BUSINESS PROCESS IMPROVEMENT BPI SHARED SERVICES CENTER SSC

BUSINESS PROCESS IMPROVEMENT (BPI) & SHARED SERVICES CENTER (SSC) UPDATE Nico Washington Ben Lowenthal 1/7/14 www. umbc. edu

Implementation Team SSC Advisory Committee Communication Work Group Procurement/AP Work Group Hiring/Payroll Work Group Training/Documentation Work Group Future Work Group to be established – Research Administration Work Group and others as needed. www. umbc. edu

SSC Advisory Committee Members Linda Brown, Associate Director, MIPAR Michael Dillon, Associate Vice Provost, Institutional Research Sharon Doherty-Ritter, Management Analyst, Management Advisory Services Dean Drake, Assistant Vice President, Research Administration Kevin Eckert, Faculty CAHSS Philip Farabaugh, Faculty, CNMS Gina Fischer, Business Manager, COEIT Thomas Frechette, Business Manager, CNMS Carol Hess, Faculty, CAHSS Ben Lowenthal, Associate Vice President, Financial Services Orianne Smith, Faculty, CAHSS Jack Suess, Vice President of Information Technology, Do. IT Nico Washington, Assistant Provost for Financial Management, Provost Office www. umbc. edu

Communication Work Group Role • Manage the my. UMBC group and ensure it is up to date • Develop and track surveys to enable campus community input • Develop campus wide communication plan and ensure it is followed Members • • Danita Eichenlaub – Administrative Director, JCET Gina Fischer – Business Manager, COEIT Dean’s Office Roland King – Communications Manager, OIA Ben Lowenthal - Associate Vice President, Financial Services Linda Miller – Manager, Business Services, Financial Services Elle Trusz – Program Management Specialist, GWST Nico Washington - Assistant Provost for Financial Management, Provost Office www. umbc. edu

Procurement/AP Work Group Role • Hands on coordination of Business Process Improvements (BPI) in above two areas • Prioritize BPI based on survey results • Work with appropriate departments to address the areas of highest priority Members • • Myrle Combs – Business Manager, Student Affairs Business Services Ctr. Ann Fusselbaugh – Admin. Asst. II, Procurement Cindy Mc. Gowan – Business Manager, Division of Professional Studies Linda Miller – Manager, Business Services, Financial Services Delores Pertee – Contract Administrator, Procurement Barbara Smith - Administrative Assistant, Undergraduate Education Kathy Suess – Business Manager, College of Engineering & Information Technology www. umbc. edu

Hiring/Payroll Work Group Role • Hands on coordination of Business Process Improvements (BPI) in above two areas • Prioritize BPI based on survey results • Work with appropriate departments to address the areas of highest priority Members • • Deneen Blair – Assistant Director, Mathematics and Statistics Jo Anne Cottrell – Administrative Assistant, Career Services Center Jean Donohue – Executive Admin. Asst. , Financial Services Lisa Drouillard – Director, Human Resources Jane Henderson – Business Services Specialist, Chemistry & Biochemistry Mildred Homa – Research Administrator, IMET Linda Kruse – Business Manager, Shriver Center www. umbc. edu

Training/Documentation Work Group Role • Identify all Business Process Improvements related to training • Develop and deliver required training in coordination with knowledge experts • Document new procedures that have changed and gather/create documentation for existing processes that are not changing. Members • • Cindy Mc. Gowan – Business Manager, Division of Professional Studies Trina Torkildsen – Accountant I, Sociology & Anthropology Kathy Wimpling – Business Manager – Physics Margo Young – Business Manager – JCET/GPHI www. umbc. edu

BPI Prioritization Survey Results 160 Respondents Time at UMBC • 38% Non-exempt • 6% Less than 1 year • 45% Exempt • 21% 1 -5 years • 15% Faculty • 30% 6 -10 years • 2% Other • 23% 11 – 20 years • 20% 21+ years A healthy cross section of all University departments are represented. Complete survey details are posted to the my. UMBC Group “Shared Services Centers at UMBC”. www. umbc. edu

BPI Prioritization – Hiring - Quick Hits Highest Priority (Rating Average Range - 1. 0 to 3. 0) 1. HR checklists for all major hiring tasks Mid-level Priority (Rating Average Range - 3. 0 to 4. 5) 2. Communication Plan 3. Evaluate approval signatures required 4. Appoint HR departmental liaisons 5. Develop HR liaison training and hiring workshops Lowest Priority (Rating Average Range – 4. 5 and above) 6. Post guidelines on record retention 7. Notify departments of existing institutional ad subscriptions www. umbc. edu

