UT Shared Services Plan - Transforming UT - The University of Texas ... [PDF]

UT Shared Services Plan October 2013

DRAFT for Campus Discussion

Proprietary and Confidential 1

Executive Summary Implementing shared services and an ERP (Enterprise Resource Planning) solution at UT Austin for Human Resources (HR), Finance, Procurement, and Information Technology (IT) will increase efficiency, create new opportunities for staff, ensure compliance, and yield $30-40M in annual savings. • New budget reality – President Powers’ call for UT to operate more efficiently – Opportunity to return focus, resources, and dollars to the core mission • Current state: – Total administrative headcount: ≈ 12,000 employees (≈ 8,500 full-time equivalents (FTEs)) – Total administrative headcount doing HR, Finance, Procurement, and IT: ≈ 4,500 employees (≈ 2,500 FTEs) – Highly decentralized operations with manual processes and administrative systems at end-of-life • Savings of $30M - $40M annually ($280M – $320M over 10 years) can be realized from a shared services implementation for HR, Finance, Procurement, and IT: – Improves operational efficiency with improved quality and consistent service delivery – Improves career paths and opportunities for administrative staff – Ensures compliance with state and federal regulations (e.g., I-9 processing and other onboarding procedures)

• Realizing the benefits requires investment of $160M – $180M over 10 years: – Build new service and reporting capabilities – Redesign processes, jobs, and the administrative organization – Technology enablement (e.g., ERP, document management, case management, configuration management) – Workforce transition (e.g., training) • The shared services and ERP implementation is expected to pay back in Year 6 and accrue $120M – $140M in net benefits by Year 10. −

Capture savings and share benefits with Colleges, Schools and Units (CSUs) early in the deployment DRAFT for Campus Discussion

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Contents

• Vision and Recommendations • Benefits, Costs, Chargeback, and Funding • Organization and Governance • Implementation Plan

• Appendix – Scope of Shared Services – A Day in the Life Scenario – Scenario: A Day in the Life of Shared Services – HR

– Scenario: A Day in the Life of Shared Services – Finance – Scenario: A Day in the Life of Shared Services – Procurement – Scenario: A Day in the Life of Shared Services – IT

– Proposed Governance: Example Scenario – Colleges, Schools, & Units


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Why We’re Here

“Why do this? … In these areas, they ought to be following the best business practices. As a recipient of both tax dollars and tuition dollars, to do otherwise is to betray the public trust. For any public institution, efficiency is a moral imperative. But it also is the smart thing to do because it can free up much-needed resources we can redirect to our core missions of teaching and research.” President Powers The University of Texas at Austin January 29, 2013


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UT Shared Services Vision Achieving the shared services vision requires an organization and culture focused on service, accountability, and performance.

Future Operational Environment

Depts. UNIT Depts. UNIT

Depts. UNIT

Depts. UNIT

UT Shared Services Vision Depts. UNIT

Depts. UNIT

Depts. UNIT

Customer Service Central Depts. Functions

Shared Services

Shared Services and ERP

1.

Responsive, High Quality Customer Service

2.

Accountable to the Colleges, Schools and Units

3.

Community Led Governance and Prioritization

4.

Performance Driven Management

5.

Standard, Transparent Processes

6.

Strategic Use of Modern Technology


5

Implementation Recommendations Recommendation: Implement shared services over a four year period, beginning in spring 2014. • Implementation Approach: − −

Launch shared services infrastructure and some services for IT, HR, Finance to prove the concept for the future Shared Services Organization (SSO) Expand Finance, Procurement, and HR/Payroll services concurrent with the new ERP

• Organization and Culture Change: − −

Build a single administrative organization focused on service and performance Nurture and grow a culture of service excellence for administrative activities focused on performance, problem solving and continuous improvement

• Enabling Technology: − −

Replace *DEFINE with a cloud-based ERP solution (Workday) Implement other enabling technologies (e.g., document management, case management, configuration management)

• Governance and Leadership: − −

Establish framework for clear communication, decision-making and issue management Hold shared services accountable for performance to the campus

• Workforce Impact: − − − −

Total number of reduced positions ≈ 500 (≈4% of the total administrative workforce of ≈ 12,000 or ≈11% of the total administrative workforce of the HR, Finance, Procurement and IT workforce of ≈ 4,500) over 4 years Attrition is expected to account for a significant percentage of the reductions Consider hiring controls to increase opportunity for internal transfer positions Create new career path options

• Funding/Participation: − − − −

After successful proof of concept, requires full campus participation to achieve maximum benefit Capture savings and share benefits with Colleges, Schools, and Units (CSUs) early in the deployment Use a ‘public good’ funding/chargeback model that requires all to pay (e.g., public school funding model) In defining the funding/chargeback model, fringe benefits will be carefully considered so as to fairly allocate costs and eliminate any double-counting DRAFT for Campus Discussion

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Contents






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Business Case: Cash Flow The shared services and ERP implementation is expected to payback in Year 6 and accrue net benefits of $120M – $140M by Year 10.


