Business Services Committee
1:30--‐3:00 p.m., January 9, 2015, FAC 228D
I. Staff Training Learning Management System – Update (Rich Janes & Kati Elliott)
II. Administrative Business Leaders Work Plan – Discussion (Karen Chawner)
III. Change Control Process and Data Management – Update (Kristi Fisher)
IV. ASMP Monthly Report (Renee Wallace)
On Tap for February 6:
I. Equity/Incentive Task Force Update (Marla Martinez, John Moore)
II. WiFi Cert--‐popocolypse (William Green)
III. Calendaring and Email Update (Sandra Germenis)
IV. ASMP Monthly Report (Renee Wallace)
V. AITL and ABL Updates
Business Serv·ices Committee
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Staffing and Resources
Planning Document
Administrative Systems Master Plan
Document Version 1.2
As we prepare to replace our existing administrative systems with a new Enterprise Resource Planning (ERP)
system, we must acknowledge that this multi-year implementation will consume a substantial amount of
campus resources: staff, budget, and facilities. It is essential that we plan for not only the implementation, but
the staff and resources necessary to provide operational continuity and required system improvement
(legislative mandates, etc.) throughout the transition and beyond.
The ERP Staffing and Resources Subcommittee was created to provide recommendations to campus leadership
on topics related to staffing, resources, motivation and engagement. Topics include:
•
Topic 1- Backfill Positions for Core Functions
•
Topic 2- Incentives for Project and Backfilling Staffing
•
Topic 3- Addressing any Current Equity/Market Adjustment Needs
•
Topic 4- Training Program Needs and Skillsets Required
•
Topic 5- Governance and Prioritization Model for Resource Demands
•
Topic 6- Change & Morale during Long-term Projects and Assignments
•
Action Plan
Topic 1- Backfill Positions for Core Functions
1. Each ERP implementation phase should have a dedicated implementation team composed of
functional and technical experts drawn from representative functional units.
2. Each unit must have a full understanding of the needs of the unit and be able to set the requirements
for meeting these needs.
3. There must be a strong project leadership team that will manage the implementation team on a daily
basis. This lead will also act as a liaison between the implementation team and the management of
the functional units across campus.
4. The dedicated ERP implementation team salaries must be centrally funded and the functional units
should be able to keep the current salary budget for use in backfilling/promotions. Additional
monetary incentives beyond the unit's current salary budget should also be funded centrally.
5. Each functional unit will need to determine how business services will be continued once staff
resources have moved to the implementation project. Units will be responsible for determining the
impact of moving staff to the implementation team and to determine how to develop the continuity
team in order to maintain business services.
Topic 2-lncentives for Project and Backfilling Staffing
Staffing and Resource Planning Recommendations
3
Business Sen.,.ices Committee
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Administrative Systems Master Plan
Staffing
Resources
Planning Document
Document Version 1.2
1. Identify and centrally fund a variety of incentive strategies to help ensure stability for the core project
team (Implementation team) and for key staff remaining in the business areas to provide ongoing
operational continuity (Continuity teams),
2. Incentive programs should be highly flexible and customizable to fit both departmental needs and
individual employee preferences, Strategies to be considered include:
a, Compensation incentives:
• Provide recurring incremental increases based on varied factors such as level of
involvement,type of work performed, length of commitment, project/goal
completion, and commendable performance
• Develop a Tier System to define differentiating degrees of contribution and
corresponding incentive amounts,
b. Commitment for training and skills development for all those affected by this project
c Allow for accrual and flexible use of Administrative Leave based on performance standards
such as project completion and hitting target dates. Similar to Exemplary Service Award.
d. Create a menu of low or no cost incentive/perks considerations (ex, flexible work
arrangements,team outings, recognitions/kudos, athletic/performing arts tickets, etc)
e. Incentive initiatives/plans should be centrally approved to avoid inequities between
departments.
Topic 3- Addressing any Current Equity/Market Adjustment Needs
L Adjust salaries, in relation to market data, such that the University is able to recruit and retain
employees in ASMP related (both continuity and implementation) roles and job classifications, This
will require senior leaders to identify and dedicate significant funding over the life of the project.
