Business Function Initiatives College of Medicine December 18, - - PowerPoint PPT Presentation

Business Function Initiatives

College of Medicine December 18, 2012

DRAFT

Open Forum

Agenda

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DRAFT

• Overview
• Current projects

– Research Administration – Surgical Pilot – Finance/Procurement

• Next Steps
• Questions/Feedback

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DRAFT

Overview

Overview

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DRAFT Why now?

• Planned versus reactive

― Multi-year strategic initiative

• Financially sound
• Prepare for coming constraints
• Allow time to transition and adapt

Overview

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DRAFT What do we need to change?

• More than 30 distinct administrative offices
• Many staff required to be generalists
• Relatively low volume of a high variety of tasks
• Competing responsibilities
• Accommodate continuing growth

Department A Mission-specific support Finance/Procurement HR Billing Research Admin Department B Mission-specific support Finance/Procurement HR Billing Research Admin Department C Mission-specific support Finance/Procurement HR Billing Research Admin

Overview

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DRAFT What would a different model look like?

• Share common services across multiple units
• Allow staff to specialize, develop expertise
• Increase effectiveness through standardization

Department A Mission-specific support

Finance/ Procurement HR Clinical Billing Research Admin

Integrated Business Unit Department B Mission-specific support Department C Mission-specific support

Overview

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DRAFT

• Universities/Academic Medical Centers across the nation are looking

to create efficient operations and standardize transaction processes through Shared Services.

• Create integrated business units to allow a group of departments to

share common business and administrative functions, such as Finance, Payroll, Human Resources, and Procurement.

• Meet the unique needs of our departments and colleges by developing

specialists in business functional areas.

• Organizations like Cornell University, Emory University, University of

New Hampshire, University of California system, and more are moving toward some form of shared services centers.

• Our shared service model is referred to as an Integrated Business Unit,
• r IBU.

Overview

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DRAFT Key benefits for the organization and employees:

• Enhance time management: Staff can concentrate their time in a job

field such as HR, Finance, or Research Administration functions.

• Increase job satisfaction: Staff will develop more advanced skills in a

few areas and have more defined roles and tasks, which will enhance professional development and job fulfillment.

• Improve cross coverage: Provide better coverage of staff and services

across departments and reduce instances of being short-staffed.

• Improve efficiencies: By developing subject matter expertise and

standardizing processes, the IBU will increase overall efficiency and achieve better quality.

• Enhance customer satisfaction: Improve customer service to faculty,

staff and students.

Current projects

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DRAFT Research Administration

• Pilot in several basic science departments
• Planning to start for college-wide implementation

Surgical IBU

• Pilot for Finance/Procurement beginning implementation phase

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Research Administration

Research Administration

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DRAFT Research Operation Overview The College of Medicine research enterprise includes 33 departments/centers. On an annual basis, approximately 1,090 proposals were submitted to external grants agencies, and 1,070 research accounts were active to manage the research grants.

Departments/ Centers* Total # of Proposals 1,090 # of Active Research Accounts 1,070 # of Departments 33

* Centers include Rural Kentucky Healthcare (7H060) Data Source: Research Administration office

Research Administration

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DRAFT

Project Overview

• The COM and associated departments/divisions are undertaking an analysis of their

research administration functions in an effort to identify opportunities for facilitation of regulatory compliance, enhanced efficiencies, standardization, and cost improvements.

• A study of the research administration function, including interviews with personnel and

analysis of current organization structure, was undertaken. Approach

• Worked closely with COM research leadership.
• Conducted interviews, round table discussions, faculty online survey and open forums.
• Performed Activity Analysis for staff in 33 departments, centers, and College Grants

Officers (CGO).

• Performed workload benchmarking analysis.

Outcome

• Proposed model for the creation of research administration service unit to build and

enhance expertise in research administration personnel.

• Potential activities to be performed by the service units/pods are listed on the next slide.

Many of you were engaged in the research administration review through interviews, round table discussions, faculty online survey and open forums.

Research Administration

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Research Administration Interview List

Rhonda Sewell, Emergency Medicine Amy Atkerson, Behavioral Science Teri Walters, Internal Medicine Marcia Ballard, Markey Cancer Center Jenell Johnson, Pediatrics Sharon Catlett, Family Practice Carl Reason, Shared Office – Post-Award Saundra Stinnett, Biochemistry Kelley Secrest, Shared Office – Pre-Award Joe Wiley, Pediatrics Chris Barkley, Behavioral Science Debbie Davis, Pre-Award Mary Fern Waechter, Aging Brett Short, Pre-Award Beth Yost, Markey Cancer Control Program Jennifer Miles, Post-Award Susan Stark, COM Central Office Rebecca Scott, Post-Award Christy Anderson, COM Central Office

• Dr. Carl Leukefeld, Behavioral Science

Laura Harris, Shared Office, Grant Office

• Dr. Beth Garvy, Microbiology, Immunology & Molecular Genetics

Alicia Colliver, Markey Cancer Center

• Dr. Michael Reid, Physiology

Darin Cecil, CVRC

• Dr. Roger Humphries, Emergency Medicine

Julie Combs, SCoBIRC

• Dr. Linda Van Eldik, Anatomy and Neurobiology

Beverly Stalion, Aging

• Dr. Jayakrishna Ambati, Ophthalmology

Gary Cornell, Neurology/Neurosurgery Rachel Putty, Biochemistry

Research Administration

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DRAFT Potential activities to be performed by the shared service unit:

