Harnessing Systemness: Regional Discussions on Efficiency and Excellence Multipurpose Room 202, Student Union, SUNY New Paltz October 20, 2013
Agenda • Welcome and Introductions – Dr. Donald Christian, President, SUNY New Paltz • Shared Services Overview & Update – Brian Hutzley, Vice Chancellor, The State University of New York • Breakout Discussions by Functional Area – Session 1: Academics Programs and Student Services – Session 2: Finance, Procurement, and MWBE – Session 3: Financial Aid and Student Accounts – Session 4: Human Resources and Payroll – Session 5: Information Technology – Session 6: Leadership • Break • Report Out • Closing Remarks and Wrap Up – Brian Hutzley, Vice Chancellor for Shared Services and Regional Economic Development, The State University of New York
Dr. Donald Christian, President, SUNY New Paltz 3
Shared Services Overview & Update Brian Hutzley, Vice Chancellor 4
Access, Completion and Success
The Vision Access, Completion and Success • Improving core services across campuses for students, faculty and staff • Meeting and exceeding our students’ expectations for seamless student services beyond boundary constraints. • Appropriately realigning funding to meet the goals outlined in SUNY’s vision
The Vision The New Model = Working Together Multidimensional Campus to Campus Regionally System-wide Locally Across the State Nationally
Shared services can support SUNY’s mission and goals
Best-in-class customer service in support functions
Increased focus on and resources for core mission activities
More cohesive/coordinated operations across the SUNY system
Many Challenges Facing Higher Education Facing Challenges. • Budget Pressures – 22% drop in direct State tax spending since 2007-08 • Climbing Tuition – Resident undergraduate tuition has increased since 2007 -2008 • 35% at State-operated Campuses • 21% at Community Colleges • More Scrutiny of University Spending – 57% of parents question to value of tuition paid • Increasing Competition Among Schools – In-State competition from 209 institutions • Shrinking applicant pool – Experts estimate that the applicant pool with shrink 11% by 2005 • Rapid Changes in Technology – Increased demand for online education delivery
The Goal Over the next 3 years, SUNY will shift 5% of our spending to direct instruction and student services, resulting in $100M being reinvested . • Campus Based Priorities • Student Centered Strategies • Savings Remain at Source • Investment in savings will be required Year 1: $20M redirected – 20% of $100M goal
Campus Reinvestment Plans Major Themes: 1. New faculty hires 2. Financial aid programs, tuition credits, and scholarships 3. Career development programs and staffing 4. Tutoring and academic advisement 5. New academic and instructional equipment
Beyond Savings • Service Excellence • Innovation • Quality Improvements • Efficiencies • Best Practices • Savings and Reinvestments
Responsibility to Students and Tax Payers Rational Tuition Came With a Commitment! Maintenance of Effort protects the tuition from being “swept” which allows SUNY to deliver savings to our students. Shared Services is an opportunity to provide greater efficiencies and improved services to our students and New York State .
Shared Services are high on agendas across Higher Education I see shared services as something that is inevitable. It’s the next logical influx of thinking in the business world brought into higher education. – U. Michigan AVP Finance Providing service through hundreds of separate and unconnected databases […] is not the model used by other large enterprises, nor is it the model our funding partners in the governor’s office and the General Assembly expect us to continue to utilize in the 21st century. The help the department registrar has received from the shared services unit has been exemplary , and services important to the local culture of the department have been maintained.
The Shared Services Initiative What it is: • A new model for the delivery of services – SUNY-wide, regional, multi-campus and campus to campus. – SUNY-wide use of seamless systems. – SUNY-wide recognition and adoption of best practices. • Standardization and simplification of processes to improve effectiveness and efficiency .
The Shared Services Initiative What it is not: • Shared Presidents. • Dilution of unique campus identities. • Blunt instruments for cost reduction aimed at process consolidation or headcount reduction.
Update
Shared Services Process Review Past Present Future Review of the Operational Design, Implement & Work with Campuses Efficiencies &Service Deliver Select to Develop Refined SS Excellence: SS Implementation Activities in Shared Plan Plan Environment ▪ McKinsey & Company ▪ Engage campus leaders in a ▪ Create central SS Engagement organization to discussion about the ▪ High Level Data Analysis coordinate overall recommendations for SS ▫ Collected and analyzed staff initiative activities and priorities and cost data ▪ Further detail the ▪ Align select priorities ▪ Key Stakeholder Interviews approach for select ▪ Decide on the process for ▫ Asked campus leaders for input activities on the prioritization of SS developing projects to ▪ Design, pilot, and opportunities address selected priorities expand system-wide ▪ Compared SUNY’s shared ▪ Develop and agree on delivery & financial services plans to best practices principles for working model for priority ▪ Obtained input from the SS opportunities together Steering Committee and project managers
Guiding Principles ▪ Create processes for active campus input into design and implementation ▪ Increase career opportunities for functional staff and Design access to specialized skills ▪ Provide a net positive financial and service benefit for each campus ▪ Focus on change management and frequent two-way communication ▪ Ensure accountability for service excellence, efficiency, and campus benefits Implementation ▪ Thoughtfully leverage existing investments and align with other initiatives ▪ Whenever feasible, combine resources to drive specialization and efficiency
Preliminary – Priorities needs campus input and revision Phase 3: Expand to Phase 2: Pilot and scale- new activities Phase 1: Quick wins, major up major functions functions & key enablers Timing 1 Now-June 2014 July 2014-June 2015 July 2015-June 2016 Strategic sourcing Procurement processing Procurement IT Data centers Networking Help desk infrastructure Application management for IT End user services shared platforms enablement FP&A reporting General accounting Finance HR Self-service Student billing and collection Academic Admissions processing Financial aid and student Registrar transactional support activities Continue implementation of common student information system ▪ Large savings opportunity ▪ Dependent on enablers ▪ Dependent on activities Criteria ▪ Necessary for rollouts in later in phase 1 in phases 1 and 2 phases 1 Indicates when implementation for an activity will start. Select activities will extend into the next phase
Process 1. Design 2. Pilot 3. Expand Objective Work with campus Test delivery model with Roll out delivery model staff to create SS volunteer campus(es) when proven delivery model successful in pilot ▪ Review data and set ▪ Select pilot campuses ▪ Create organization to Activities goals oversee system ▪ Continually monitor pilot transition ▪ Develop options for performance ▪ Build a phased approach service delivery, ▪ Revise delivery model as including: to transition needed ▪ Transition campuses to Funding model ▪ Sign off on success or o shared delivery model Performance further revision o ▪ Track new delivery management model against targets Campus / customer o ▪ Realize benefits & service reinvest savings ▪ Choose options to pilot
Campus Input
Common Themes Resources Students Priorities Collaboration Support Funding Design Regional Campus Data Timing Skepticism
Common Themes • Continue to be mindful of campuses’ individuality, unique culture and specific needs • Timing is critical - be flexible with implementation schedules • Fears related to loss/redeployment of staff and the need for on-site services
Next steps
Next Steps • Continue Campus Engagement • Enhance the Role of the Steering Committee • Charter • Work Groups (Finance, Communication) • Align on Priorities, Process, and Principles for Shared Services with campuses under the guidance of SUBOA and CCBOA • Develop Specific Business, Implementation or Operating Plans for Selected Priority Activities with the leadership of SUBOA and CCBOA.
Working Together: Campus to Campus
Shared Services Strategic Priority Areas
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