PY18 BA Principal Initiatives - PowerPoint Presentation

Slide1

PY18 BA

Principal Initiatives

AccomplishmentsSlide2

Business Affairs to Stanford Redwood City

PY18

PY 18 Initiative

Support and Collaborate with LBRE and the SRWC Executive Committee, meeting input deadlines, to facilitate completion of the SRWC campus design, construction documents, and operations planning, enabling us to continue to attract and retain world-class staff at the new campus. [4th year of multi-year initiative]

Completed

Proposing PY19 Initiative for Change Management, Technical Fit up, Managed Print, Move & more will be 5th & final yearSlide3

Business Affairs to Stanford Redwood City

a)

In coordination with BAHR, develop and deliver a Business Affairs “Managing Changes” training for all BA staff plus manager training; i) Draft a Management and Communications strategy leveraging University Human Resources plans and tools to be delivered over PY 2018 & 2019; and ii) Deliver 1-2 modules of the “Managing Changes” Staff & Manager in PY2018COMMUNICATION: Developed Lunch & Learns & Planning and Preparing to be in SRWC leveraging the UHR Communications plans & materials & developing BA Specific information. Presenting to each Department. Focus group and TDP members have also been ask to drive discussions in their staff/work group meetingsWORKSHOPS: As of end of April, we had delivered 6 Leading through Change workshops for managers and have 7 more in the pipeline. There are 4 sessions scheduled for individuals with many more to be scheduled. We also have staff in the SRWC Subject Matter Expert role facilitating the SRWC specific breakouts and discussions in the training. Slide4

Business Affairs to Stanford Redwood City – cont.

b)

Complete planning to prepare, equip and support Business Affairs employees for the transition to SRWC and for effective new ways of working including, remote work, open plan and AV use and etiquette, and use of new communication technologies. In addition, support the BA staff that will remain on the Palo Alto campus and the split location departments. Share learnings with other SRWC occupants: i) Create plans, roadmap, and timelines – September 2017; ii) Develop shared, x-functional plans and implementation rollouts. Fall/Winter 17/18; and iii) Continue to use the SRWC pilot space in 3160 for university and BA change management purposes, while also utilizing the workspace for BA facilities accommodationsFall/Winter 17/18 (All)Practice & Prep: Each Department has begun working in the areas of change needed (Operational, Technical & Cultural) Specific department efforts are highlighted in every Practicing & Preparing to be in SRWC presentation. More work needed in this area in PY2019. Every unit needs to create a working team dedicated to the specific needs of each department in their area – this has already happened in a few areas.Slide5

Business Affairs to Stanford Redwood City – cont.

Practice & Prep:

CRC has negotiated discounted pricing for headset options and cameras for AV meetings and open work plan distraction reduction. These are featured with the recommended Laptops and on the Jabber site. Many departments are testing theseWe provided a UIT PM to work with SRWC Advisory committee to create a SRWC project roadmap pulling together all the various activities for the SRWC campus project into a project plan. The new Campus Director has expanded on our initial work. Our contribution allowed both a communications plan and a campus project plan to be createdUIT completed the Communications & Collaboration initiative which provided the following support of Redwood City:

Jabber Pilot – return of handsetsEnterprise version of SLACKCreation of a “tools to use” matrix for communication and electronic storage needs in processObtained funding to enable 200 more conference rooms on the historic campus and to ensure the existing 100 are compatible with the AV StandardsZoom is becoming a standard. Zoom option added to nearly all meetingsSlide6

Business Affairs to Stanford Redwood City – cont.

Formalize a service that provides alternatives and tools for document management and archiving solutions that support remote work and a reduction of paper files. (By July 2017). Promote this service with UMG, SRWC Advisory team, UIT Service pages, departments, and through the Managing Changes trainings (b above). (all year)

UIT Ditch Paper – Document Management Consultinghttps://uit.stanford.edu/service/documentmanagementShared information through news letter, presentations, etc. Largest groups contracted to date: Hoover Institution, Risk Management, & Graduate School of Education. All need to take time in documenting/revamping their paper driven business processes and sorting out their existing physical paper.Slide7

Business Affairs to Stanford Redwood City – cont.

