Organizational Design

Organizational Design

Proprietary and Confidential

Organizational Design Deliverable

The purpose of the Organizational Design deliverable is to provide a draft of the Shared Services Organization (SSO) structure. The objective of the Organizational Design is to propose a structure and processes that can be brought to the campus dialogue for discussion with stakeholders across the university.

The organizational design is a proposal for the shared services organizational model. The organizational design is not a complete analysis of the organization alternatives but is a

draft of one of the alternatives using leading practices as a guide. This deliverable is a Plan Phase work product. Information in the final shared services recommendations may be different from what is in the deliverables, in response to stakeholder feedback.

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Table of Contents

Section ? Executive Summary ? Approach to Planning the Organizational Design ? Operating Model ? Management Processes and Support Functions ? Customer Interaction Model ? Functional Service Portfolio ? Organizational Charts ? Chargeback and Incentive Model ? Next Steps

Pages 4 13 15 20 32 39 43 55 60

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Executive Summary

The Organizational Design proposes a high-level model that will structurally support and enable a high-performing shared services organization.

? The goal of the design is to structurally enable an organization that:

? Provides superior customer service and promotes subject matter expertise. ? Continuously improves the efficiency and cost-effectiveness of service delivery. ? Incentivizes customer group participation.

? The operating model defines the core capabilities required for an effective Shared Services Organization that can be shared at a high level across HR, Finance, Procurement and IT

? Governance defines the decision-making process to make certain the SSO's operations and outcomes

are aligned with UT Austin's strategic priorities and accountable to SSO customers.

? Management Processes enable both operational and individual performance to be measured

consistently across all functions and provides a mechanism for continuous improvement.

? Delivery of Services encompasses the contact center capability and core transactions and services

across HR, Finance, Procurement and IT.

? Support Functions correspond to the functions where Shared Services will be a customer of itself.

The SSO will also leverage university-wide services where they exist. ? A single Shared Services Organization (SSO) would generate the highest possible benefit with the

least complexity

? Central administrative functions continue to operate within their current Dean/VP Level Unit. ? One Shared Services Organization with a single leader for all functions (HR, Finance, Procurement,

IT), with each function having dual reporting into the SSO as well as the central function.

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Proposed Operating Model

HR

Strategic

Finance & Procurement

Governance

Operational

IT

Functional / Technical

Service Center Management

Management Processes

Knowledge Management

Quality Management

Relationship Management

HR Service Desk

Contact Center

Self-Service Fin/ Proc Service Desk Document Imaging

IT Service Desk

HR Service Portfolio

Recruitment Employee Administration Employee Services HR Info Systems

Finance & Procurement Service Portfolio

General Acctg. & Reporting Fixed Asset Inventory AR and Collections Budgeting Accounts Payable Travel & Entertainment Requisition to Order Payroll1

IT Service Portfolio

Voice

Support Functions for Shared Services

Finance2

HR2

Procurement2 IT Support2

Supplier Management

Facilities Management

Training

Communications

Note: 1Level 2 activities in the current Payroll function will be considered for Finance shared services. Activities will be reviewed and responsibilities defined in Design. 2Support to all parts of the shared services organization provided by each functional service portfolio.

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