Oregon State University
Restructuring Administrative Services
Phase 1 Project Plan
Introduction
The OSU Strategic Plan provides a long-term focus on building excellence in its programs and
developing a quality learning environment for its students. Achieving these goals requires
resources to build faculty capacity, enhance student experience, and improve the teaching and
research infrastructure.
In his annual State of the University address to the Faculty Senate, President Ray called upon
the university community to “re-examine how we manage the business activities of the
university to bring additional resources to bear on priority academic investments....This
approach will also create an opportunity to strengthen the university’s culture of service by
ensuring that our academic support activities and business practices are successful and
responsive as well as cost effective.”
The Case for Change
Under the current service model, administrative and business services are provided at multiple
levels of the organization. Authority, responsibility, and accountability are scattered. Many
processes and business transactions are paper-based and inefficient, resulting in lack of
timeliness and undue effort from staff. The institution is more rigid than necessary in many
cases in relation to actual risk and cost of errors.
Systems and processes have become increasingly complex, and administrative support staff at
all levels of the university are challenged to maintain the necessary skills and expertise to
perform these functions effectively in an ever more demanding environment.
A study of administrative services undertaken as a part of the OSU 2007 planning effort
recommended the implementation of regional business centers as a viable solution to improve
the efficiency and effectiveness of administrative systems across the university.
Current Service Model
Central Academic Units
Administrative Units CIP’s Departments
Focus is on management of
operational services and support Support Units
systems
Scope
Administrative services very broadly defined are all actions within the institution that support
though are not directly teaching, research, outreach or service. Such actions include, but are
not limited to, human resource activities, accounting, purchasing and other business-related
activities; marketing, events and communication; and provision of information services.
The scope of this project will be to transition a majority of administrative services functions
currently performed within colleges, departments, CIP’s, and support units to seven business
centers. Accordingly, the role of central units in delivering of administrative services will also
change. Many of the domain experts will be moved from central units to service centers. The
central service units will primarily be responsible for development of general policies and
standards and the general coordination, oversight and compliance at the university level. In
addition, the university–level units will be responsible for developing and implementing the IT
systems needed if full advantage of such a system is to be attained, the education and training
of service center staff, and effective communication across the system to ensure that best
practices are shared and solutions developed for common issues.
Proposed New Service Model
Central Admin Business Centers Units/
Focus is on management of
Units operational services and support Departments
systems
Assumptions
Specific assumptions related to the project approach, and timeframes include:
The goal of 75% of the decisions and processes associated with administrative services
will be completed at the business center level.
Necessary internal controls will be implemented as administrative functions are
regionalized.
Phase 1 will be a pilot project to develop the first Business Center.
Pilot implementation will be focused on business and human resource functions,
including purchasing, payables, receivables, grants and contracts, and HR functions.
Other functions to be considered for potential later implementation include some IT
services, desk top support, facilities management, scholarship administration,
communications, marketing, and events.
Implementation Strategy
A three-year process for implementing Business Centers will be initiated November 1, 2007. A
phased process will ensure a smooth transition, and the system can be refined as learning
occurs.
During 2007-08, the following activities will be accomplished:
• Clearly identify the responsibility and accountability of Business Centers, central
services, and other units.
• Establish a Business Center to serve the Colleges of Veterinary Medicine, Health and
Human Sciences, and Pharmacy.
• Identify and begin development on the IT systems needed for successful operation of
Business Centers.
• Identify education and training needs of Business Center staff, and initiate the process
• Implement a hiring plan that will minimize impact on existing employees.
• In the following two years, implement four additional Business Centers for the Academic
units and two for central and support units.
Workplan & Schedule
The purpose of this section is to define the major activities associated with the project.
The work effort is divided into the following tasks:
Task 1 – Develop Business Center Conceptual Model
Establish a set of principles to guide the process
Develop a Straw Model, including structure, responsibility, reporting
relationships, accountability
Gather feedback and refine Business Center Model
Task 2 – Develop a Human Resource Management Plan
Create a Training and Professional Development Plan
- Identify knowledge and skills required for new positions
- Create training opportunities within the units involved
Implement a Hiring Plan to minimize impact
- Develop new position descriptions
- Assign Business Center staff
Task 3 – Identify IT systems improvements required, including
Re-design and automate Accounts Payable processes
Implement Document Management across campus
Automate the Cashiering function
Implement a Scholarship Database
Automate Foundation reimbursements
Provide campus access to Facilities Focus software
Automate Human Resources functions
Task 4 – Redesign Business Processes
Determine current workload, processes, and staffing
Document user business requirements
Determine functions to be performed in center
Design new processes and identify new staffing required
Develop performance goals and metrics
Task 5 – Identify space requirements and Business Center location
Task 6 – Establish the first Business Center
Assign and train staff
Document policies and procedures
Make necessary budget and accounting changes
Locate and equip center
Begin operations!
Task 7 – Begin Phase 2 Planning
Identify three Business Centers for implementation in Year 2
Begin training staff for new positions
Task 8 – Manage the change process
Identify cultural, technical and organizational barriers
Develop a plan to manage or eliminate the barriers
Communicate the project purpose, activities, and results
Task 9 – Assess achievement of performance goals and metrics of the first Business
Center
Anticipated Milestones
Establish Steering Committee and Implementation Team Nov 15
Begin to define business requirements Dec 1
Develop a Straw Model for the Pilot
Gather data for business process re-design
Refine business requirements Dec 31
Gather feedback and refine Business Center Model
Define IT systems improvements required
Recruit Pilot Business Center Manager position
Develop Human Resource Management Plan
Continue business process re-design
Assign other Business Center staff Jan 15
Implement a Hiring Plan to minimize impact on staff Mar 1
Begin training business center staff
Identify Business Center location
Refine IT requirements
Complete initial redesign of business processes
Begin implementation of new processes Mar 15
Plan logistical changes to equip and furnish center
Implement Business Center Aug 1
Project Management Approach
The development and implementation involves the effective interaction of a large number of
divisions, units, and individuals. For this reason, this plan defines a project management
approach and structure that will not only facilitate day-to-day management, but will also help the
project team to communicate effectively and identify and resolve issues quickly.
Project Sponsors: Sabah Randhawa, Mark McCambridge
Project Director: Nancy Heiligman
Implementation Team Leader: Aaron Howell
Steering Committee
The steering committee will be chaired by the Project Director and responsible for:
• Developing a Business Center Conceptual Model
• Reviewing the Human Resource Management Plan
• Identifying IT systems improvements required
• Oversight of the Business Process Redesign Effort
• Definition of space requirements and recommend physical location
• Resolving issues not resolved by the Implementation Team
Committee Membership:
Project Director Central Services Unit Representatives
Implementation Team Leader Other Unit Representatives
Pilot Academic Unit Representatives Business Center Manager
Implementation Team
The Implementation Team will be chaired by the Team Leader and will be responsible for
project planning and management at the working level, including:
Business process re-design and implementation
Determine current workload, processes, and staffing
Design new processes
Identify new staffing required
Identify knowledge and skills required for new positions
Develop new position descriptions
Assist with IT system development
Making recommendations for issue resolution
Implementation Team Membership:
Project Manager Central Services Unit Representatives
Pilot Academic Unit Representatives Other Unit Representatives
Support from Departments
Human Resources Department
Develop and implement Human Resource Management Plan
Business Affairs/Human Resources/ Business Services
Develop internal transition plans
Develop training opportunities for business center staff
Pilot Academic Units
Develop internal transition plans
Information Services
Develop administrative systems identified by the Steering Committee
Facilities Services
Assist in space planning and identifying business center locations