Regional Discussions on Efficiency and Excellence Multipurpose Room - - PowerPoint PPT Presentation

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

3

• Dr. Donald Christian, President,

SUNY New Paltz

4

Shared Services Overview & Update Brian Hutzley, Vice Chancellor

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

• perations 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

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

• ur students and New York State.

Responsibility to Students and Tax Payers

Shared Services are high on agendas across Higher Education

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. – U. Michigan AVP Finance 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.

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

▪ Create central SS

• rganization to

coordinate overall initiative

▪ Further detail the

approach for select activities

▪ Design, pilot, and

expand system-wide delivery & financial model for priority

• pportunities

▪ McKinsey & Company

Engagement

▪ High Level Data Analysis

▫ Collected and analyzed staff

and cost data

▪ Key Stakeholder Interviews

▫ Asked campus leaders for input

• n the prioritization of SS
• pportunities

▪ Compared SUNY’s shared

services plans to best practices

▪ Obtained input from the SS

Steering Committee and project managers

▪Engage campus leaders in a

discussion about the recommendations for SS activities and priorities

▪Align select priorities ▪Decide on the process for

developing projects to address selected priorities

▪Develop and agree on

principles for working together

Review of the Operational Efficiencies &Service Excellence: SS Implementation Plan

Work with Campuses to Develop Refined SS Plan

Future Present Past

Shared Services Process Review

Design, Implement & Deliver Select Activities in Shared Environment

Guiding Principles

Design

▪ Create processes for active campus input into design and

implementation

▪ Increase career opportunities for functional staff and

access to specialized skills

▪ Provide a net positive financial and service benefit for each

campus

Implementation

▪ Focus on change management and frequent two-way

communication

▪ Ensure accountability for service excellence, efficiency,

and campus benefits

▪ Thoughtfully leverage existing investments and align with

• ther initiatives

▪ Whenever feasible, combine resources to drive

specialization and efficiency

Priorities

Phase 2: Pilot and scale- up major functions Phase 3: Expand to new activities Phase 1: Quick wins, major functions & key enablers July 2014-June 2015 July 2015-June 2016 Now-June 2014

HR

Self-service

▪ Large savings opportunity ▪ Necessary for rollouts in later

phases Criteria

▪ Dependent on enablers

in phase 1

▪ Dependent on activities

in phases 1 and 2

Academic and student support

Continue implementation of common student information system Registrar transactional activities Admissions processing Student billing and collection Financial aid

Finance

FP&A reporting General accounting

Procurement

Strategic sourcing Procurement processing

IT infrastructure

Application management for shared platforms End user services Data centers Networking Help desk

IT enablement

Timing1

1 Indicates when implementation for an activity will start. Select activities will extend into the next phase

Preliminary – needs campus input and revision

Process

• 1. Design
• 2. Pilot
• 3. Expand

▪ Review data and set

goals

▪ Develop options for

service delivery, including:

• Funding model
• Performance

management

• Campus / customer

service

▪ Choose options to pilot ▪ Select pilot campuses ▪ Continually monitor pilot

performance

▪ Revise delivery model as

needed

▪ Sign off on success or

further revision

▪ Create organization to

• versee system

transition

▪ Build a phased approach

to transition

▪ Transition campuses to

shared delivery model

▪ Track new delivery

model against targets

▪ Realize benefits &

reinvest savings Activities Objective Work with campus staff to create SS delivery model Test delivery model with volunteer campus(es) Roll out delivery model when proven successful in pilot

Campus Input

Common Themes

Funding Students

Timing

Support

Design Collaboration Data

Campus

Priorities

Skepticism

Resources

Regional

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

Campus Alliance Network

• Create partnerships across the

system to generate additional savings and best practices

• Opportunities include:

– Student Services – Tutoring – Housing and Food Services – Library Services – Student Activities – Employee Services – Economic Development Initiatives – Sponsored Program Support – Academic Affairs

Campus Alliance Networks: Administrative Alliances Campus to Campus Initiatives Regional Initiatives

(1) Ownership; alignment

“I will do everything possible to make this decision succeed.” (2) Buy-in; on-board “I will do my part to support this decision.” (3) Compliance “I can live with this decision and won’t do anything against it.” (4) Succumb/surrender “I give into this decision and won’t fight it.” (5) Resistant “I will fight this decision all the way.” (6) Sabotage “I will do everything in my power to make this decision fail.” (7) Apathy “I really do not care whether this decision fails or succeeds.”

