1. Dartmouth College Provost/Dean of the College Finance Center
Information Sessions
April 2011

2. Agenda Overview of Finance Center Model Business Process Redesign
Project Management Structure
Update on the Administrative and Tuck/Thayer Finance Centers
Proposed Provost/DOC Finance Center
Project Timeline
Communication

3. What is a Finance Center?
Highly skilled service unit dedicated to managing financial transactions for the divisions and professional schools of Dartmouth College  

4. What are the goals of the Finance Center?
Better Service
Greater Efficiency
Cost Savings
Success
Improve business processes and procedures
Improve accuracy and efficiency
Provide staff with professional development opportunities
Build capacity for future program growth
Reduce the long term cost of finance administration

5. Dartmouth College Finance Center Operating Model
Department/Division
Central Finance Administration
Sets strategic budget priorities
Makes program and financial decisions
Initiates and approves transactions
Enforces policies at the department level
Determines purchasing decisions
Establishes and articulates policies and guidelines
Provides reporting support
Manages overall coordination of Finance activity across Campus
Provides support and strategic direction
Ensures consistency and tracks overall performance
Finance Center
Processes financial transactions accurately and timely
Completes and process forms and conducts other administrative transactions
Serves as a Fiscal conduit and liaison between Divisions and Central Finance
Develops financial reports
Provides support to strengthen compliance, improve accountability, and standardize processes

6. Business Process Redesign Background
Step
Review and Validate Current Processes
Create and Validate Future Processes
Conduct Gap Analysis &
Develop
Recommendations
Implement and Improve
Objective
Document ed current processes, roles, and pain points
Defined future state processes to be implemented
Defined the specific people, process, technology, and policy changes needed to achieve future state
Ensure processes work effectively
Identify other processes for potential redesign

7. Business Process Improvement
Defining Success for Finance Centers
Business Process Improvement
Efficient and effective practices
Staff focused on high value-added activities
Appropriate compliance
Culture of continuous improvement
Standardized, consistent processes across Dartmouth
Cost savings
Financial Expertise
The right skills connected with the right tasks
One stop shopping for finance where people get the services they need, when they need them, from experts in their field
Divisions, finance centers and central finance working together as collaborative partners
Focus on Service
Teams of dedicated finance professionals supporting divisions
Regular and frequent communication between finance centers and divisions
Enhanced collaboration between finance centers and central finance and administration
Transparent communication of service level performance
Staff Development
Clear career paths for financial staff
Improved training and development opportunities
Greater opportunity for professional growth

8. Finance Center Project Management Structure
Finance Redesign (FRED) Team
Admin
Finance Center
Tuck/
Thayer Finance Center
Arts & Sciences Finance Center
Provost/
DOC Finance Center
DMS
Admin
Steve Kadish
Tuck/Thayer
Steve Lubrano
A&S
Michael Mastanduno
Provost/DOC
Carol Folt
Sylvia Spears
DMS
Chip Souba
Executive Leadership/
Steering Committees
Admin
FC Director:
Rita Murdoch
Tuck/Thayer
Ann Bunnell
A&S
Working Group
Lead:
Chris Strenta
Provost/DOC
Tricia Spellman
DMS
TBD
Working Group: Develops recommendations for and leads the successful implementation of the Finance Center
Implemented
To be implemented in 2011
Center/Host meetings, Operations meetings, Technology projects

9. Administrative and Tuck/Thayer Finance Centers
Four months of experience to date.
Accomplished:
Skilled staffing in place
Processes defined and refined
Trainings held for staff and customers
New Payroll Authorization System
Simplified Business Expense Reimbursement form developed
Finance Center website developed and updated
Business expense policies updated
Regular department and divisional meetings
Underway:
Regular meetings with each other and Central Finance
Performance metrics tracking and reporting
Additional staff training
Continuous improvement of processes
Integration of Athletics into the Admin. Finance Center
In partnership with customer divisions and host departments, we are developing a process for on-going review and refining of processes.

10. Draft Organizational Chart
Provost
Finance Center
Director
Associate Director Research Administration
Analyst
Operations
Manager/Analyst
Specialist
Senior Specialist, Research Admin
Senior Specialist
Assistant Vice President for Finance
Vice Provost

11. Summary of Roles and Responsibilities
Activity
Provost/DOC Finance Center
Departments
Payroll
Prepare transactions
Process and enter into systems
Store records
Initiate
Approve
Procurement
(Where Super User exists, department will prepare and process transactions and store records)
P-Cards
Perform reconciliation (most depts)
Purchase
Send receipts to Finance Center
(Certain departments will retain P-card approval, reconciliation and storage processes.)
Business Expense Reimburse-ment
Prepare and review forms
Initiate – send info with documentation

12. Summary of Roles and Responsibilities (Cont.)
Activity
Provost/DOC Finance Center
Departments
Budget and Financial Reporting
Assist with budget development
Input budget
Financial reporting
Decision support and analysis
Budget decision making
Budget development
Accounting
Reconcile accounts
Perform journal transfers/corrections
Support account reconciliation
Initiate requests for journals/corrections
External Billing and Revenue Collection
Provide support to depts as requested
Retain functions – invoices, tracking, collections, reconciliation
Research Administration
Pre- and post award support
Tracking
Reporting
Compliance
Decision making
Initiate requests
Approve

13. Service Level Agreements (SLA)
Goals of the SLA:
Establishes a cooperative partnership between the Finance Center and the divisions/departments.
Outlines the principles to govern the relationship between the Finance Center and the divisions/departments.
Establishes the respective responsibilities of both parties and clarifies the mutual expectations.

14. Business Expense Reimbursement Performance Metrics Example
SLA Performance Metrics
The SLA establishes performance metrics for both the Finance Center and the divisions/departments - currently 27 performance metrics and 8 outcome metrics
The Finance Center will report metrics on a quarterly basis and meet with divisions/departments more frequently to discuss and resolve any issues.
Business Expense Reimbursement Performance Metrics Example
Divisions/ Departments Expectation:
Send necessary business expense information no later than 60 days after event (no later than 10 days if cash advance was utilized)
Finance Center Expectations:
completed form to approver within 2 business days of receiving information
Enter into accounts payable system within 2 business days of receiving approved Business Expense Reimbursement form

15. High-level Timeline for Launching Finance Center*
Project Milestones
Winter
Spring
Summer
Communications
Customize and Design
- Customize Work Plan
- Transaction Checklist
- Process Mapping
- Determine Staffing
Build
- Organizational Structure
- Update Ops Manual
- Update Procedures
Hire
- Identify Staff
- Situate Staff in Center
Train
Train staff on new processes and systems**
Hold learning sessions for Division/Dept staff
Implement
- Finance Center Go-live
*Initial rough estimates of high-level activities and dates. Subject to change.
**Training will continue beyond go-live due to side-by-side system and process training with EIS staff.

16. Finance Centers Website

17. Questions and Answers
11/20/2018