Support

definition and development of Business Center(s) Main Campus, SRWC, and possibly other Bay Area remote sites. Include Business Affairs as pilot participants in regional remote sites, if such are approvedBusiness Center(s)Wrote & submitted joint white paper proposal with UHRProposal & persistence led to the survey provided by LBRE to gage the wider interest in the spaceHelped further develop the specifications of a space on the historic campusSpace identified. Awaiting Provost’s approval next monthWeWork1 year pilot in SJ managed by BAFF75 Unique Business Affairs staff have participated over 3 rotations

261 University participation total to date (156 unique participants)Designed & collecting survey data to support case for additional sitesReport out on early results to Executive CommitteeSlide8

Status Update on PY 2018 Priority Initiatives for Business Affairs

UIT Presentation to Business Affairs Senior Staff, May 16 2018Slide9

INFORMATION SECURITY (2)

We will provide security solutions such that we have no incidents attributable to a lack of best practices. [4th year of ongoing initiative]

INTEGRATED IDENTITY AND ACCESS MANAGEMENT (15)

Implement a modern, scalable identity and access management solution. [2nd year of multi-year initiative]

COMMUNICATION AND COLLABORATION (5)IT FUNDING

MODELS (17)

Partner with APEx to evolve our integrated collaboration and communication solution to include voice, video, and instant messaging in addition to email and calendar; and support robust solutions between Main Campus, Redwood City, and other remote sites. [2

nd

year of multi-year initiative]

Assess and rationalize funding models (e.g., service center, General Funds, other chargeback model) for University IT communications and support services. [new initiative]

CLOUD ADOPTION (4)

Facilitate adoption of cloud-based technologies that enable Stanford to be nimble, cost-efficient, secure and innovative with a variety of computing and collaboration needs. [new initiative]

IT SERVICE MANAGEMENT (16)

Implement ServiceNow to transform and unify service management for University IT and the broader campus community. [3rd year of multi-year initiative]Slide10

2.

Information Security

Status

A.High Risk servers and applications operated by University: Attain and sustain adoption of Minimum Security Standards across all such servers and applications, allowing for exceptions and measured against per-standard adoption goals. – April 2018

COMPLETEB.

Develop and publish guidance for adopting the Minimum Security Standards across cloud-based systems. – Dec 2017

COMPLETE

C.

Implement infrastructure to enable opt-in client certificate provisioning for simplified and strengthened user authentication via campus web single sign-on. – February 2018

COMPLETE

PY18 Business Affairs Initiatives

Additional status notes:

MinSec Master Dashboard is attestation based, so ISO performed spot checking for accuracy

PAWs distributed, but not heavily utilized beyond Ring 0Slide11

In support of growing our internal talent, continue multi-year program for staff development that includes the three E’s: Exposure, Experience and Education. [5

th year of multi-year initiative]

 1) Based on a positive and strong evaluation of the first year of the Rotation Program, create and deliver a proposal (to be delivered during the FY19 General Funds budget process) to expand beyond the two year pilot Completed 2) Launch and evaluate the Top 3 pilot programs from the TDP’s brainstorming efforts:  a) TDP Buddy System - Through the partnership with a buddy, participants will learn about and be exposed to another Business Affairs (BA) organization/department by spending a day with their buddy. Completed  b) AVP Shadowing Program - Provide addition EXPOSURE to AVP level meetings by shadowing and debriefing a meeting with the AVP. Completed 

c) 3 & 2 Development Opportunities - Structure a few Talent Development Assignments so that the individual works 3 days in the development area while still working 2 days a week at their present job and thus providing Experiences for more of the TDPs. Completed The program will continue to include: i) Alignment with APEx initiatives; Completed ii) Review and update succession plans for AVPs and their direct reports; and Postponed iii) Evaluation and identification of Talent Development Participants to include clarification of the criteria for TDP participation; and Completed iv) Defining and refining of the vision and guiding principles of the program for clarity

Completed3. Talent Development Initiative PY2017/2018 – Fully met Slide12

4.

