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Shared Service Centers Case Study:
Liberal Arts & Sciences

November 2013

Facilities Services Case Study:
Strong Hall

November 2013



Transforming How KU Operates

KU is dedicated to being recognized among the top-tier public international research universities. To meet the expectations we have for ourselves, the aspirations we have for our state, and the hopes we have for our world we must all participate in making our organizational structure more effective and efficient. Meeting the goals of Bold Aspirations, our strategic plan, will require significant resources. By implementing Changing for Excellence, we will transform administratively and operationally so we can invest in our priorities.

Comprehensive Review

A review of KU's administrative practices and procedures began in April, 2011. For six months, the entire university worked to identify areas of opportunity and then to develop business cases and implementation plans. A full archive of this open and transparent process is available on the Chancellor's webpage.

During the strategic planning process for Bold Aspirations, one of the six goals identified was to responsibly steward fiscal and physical resources. Changing for Excellence is a key part of meeting this goal.

Tracking Our Progress

For each of the business cases selected, we will track progress by developing a timeline for implementation, tracking individual projects, and totaling our savings. Individual pages contain information on the efficiencies being pursued and news items related to each case, the teams leading the efforts and information on public meetings, and the opportunity to provide feedback. We anticipate most business cases will be implemented no later than the end of 2014.

Click here to access bi-weekly updates for each business case and overall news.



Message from Chancellor Gray-Little and Provost Vitter

Chancellor and Provost

We have engaged in some difficult discussions. Now, it is time to begin the hard work of transforming the way KU does business.

For much of 2011, the campuses of The University of Kansas engaged in an unprecedented level of inspection across all of our administrative areas. Since Changing for Excellence was first announced, hundreds of meetings, ranging from one on one interviews to campus wide town halls, have occurred to discuss how KU can more efficiently manage our resources.

As we move forward with implementing our selected business cases and our efforts to improve efficiencies at KUMC, the libraries, and in research administration, your input will continue to be critical. This will remain a collaborative and open process.

There are inefficiencies in our administrative processes, and in many cases these inefficiencies are compounded by limits placed on our talented staff members. On behalf of the executive committee, we want to thank you for your contributions and assure you we will be addressing the inefficiencies, removing the limitations, and ensuring we are carefully dedicating our resources to meeting our mission of educating future leaders, building healthy communities, and making discoveries that will change the world.

Bernadette Gray-Little, Chancellor
Jeffrey S. Vitter, Provost & Executive Vice Chancellor

Diane Goddard
Diane Goddard
Vice Provost for Administration & Finance

Changing for Excellence

Implementation of Changing for Excellence is being led by Diane Goddard, who has served as Vice Provost for Administration and Finance since November, 2008. Prior to that Diane was the Associate Vice Provost/Comptroller for the Lawrence Campus of The University of Kansas. As Comptroller since 1998 her principal responsibility included maintaining institutional fiscal integrity and accountability. She has also served as Acting Budget Director, Director of Purchasing, and as Associate Comptroller at the University of Kansas.

Diane worked closely with the Huron Consulting Group during the first two phases of Changing for Excellence. During phase III, she will provide oversight and will work closely with each of the team project leaders (pictured below) and the Changing for Excellence Advisory Committee on the business cases being implemented by the University of Kansas.

Richard McKinney
Richard McKinney
Associate Vice Provost for Fiscal Services/Budget Director

Budgeting Process

    • Redesign the annual budget allocation process.
      • Encompass all sources of funding in the allocation process.
      • Expand budgeteers' responsibilities.
      • Reveal key drivers and metrics.
    • Create budgetary incentives to increase student enrollment.
      • Improve comprehensive budget understanding.
      • Provide improved budget transparency for all stakeholders.
      • Build budgeting and resource management into the KU strategic planning process.
»Read more about the budgeting process
Jason Hornberger
Jason Hornberger
Assistant Vice Provost for Business Operations

Shared Service Centers

  • Create "regional" shared service centers.
    • Create up to nine regional shared service centers across the Lawrence campus.
    • Centralize processing of financial and human resource transactions.
    • Integrate technology support into the shared service centers.
  • Redesign key business processes.
    • Improve customer service.
    • Ensure cross-training of staff and natural backup support.
  • Reorganize job functions performed in departments and shared service centers.
    • Decrease errors and compliance risk.
    • Allow departments to focus on their core competencies.
  • Improve career paths for budget and human resource staff.
»Read more about shared service centers
Barry Swanson
Barry Swanson
Associate Vice Provost for Operations/Chief Procurement Officer