Category Survey Function Pre-Award Proposal/ Budget Development eIAF Review, Tracking, and Follow-up Progress Report Review/JIT Post-Award Receipt of PADRs/File Establishment

• Dept. Ledger Set-up

WBS Reconciliation/Encumbrances Procurement Flag issues Other Research Administration Faculty & Staff Training Travel Reimbursement Review Other Miscellaneous Research Administration Activities

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DRAFT

http://www.mc.uky.edu/medicine/research/researchadministrationreview.asp

2 Develop timeline 1 Create an implementation team

Research Administration – Next Steps

3 Effective communication

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Surgical IBU Pilot

Surgical IBU Pilot

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DRAFT

Project Overview

• The Surgical Departments include Surgery, Kentucky Neuroscience Institute,

Obstetrics/Gynecology, Ophthalmology, Orthopedics, and Otolaryngology.

• A study of the Surgical Departments, including interviews with personnel, analysis of

current organization structure, and benchmarking of staffing needs, was completed.

• The Surgical IBU model was well-planned and thoughtfully designed.

Surgical IBU Implementation Process

• Formed the Steering Committee, comprised of all Department Chairs from the Surgical

Departments, and charged with strategic decision-making and implementation.

• Formed Task Forces, comprised of departmental and enterprise administrative

personnel, for the following functional areas: Billing, Finance, Facilities, Human Resources (HR) and Implementation. IBU Location and Opening Date

• The IBU will be located in K005 in Kentucky Clinic. The start date is approximately in

February 2013, it is dependent upon space renovations, job postings, and position filling.

Surgical IBU Pilot – Finance/Procurement

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Members John Allen, Chair Department Administrator, Ob-Gyn Dijana Zaimovic, Assoc Department Administrator, Surgery Teresa Centers Director, EVPHA Finance Raleigh Jones, MD Chair, ENT Pauline Mills Assoc Department Administrator, Orthopaedics Richard Maher/Gary Cornell, Department Administrator, KNI Pat Reid, Department Administrator, Ophthalmology Trish Polly, Assistant Dean of Finance, Dean's Office Darrell Griffith/ Katerina Molina KMSF

Finance/Procurement Task Force Members The Task Force was comprised of administrative personnel from the Surgical Departments, Dean’s Office, UKHC Enterprise, and KMSF.

Surgical IBU Pilot – Finance/Procurement

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DRAFT

IBU – Finance/Procurement Pilot

• The pilot will integrate high volume transactional activities by using standardized

processes and efficient systems to deliver consistent, high quality services. − High volume transactional activities example – the 6 surgical departments processed

• ver 36,000 UK and KMSF accounting documents in FY12.
• The IBU will be responsible for processing the transactional activities, a few examples

include: Payment Request Document (PRD):

• Enter PRD in SAP system
• Get appropriate electronic approval
• Scan documentation and attached to PRD in SAP
• Deal with missing documentation, inappropriate purchases, etc.

Pro-cards:

• Edit to correct cost center in SAP
• Obtain signature of editor and approver

Surgical IBU Pilot – Finance/Procurement

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DRAFT

• Reviewed Current Status
• Identified IBU and Department Activities
• Identified IBU Job Positions and Developed

IBU Staffing Structure

• Benchmarked IBU FTE Needs
• Created IBU Job Description and Defined

Training Needs

• Developed IBU Process & Communication

Flows

• Identified IBU Performance

Expectations/Key Performance Indicators (KPIs)

• Provided IBU Recommendations

Tasks Performed

• Services Performed at IBU (see next page)
• IBU Staffing (see next page)
• Cross Training IBU Staff
• IBU Performance Expectations/KPIs
• IBU Training
• Budget Analyst
• Job Family Framework
• IBU Space Needs and Location
• Other Recommendations in Process

Improvement Recommendations

Finance Task Force Update – Tasks Performed and Recommendations

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DRAFT 2 Renovate Surgical IBU space, and move IBU Manager and Staff to the space. 3 Redefine functions remaining in Surgical Departments. 4 Continue Billing task force and HR task force. 1 Posted and will interview Surgical IBU Manager and IBU Finance and Accounts Payable staff positions.

Surgical IBU Pilot – Next Steps

5 Effective communication.

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DRAFT

Questions/Feedback

Questions/Feedback

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DRAFT If you have questions about the IBU or would like to share feedback, please email IBUfeedback@uky.edu or contact: Roxie Allison roxanne.allison@uky.edu Christy Anderson christy.anderson@uky.edu Rebecca Napier rnapi2@uky.edu Catie Lasley Catie.Lasley@uky.edu John Case f.john.case@us.pwc.com Ivy Xie ivy.q.xie@us.pwc.com Your department administrator

Regular communication by email and monthly open forum. New website coming soon!

Questions

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DRAFT

• 1. Why are we changing the current model?
• 2. Why did we select an IBU model? Were any other models

considered?

• 3. What does it mean to have a new model? How does this impact

existing staff?

• 4. How are decisions being made?
• 5. Will other areas transition beyond the Surgical pilot?
• 6. How will we know if the IBU initiatives are successful?