Cloud Adoption

Status

A.

Cloud governance and portfolio management: Document and publish examples of SaaS, PaaS, and IaaS as they apply at Stanford, and identify criteria for choosing among them – December 2017; Define thresholds for UIT involvement in distributed IT SaaS cloud deployments – August 2017;

Define and pilot model to implement thresholds with Business Affairs deployments – December 2017;

Define and publish criteria for selecting strategic service provider partnerships – October 2017;

Collaborate with groups such as CIO Council and UMG to implement model across University for SaaS at defined set of boundaries – April 2018

COMPLETE

B.

Automate account provisioning and billing for primary IaaS vendors (Amazon and Google) – April 2018

60% COMPLETE

PY18 Business Affairs InitiativesSlide13

5.

Communication and Collaboration

Status

A.

Document roadmap for network, voice and video services in support of Main Campus, the Redwood City Campus, and potential remote sites - August 2017COMPLETE

B.

Standardize audio/video-conferencing capability campus-wide:

Inventory existing conference rooms and current-state technology -July 2017;

Begin discussion of standards with CIO Council - August 2017;

Initiate conceptual discussion and gather feedback from LBRE and UBO regarding funding strategy for standard AV for conference rooms - October 2017;

Finalize standards, in collaboration with CIO Council and APEx, for conference room video technology - November 2017; and

Complete final recommendations regarding conference room upgrades - January 2018

COMPLETE

PY18 Business Affairs InitiativesSlide14

5.

Communication and Collaboration

Status

C.

Make Stanford voice services available at all locations and to users’ desk phones, soft clients and mobile devices. Give users the ability to take their Stanford calls on their cell phone - Dec 2017COMPLETE

PY18 Business Affairs Initiatives

Additional status notes:

Softphone was made broadly available December 2017

It was service ready and launched in March 2018Slide15

6

– Enterprise Risk Management

Work with risk owners to document mitigation and monitoring actions and plans. Clarify management’s role in documenting and OCRO’s role in validating – CompleteConduct integrated reviews of at least four enterprise risks to assess the effectiveness of mitigation and monitoring actions and plans – Complete

Conduct a minimum of three awareness sessions to senior leadership groups or functional units to promote consistent messaging regarding ERM’s purpose, process and value at Stanford – CompleteProvide support to Board Committees and staff for presentations on enterprise risks – CompleteAdditional accomplishmentsNew Board member orientationCabinet ERM presentations

Two BA talent development participants rotated through the ERM programContinue to implement a more robust ERM program [2nd year of multi-year initiative]Slide16

7.

Business Continuity / Disaster Recovery

Status

A.

Assess all Business Affairs supported applications and systems for criticality and continuity measures; make recommendations at the portfolio level and the individual application/service level – October 2017COMPLETE

B.

Perform workforce assessment survey across all of Business Affairs to identify capabilities, gaps and practices for staff to be able to work remotely or from home, if needed – Oct 2017

COMPLETE

C.

Reconcile, consolidate and update DR plans into PrepareSU (or alternative), prioritize as result of criticality assessment; incorporate testing of plans in regularly-scheduled DR drills of on-premise and cloud-based infrastructure - 25% of DR plans updated by April 2018

COMPLETE

D.

Perform “lite” version of a Business Impact Analysis (BIA) across all of Business Affairs to formally define critical functions and recovery targets - pilot completed by April 2018

COMPLETE

E.

Determine most appropriate continuity strategy for all Business Affairs functions, and document or update continuity plans (alternative ways to conduct business) for all critical functions – pilot completed by April 2018

COMPLETE

PY18 Business Affairs InitiativesSlide17

Sponsored Research Expenditure Review and Certification System

8. Complete implementation and rollout of new online quarterly expenditure certification system that also integrates payroll distribution certification. 

