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ADMINISTRATIVETRANSFORMATION
PROGRAM
ATP Status Update
February 26, 2020
2
Agenda
1. Introduction
2. Program updates from Nick Tincher and Steve Kish
3. What’s next for ATP?
4. Q&A
• Please email your questions to [email protected]
3
What Is ATP?
4
A reimagining of the administrative
infrastructure at the University of Wisconsin.
People Process
Technology
Benefits
Realization
Change
Management
Continuous
Improvement
+ →
Policy
5
P2P = Procure-to-Pay Automation Project
RAMP = Research Administration Modernization Project
6
Making Progress
7
ATP Is Growing…
• We’ve added 12 team
members since
October 2019.
• And more are on the
way.
…And Moving
• Program offices will
move to 700 Regent
St. in the coming
months.
Building the Team
8
ATP Ambassador Program
Gather
FeedbackInform
Promote Change
Readiness
9
UW–Madison Ambassador Program
Program Launch: October 2019
Chief Ambassador: Kayla Driscoll
Current Number of Ambassadors: Nearly 50
Campus Units Represented: 23
• Attend biweekly meetings during academic year
• Serve as point of contact between ATP and local
units
• Two-way communication
Roles and Responsibilities
10
Cloud ERP Vendor Demonstrations
Who?
• Oracle Cloud (Jan. 14-17)
• Workday (Jan. 21-24)
• Live demonstrations of
each software system’s
capabilities in HR, finance,
grants, and IT areas
• Responses to preselected
use case scenarios
• Live demonstrations:
Pyle Center in Madison
• Remote participation via
livestream
What?
Where? Why?
• ATP seeks a cloud-based tool
to support UW’s HR, finance,
and research administration
operations
• It’s just the first step toward
administrative transformation
Jan 14-17 & 21-24
11
Cloud ERP Vendor DemonstrationsEngaging the UW Community
500+ registrants across
UW System
100+ in-person
attendees
250 livestream
participants
up to
8 evaluation surveys
12
Cloud ERP Vendor DemonstrationsSelection Process and Timeline
Selection Committee
• Subject matter experts from across UW System
• Meeting regularly to discuss how each ERP
candidate supports ATP’s vision for a better UW
What’s Next?
• A recommendation will be made to the sponsors
• Aiming to make a final selection in March
13
Benefits Realization
• Improved capacity
• Better data
• Improved service
• Decision support
• Cost containment
• Growth potential
• Risk mitigation
What is benefits realization?
The ATP team will use metrics and
measurable outcomes to track the program’s
success and provide accountability.
Framework: Related benefits are aligned to
various groups affected by ATP, from end
users to the university level.
The Goal: We will introduce efficiencies
through standardized processes.
Identified Goals
14
HR Benefit
Recruiting and Hiring
End User Benefit (Capacity) Staff will be able to reduce the overall time to hire, support the
development and growth of their units, and hire the best talent available by using automated recruiting
steps and simplified workflows.
Management Benefit (Capacity) Managers will be able to reduce the time it takes to fill open
positions and increase productivity with engaged staff.
Central Admin Benefit (Service) Human Resources will be able to respond more quickly to
recruitment requests and improve turnaround time on requisition approvals.
University Benefit (Growth Potential) The University will be able to recruit and retain top talent by
being more flexible and responsive to both shifts in business and the workforce.
15
Finance Benefit
Travel & Expense
End User Benefit (Capacity) Streamlined travel and expense processes, enabled by an intuitive
travel and expense management system, along with redesigned and simplified policies will reduce the
complexity and administrative burden associated with managing travel and expenses.
Management Benefit (Capacity) Departmental staff will have more capacity to focus on additional
tasks as a result of less demand for support related to travel and expense management.
Central Admin Benefit (Capacity) Central administrative offices (e.g., A/P, RSP) will be able to better
ensure compliance via increased visibility into data, systematic validation, and simple policies.
University Benefit (Growth Potential) The University will be able to more easily coordinate, manage,
and scale the administrative effort related to travel and expense management.
16
Grants Benefit
Post-Award Admin
End User Benefit (Better Data) PIs will be able to better manage project budgets due to more
complete and real-time information, enabled by complete grants management systems.
Management Benefit (Capacity) Grant administrators will spend less time compiling information and
processing cost transfers due to the availability of real-time reporting and their own subject matter
expertise.
Central Admin Benefit (Capacity) Central offices will have more capacity to either review
expenditures, for allowability, allocability and reasonability, to ensure the compliant use of sponsored
funds.
University Benefit (Cost Containment) The University will further optimize resources with better data
to drive resource allocation decisions and modernized systems to support much-needed grants
management functionality.
17
Systemwide Benefit Goals
• Process Standardization: Introduce administrative
efficiencies through the implementation of standard
processes
• Alignment: Supports the efficiency goals outlined
by 2020FWD and CORE
• Data and Reporting: Simplify reporting and
eliminate unnecessary reconciliations driven by
ancillary technology systems
• Workflow: Implement automated workflows and
integrate subsystems to eliminate redundant data
entry
• Security: Reduce the unnecessary proliferation of
data in ancillary technology systems
Systemwide Benefits
18
• Continued work on the ATP business
case
• Active meetings with stakeholder
groups to fine-tune the document
• The Goal: bring our recommendation
to the Board of Regents in April
• All Regents on the Finance Subcommittee
• Chancellor Executive Group
• Chancellors (systemwide)
• CBOs (systemwide)
• Dean’s Council (Madison)
• Administrative Council (Madison)
• Academic Staff Executive Committee
(ASEC)
• University Committee
• University Staff Central Committee
ATP Business CaseUpcoming Discussions
19
Proposed ERP Timeline
June 2019 June 2020 July 2020 January 2023
Preplanning Planning
Phase 1
Implementation
Phase 2
Implementation
June 2019-June 2020 June 2020-Nov 2020 July 2020-July 2023 Jan 2023-July 2025
UW-Madison
and UW System
Administration
Remaining UW
institutions
Preplanning Planning Phase 1 start Phase 2 start
Phase 2 go-liveERP selection Phase 1 go-live
July 2023 July 2025
Continuous improvement
20
What’s Next
21
Preplanning Efforts – Spring 2020
Cash- to Accrual-Based
AccountingPolicy
Future State Operating
and Support ModelsReporting
Backfill Strategy RAMP
22
Procurement Activities
RAMP RFI
System Implementation Partner RFP
Quality Assurance Vendor
1
2
3
23
Questions or Feedback?Share your thoughts at
atp.wisconsin.edu/get-involved