Successfully reported this slideshow.
Your SlideShare is downloading. ×

Aug. 13, 2015 Service Center of Excellence Planning Kick-off Presentation

Ad
Ad
Ad
Ad
Ad
Ad
Ad
Ad
Ad
Ad
Upcoming SlideShare
Shared Services Overview
Shared Services Overview
Loading in …3
×

Check these out next

1 of 16 Ad
Advertisement

More Related Content

Slideshows for you (20)

Viewers also liked (18)

Advertisement

Similar to Aug. 13, 2015 Service Center of Excellence Planning Kick-off Presentation (20)

Recently uploaded (20)

Advertisement

Aug. 13, 2015 Service Center of Excellence Planning Kick-off Presentation

  1. 1. The Service Center of Excellence The Division of Finance and Administration August 2015 1
  2. 2. What is a Service Center of Excellence?  The Division of Finance and Administration’s name for its shared service center  Educational Advisory Board’s definition of shared service centers: “Models for providing business service delivery within an individual institution, whereby a single provider absorbs transactional activity previously performed by generalist staff across campus. Through simplification, consolidation and automation, these task-specialized models leverage economies of scale to increase service quality of back-office functions.” 2
  3. 3. Service Center of Excellence Team  Meredith Weiss, Senior Associate Vice Chancellor for Finance and Administration  Carly Perin, Director of Finance  Bill Stockard, Director of Human Resources  Ray Reitz, Director of Information Technology  Allison Reid, Director of Marketing and Communications 3
  4. 4. 4 Initial Stages Full Implementation Maturity Institutions Implementing SSCs
  5. 5. Shared service centers are designed to capture the efficiencies available through consolidated services, but still remain accountable to the customer. • Higher costs • Variable standards across departments • Different control environments • Duplication of effort Decentralized Services Shared Service Centers Central Services • Independent from schools/units and central administration • Pooled experience • Enhanced career progression • Lean, flat organization • Specialization • Dissemination of best practices • Environment of continuous process improvement • Perceived as unresponsive • No school/unit control of central overhead costs • Inflexible to school/unit needs • Remote from customer • Schools/units maintain control of decisions • Recognition of local priorities • Responsive to customer needs • Common systems, policies and procedures • Consistent standards & control • Economies of scale • Critical mass of skills Through regional distribution around campus, a governance board, Service Level Agreements and ongoing metric assessment, shared service centers will maintain high levels of responsiveness and service to their customers. How are shared service centers different than central services? 5
  6. 6. Service Centers combine advantages of centralized and decentralized orgs Most appropriate when... • Staff advise units on crucial business decisions • Co-location improves effectiveness • There are efficiency gains with scale • Activities require expertise in a particular field Most appropriate when... • Activities are transactional • Activities have high level of standardization • Benefits from coordination across units outweigh unit-specific expertise • Cost-savings outweighs benefits from physical proximity Most appropriate when... • Activities influence university-wide policy or strategy • Activities require appropriate monitoring and controls of units • Cross-unit initiatives must be managed In Central Administration In a Shared Service Center Most appropriate when… • Activities influence unit- specific philosophy or policy • Benefits from unit- specific expertise outweigh benefits from centralization • Increased accountability, proximity and flexibility to a unit outweighs benefits of lower cost In the units Transaction Center Expertise Center • Improved capturing of economies of scale • Higher service levels and customer satisfaction due to market-based relationships and increased customer orientation Benefits of Shared Service Centers: • Increased standardization and better use of new technologies • Increased skills and competencies of staff with better career paths 6
  7. 7. Service Center of Excellence Guiding Principles Service Excellence Innovation and Continuous Improvement Collaboration and teamwork 7 Healthy, High- Performance Culture Prudent Management and Leadership
  8. 8. What might be in a service center of excellence? What services will be provided in the various organizations? We need your help to define the specific services provided by our Service Center of Excellence. Participate in our information- gathering meetings, focus groups and activity assessment survey. Financial transactions and consulting Human resources transactions and consulting Communications Information Technology What organizational structure and reporting relationships will exist? Service center staff will report to service area directors. Service center directors report to senior associate vice chancellor for finance and administration. Advisory/governance committees will be in place for each service center. Service level agreements with AVCs.
  9. 9. The Planning Process  Information gathering: Conduct research  Staff survey of time spent on activities  Information gathering meetings and focus groups  Planning: Work with F&A staff and advisory groups to design service center and processes.  Staff at departments  Staff at shared service center  Staff at central administration  Implementation: Implement Service Center of Excellence 9
  10. 10. Announcement of Service Center of Excellence July 2, 2015 Kick-off Meeting August 13, 2015 Advisory Committees Formed Services Plan Complete Personnel Actions Begin Implementation Complete Information Gathering July - September Staffing Plan Complete Staff Relocation Plan Phase 1 Summer 2015 Phase 2 Fall 2015 Phase 3 December 2015 – Spring/Summer 2016 Project Planning September - December Project Implementation and Continuous Improvement December 2015 – July 2016 The Timeline Core Transition Teams Implemented
  11. 11. EMERGING FEEDBACK PEOPLE ARE EXCITED ABOUT:  Better reporting.  System and service improvement.  Gaining operational consistency.  New services.  Access to expertise.  Project and consulting help.  Opportunities for career development and cross-training.  Strategic planning support.  Business process improvement. 11
  12. 12. EMERGING FEEDBACK ISSUES OF CONCERN THAT WE NEED TO ADDRESS:  Relocation of staff raises concerns of proximity, responsiveness and subject matter expertise.  Role of job specialist vs. generalist.  Unknowns related to changing job responsibilities, autonomy and reporting lines.  Resource control.  Services provided vs. services left at unit level.  Source of funding.  Change fatigue. 12
  13. 13. EMERGING FEEDBACK MUST HAVES TO BE SUCCESSFUL:  Communication and transparency.  Advisory committees to ensure needs are being met.  Metrics.  Meaningful ownership by staff of the transition process.  Adequate funding.  Training and professional development to support new roles.  Director and staff support. 13
  14. 14. Frequently Asked Questions  Anticipate and mitigate risk – Listen and encourage open honest two-way communication  Accelerate adoption – Engage key influencers early and at all levels within your organization to build an uninterrupted commitment  Make this your top priority – Invest sustained attention, personal credibility and political capital and assign the best people with sufficient time to serve in key roles  Establish a ‘fair process’ – Empower people to make proposals and apply a transparent decisions process 14  Will Service Center of Excellence employees be placed or assigned from their existing unit, or will a search occur?  What if the work that I currently do is being moved to the Service Center?  Where will the Service Center be located?  How will the Service Center improve service in my area?
  15. 15. What can you do? Speak Up. – Give us your feedback as you learn more about the process. Survey located at https://sharedservices.unc.edu/. Take ownership. – Influence the direction of this transformative initiative. Participate. – Join committees, take surveys and participate in focus group conversations. Educate. – Learn more about the process as we update the website at https://sharedservices.unc.edu/. Ask questions. – Email us with any questions. Fasharedservices@unc.edu 15
  16. 16. Discussion 16

Editor's Notes

  • 11111

×