• Review ASR project goals
• Report progress to date
• Acknowledge success factors and major contributions
• Discuss next steps

• Primary Goals
  • Save $1.5 million annually ($1.0 million from Fund 1000)
  • Maintain or improve essential services
  • Avoid layoffs

• Selected Secondary Goals (excerpted from 10/16/95 Task Force Report)
  • Consolidate all departmental business functions into 10-20 Business Service Centers (BSCs)
  • Delegate significant authority and responsibility from central offices (Controller's Office, Purchasing, Personnel Office of Sponsored Research, etc.) to BSC managers
  • Capitalize on and implement emerging technologies

• Savings -- permanent reduction in UNH operating budget
  • $1.1 million booked to date in Fund 1000 and related areas
    • 25 positions eliminated via attrition in Fund 1000
  • $115,000 booked to date in non-Fund 1000 areas -- additional progress pending

• 19 Business Service Centers -- new business structure for UNH

• Business Processes -- redesigned and improved business processes
  • Automated personnel and payroll documents
  • Further delegation of buy/pay authority
  • PCards -- 725 active cards $2.0 million in volume to date, over $300,000 last month
  • Streamlined chart of accounts -- reduced number of appropriation units
  • Travel -- policy, forms process
  • Management reporting in progress

• Human Resources -- special focus on HR
  • HR Support for ASR project
  • No staff layoffs related to ASR*
  • Positions reclassified and new job specifications developed
  • New opportunities for career advancement and internal promotion*
    • 89 promotions,19 transfers to new areas,14 career changes
  • Renewed commitment to performance management

• Training -- demonstrated investment and commitment
  • Resources for evaluating needs and developing programs
  • Major new training programs with strong participation
    • Management and Supervision -- 71 participants in 3 courses
    • Team building -- 139 participants
    • Business Process and Skills Training for BSC managers and staff -- 136 participants in courses on Travel, Buy/Pay and Payroll -- 545 participants in PCard course -- plus additional one-on-one training
    • Customer Service -- 30 participants
    • CIS Training -- 338 participants in ASR BSC courses
    • Administrative Office Staff Training and Annual Conference -- 225 participants
  • Training was delivered by over 45 individuals from more than 20 different offices at UNH

• Information Technology -- working smarter with new resources
  • ASR IT Plan ready for distribution -- includes implementation of
    • End user assessment and needs analysis
    • Desktop standards
    • Training
    • Network Services
    • Information Technology Liaisons
    • Technology Solutions Group
  • Desktop standards adopted and implemented
  • Capital investment in hardware for business and administrative staff
  • Improved Access to Information
    • Information on the WWW: online policies, integrated training calendar, BSC information

• Collaboration -- working together effectively
  • Finance and Administration Council -- ongoing forum for communication and problem solving
  • Local Teams and Redesign Teams -- new opportunities for working together
  • BSC Units
    • Concrete evidence of strengthened morale and heightened sense of community
    • Functional collaboration across BSCs (accounting staff, etc.)
  • ASR Forum --email list server for administrative staff

• Customer Service -- meeting or exceeding expectations on many fronts
  • Clearly articulated and shared service standards (process to develop these is well underway)
  • Ongoing feedback from customers
  • Pilot survey data from 5 BSCs indicates very strong satisfaction
    • Exceeds expectations 35%
    • Meets expectations 58%
    • Does not meet expectations 7%

• A University-wide solution -- wide participation from designated units towards achieving goals
  • All units met Fund 1000 savings targets
  • Most units made organizational changes and improvements
  • Most units changed the way business is done.

• A strategy for change -- an approach to campus-wide initiatives
  • Defined objectives and outcomes
  • Clear and consistent communication
  • Involvement and participation from across the campus
    • Collaboration and problem solving across areas
  • Strong and committed leadership
  • Completed on-time and under budget

• Unprecedented commitment of time and energy of UNH staff -- the critical element in ASR's success
  • Planning Council
  • Deans' Council
  • Administrative and Personnel Services Task Force
  • University Administrative Services Redesign Committee
  • Local Teams
  • Finance and Administration Council (FAC)
  • Process Redesign Teams
  • Project Leadership

Redesign/Business Process Improvement	$   200
Equipment	392
Human Resources, Training, and Project Management	330
Physical Renovations and Furnishings	665
Transitional BSC Operations	25
Total	$1612

• Significantly less than original project budget of $3.2 million

• Deans and Unit Heads
  • Encourages high performance standards and monitors overall BSC performance.
  • Identifies changing context and responds to needs of organization
    • Policy issues, resources, etc.

• BSC Head
  • Manages day-to-day business operations, including compliance and control
  • Works in partnership with Central Offices and represents the unit on the FAC
  • Serves as chief financial and operating officer for BSC -- provides financial reporting and analysis
  • Manages BCS staff -- training, feedback, coaching and mentoring, professional development
  • Implements process and technology solutions, including local business solutions (e.g. accounts receivable)

• Information Technology Liaison
  • Provides local problem solving and user education
  • Serves as link with CIS resources

• Finance and Administration Council
  • Provides campus-wide communication on business issues
  • Supports ongoing problem-solving and process improvement
  • Assists in design and implementation of new processes and systems - upcoming changes to Financial and HR systems
  • Provides advice and counsel on business issues to VPFA and other VP's as relevant

• Training -- ongoing training programs and resources
  • Continue integrated training calendar
  • Provide budget for permanent training function
  • Expand and improve business training in all areas
  • Provide additional supervisor training
  • Evaluate training programs

• Space -- some renovations for BSCs pending

• Information Technology -- roll-out of ASR IT Plan initiatives
  • LAN Services (email, GroupWare, remote access)
  • Training for Information Technology Liaisons

• Process Improvements -- ongoing priorities
  • Management Reporting -- a campus-wide priority
  • PCard convenience checks
  • Travel process refinements
  • Replace major administrative systems

• Governance
  • Objective --to provide an efficient and effective forum for ongoing policy and procedural change. across core administrative functions at UNH
  • Process -- create a FAC steering group made up of senior representatives from administrative areas to have a significant partnership role with the FAC

• Scalability
  • Objective -- to ensure that BSCs have resources and personnel at a level appropriate to meet changing needs of their operations
  • Process
    • Interim --to be addressed by existing budgetary and governance structures through periodic review and ad hoc consideration as needed
    • Long-term -- integrate BSC scalability with RCM initiative

• Communication with UNH community
  • Open Forum/CJ article -- Summer 1998

• Final project report -- Fall 1998
• Celebration and Recognition