2. Implement adjustments within the next six months, Authorize Human Resource Services to lead and
coordinate effort, with budgetary and top-down implementation support from senior campus
leadership,
3, Align strategy for addressing equity and market gaps across administrative units (participation is
optional but recommended for academic units).
4. Address ongoing need for pay equity encompassing a wide range of job classifications and
departments that extends beyond the scope of this document. Create and implement a long-term
strategy for maintaining salary equity and consistent compensation approach across departments,
Topic 4- Training Program Needs and Skillsets Required
L Training for IT and business staff should be planned and conducted by a team whose primary function
is training, not IT or business,
2. Work with project integrators to define specific skill-sets needed and create a competency-based plan
for training staff to meet current and future needs, The plan should take into account ongoing
professional development needs of staff.
3, All training materials developed by the project integrators should be left on site post-implementation
so they can be leveraged to train new staff.
Staffing and Resource Planning Recommendations
4
Business Se1Tices Committee
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ERP Staffing and Resources
Planning Document
<-\dministrative Systems ]\faster Plan
Document Version 1.2
4.
Identify and source training environments, both virtual and physical. Training environments may
already exist, may need to be built, or may need to be procured.
5. Training environments need to be available before, during, and after the ERP implementation project.
Topic 5- Governance and Prioritization Model for Resource Demands
1. Leveraging existing governance structures for organization and escalation, create a new Governance
Group (a "Change Control Board") that will have the authority and responsibility to:
a. Prioritize and approve any changes to existing ERP Administrative systems, processes and
interfaces for large modifications and/or when multiple areas are impacted.
b. Approve major modifications, process and interface changes to the new ERP systems during
the implementation phase.
c. Approve major modifications process and interface changes to the new ERP systems after go
live.
2. Create a rubric for the above, using parameters such as size/cost of effort, necessity of effort,
resources/skills needed to implement the change, priority in comparison to other requests. Define
approval, escalation and appeal procedures.
3. Create a submission and review process for reviewing and approving requests in a timely manner.
Topic 6- Change & Morale during Long-term Projects and Assignments
Senior Leadership should:
Establish and maintain a positive change culture that motivates and supports high performing
employees
2. Employ a Change Management Director whose charge is to:
a. Establish and implement new policies, procedures, and practices (e.g. flexible work
arrangements, clear job expectations) that ensure a positive change effort
b. Empower and support managers in the application of new change policies, procedures, and
practices
c. Monitor attrition and morale to evaluate change effectiveness and make recommendations
1.
Staffing and Resource Planning Recommendations
5
***DRAFT- For Dsi cussion Purposes Only** • KDF v3 11/17/14
Change Coord ination Process Flow
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As of November 2014 – Change Control Process “TO DO”
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2.
3.
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Revise messaging, survey form, and decision logic per BSC feedback
Make revised documents and form available online to BSC members
Develop slide deck and notes/FAQs to share with Deans/VPs
Possibly meet with deans/VPs 1x1
Present CC Process at Deans’ Council and gain endorsement
Identify CC Board Members
Appoint CC Subcommittee
Refine/revise/complete charter, policies and procedures
Begin pilot with VP Ops / TRECS
Schedule CCS meetings and orient members
Develop basic web content --‐ informational
Prepare memo to Deans/VPs from SITAB (Pres./Provost) re: CC Process
Prepare memo from Provost to campus
Develop slide deck, FAQ for associate deans, tech deans, directors
Schedule 1x1 campus meetings as needed
Hire administrative help
Begin pilot with a campus unit (McCombs?)
Revise form, message, decision logic based on pilot feedback
Revise policies and procedures as necessary
Develop robust, editable form and provide online list of projects (pre--‐populate with App Mods?)
Present campus town hall info session
Communicate with IT leads/analysts across campus – detailed instructions, examples, FAQs
Change Coordination Subcommittee Membership
BSC to name, or solicit member names, to coordinate/vet change requests:
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Administrative IT Leaders (AITL)
Administrative Business Leaders (ABL)
ITS
IQ Team
Data Management Committee (DMC)
ASMP 2.0
Finance
Human Resources
Payroll
Students
VP Operations
Provost’s Office