8

Business Case: Qualitative Benefits In addition to financial benefits, a shared services organization will also bring benefits to UT Austin through reduced risk, increased compliance, measurable service outcomes, and improved staff opportunities. 1 Campus Community Benefits

2 Employee Opportunities

3 Risk Reduction and Compliance Benefits

•

Improved quality

•

Faster transaction execution time

•

Continuity and consistency of service

•

Responsiveness

•

Expanded potential for career development

•

More autonomy

•

High-performance, metrics-driven culture

•

Balance workload to cover peaks

•

Greater transparency

•

Clear accountability

•

Simplified audits

•

Increased policy enforcement and visibility DRAFT for Campus Discussion

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Savings Capture and Reallocation Model 1

2 Central Investment

3 Lower Operating Cost

Increased Productivity

Chargeback/Transfer

Shared Services and

x

ERP

4 Captured Savings Pool Reallocation of Benefits

x6

5

Repay Investment DRAFT for Campus Discussion

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Contents






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Proposed Future State SSO Structure A new AVP of Shared Services, reporting to the CFO, oversees the new SSO for transaction processing for HR, Finance, and Procurement and is responsible for service delivery for IT. Shared Services Organization AVP of Shared Services Shared Services Governance

AVP of Finance

Solid Line to Transactions/Services Leads – Dayto-day operational performance, accountability for service performance

Service Management Lead

Contact Center Lead

VP of Operations

VP & CFO

AVP of Procurement

CIO

AVP of HR

Dotted Line to Transactions/Services Leads – strategic oversight, policy, and integration points

Finance Transactions Lead

Procurement Transactions Lead

IT Services Lead

HR Transactions Lead

This organization model adheres to the following design attributes: 1)

Shared Services exists under a single organization led by a senior leader/AVP

2)

Transactions/Services Leads are accountable to the AVP of Shared Services for service delivery excellence and accountable to their corresponding AVPs (HR, Finance, Procurement, and IT) for compliance to policy.

3)

Core HR functions (e.g. employee relations, organization effectiveness) will continue to reside in Central HR and report to the AVP of HR.

4)

The AVP of HR maintains existing reporting relationship to the VP of Operations to continue support for non-transactional HR scope.

5)

Governance framework will facilitate decision making across the organizational towers and drive business outcomes and accountability. DRAFT for Campus Discussion

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Summary: Proposed Shared Services Governance Model The proposed shared services governance model requires the establishment of new governance bodies specific to shared services while still leveraging the members of current bodies. Proposed Bodies

Joint Steering Committee

Operational Advisory Council

Functional Committees

PURPOSE: The Joint Steering Committee is strategic and ensures that the SSO is accountable and provides high-quality, continuously improving services to all customers and remain aligned with the priorities, vision, and mission of the University. MEMBERSHIP: One Joint Steering Committee that transitions from the Shared Services Project Steering Committee to a permanent committee made up of Deans, AVPs, a faculty member, staff representative, and a student representative.

PURPOSE: The Advisory Council (cross-functional) is operational and ensures that the SSO performing to expectations and is accountable to its customers. MEMBERSHIP: It is composed of executives with HR, Finance, Procurement, and IT expertise from the Colleges, Schools, and Units (CSUs).

