5/13/2019 ADMINISTRATIVE TRANSFORMATION PROGRAM What is it? 1
5/13/2019 Reimagining UW- Madison’s administrative infrastructure People Process Technology Why? 2
5/13/2019 1 Administrative complexities constrain advancing our mission. No formal career pathing “Everything is urgent…” Systems developed to address gaps in enterprise software “We have a huge lack of internal controls.” “I spend a lot of time on little transactions versus big picture/strategic work.” Inconsistent role definitions 3
5/13/2019 “ HRS Time and Accounting was purchased for Monday-through- Friday people. We have folks on rotating schedules, 24/7, holidays and the like that the current system is incapable of handling. It makes it really difficult for operations to function if you want people to be accountable for their time. “ Processes that should be simple and easy are time-consuming and cumbersome. It took 6 months to pay an international speaker $300. We must complete 5 forms to pay for a $30 lunch. HR processes, including recruitment, are difficult, as we must use multiple systems with little information or training. ” 4
5/13/2019 2 Current administration systems are inefficient. “ We pay a student to run between 21 N Park, WCER and School of Education three times a week. The student brings all the paperwork that needs a signature, including checks and HR information. We don’t trust interoffice mail — it could take up to a month. ” 5
5/13/2019 “ Position changes are a pain point. For example, we can’t make updates to job descriptions unless there is a pay adjustment. If one duty changes, the system requires a 5% pay adjustment. The job descriptions don’t accurately reflect the work. ” “ Making changes to one’s direct deposit is an unnecessarily complicated process. Say one wants to update their bank account. That employee must complete at least four steps, including delivering an updated form in-person. Then staff make the update manually. The entire process typically takes days or weeks. This should be a simple update an employee makes online, completed in seconds or minutes instead of days or weeks. ” 6
5/13/2019 “Nothing talks to each other.” 3 Metrics and reporting capability is insufficient. 7
5/13/2019 “We aren’t measuring things like diversity and turnover as a campus — this is a pressing issue when thinking about competition in IT.” “Capital project tracking is impossible.” “Cost accounting is needed— we just focus on what it costs after the fact.” “We can’t trust the data.” What are we looking for? 8
5/13/2019 Intentionally designed processes Enhanced decision support Outstanding experience Empowered stakeholders Sustainable infrastructure Our vision Outstanding administrative services that enable us to support the excellence of UW –Madison’s research, teaching, outreach & public service 9
5/13/2019 Who’s involved in ATP? Program leadership Engagement Strategy and change management Program Continuous enablement improvement 10
5/13/2019 How? Discover Transform Sustain 11
5/13/2019 Total Complete Stakeholders Central & Auxiliary 80 80 (100%) Institution-wide Academic 58 58 (100%) engagement UW System 17 17 (100%) Total: 155 155 (100%) Stakeholder participation in the discovery process included Total Received In Progress Cancelled individuals in central and General 3 3 (100%) - - Data Requests distributed units, administrative, HRS 12 12 (100%) - - SFS 21 21 (100%) - - auxiliary, and academic units, SIS 15 12 (80%) 2 (13%) 1 (7%) and units who steward IT Research - - - - systems and constituent units. DoIT/AIMS 15 13 (86%) 1 (7%) 1 (7%) UW System 7 7 (100%) - - Total: 73 68 (93%) 3 (4%) 2 (3%) Here’s what happens in the next 6 months: UW-Madison + Committees, UW System comms, staff Concept: Chart RFP of accounts 12
5/13/2019 ADMINISTRATIVE TRANSFORMATION PROGRAM For more info: Contact email address 13
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