Business Transformation

1
Business Transformation
2
Staff Human Resources
3
Project Team

• Celena Allison BAS/SHR
• Lori Castro BAS/SHR
• Nancy Eder SocSci
• Susan Ford SA
• Shari Hastings PBS
• Madlyn Norman-Terrance SOE
• Julie Putnam BAS/SHR
• Cher Roberts Humanities
• Joyce Ryan Arts

• Dee Steele CBO
• Willeen McQuitta - BAS/SHR
• Ron Bedford - BAS/SHR
• Linda Listmann - BAS/SHR
• Judith Martin-Hoyt - BAS/SHR
• Barbara Perman - BAS/SHR
• Patti Hiramoto - BAS/SHR
• AVCOR
• Scott Nostaja

4
Context

• EBC Business Transformation Initiatives
• New Business Architecture
• Recruitment Management System (RMS)
• SHR planning July 2002 03 for strategic
  orientation
• Time and Attendance System

5
Process

• Team was charged by EBC in July 03 to design
  Divisional HR organizations
• Presented model to EBC December 15, 2003
• Redirected on Jan 6th to create one campus SHR
  organization
• Team is working on new model now
• March 2004 - high level design completed
• May 2004 - organization structure developed
• June 2004 - preliminary cost projections
• October 2004 - detailed implementation plan and
  begin implementation

6
New directive considerations for new model

• Seamless, responsive services with cost savings
  bronze level
• Emulate IT model re integrated services with
  functional distributions internal to the SHR
  organization (see IT model)
• Centralized, client centered
• Divisional liaisons to centralized services
• Units that need levels of service above bronze
  can pay for them

7
Time andAttendance
8
Project Team

• Lisetha Aranda Student Affairs
• Doug Carlson Social Sciences
• Jose Gaona Social Sciences
• Cathy Schoenfeld BAS/SHR
• Teresa Locatelli Arts

• Don Macangus BAS
• Peter McMillan BAS
• Kristin Mott PBS
• Doug Patten ITS
• Linda Rhoads PB
• Michelle Santos BAS
• AVCOR
• Scott Morris

9
Project Status Summary
10
THE VISION
Produce a system which

• Automates payroll adjustments
• Fully integrates with other IT systems
• Is flexible in application of policies, updates,
  changes with historical data, etc.
• Creates a free flow of information among
  employees, supervisors, and managers
• Has a flexible reporting system

• Is user friendly
• Eliminates the need for shadow systems
• Reduces the need for manual processing
• Improves accuracy and accountability

11
PROJECTED TIMELINE
November
December
Jan - Feb
Mar - Apr
May - July
August
Review of the RFP
Vendor Demos
Vendor selection and contract negotiation
Mid-level detail level process development
System integration
User training
Pilot roll-out begins
Because we have not made a final selection of a
technology partner, it is difficult to accurately
forecast the actual time required for systems
integration (and associated components), however
it should be a goal to develop and implement a
pilot phase for the program as soon as possible
12
Financial Transactions
13
Project Team

• Maggie Collins - SA
• Geri Gail - Internal Audit
• Kirk Lew - BAS
• Chris MacFarlane - BAS
• Jane Meyer - UNEX
• Marilyn Wood - PBS
• AVCOR
• Maria Szymanek

14
Project Status Summary

• Launched project team 10/28/03
• Issued data collection memo
• Started developing operating principles for new
  shared service center
• Held preliminary discussions on site selection
  and identified preliminary alternatives
• Began to coordinate issues with time and
  attendance, e-procurement and HR teams

15
Financial Transactions Approach

• Objective Implement 1 Service Center for UCSC
  financial transactions. Determine solution for
  decision support service center processes.

4 months..1 year
Core Team (6)

• Implementation
• Planning
• Final site determination
• Detailed migration plan including roll-in
  schedule
• Adjustments to schedule / design
• Facilities design

• People
• Infrastructure
• Job Descriptions
• New FSC employees
• Policies for reductions in force
• Staff Training

• Service Center
• Operating Principles
• Vision
• Governance structure
• performance metrics
• Service level standards (SLAs)
• Customer relationship model

Implementation Roll In Core Team
Advising Supplemental Teams As Needed
Supplemental Teams (several)

• System Changes/
• Enhancements
• Any modifications to systems or enabling
  technology

• Process Design
• Detailed process design sessions
• List of system changes/ enhancements
• Process procedures

• Facilities
• Infrastructure
• Build-out FSC

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Service Center Process Hypothesis
Distributed Processes in Units and Divisions
Central Accounting Functions
Single Service Center For Common Shared Services
17
Service Center Process Hypothesis
Throughout the design process, we will be
refining our hypothesis of shared services vs.
distributed services
Transactional
Single Service Center

• Accounts payable
• Expense reimbursement
• Specialized Financial Reports
• Monthly reports
• Ledger transactions
• Ad Hoc Analysis
• Equip. Property Management

• Financial adjustments
• Recharges calculations and billings
• Reconciliation and verification
• Records management
• Purchasing transactions
• Service Center Information Desk

Decision Support

• Financial analysis
• Permanent budget analysis and management
  special reports
• Retail operations accounting
• Fabrication accounting

• Recharge decisions and review
• Capital projects
• Complex/specialized purchasing
• Accounts receivable
• Specialized accounting (e.g. retail)

Distributed Services
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Service Center Process Hypothesis
Potentially co-located with Central Service Center
Central Operations

• General Accounting
• Payroll
• Accounts Payable
• Travel Accounting
• EMF Accounting
• Plant Accounting

• Purchasing
• Business Contracts Agreements
• Strategic Sourcing
• Staff Human Resources
• Service Center Human Resources
• Data Entry

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Process Mapping Teams

• Team A
• Accounts Payable
• Direct Payments Dispersements
• Travel
• Entertainment
• Reimbursements
• Direct Pays

• Team B
• Ledger Transfers
• Financial Adjustments
• Monthly Reports
• General Accounting
• Controls
• Ad Hoc Analysis
• Specialized Financial Reports

20
Process Mapping Teams

• Team C
• Post Sponsored Awards Administration

• Team D-Distributed Activities
• Budget Financial Analysis Reports
• Permanent Budget
• Recharge Decisions and Reviews
• Accounts Receivable Retail Accounting
• Risk Management

21
Financial Transactions Next Steps

• Map future financial processes
• Work on site selection
• Complete Service Center models and governance
  plans
• Complete service level plans
• Complete customer relationship model
• Hold SAB Forum in March or early April

22
The Procurement Piece

• Procurement by strategic sourcing and an
  electronic process for buying things contributes
  to the savings