PURPOSE: Four Functional Committees (one per function) are technical and provide expertise for each of the SSO functions (i.e., HR, Finance, Procurement, and IT) in order to promote efficient, effective and continuously improving service delivery. MEMBERSHIP: It is composed of CSU process owners; managers/supervisors of functional/technical administrative staff that have deep understanding of function-specific processes. DRAFT for Campus Discussion

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Proposed Governance: Structure The proposed shared services governance bodies interact with all levels of the Shared Services Organization. University Governance

Operational Management

Functional/ Technical Operations

Strategic


Operational

Leadership

Shared Services Governance

Functional/ Technical

Shared Services Organization

Operational Advisory Council

HR Functional Committee

Finance Functional Committee


Procurement Functional Committee

IT Functional Committee

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Proposed Governance: Central Functional Organizations and Legal Participation The central functional organizations will be represented on governance bodies, will provide endorsement for functional policy changes, and will be consulted on service changes while legal will review to ensure compliance as needed. Central Functional

Shared Services Governance

•

•

Legal will ensure any changes to service categories offered by the SSO , changes in policy, and projects are in compliance with the law on an as-needed basis Legal representatives will not serve on governance committees but will be consulted as appropriate

Operational Advisory Council Representatives of central functional organizations serving on the Advisory Council chair the Functional Steering Committees

Working Working Groups Functional Groups

Committees


Strategic Operational

Legal

Functional/ Technical


(Central HR, Finance, Procurement, IT)

•

Central functional representatives ensure the SSO strategic direction is aligned with the strategic direction of central functional organizations

•

Certain leadership positions from the central functional organizations have agenda-setting authority and hold permanent positions on the Advisory Council and chair the Functional Committees

•

Central functional organizations propose changes to service categories offered by the SSO, changes to policies, or other improvement initiatives through representatives serving on committees 15

Proposed Governance: Decision Rights The decision rights of Shared Services governance bodies vary depending on the decision type, investment level, and impact of change or issue. Decision Type Body

Strategic Decisions Input

Decision

Investment Decisions Input

UBC

Decision

Input

Decision

Performance Issue Mitigation Input

Decision

* If investment impacts SSO budget





SITAB (Decisions over IT)





*if investment impacts overall IT budget

*if impacts overall IT strategy

*if impacts overall IT policies/ processes/ procedures

*if IT specific service change



SS Joint Steering Committee

SS Functional Committees

Input

Policy/Process/ Procedure Changes



(Decisions over non-IT budget & confirm major IT funding sources)

SS Operational Advisory Council

Decision

Service Changes

* if investment is above a predefined threshold











* if investment is above a predefined threshold

* if investment is below a predefined threshold





 If significant change with University-wide implications



 



*if significant performance issue with University-wide impacts

*If significant change with University-wide implications

 *if significant change internal to SSO

 *if significant change internal to SSO





*if significant performance issue with University-wide impacts

* If significant issue impacts internal SSO operational performance





*if minor functionspecific change internal to SSO

* If significant issue impacts internal SSO operational performance

 *if minor functionspecific issue

The threshold requiring escalation of investment decisions, and the exact policy, process, and procedure changes that can be made at every level will be defined in the next phase. Service, policy, process, and procedure changes also require endorsement from central functional organizations and legal on an as needed basis. The VP Council, Deans Council, and POAG will also be consulted as appropriate.


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Proposed College, School, and Unit Organization Changes We recommend that the administrative effort retained in the Colleges, Schools, and Units (CSUs) be consolidated under a CSU administration group to promote consistent, high quality service and achieve greater efficiency. Shared Services Organization

New

College, School, or Unit

Shared Services Capabilities

CSU Admin

New

HR Finance Procurement

Dept. Admin 1

IT

Dept. Admin 2

Dept. Admin N

Shifting Roles driving the Organizational Change Central Functional Organizations

•

Day-to-day transaction-specific issues are processed through workflow and the contact center

•

Ongoing issues escalated to the CSU business officer will be handled by the assigned customer relationship manager in the SSO

•

Both the department administrators and the CSU administrators will interact with self-service capabilities, the SSO and central functions

•

The department administrators will provide local level departmental support

HR Finance Procurement IT


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Contents






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Shared Services Implementation Plan FY2012-2013 Q1

Program & Change Management

Q2

Q3

FY2013-2014 Q4

Planning

Q1

Q2

Q3

FY2014-2015 Q4

Q1

Q2

Q3

FY2015-2016 Q4

Q1

Q2

Q3

FY2016-2017 Q4

Q1

Q2

Q3

Q4

Program Management Change Management Shared Services Infrastructure Phase 1 Infrastructure

Shared Services Infrastructure

Phase 2 Infrastructure

ERP ERP Phase 1 Go-Live

IT

Infrastructure as a Service, Network, Data Center, and End User Computing Go-Live

Finance/ Procurement/ HR Central Business Office (CBO) Optimization

Phase 3 Infrastructure

Shared Services Phase 1 Go-Live CBO restructure, redesign, and transition to Shared Services

ERP Phase 2 Go-Live

Application Consolidation Go-Live (1st of several)

Shared Services Phase 2 Go-Live

Shared Services Phase 3 Go-Live

Optimization Shared Services Transition Go-Live Go-Live

Notes: Go-live dates for HR, Finance, and Procurement shared services are dependent on the Shared Services Implementation Project start date and ERP timeline.


