendations.

12. SharedServices at a More Detailed Level JoAnn McDowell Interim Assoc. Vice Chancellor for HR

13. TheOrganizationalCharge Recommend an organizational model that maintains or improves on our quality of services while saving time and/or money for the university

14. ProcessSteps • 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

15. ProcessesExamined-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

16. ProcessesExamined-Budget • Cost Shares • SCRI Flexes • Activity Codes • Position Control • Special Projects • Year End

17. HereisWhatYouReported

19. Distribution of Work (1)

20. Distribution of Work (2)

21. 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.”

22. 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)…”

23. Visually………

24. CurrentStaffing

25. SummaryofFindings(1) • Data collection: • Work tasks fragmented among 300 individuals performing functions of 56 HR FTE and 71 non-HR (Travel, Purchasing, Other) FTE • Work processes inefficient and inconsistent • Huge inefficiencies due to central offices interaction with 300 +/- individuals

26. SummaryofFindings(2) • Data collection (con’t): • Limited Individuals with complete process knowledge • Process implementation not standardized

27. 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

28. Next Steps DesigningforSuccess

29. Group1 Identify strategies to ensure open communication and provide all employees with input and feedback opportunities.

30. Group 2 Identify strategies to evaluate baseline knowledge and expertise needed by employees and subject matter experts.

31. Group 3 Identify strategies to ensure excellent customer service and accountability of service providers.

32. Group 4 Identify strategies to maintain flexibility, performance, workload management and student services for departments; ensuring work is distributed fairly throughout the university.

33. All Groups Identify strategies for how we can help your colleagues feel more comfortable.

34. Please Provide Top 3-5 Strategies Remember: We are asking for STRATEGIES not solutions!

35. What are the Dots For? • Select best strategies • Can distribute dots any way you choose

36. One More Thing! • Are there any other important shared service factors we have not included ?

37. SharedServicesWorkshop Sponsored by: UNCW Shared Services Steering Committee March 2014 Rev: H

38. TheProcessStartsWithData