BPI Prioritization – Hiring - Long Term Highest Priority (Rating Average Range - 1. 0 to 3. 0) 1. Develop & implement an electronic workflow system 2. Develop & implement an electronic applicant system/portal 3. Develop internal departmental checklists for hiring and onboarding tasks Mid-level Priority (Rating Average Range - 3. 0 to 4. 5) 4. Hire additional classification/comp staff member 5. Develop a document storage plan www. umbc. edu

BPI Prioritization – Payroll - Quick Hits Highest Priority (Rating Average Range - 1. 0 to 3. 0) 1. Create a “who to contact for what” guide 2. Reduce action/reasons for change PAR 3. Develop glossary of reports – explaining purpose of each report www. umbc. edu

BPI Prioritization – Payroll - Long Term Highest Priority (Rating Average Range - 1. 0 to 3. 0) 1. Develop & implement electronic timesheets 2. Develop & implement electronic change PAR Mid-level Priority (Rating Average Range - 3. 0 to 4. 5) 3. Develop and implement E-forms 4. Automate processing of I-9, W-4, & NRA forms 5. Standardize payroll communication methods 6. Eliminate default carry-forward of prior chartstring; DBE verification required prior to pay for all new hires www. umbc. edu

BPI Prioritization – Accounts Payable Quick Hits Highest Priority (Rating Average Range - 1. 0 to 3. 0) 1. Develop AP Checklist forms/paperwork requirements & explain potential audit consequences 2. Communication Plan 3. Develop and deliver refresher training Mid-level Priority (Rating Average Range - 3. 0 to 4. 5) 4. Encourage & increase vendor EFT sign-up 5. Update PO to make AP address more prominent www. umbc. edu

BPI Prioritization – Accounts Payable Long Term Highest Priority (Rating Average Range - 1. 0 to 3. 0) 1. Develop on-line forms 2. Develop & implement work flow for travel/misc and payment request Mid-level Priority (Rating Average Range - 3. 0 to 4. 5) 3. Update Financial Services website 4. Provide examples of proper documentation on website 5. Implement Shared Services Centers Lowest Priority (Rating Average Range – 4. 5 and above) 6. Develop/update centralized policy and procedure bank 7. Research possible expanded use of UMBC travel cards 8. Develop intranet site to encourage interdepartmental communication www. umbc. edu

BPI Prioritization –Procurement- Quick Hits Highest Priority (Rating Average Range - 1. 0 to 3. 0) 1. Develop quick reference guides 2. Require electronic documentation 3. Develop mentor lists Mid-level Priority (Rating Average Range - 3. 0 to 4. 5) 4. Develop acronym dictionary www. umbc. edu

BPI Prioritization – Procurement- Long Term Highest Priority (Rating Average Range - 1. 0 to 3. 0) 1. Improve electronic communication between end-users, approvers, and procurement Mid-level Priority (Rating Average Range - 3. 0 to 4. 5) 2. Automate closing of POs and liquidating of encumbrances 3. Create a “who to contact for what” guide and improve training 4. Develop and implement workflow for requisition and PO approvals 5. Enable requisition chartstring edit check 6. Expand usage of master contracts and notify department of existing contracts www. umbc. edu

BPI Prioritization – Comments v Several commenters requested call-backs on incorrect paperwork, rather than “bouncing” back paperwork. (Workflow automation should address this. ) v Several commenters requested more specific hiring and payroll assistance for unique employee groups such as students, contingents, grad assistants, etc. v A number of comments requested better communication, improved procedures/checklists, standardization, less involvement at the department level (BPI and SSCs will address many of these issues) v Several comments related to business expense reimbursements – speed up turnaround time, eliminate commuter mileage subtraction, and others. (SSCs should help speed, commuter mileage subtraction is a State of MD requirement. ) v Several comments requested faster turnaround time for creation of POs. (Workflow and SSCs again should improve this. ) v Other comments related to: v Vendor flexibility v Training needs (need to stress attachment of docs in People. Soft – particularly for requisitions) www. umbc. edu

Long-term Timeline Phase I implementation – Calendar year 2014 v. Incorporate lessons learned and expand to other areas on campus Phase II – Planning & Implementation – 2014 – 2015 v. Move other administrative tasks into SSCs Phase III (2016 and beyond) – Continuous assessments and adjustment until success is established www. umbc. edu

Progress Phase I implementation – Calendar year 2014 v Construction in CNMS Dean’s Office for SSC Phase I space has begun v Estimated completion date February 2014 v Posting of CNMS SSC Director/Assistant Dean v SSC Advisory Committee established and meeting monthly v SSC Work Groups established and meeting 1 to 3 times per month www. umbc. edu

Stay Up To Date • The Shared Services Centers at UMBC my. UMBC Group is the primary source of information for the campus. • Currently have 171 members • Please join! • Please go to your my. UMBC home page, choose “Groups” from the dropdown, then “Browse/Search Groups” for the “Shared Services Centers at UMBC” group. • Click the blue “Follow Group” button on the right. www. umbc. edu

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