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Shared Services Implementation – The First 12-18 Months Launching a shared services organization will require a number of key activities over the next 12-18 months.

Program & Change Management

Shared Services Infrastructure

IT

Finance/ Procurement/ HR/ CBO

• Conduct Program and Change Management – Workforce planning – Campus Dialogue and communications – Proof of concept and roll-out planning – Business case refinement • Design and Build Shared Services Infrastructure – Governance model – Common organization components – Location selection and facility build out – Shared support capabilities – Funding, charge-back, benefit realization and allocation models • Design and Build IT Shared Services – Service bundles – IT organization – Key leadership roles – IT specific support capabilities – Service Level Agreements (SLAs) – Proof of concept with select units • Design and Build HR/Finance/Procurement Shared Services – Business processes – HR, Finance, and Procurement organization – Key leadership roles – Service Level Agreements (SLAs) – Proof of concept with select units – Central Business Office (CBO) optimization


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Workforce Transition Activities Workforce Transition (WT) planning activities for the Shared Services Organization (SSO) and Colleges, Schools, and Units (CSUs) begin 8 to 12 months before the SSO implementation date. Establish WT Framework •Recruit for key leadership positions •Confirm SSO selection committee members •Confirm SSO resource requirements •Define SSO roles and responsibilities •Define selection criteria •Implement process controls

Align the Workforce

4

•Employees align to new SSO roles •Students align to defined internship opportunities •Conduct SSO and CSU training •Confirm readiness

1

Communicate Processes and Workforce Opportunities •Validate impacts to workforce •Communicate SSO recruiting process •Communicate SSO benefits to the workforce •Notification to impacted workforce and CSUs

2

Recruit and Hire Employees into the SSO •Post and hire for SSO roles •Conduct interview(s) •Align available resources and skills to SSO demand •Communicate recruiting outcomes

3

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Campus Impact: Workforce Transition Strategy The recommended workforce transition strategy will drive thoughtful planning for people movement, promoting fair treatment of impacted individuals while staffing shared services with the necessary skills to accomplish the administrative goals of UT Austin. Guiding Principles

Transparency

What It Will Mean to Administrative Staff

Frequent and open communications with impacted administrative staff

Consistency

Fair and respectful approach to SSO staffing through one set of well-defined recruitment practices

Opportunity

Expanded potential for career development, student internship opportunities, and professional growth

Transition Support

Role-based training to build the required skills and capabilities to support new ways of working

Guiding Principles

What It Will Mean to Colleges Schools and Units (CSUs)

High Performance

Defined, flexible recruitment approach staffs the SSO with high performers with the necessary knowledge and skills

Minimized Disruption

Knowledge transition and people movement is managed to minimize disruption and mitigate operational risks for CSUs

Clear Expectations

SSO roles are clearly defined with corresponding skill requirements clarifying performance expectations for individuals and teams

Retain Approval Authority

CSUs retain some administrative staff (realigned for efficiency) for analysis, escalations, and approval workflow


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Campus Dialogue The Campus Dialogue is designed to solicit UT Austin feedback and perspectives in response to recommendations resulting from the Shared Services Planning phase.

DRAFT Plan

• Initial Recommendations from the Shared Services Planning Phase

Dialogue Sessions • Forums spanning the UT Austin campus community to identify feedback themes

• The Shared Services Project Team will conduct a series of forums or “dialogue sessions” across the UT Austin campus community. • The themes that emerge during the campus dialogue phase will be reflected in the recommendations and become part of the final Shared Services report. • The final recommendations will be shared with President Powers for his review and consideration.

