- Funding Model
- Salary / Compensation
- In-Scope / Out-of-Scope
- Staff Reorganization
- Relationship between Central Offices and ISS Organization
- ISS Project Details
- Implementation Planning
A. The funding model for future hubs is to be determined, aside from the planned use of lift and shift. There is no plan to implement a chargeback mechanism at this time. Please note that our goal is not to predetermine which departments, schools, or colleges are served first by the hubs based on the number of staff contributed to hubs.
Salary / Compensation
A. We are aware that salary inequities may exist among staff moving to the hub or among those staying in the central offices. Over time we will look at these inequities but pay increases will not immediately happen. The goal is to get the hubs up and running first. Of the institutions that we looked to for shared services examples, none were able to immediately fix their salary inequities.
Q. Will the salary lines move with employees who move to the hubs, or will those lines stay within the schools and colleges?
A. Yes, some salary lines will need to be reallocated to fund the positions transitioning to ISS. Decisions about specific lines will be made through a process of analysis, negotiation and planning by project and school/college/division leadership. Deans are aware of this.
Q. As staff duties change, how will salaries be affected? How will you address salary inequities that arise from staff movement?
A. We will not cut anyone’s salary as part of a move to the hubs. Inequities will surface, and some of those already exist. We will utilize the mechanisms already in place to address those inequities to the best of our ability. Given our resource constraints, not all inequities will be remediated immediately.
Q. If staff resign because they do not want to move to hubs, will their open positions still move? If so, from where will the salary line come?
A. We will utilize our current processes to determine whether to fill position, and then go through a recruitment process if needed. We do not yet know whose salary line would be used in that scenario.
In-Scope / Out-of-Scope
A. It is important that we know about those out-of-scope duties, or tasks that are performed very infrequently, so that we can have a plan to address them. Our inventory checklists have evolved and will continue to evolve as we move forward. As we work through this phase, the Implementation Core team will analyze those out-of-scope functions and tasks. A dedicated subset of that team will work with the units to figure out how to transition those items throughout the process.
Be sure to be open and honest about your responsibilities. We will return your assessment and dialogue information so that you can let us know if we missed anything. We are working on an aggressive timeline with many working components, so please do not contact us immediately after your dialogue for your summary sheet. We will try to be as proactive as possible and return it to you in a timely fashion.
Q. Is there a clear definition of what is meant by “in scope” as it pertains to the duties of those employees slated for possible movement to the hub?
A. The Process Improvement and Training teams have been evaluating the services within each of the functions and have an initial list of anticipated in-scope services. We will be able to communicate this initial list soon. We expect the list to continue to evolve as we learn more about the details of the work across the different units.
Q. How will you divide the out-of-scope work that does not move to the hubs?
A. An example could involve two staff members in the same unit who each have a 50/50 mix of in-scope and out-of-scope work. One of those staff members might go to the hub and take all of that in-scope work, while the other would stay and take all of the out-of-scope work.
Once we have the data and analysis from the Implementation Core Team, we’ll have a better understanding of the impact on out-of-scope services. Then, that team will make specific recommendations for managing out-of-scope work and those plans will be developed in collaboration with the supported units.
Q. Have the in-scope and out-of-scope processes already been determined? Can we receive a list of these? It is hard to determine sometimes which staff are involved.
A. Our four functional teams (Finance & Accounting, HR, IT, Procurement) made up of 50 to 60 staff are working on a list that will be consolidated. There will be a high-level list at the dean or division head level, and a detailed list including information regarding impacted staff, service initiators, and receivers of service.
Not all of the relevant processes may be transitioned to the hub on day one, as some may take additional time. We developed our lists before having detailed conversations with staff about their work. Those conversations may determine whether processes are in scope or out of scope.
A. Staff will find out who transitions prior to “go live” date, and there will be continual communication with staff before then. You will not simply receive an email and your position description right before you move to the hub.
Q. Will anyone lose his/her job?
A. Some jobs will look different than they do now, but no one will lose his/her job.
Q. How much discretion will the hub manager have to fill hub staff vacancies?
A. He/she will have a role in the process, and will work with the Leadership team and unit leadership to determine how to fill the ISS staff positions. Those decisions will be based on what we learn from the conversations with staff and other stakeholders.
Q. If a staff member moves to the hub, how will you determine what schools and colleges with which he/she works? Will that staff member continue working with the same school or college as now?
A. Yes, it is likely that you would still serve the same school or college in the hub as you do now. We’ll understand more about how work might be distributed once we’ve completed the data gathering and analysis of staff resources and staffing requirements.
A. We are working on communication planning, including more email and newsletters with targeted communication. We are also planning additional future forums. The goal of this planning is to provide more opportunities to communicate with impacted staff. However, we need to first identify which staff will move to the hubs before narrowing this communication to them.
