1. Shared Services Initiative SOAR Analysis

2. STRENGTHS —The culture of collaboration and accountability, the “can do” attitude, and the vision of the University as “a great University dedicated to the public good” —Good, experienced staff in Finance, Payroll, HR, and other departments, including recent strong hires; a good, responsive IT group —Accurate and timely Financial budgeting, accounting, and audits —A structure which gives division heads the flexibility and resources needed to be innovative —Process improvements have been made in the following areas: —New self-service applications using Banner Workflow —Electronic workflow in HR to replace HR “blue forms” and help with non- benefited employees (Silk Road system implementation in progress) —Reduction of redundant permanent budget entries —Implementation of Purchasing card —Tuition monitoring and forecasting

3. SOAR Analysis OPPORTUNITES —Several processes were identified that could be improved by reducing the number of touch-points, reducing the time the process takes, improving transparency, automating more of the workflow, improving metrics and reporting, and training staff so they know how to use the systems. —Process for non-benefited employees —Recruiting and hiring, including reporting on diversity —Leaves and sabbaticals —Reviews, promotions and personnel changes —Sick and vacation time reporting —Improve timeliness and accuracy of pay related HR changes —Improve speed and transparency of Finance and Payroll requests, make reports more user-friendly

4. SOAR Analysis OPPORTUNITES, continued —Purchasing: develop preferred vendor list in order to reduce the time spent processing transactions. —Improve Contracts process —Improve workflow for procurement of goods and services and contracts —Centralize the following tasks for greater efficiency: —Event management —Contract review —Newsletter and alumni letter generation —Web site design and management —University Advancement process and reporting —Invest in mandatory training programs and job aids so that people know how to use any new systems and processes that are developed.

5. SOAR Analysis ASPIRATIONS —Simplified policies and transactions —Efficient, economical, and easy to use business processes —Review existing technology before purchasing new systems to avoid redundancy —Automate more business process to increase speed and accuracy —Consolidated Shared Services office with one leader and accountable via metrics —Reduce time to request, approve, implement, and report on transactions in HR, Payroll, Finance, and Procurement —Respect, recognize, and appreciate employees —Diversity in hiring and staffing practices —Division level independence and academic freedom —Integrity, accuracy, and timeliness in delivery of work products

6. SOAR Analysis RESULTS —Result must be measurable —More electronic workflows —Consistency of processes across all departments —Fewer people doing each task who are better trained —Reduce employee turnover —Position postings that reflect positively on the University’s brand —Faster onboarding process —Seamless payroll system for exempt and non-exempt employees and all schedules —Utilize bank/treasury products to the fullest extent —Simplified and efficient contract review process —Division level, non-central staff have more time to devote to strategy and planning —Faculty have more time to devote to research and teaching