1. BUSINESS PROCESS IMPROVEMENT (BPI) & SHARED SERVICES CENTER (SSC) UPDATE www.umbc.edu Nico Washington Ben Lowenthal 11/20/13

2. Business Process Improvement Background What is Business Process Improvement? Business process improvement (BPI) is a systematic approach for reviewing and optimizing current business processes to achieve more efficient results. Why undertake Business Process Improvement? To help understand and analyze current business processes To address areas of weakness and opportunities for improvement To allow business processes to be redesigned for improvement and greater efficiencies To standardize business processes To identify areas where training is lacking or needs improvement To clearly identify roles and responsibilities To provide an opportunity for stakeholders to communicate with each other www.umbc.edu

3. Workgroup Formulation www.umbc.edu BPI identified as a pre-requisite in the Task Force Report UMBC established Business Process Improvement Workgroups consisting of key, cross campus personnel to assist in accomplishing all of the above. Full day retreats for each workgroup led to recommendations shared below

4. 4  Confirmation of expectations  Review and prioritization of areas for improvement  Idea generation – potential improvements and recommendations  Development of recommendations and action plans  Initial preparation of report out Post-Session Work Completion of report out  Report out to appropriate management  Final decisions from sponsors & champions  Stage Setting  Definition of Scope  Team Start-up  Initial Work on Understanding the Process  Initial Work on Identifying Potential Areas for Improvement Post-Session Work Submit additional thoughts re areas to improve Think through potential improvements PlanConduct Implement Work-Out Road Map Kick-off (2 hours) Main Session (Full Day) Closing Session www.umbc.edu

5. Hiring/Payroll Workgroup www.umbc.edu Facilitators Nico Washington/Ben Lowenthal/Joe Raia (GlimmerGlass Consulting) Members Lynne Allen – Business Services Specialist, The Hilltop Institute Eva Dominguez – Assistant Dean, Arts Humanities & Social Sciences Jean Donohue – Executive Admin. Asst., Financial Services Lisa Drouillard – Director, Human Resources Gina Fischer – Business Manager, COEIT Dean’s Office Kim Harris - Employment Manager, Human Resources Jane Henderson – Business Services Specialist, Chemistry & Biochemistry Janice O’Neill – Business Services Specialist, Arts, Humanities & Social Sciences Linda Shern – Office Supervisor, Academic & Pre-Professional Advising Tina Stanger – Director, Office of Sponsored Programs Rebecca Struckmeier – PeopleSoft Support Manager, Financial Services Trina Torkildsen – Accountant I, Sociology & Anthropology

6. Procurement/Accounts Payable Workgroup www.umbc.edu Facilitators Nico Washington/Ben Lowenthal/Joe Raia (GlimmerGlass Consulting) Members Deneen Blair – Assistant Director, Mathematics and Statistics Myrle Combs – Business Manager, Student Affairs Business Services Ctr. Ann Fusselbaugh – Admin. Asst. II, Procurement Anna Gosden – Manager, Business Services, Facilities Management Cindy McGowan – Business Manager, Academic & Pre-Professional Advising Linda Miller – Manager, Business Services, Financial Services Delores Pertee – Contract Administrator, Procurement Creighton Smith – Manager, Chemistry & Biochemistry Kathy Suess – Business Manager, College of Engineering & Information Technology Elle Trusz – Program Mgmt. Specialist I, Gender and Women’s Studies Margo Young – Business Manager – JCET/GPHI

7. Five major categories for improvements: www.umbc.edu Training Communication Reduction of paper forms Workflow for approvals Standardization of process across campus

8. Recommendation groups: “Quick hits” are those ideas that we believe can be implemented in the near future (1-3 month time frame). Longer-term recommendations are those that will take more than 3 months to implement. www.umbc.edu

9. Sample Quick Hits –Develop process checklists and/or training guides (All areas) –Electronic timesheets –Improve staff training (All areas) –Refresher Training; Lunch & Learns (All areas) –Develop mentor lists (HR/Payroll) –Each department appoints an HR liaison –Glossary of reports – what to run for each issue (Payroll & AP) www.umbc.edu

10. Sample Long-term Recommendations –Evaluate signature requirements on hiring documents –Convert paper forms to e-forms with workflow (All areas) –Proper documentation with examples (AP/Procurement) –Automate closing of POs and liquidating of encumbrances –Update Financial Services website www.umbc.edu

11. SSC Phase I First two Phase I Centers will be established in:  College of Natural & Mathematical Sciences (CNMS)  Academic Affairs Other Units Space is identified in:  Dean’s area in CNMS  Will initially share space with Academic Affairs www.umbc.edu

12. Short-term Timeline www.umbc.edu

13. Long-term Timeline Phase I implementation – Calendar year 2014  Incorporate lessons learned and expand to other areas on campus Phase II – Planning & Implementation – 2014 – 2015  Move other administrative tasks into SSCs Phase III (2016 and beyond) – Continuous assessments and adjustment until success is established www.umbc.edu

14. Why Shared Services Centers? Promising future and potential growth at UMBC Audit spotlight increasing – Federal reviews in many area – Constant State Legislative and Internal Audits Auditors are required to audit maximization of F&A – Multiple new federal requirements. www.umbc.edu

15. Why Shared Services Centers? Improved business process efficiencies. – 25% error rate on misc. reimbursements and payment requests – P-card fraud and unallowable purchases (e.g – alcohol, items sent to home addresses). – Retros to correct initial entries (More than 2000 transactions totaling over $9M annually) www.umbc.edu

16. Why Shared Services Centers? Provides backup and cross training in case of resignations, extended absences. Allows for development of expertise in specific areas of need. Frees up remaining academic support staff to concentrate on their primary tasks; supporting students and faculty. www.umbc.edu

17. Shared Services Centers Organization www.umbc.edu Advisory Committee is forming – will oversee and guide through implementation Hiring/Payroll Implementation Workgroup AP/Procurement Implementation Workgroup Training Workgroup Communications Workgroup Documentation Workgroup FUTURE – Research Administration Workgroup

18. Volunteer Opportunities www.umbc.edu We need volunteers for serving on the following groups: – Hiring/Payroll Implementation Workgroup – AP/Procurement Implementation Workgroup – Training Workgroup – Communications Workgroup – Documentation Workgroup – FUTURE – Research Administration Workgroup If interested, please email Nico or Ben - ssc@umbc.edu ssc@umbc.edu

19. Stay Up To Date www.umbc.edu The Shared Services Centers at UMBC myUMBC Group is the primary source of information for the campus. Currently have 154 members Please join! Please go to your myUMBC home page, choose “Groups” from the dropdown, then “Browse/Search Groups” for the “Shared Services Centers at UMBC” group.myUMBC home page Click the blue “Follow Group” button on the right.

20. CNMS SSC Analyzing Past, Present, and Future www.umbc.edu Bill LaCourse Dean, CNMS

21. Questions/Comments www.umbc.edu