Alignment

Breakout Discussions

Discussion Format

• Required Roles:

– Facilitator (assigned) – Reporter (take notes and provide report out)

• Introductions
• Presentations on current collaborations (10 – 15 minutes each)

– Name, description and status of the project or work area; – Campus, SUNY-wide or external stakeholders; – Barriers to completion; – Success to date; and (if applicable) estimated dollars saved.

• Discussion around the following questions

– What campuses are you working with or have you worked with? – Have you identified any new initiatives? – What have you learned in the process? – What recommendations do you have? – What could SUNY do to enable or encourage more campus-to-campus, multi- campus or regional collaborations?

Locations

• Session 1: Academic Programs, Student Support Services, and

Institutional Research, Room 401/405

• Lead by Ed Engelbride and Rick Miller
• Session 2: Finance, Procurement, and MWBE, Room 418
• Lead by Thomas Hippchen and Pamela Swanigan
• Session 3: Financial Aid and Student Accounts, Room 402
• Lead by Patricia Thompson
• Session 4: Human Resources and Payroll, Room 409
• Lead by Julie Petti
• Session 5: Information Technology, Room 407
• Lead by David Powalyk
• Session 6: Leadership, Room 202
• Lead by Brian Hutzley

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We have convened breakout sessions. Please rejoin us for the plenary at 2:45 p.m.

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Debriefing the Breakout Discussions. Highlights from each discussion.

(1) How did you form your project team? What advice would you give another group that was beginning a collaborative project? (2) What difficulties, obstacles or other roadblocks were encountered as your group(s) worked together? How did you overcome them? (3) What processes or best practices enabled your project to move forward? What kind of support could campuses or System provide to encourage or empower campus or regional collaboration?

Report Out

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Best Practices In Action

Campus to Campus Collaboration

• IT Facilities Resources and Shared Services

Agreement

– Executed Memorandum of Understanding (MOU) – Formalizes and defines resource sharing between State-operated campus and community college

• Model for future partnerships

Collaborative History and Process

• Long standing history of mutual support including

joint and articulated programs; faculty collaborations; and student transfer

• Conducted joint meetings to identify
• pportunities for shared IT facilities, resources

and services

• Direct private fiber connectivity will enable and

support potential mutually beneficial IT support services

• Will also locate IT equipment at one another’s

facilities

MOU Highlights

• Contract from September 1, 2013 through

August 31, 2018

• UAlbany agreed to manage connectivity and

contract with a third party for additional maintenance services

• HVCC’s data center will house equipment
• Agreement may be amended to co-locate

services upon request of HVCC

SUNY System Administration Recognizes:

• Christine Haile and the Office of the Chief Financial

Officer, University at Albany

• Steve Chen and the Office of Information Technology

Services, Hudson Valley Community College

• Susan Phillips, University at Albany

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Closing Remarks and Wrap Up

(1) Ownership; alignment

“I will do everything possible to make this decision succeed.” (2) Buy-in; on-board “I will do my part to support this decision.” (3) Compliance “I can live with this decision and won’t do anything against it.” (4) Succumb/surrender “I give into this decision and won’t fight it.” (5) Resistant “I will fight this decision all the way.” (6) Sabotage “I will do everything in my power to make this decision fail.” (7) Apathy “I really do not care whether this decision fails or succeeds.”

Alignment

Access, Completion, Success!

• Achieving this mission will require:

– A new way of operating

• Shared services will help us to provide greater

efficiencies and improved services to students, faculty and staff.

• Campus-driven/System-supported projects will

succeed!

New Possibilities

• As we move to a shared model, we will begin

to act not simply as administrators, but as innovators.

– We will ask:

• How can SUNY best serve our students?
• Can we develop meaningful career paths for our staff?
• What is possible for SUNY to accomplish as a system,

that cannot be accomplished by a single campus?

Working Together

• Shared Services is not just an operating

model.

• It is a change in culture that will allow us to

work together and achieve great things!

• It is Shared Vision!
• It is Shared Responsibility!
• It is Shared Success!

DREAM!