What is it? 1 5/13/2019 Reimagining UW- Madisons administrative - - PDF document

5/13/2019 1

ADMINISTRATIVE TRANSFORMATION PROGRAM

What is it?

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Reimagining UW-Madison’s administrative infrastructure

People Process Technology

Why?

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Administrative complexities constrain advancing our mission.

1

No formal career pathing Systems developed to address gaps in enterprise software

“Everything is urgent…”

Inconsistent role definitions

“We have a huge lack of internal controls.”

“I spend a lot of time on little transactions versus big picture/strategic work.”

5/13/2019 4 HRS Time and Accounting was purchased for Monday-through- Friday people. We have folks on rotating schedules, 24/7, holidays and the like that the current system is incapable of

• handling. It makes it really difficult for operations to function if

you want people to be accountable for their time.

“

Processes that should be simple and easy are time-consuming and

• cumbersome. It took 6 months to pay

an international speaker $300. We must complete 5 forms to pay for a $30

• lunch. HR processes, including

recruitment, are difficult, as we must use multiple systems with little information or training.

“ ”

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Current administration systems are inefficient.

2

We pay a student to run between 21 N Park, WCER and School of Education three times a week. The student brings all the paperwork that needs a signature, including checks and HR

• information. We don’t trust interoffice

mail—it could take up to a month.

“ ”

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Position changes are a pain point. For example, we can’t make updates to job descriptions unless there is a pay adjustment. If one duty changes, the system requires a 5% pay adjustment. The job descriptions don’t accurately reflect the work.

“ ”

Making changes to one’s direct deposit is an unnecessarily complicated process. Say one wants to update their bank

• account. That employee must complete at

least four steps, including delivering an updated form in-person. Then staff make the update manually. The entire process typically takes days or weeks. This should be a simple update an employee makes

• nline, completed in seconds or minutes

instead of days or weeks.

“ ”

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“Nothing talks to each other.”

Metrics and reporting capability is insufficient.

3

5/13/2019 8 “We aren’t measuring things like diversity and turnover as a campus—this is a pressing issue when thinking about competition in IT.” “Capital project tracking is impossible.” “Cost accounting is needed—we just focus on what it costs after the fact.” “We can’t trust the data.”

What are we looking for?

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Intentionally designed processes Enhanced decision support Outstanding experience Empowered stakeholders Sustainable infrastructure

Our vision

Outstanding administrative services that enable us to support the excellence of UW–Madison’s research, teaching, outreach & public service

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Who’s involved in ATP?

Program leadership

Strategy Engagement and change management Program enablement Continuous improvement

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How?

Discover Transform Sustain

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Stakeholder participation in the discovery process included individuals in central and distributed units, administrative, auxiliary, and academic units, and units who steward IT systems and constituent units.

Total Received In Progress Cancelled General 3 3 (100%)

• HRS

12 12 (100%)

• SFS

21 21 (100%)

• SIS

15 12 (80%) 2 (13%) 1 (7%) Research

• DoIT/AIMS

15 13 (86%) 1 (7%) 1 (7%) UW System 7 7 (100%)

• Total:

73 68 (93%) 3 (4%) 2 (3%)

Data Requests

Total Complete Central & Auxiliary 80 80 (100%) Academic 58 58 (100%) UW System 17 17 (100%) Total: 155 155 (100%)

Stakeholders

Institution-wide engagement

Here’s what happens in the next 6 months:

UW-Madison + UW System Committees, comms, staff Concept: Chart

• f accounts

RFP

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ADMINISTRATIVE TRANSFORMATION PROGRAM

For more info: Contact email address