Construction

  • Create a unified purchasing group for all KU campuses.
  • Standardize and strengthen contracts across campuses.
  • Create a KU construction team (at the Lawrence campus).
  • Update campus master plans.
  • Create multi-disciplinary team to update process for building/renovating lab space for researchers.
»Read more about construction
Matt Melvin
Matt Melvin
Vice Provost, Enrollment Management

Enrollment Management - Domestic & International

  • Enhance Quality of Domestic Enrollment
    • Increase number of qualified candidates in inquiry pool.
    • Increase number of freshman and transfer students.
    • Maintain quality of freshman GPAs and standardized test scores.
    • Increase freshman socioeconomic and ethnic diversity.
    • Increase freshman to sophomore retention rate.
  • Enhance International Recruitment
    • Increase international freshman enrollment.
    • Establish long-term, student-productive partnerships abroad.
    • Activate the flow of a new category of international students to campus (visiting non-degree students).
»Read more about enrollment management
Charlie Bankart
Charlie Bankart
Assistant Vice Provost, International Programs

Enrollment Management - Domestic & International

  • Enhance Quality of Domestic Enrollment
    • Increase number of qualified candidates in inquiry pool.
    • Increase number of freshman and transfer students.
    • Maintain quality of freshman GPAs and standardized test scores.
    • Increase freshman socioeconomic and ethnic diversity.
    • Increase freshman to sophomore retention rate.
  • Enhance International Recruitment
    • Increase international freshman enrollment.
    • Establish long-term, student-productive partnerships abroad.
    • Activate the flow of a new category of international students to campus (visiting non-degree students).
»Read more about enrollment management
Barry Swanson
Barry Swanson
Associate Vice Provost for Operations/Chief Procurement Officer

Facilities

    • Consolidate Lawrence Campus custodial and maintenance operations.
    • Redesign operations and procedures to increase productivity.
    • Improve communications to/from university depts. for accurate and timely information on procedures, pricing and performance.
    • Reduce utility use and cost.
»Read more about facilities
Ola Faucher
Ola Faucher
Director, Human Resources

Human Resources

  • Standardize HR policies and processes.
  • Implement new workflow enhancement software.
  • Launch a benchmarking study to ensure compensation standardization.
  • Better position respective HR departments to serve the University's needs.
  • Assess and enhance performance management and staff training practices.
  • Align HR organizations with KU's strategic requirements.
»Read more about human resources
Lorraine Haricombe
Lorraine Haricombe
Dean of Libraries
Barry Swanson
Barry Swanson
Associate Vice Provost for Operations/Chief Procurement Officer

Procurement & Sourcing

  • Reorganize central procurement processes to ensure better overall purchasing management.
    • Improve technology and automate operations to increase efficiencies in procurement payment processes.
  • Increase collaboration among central procurement, KUMC and campus departments.
    • Eliminate shadow systems to improve the quality of data used in making purchasing decisions.
»Read more about procurement & sourcing
Kristi Billinger
Kristi Billinger
Assistant Vice Chancellor, Research & Graduate Studies
Bob Lim
Bob Lim
Chief Information Officer

Information Technology

Savings have been identified across all campuses ranging, once fully implemented, from $50,000 annually to over $5 million annually.

Opportunities are being pursued in six individual areas:

  • Server Centralization
  • Reorganize and Redefine IT staff and organization
  • Increase Usage of Multi-Function Devices (MFDs) for desktop printing
  • Implement a Single Identity Management System across all campuses
  • Network Optimization
  • Leverage Software Purchasing
  • The unifying element of each opportunity is coordination across all campuses.
»Read more about technology
Project schedule

Click on the number in the active or completed column to see the list of projects and percent completed for each business case. Table updated: July 2014. The next update is anticipated to occur in October 2014.

Business Case Active Projects Completed Projects Total Projects
Budgeting Process 3 0 3
Shared Service Centers 1 1 2
Construction 0 3 3
Enrollment Management - Domestic 0 4 4
Enrollment Management - International 2 2 4
Facilities 1 3 4
Human Resources 3 1 4
Libraries 1 3 4
Procurement & Sourcing 1 4 5
Research Administration 3 0 3
Information Technology 5 6 11

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