UPDATED Plan • Updated Plan for Shared Services, inclusive of campus feedback for President Powers review DRAFT for Campus Discussion

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Campus Dialogue Timeline (September 2013 – January 2014) September

October

November

December

January

Shared Services Planning Shared Services Executive Steering Committee Meeting

Regular Updates to Shared Services Executive Steering Committee Publish Shared Services Plan (PPT) – Draft #1 Deans Communication to Colleges, School, and Units

Campus Dialogue Sessions Campus Dialogue Feedback Close Shared Services Executive Steering Committee Meeting

Campus Dialogue Feedback Analysis Distribute Shared Services Plan (Word) – Draft #2 to Steering Committee

Review and Finalize SS Plan

Publish Shared Services Plan - Final


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Meeting Groups - Campus Dialogue Sessions • • • • • • • • • • • • • • • • • • • • • • •

Dean's Council Faculty Council HR Consortium HR Spectrum iForty Administrator Group IT Governance – Administrative Business Leaders (ABL) IT Governance – Administrative IT Leaders IT Governance – Architecture and Infrastructure Committee IT Governance – Business Services Committee IT Governance – Faculty Council IT Committee IT Governance – Operational IT Committee IT Governance – Research & Educational IT Committee IT Governance – Strategic IT Accountability Board (SITAB) President’s Student Advisory Council (PSAC) Shared Services Volunteer Group Shared Services Workshop Participants Staff Council Tech Deans TXADMIN Town Meeting(s) University Budget Council University Business Officers Council (UBOC) Vice-Presidents Council DRAFT for Campus Discussion

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Next Steps We recommend the following next steps:

1. Conduct Campus Dialogue in October and November

2. Campus Dialogue update with Executive Steering Committee in November 3. Release final report in January 2014 after spring semester begins


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Contents






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Finance & Procurement Process Definitions The following are the definitions for the Finance & Procurement Services at the Process level. Process

Description

General Accounting and Reporting

Includes managing interfaces and performing closing activities, as well as reconciliation of accounts and IDTs, and creating reports

Fixed Asset Inventory

Refers to maintaining fixed asset information and overseeing the overall tagging and physical inventory process performed by the CSUs. CSUs may opt in to SSO tagging and physical inventory services

Accounts Receivable and Includes billing and payment receipt of CSU receivables and collection of delinquent accounts Collections Refers to overseeing the budgeting process for the University. CSUs may opt in to SSO services Budgeting around creating Budget Document and Commitment tracking Accounts Payable

Includes overseeing the payment process for invoices received by the University, including scanning and indexing of paper invoices, creating vouchers, 2 and 3 way match and follow up, and transaction review

Travel & Entertainment Reimbursements

Includes overseeing the payment process for reimbursements to university employees and others, including transaction review and exception handling

Requisition to Order

Includes purchasing for select commodities and amounts, as well as creating requisitions

Payroll*

Refers to responsible on-cycle and off-cycle payroll processing; including activities for payments and collections, payroll accounting, paycheck administration, tax compliance and administration, and pay / tax reporting requirements

Note: *Level 2 activities in the current Payroll function will be considered for Finance shared services. Activities will be reviewed and responsibilities defined in Design.


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Finance & Procurement The following Finance & Procurement Processes and Sub-Processes are in scope for inclusion in the Service Catalog for Shared Services. Finance

Procurement

General Accounting & Reporting Record Transactions Maintain Accounting Master Data Close books and consolidate financial results Perform Financial/Regulatory Reporting Manage Interfaces Perform Interdepartmental Accounting Analyze and Reconcile Accounts Perform Management Reporting Fixed Asset Inventory Record Acquisition/ Disposition Physically Track Assets (Inventory Certification) Properly Value Assets for Accounting Purposes Perform Fixed Asset Reporting Budgeting Develop Operating Plans and Budgets Accounts Receivable and Collections Generate Bills Maintain AR Ledger and Apply cash Manage Student Hold and Collections Process Manage Non-Student Hold and Collections Process Manage Billing Requests and Inquiries Perform Revenue Assurance Maintain Customer Data

Travel & Entertainment Reimbursements Process Reimbursement Maintain and Archive Documents Manage Reimbursement Requests and Inquiries Manage Expense Card Program Requisition to Order Identify Need / Select Good or Service Obtain Price Quote Determine Buying Channel Create & Approve Requisition & PO Send order to Supplier Maintain Purchasing System Accounts Payable Manage Inbound Documents Record Receipt of Goods & Services Process PO Payment Process Non-PO Payment Process Procard Process Direct Billing – Airfare/Other Travel Manage Vendor Data/Vendor Master Perform AP Reconciliation and Period End Close Activities Manage Corporate Procard Program Manage Payables Requests and Inquiries


