1. Shared Services Initiative Summary of Findings and Next Steps

2. Service Center Initiative – Project Timeline Varied levels of service quality Slow cycle times Limited consultative and strategic services Increased error rates Inconsistent business practices Data security risks Missed opportunities Higher turnover rates in services positions Where Are We Today “Diagnostic Assessment” Where Are We Today “Diagnostic Assessment” Communication – Stakeholder Reviews - Feedback Where do We Want to Be “Solutions and Organization Design” Where do We Want to Be “Solutions and Organization Design” How Will We Get There “Implementation Planning” How Will We Get There “Implementation Planning” Recommendation January 2014 February – March 2014 April – May 2014June 2014 SOAR Analysis Committee Brainstorming Stakeholder Interviews Information Gathering Central Office Presentations Develop Findings High level model creation External best practices review Process design Concept validation Model refinement, detailed model design and testing Roll-out strategy Detailed process design Technology integration plan Facilities plan People plan Review and consider recommendations

3. Structural Highly distributed processes and services Inconsistent application of policies and processes People and Culture Varied levels of specialized skills and competencies Demands for more training Limited communication and collaboration between departments Lack of accountability and service level agreements Reliance on individual relationships Avoidance of risk Limited professional growth opportunities Technology Unleveraged and underutilized technology Demand for more automation of processes Varied levels of technology skills in units Shadow systems Process Manual and redundant processes Bureaucratic policies, rules and processes Limited measures and metrics Too many touch points Business Service Delivery – High Level Overview of Current State at DU The quality of business service delivery is being impacted by several factors

4. Business Service Delivery – Resulting Impacts of Current State at DU Uneven levels of service quality Slow turn around times Limited value- added consultative and strategic services Increased error rates Inconsistent policy administration Data security risks Missed opportunities Higher turnover rates in services positions Resulting Impact Several opportunities exist to improve the quality of services Consistent application and delivery of services Faster turn around times Increased accuracy of information Reduced compliance and security risks New value added service offerings Deeper skills and expertise

5. 1.Decentralized Functions and Processes ̶There are too many points of business service delivery across the campus resulting in varied competencies, inconsistent practices and control risks ̶Too many people are doing certain tasks too infrequently - leading to increased error rate. 2.Cumbersome and Manual Processes ̶Contract process most frequently cited as complex and cumbersome with long approval time periods ̶Time and attendance and other core processes are viewed as in need of improvement 3.Automated Systems ̶Banner system is reliable, but it is difficult to learn seen by some as outdated. ̶Widely varying degrees of success using Banner depending on individual expertise and length of time in the job. 4.Centralized Units ̶Central units seen as placing too many rules on business units ̶Some centralized processes and systems are seen as outdated –not modeling best practices 5.Communication and Collaboration ̶Enhanced communication and information sharing with units from the central unit is desired ̶Very little cross unit collaboration 10 Thematic Findings From Stakeholder Interviews 29 University stakeholders were interviewed which resulted in 10 thematic findings:

6. 6.Training and Education ̶Overall, there is a demand for more training opportunities across business functions 7.Accountability and Service Levels ̶Higher levels of accountability and a stronger commitment to excellence and customer service across all business functions is desired 8.Risk ̶Business functions overall are seen as having an aversion to risk ̶There is a perceived significant intolerance to risk in the contract process, which complicates the process and contributes to long timelines for processing ̶There are no clear standards for assessing risk and assessing and approving contracts 9.Morale ̶People report feeling overworked due to process and system inefficiencies –need more work-life balance. 10.Culture ̶Individual relationships are considered crucial for getting things done ̶Desire to spend time on strategic / value added services rather than spending time on transactions and low value activities ̶Some reported a culture of blame rather than culture of credit 10 Thematic Findings From Stakeholder Interviews

7. Broadly share results of Phase 1 “Where Are We Today” with Campus Leadership and Campus Community Seek feedback from key constituencies about initial findings and observations —Modify findings and observations as appropriate Engage the Shared Services Committee is Phase Two “Where Do We Want To Be” activities, including; Immediate Next Steps —Visioning exercises —Develop high level conceptual model —Collect and analyze internal data and metrics —Develop high level process designs —Define and differentiate roles within new model —Identify cultural and operational challenges —Review external models for best practice learnings —Identify technology needs and points of integration —Identify key service metrics within new model —Identify space and facility issues and design solutions within current environment —Identify opportunities to improve processes —Seek broader stakeholder input into conceptual designs at appropriate design points