UAT August 2017. 

On

Time

Pilot deployment October 2017.

On

Time

Completed in parallel with UAT.

Campus wide rollout December 2017.

On Time

System launched December 4, 2017. During the first certification quarter, 6,885 individual PTAs were certified electronically

.

80% of PI’s surveyed rated the system “very satisfied/satisfied”.Slide18

Clinical Trial Process Review

9. Improve the business process and systems associated with clinical trial set-up, billing, and collections, in partnership with the School of Medicine.

Complete current state assessment and recommendations for improved business process and systems.

Complete. Conducted interviews across 15 groups; documented process-flows; identified process gaps and pain points; validated current state based on data analysis

.

The team has moved forward with a d School adopted design approach on customer focused ideation. Several working sessions already held.Slide19

Clinical Trial Process Review

9. Improve the business process and systems associated with clinical trial set-up, billing, and collections, in partnership with the School of Medicine.

Review the CRISP billing system to determine if the current system can be enhanced to address user needs, or if a new system is required.

Complete. Identified and captured user needs, resulting in two system enhancement releases (December 2017 and March 2018). Also, focus group meetings with Spectrum, CCTO, and

SoM

determined a need for more robust training tools and ongoing support, resulting in a new user guide, a new look instructional video, an FAQ page along with on-site training and open labs. Ideation approach from previous slide will determine if CRISP can replace other SOM vendor solutions (Encore).Slide20

Business Affairs

Initiatives – FMS[BA-10] Evolve and Consolidate Financial Planning & Reporting

20Financial Management ServicesConsolidate and update tools for financial management reporting, with the ultimate goal of moving financial reporting content to OBIEE (Analysis and BI Publisher).Goal/ObjectiveStatusAccomplishments

Complete Delivery of Revenue & Funds Management Reporting by Aug 2017Revenue and Funds Management went live on August 11, 2017. There are approximately 1,290 users of RFM as of March 2018.2,914 Distinct OBI Users since OBI began! Achieved 145% of our original target.Additional training, support and Business Unit outreach and communication activities are planned to

promote optimal use of OBI, including role-based and business process oriented solutions.Complete the retirement of RM3 by Oct 2017199 financial reports in RM3 were retired on October 31, 2017

Develop and implement appropriate support model to maintain and continuously improve financial reporting and business intelligence across the institution – Dec 2017

Long term support plan was approved by Ganesh and Susan in March 2018

Base budget ask for 2 FTE (OBI/ETL Developer) for AS and 1 FTE (Ops Excellence) for FMS, only received 1

position, using budget dollars for AS developer

4 AS contractors have been extended to December 2018.

As of March 2018, there are 316 outstanding tickets in the EFR

support queue, down

from ~500 in November 2017.

Great progress has been made and the EFR leadership team continues to meet on a monthly basis to review the progress

on resolving tickets.

Update and refine overall program roadmap by April 30, 2018

Roadmap

updates completed on A

pril 27, 2018. Updates included

the following

:

Long Term Support Plan

Alignment with Business Affairs Initiatives and Other Central Initiatives

Alignment with Local BI Initiatives

Managerial and Analytical Dashboards

Campus Outreach, Training & SupportSlide21

Business Affairs

Initiatives – FMS[BA-11] Authority

21Financial Management ServicesUpdate Delegations of Authority from Board of Trustees to the President, and from President to University Officers and other administrators:Goal/ObjectiveStatusAccomplishments

In partnership with Office of General Counsel and President’s Office: Finalize Board of Trustees Delegation to the University President with resolution at the December 2017 Trustee meetingCreate and/or update delegations from President to University Officers, Deans, Vice Provosts and other necessary positions – April 2018

Board approved the resolution at October 3rd meetingDeveloped template and draft delegations for VP Business Affairs & CFO and VP General Counsel and completed proof of concept exerciseIdentified population of delegations required for President and Provost direct reports. Scheduled for review with President's Chief of Staff during May 2018.