Relationship between Central Offices and ISS Organization
A. Yes, we will also be meeting with those staff members because their functions and roles could be changing as well. The ISS Core Team wanted to make sure that Central staff also see Shared Services as an opportunity for career growth. Additionally, some Central staff may be interested in doing in-scope work and possibly moving to a hub.
Q. Will we continue to have Central offices? What happens if they have to move locations?
A. Yes – The central offices will include subject matter experts to support the hubs and provide training and advice on complex cases and policy implementation. They will also be responsible for campus-wide platforms, programs, and polices; compliance monitoring; and functional service excellence. Our space planning for Engelmann will incorporate both ISS and central office needs, and my include identifying other space for central offices.
Q. Are the central offices going to decrease their staff numbers due to the hubs?
A. We are not yet sure, as we first need to conclude our analysis during the implementation phase. The ISS Leadership is thinking about how we want our central offices to look. For example, how many Central HR officers will be needed to provide training for hub staff? Central HR officers currently spend a lot of time obtaining data or ensuring compliance, which prevents them from getting more involved in other areas.
There is high turnover in some areas and faculty will often come to longer-serving staff for any needs they have because the faculty do not yet know the new staff well enough. As a result, those longer-serving staff members that remain in the schools and colleges may end up more burdened when the hubs start.
We need to put in process a way for faculty to know where to go for out-of-scope processes, and for in-scope processes, rather than automatically placing burden on the remaining staff. Remaining staff will also need to receive training so they know where to refer faculty when appropriate.
ISS Project Details
A. The Process Improvement and Training teams, representing each business function, are re-writing business process in a way that will include fewer steps and stops. The integrated model will also empower ISS staff to complete work without the “gatekeeper” roles currently played by central office staff. That will also increase the efficiency of our processes.
Q. How will this project affect external centers like nursing community centers and audiology clinics? Those centers also have financial staff offsite, so how will they fit into the model? Some of those staff serve the community directly.
A. In July, ISS Leadership members Bob Beck and Tim Danielson met with the deans of the schools and colleges in the prototype population. We do not yet have the answers to this. We are aware of the special circumstances surrounding these centers, and we are working on this. Staff within those types of units can expect to be involved in further discussions and planning.
Q. Will you keep the external centers apart from this model until you work out the details?
A. We will want to involve those staff in the data gathering process during the Implementation Phase to see what work is similar, and what work overlaps. Conversations will help us to determine what the hub/center relationships should look like, and to find out what is currently working and what is not.
Q. How will the implementation of the project affect the student population? Many departments provide academic services to students on campus. How will that service provision change?
A. Currently, faculty are on a spectrum from slight involvement in business functions to full involvement. We are putting a burden on faculty and their support staff when requiring them to be heavily involved in business support functions. This project should ease that burden on them, allowing them more time for instruction and research.
Many support staff also work directly with students. We will make plans to avoid negatively impacting other work that is done in the units once the hubs are up and running.
A. The second hub may start 6-12 months after the prototype hub comes online. The prototype hub gives us an opportunity to learn from successes and challenges experienced early on. We should see a gradual increase toward greater efficiency in the prototype hub. The goal will be to progress through the roll-out within a reasonable amount of time, allowing for adjustments and stabilization of operations after each hub implementation.
Q. Will the Implementation Team continue for hubs 2 and 3?
A. Yes, the team will remain, but we will likely adjust some of the Core Team and Readiness Team members to include individuals in the units to be supported by the other hubs.
Q. Have you identified space for the hub?
A. The prototype hub is located on the first floor of Engelmann Hall. No decisions about a location for the second hub have been made. A space analysis will be undertaken during the Hub 2 Implementation phase.
Q. When new future processes are introduced, who will determine whether those are in-scope or out-of-scope? How will we keep from simply hiring new staff for those new processes?
A. We will never really be done with process improvement or integrated support planning, as we will always be figuring out new processes and places to fit those processes. We are aware of the need to be continually adapting on a two, five, or seven year basis, for example. However, we do not necessarily have all of the answers yet.
Oversight, accountability, and governance structures are being built into the model. Therefore, a formal structure and feedback loop will help us examine services that might not be meeting expectations. This is a key component of the model.
Q. What should potentially impacted staff be doing at this time, in addition to the work that they are already doing?
A. It would be helpful for staff to communicate with other staff members who also may be impacted. We want to spread the word to everyone that might not have heard about this project yet. Identifying staff by job titles is just the first step, and that is why we need your help to identify others to invite to conversations.
We also ask that you participate in the conversations about your work tasks with the Implementation Core team willingly and openly. This will help us in the early stages of the implementation phase and will lead to the best possible decisions for individual staff and for the organization.