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HR Process Definitions The following are the definitions for the HR Sub-Processes in scope for Shared Services. Process Candidate Pre-hire & Onboarding

Exit Management

Description Administrative support for distributing and tracking completion of pre-hire and onboarding requirements for all new hires, excluding flat-fee workers; includes facilitating background checks, conducting orientation and verifying I-9s Coordination of the employee separation process for voluntary exits, Reductions in Force (RIFs) and Deaths in Service; includes calculating final payouts, notifying relevant entities, distributing exit package information and processing the final separation details in the HR system

Learning Administration

Support of the relocations process by initiating relocation services with vendors and managing vendor contact throughout the process Administrative support for managing non-medical and medical leaves for employees; includes distributing leave information, calculating leave balances, and entering (medical) leave information in the HR system Updating and maintaining employee records in the HR system; includes maintaining the personal (e.g., name, address), pay (e.g., direct deposit details), and organizational (e.g., job title, work location) data for employees Administrative support for training; includes loading courses into learning solution, supporting course enrollment activities, and supporting course delivery (such as logistics and notifications)

Benefits Administration

Administrative support for benefits enrollment; includes verifying eligibility, processing off-cycle election changes and distributing targeted benefits-related communications and information

Relocation Administration Leave Administration

Employee Data Changes

Recognition Administration Time Administration HR Analytics Administration

The planning and administration of the President’s Staff Awards, and ongoing maintenance of a central portal recognition program page (excluding faculty awards) Administrative support for timekeeping; includes facilitating resolution of outstanding time approvals and performing timekeeping system administration Coordination of the development and generation of HR dashboards based on defined metrics and frequency DRAFT for Campus Discussion

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Human Resources The following Human Resources Process and Sub-Processes are in scope for inclusion in the Service Catalog for Shared Services. Human Resources Recruitment Candidate Pre-Hire & Onboarding Employee Services Exit Management - Voluntary Separation Exit Management - RIF Exit Management - Death in Service Relocation Administration Leave Administration - Non-Medical Leave Administration - Medical Employee Administration Employee Data Changes (Individual Data Changes) Employee Data Changes (Mass Data Changes) Learning Administration Benefits Administration (Enrollment Administration) Recognition Administration (Non-Academic) Time Administration (Time Entry & Approval) HR Info Systems HR Analytics Administration

Deferred Sub-Processes (processes discussed / reviewed with Subject Matter Advisors, but not in scope for HR Shared Services at this time): • • • • •

Benefits Administration (Open Enrollment Planning) Compensation Administration (Managing Base Pay) Compensation Administration (Job Evaluation – Staff) Learning – Content Development (Internal) HR Reporting Administration


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IT Service Definitions The following are the definitions for the IT Services in scope for Shared Services. Service

Description

End User Services

End user services (EUS) provide end-users with the necessary equipment and technical support to perform their duties and access UT Austin information resources

Software as a Service Application Management

Software as a Service (SaaS) provides UT community members with managed applications that can be used to perform their day to day activities Application Management provides the development, maintenance, patching, and upgrade of customer applications within the UT environment

Platform as a service (PaaS) provides virtualized development and run time platforms in a private or public cloud setting including the underlying infrastructure services Infrastructure as a Service (IaaS) provides physical (server, storage, backup) and/or virtual Infrastructure as a Service infrastructure (CPU, memory, storage, network) available on an as-needed basis Data center services provide physical facilities and services (e.g., cooling) for servers and optional Data Center management and administration of physical servers Network data services provide users with wired and wireless connectivity to resources and between Network facilities throughout campus and over the internet in accordance to policy Platform as a Service

Voice

Network voice services provide users with voice-related services on and beyond the campus by leveraging the network and voice infrastructure on campus


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IT IT Services for inclusion in the Service Catalog for Shared Services IT End User Services End User Services Application Management Software as a Service Application Management Infrastructure Platform as a Service Infrastructure as a Service Data Center Network Voice

• Application Management will be provided for the following types of applications - Selected Academic Applications - Administrative Applications (to be considered after ERP is implemented) - Limited Research Applications


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Scenario: A Day in the Life of Shared Services – HR This scenario depicts a complex HR support request to the Shared Services Organization: 1

An employee contacts the HR SSO with a pay or taxrelated question or request for service.

The Tier 2 Payroll 6 Specialist contacts the employee with the resolution / outcome. 7

If possible, the HR Service Desk provides the support needed and completes the request.