Create a high-level framework for extending delegations to other faculty and administrators throughout the University – April 2018

Prepared draft of Administrative Guide Memo, Signature and Financial Approval Authority, establishing university-wide framework for authority delegation

As noted above, developed template to

be used for

sub-delegations.

Identify and begin implementation of infrastructure components (policies, procedures, systems, training, etc.) that need to be updated – April 2018

Designed delegation template as a vehicle for maintaining, and allowing visibility to, high level authority delegations

Developing quality

assurance

process to ensure appropriate oversight of delegated

authority and

to give BoT visibility to significant transactions

Training and job aids for administrative users are in progressSlide22

Business Affairs Initiatives – FMS

[BA-12] P2P Transformation: Purchasing Marketplace

22Financial Management ServicesContinue to roll out Amazon for Business with a focus on reducing the administrative burden for campus. Focus on increasing product selection and competitive pricing while providing functionality that delivers seamless compliance in real timeGoal/ObjectiveStatusAccomplishments

Create a product selection strategy that increases client satisfaction and user adoption while aligning with our Spend Management, Vendor Management, and FAN initiativesIn the Office Supply category all of the products purchased by Stanford in the 2016 year can be found on Amazon Business. We consider this a 100% parity for this category. There are no more requirements around this category to meet the selection goal.In the IT Peripherals category all of the products purchased by Stanford in the 2016 year can be found on Amazon Business. This category also has 100% parity. There are no more requirements around this category to meet the selection goal.In the Medical/Lab category we are tracking to a percentage of parity based upon a subset of products that are purchased year over year (3400). We have reached 63% of this in parity as of the end of the performance year. Initial user base within Oracle users is ~6600. From this initial user base approximately 5000 users have some ordering history in Oracle iProcurement. Amazon

Business as of April has 4600 registered users and approximately 62% of the total users in Amazon Business have placed orders. Total spend ~$5m in the first full year.Reduce the use of Smart Mart and product selection by 50%.Metric was interpreted as removal of 50% of the suppliers (18 of 35)

A communication plan and removal strategy has been put in place but will not complete until after the performance year. Completion of the initial 18

suppliers

is

targeted for late summer

Create a savings methodology that will track and monitor Amazon’s dynamic pricing model in support of Spend Management.

Identified

a

supplier (

Sievo

) to provide a savings methodology for the dynamic pricing model. Initial data reviewed and it was favorable. Planning initiated

for the pilot.

Establish a vendor management process that provides supplier compliance for suppliers under the Amazon umbrella in accordance with FAN rules and FICO’s future analytic model

Amazon Business

now contains filters that allow users to filter Sellers who qualify as Small Businesses and other

Diversity categories such as Women

owned and Veteran Owned. This will assist Researchers in attaining their sponsored small business goals when awarded funding over $750k.

Amazon

Business also allows users to filter on Business Sellers who are registered on the Amazon Business platform.Slide23

Business Affairs Initiatives – FMS

(BA-13) P2P Transformation: Vendor Management

23Financial Management Services Continue development of a scalable Vendor Management Program (VMP) to help manage vendor performance, compliance and pricing:Goal/ObjectiveStatusAccomplishments

Launch a limited implementation of the top 100 strategic suppliers to identify challenges and to establish a realistic timeline to implement across our entire vendor master file (approx. 15,000 suppliers).Completed Supplier Profiles document - five overarching risk categories defined to classify all Stanford suppliers.Established criteria and selected 100 strategic suppliers.Oracle SQM Cloud license purchased and initial configuration completed. Completed questionnaire (collected updated information and tracked metrics) for the 100 strategic suppliers.

Migrated 100 strategic suppliers data into SQM stand-alone Production environment in April (after module was upgraded).Transition current supplier set-up process to route all new supplier requests through the Vendor Management Program (approximately 2000-3000 suppliers per year).Completed the proposed future state business process map and reviewed with supplier enablement team to start the process of onboarding new suppliers using the Oracle SQM tool.

Huron completed the supplier enablement assessment in March and validated proposed future

state.

Create a strategy for alignment with our Purchasing Marketplace, Spend Management, and FAN initiatives, including:

i

)Helping to guide suppliers moving into the Purchasing Marketplace; ii) Merging SIM tool with FAN project for added visibility into transaction compliance, and iii) Aligning SIM tool tracking and reporting in relation to Spend Management categories.

Strategy document, informed by input from FAN, Spend Management and Purchasing Marketplace teams, completed and approved by SusanSlide24

Business Affairs Initiatives – FMS

(BA-14) GFS Redesign

24Financial Management Services Redesign and modernize functionality for managing entry, approval and reporting of financial support for graduate students and postdoctoral scholarsGoal/ObjectiveStatusAccomplishments

Phase I:  Redesign user interface and functionality - March 2018Redesigned GFS Center launched, as scheduled, on March 5, 2018Consolidated and streamlined policy content, resources and job aids released on the redesigned Graduate Financial Support websiteOnline training modules and updated operational reports deployed in early AprilInitial feedback from campus is very favorable, despite a handful of issues that were resolved post-go-livePhase II: Discovery phase for enhanced reporting (reporting and integration) – Apr 2018

Functional specifications and a high level project plan for Phase II have been completed and approvedSlide25

15.

Integrated Identity and Access Management Program

Status

A.

Group service enhancement strategy: Complete gap analysis between WorkGroup Manager and Grouper (which is the Internet2 consortia maintained group service platform used by many of our peers) – Oct 2017COMPLETE

Note:  approved date adjustment to March 2018

B.

Full migration of PROD IAM in cloud (AuthN and directory infrastructure) with backend support for client certificate authentication. – February 2018

COMPLETE

Note:  approved date adjustment to March 2018

C.

Migrate 50% of UIT web applications to SAML from WebAuth – April 2018

COMPLETE

Note: as of 4/30 88% of UIT web applications were migrated;

on 5/4 90% of UIT web applications will be migrated

D.

Complete enhancement of Sponsorship Manager to comply with the revised Admin Guide policies – April 2018

COMPLETE

PY18 Business Affairs InitiativesSlide26

16.

IT Service Management

Status

A.

Implement Stanford Services Portal, Incident, Request, and Knowledge for twelve campus partners with IT organizations – July 2017COMPLETE

B.

Implement Stanford Services Portal, Incident, Request, and Knowledge for two campus partners with non-IT organizations – March 2018

COMPLETE

UHR go live was April 2018

FMS go live was January 2018

C.

Complete Advanced Reporting Strategy and Implementation Project Charter. This strategy, which includes tool selection, will facilitate the expansion of ServiceNow’s existing reporting to include at least trend reporting and key metrics/KPIs – August 2017

COMPLETE

D.

Complete implementation of at least Phase 1 of Advanced Reporting Strategy. (Phase 1 will be defined in the Charter, per #3 above) – April 2018

COMPLETE

PY18 Business Affairs InitiativesSlide27

17.

IT Funding Model

Status

A.

Finalize capital and operating cost models as well as funding recommendation for all UIT Services for Redwood City Campus (July 2017)COMPLETE

B.

Determine which charge-back services are candidates for central funding and complete financial impact analysis (September 2017)

COMPLETE

C.

Review analysis and conceptual recommendation with Budget Group, UBO and Provost, seeking feedback on any changes (November 2017)

COMPLETE

D.

Prepare budget request (January 2018)

COMPLETE

E.

If changes are approved, prepare for implementation of new model(s) (e.g., client documentation, ordering/billing system updates, etc.) and communicate new model(s) to campus community (April 2018)

COMPLETE

PY18 Business Affairs Initiatives