2

5

The Tier 2 Payroll Specialist researches the case and completes the request.

The Tier 2 Payroll Specialist documents the resolution / outcome and closes the case.

8

3

If the HR Service Desk cannot complete the request, a case is opened and assigned to a Tier 2 Payroll Specialist team in the FI SSO.

4

The Tier 2 Payroll Specialist reviews the case and gets clarification, as needed. DRAFT for Campus Discussion

Both the HR and Payroll teams will follow a defined knowledge management process / protocol to update SSO support tools and portal content, as needed. 34

Scenario: A Day in the Life of Shared Services – Procurement This scenario depicts the activities of the SSO, Central Purchasing, and staff members in a typical Requisition to Order process.

4 1

Staff member in a CSU or department identifies a need for a purchase.

SSO creates Requisition for CSU in the finance system. 5

2

Requisition is approved in CSU in finance system.

Staff member purchases item using UT Market or Procard, if available.

6 3

If purchase is not mission critical and under $25k, SSO identifies supplier and confirms existing contract or negotiates price.


SSO creates the PO automatically from Requisition in the finance system.

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Scenario: A Day in the Life of Shared Services – Finance This scenario depicts the activities of the SSO, supplier, and staff member in a typical Accounts Payable process with a Purchase Order (PO). Staff member in a CSU or department makes a purchase.

1

6

SSO matches voucher, receipt, and PO in finance system. 7

Staff member receives a good or service from supplier and records receipt in finance system. 2 5

SSO resolves issues or exceptions directly with staff member or CSU admin.

SSO uses invoice to create voucher in the finance system.

8

3

Supplier sends invoice directly to SSO.

4

SSO receives, scans, tags and verifies supplier invoice.


SSO schedules payment and pays voucher in finance system.

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Scenario: A Day in the Life of Shared Services – IT The following scenario depicts a complex desktop support request to the Shared Services Organization (SSO): 1

An employee calls the IT SSO with an application problem on his desktop.

2

5

The Service Desk agent collects the symptoms, opens a ticket, defines the severity, and attempts to resolve the issue.

3

The Service Desk agent is unable resolve the severe issue and transfers the employee and ticket to a desktop support specialist.

4

The desktop support team develops a long term fix, tests the fix, and pushes out a patch to all impacted systems through the network.

The desktop support specialist documents the solution and posts it to the knowledge environment. The desktop support person transfers the issue to the desktop management team to identify a long-term fix. The desktop support person closes the case.

The support specialist attempts resolution by remotely accessing the system. The specialist installs an interim fix enabling the employee to continue his work using his desktop. The ticket is resolved.


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ILLUSTRATIVE

Proposed Governance: Example Scenario

The following scenarios provide examples of decision paths taken for investment of different sizes. Investment Below Advisory Council Threshold:

Investment Above Advisory Council Threshold: Step 5

SITAB Step 4

Step 3

Step 2

Step 1

SS Advisory Council

Step 3 SS Advisory

Approve enhancement

Central IT

Ensure policy compliance of proposed enhancement

SS IT Functional Committee

Discuss, review, and propose enhancement to the DRUPAL platform with expected investment below threshold


Council

Step 2

No

Investment above $ threshold?

Yes

Step 1

Central IT

SS IT Functional Committee

Approve enhancement

Discuss and propose enhancement

Discuss and propose enhancement

Ensure policy compliance of proposed enhancement

Discuss, review, and propose major upgrade of DRUPAL platform with expected investment above threshold

Proposal: Enhancement to the DRUPAL platform DRAFT for Campus Discussion

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Defining College and VP Portfolio Units All units were classified as Academic or VP Portfolio as defined by the list below.

Academic • • • • • • • • • • • • • • • • • •

VP Portfolio

Cockrell School of Engineering College of Communication College of Education College of Fine Arts College of Liberal Arts College of Natural Sciences College of Pharmacy Continuing and Innovative Education Graduate School Jackson School of Geosciences LBJ School of Public Affairs McCombs School of Business School of Architecture School of Information School of Law School of Nursing School of Social Work School of Undergraduate Studies

• • • • • • • • • •

Department of Intercollegiate Athletics Office of Diversity and Community Engagement Office of the President Office of the VP and CFO Office of the VP for Legal Affairs Office of the VP for Student Affairs Office of the VP for University Operations Provost Office University Development Office Vice-President for Research


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