Outcomes of the Plan and Foundational Design Phase

Executive Sponsors Set Enterprise Project's Strategic Direction

The Enterprise Project is a business process transformation and system implementation that will leverage Workday and other enterprise technologies to enable Ohio State’s Time and Change strategic plan.

During the Enterprise Project’s first phase, Plan and Foundational Design, the project team partnered with leaders and subject matter experts across finance, HR, student services and IT to identify opportunities for business process efficiencies and systems modernization.

The outcome is strategic direction for the project’s Architect Phase. The strategic direction was approved by the Enterprise Project’s Executive Sponsors: Provost Bruce McPheron and Senior Vice President and Chief Financial Officer Geoff Chatas. It will be validated by Susan Basso, Senior Vice President for Talent, Culture and Human Resources.

Strategic Direction for All Functional Areas

The Enterprise Project will improve institutional operations in finance, human resources, payroll, student services and enablement (technology, data analytics and support). Each functional area has strategic direction for the Architect Phase, but there are also improvements that impact all areas.

Improvements that impact all functional areas include:

  • Creating standard foundational processes across the university and the health system 
  • Automating manual processes to reduce transactional processing and increase focus on strategic work
  • Integrating university-wide data with common definitions to enhance reporting and analysis 
  • Providing greater options for employees, managers and students to conduct self-service transactions

Student Strategic Direction

The Student Strategic Direction is to improve the student experience through consistent, streamlined processes for anyone who interacts with undergraduate, graduate and professional student information. 

Doing so will decrease time and cost to degree completion or academic goal, increase engagement and provide services when and how students want them.

The following student services business processes are in the Enterprise Project’s scope:

  • Recruiting & Admissions
  • Degree Audit & Transfer Credit
  • Enrollment & Records
  • Student Financials
  • Course Catalog
  • Financial Aid
  • Undergraduate Academic Advising
  • Experience & Relationship Management

All student services business processes will be designed to fully leverage Workday and other enterprise technologies. During the Architect Phase, the project team and university community will design process and technology solutions to:

  • Utilize a single system across all colleges for student recruitment and biographic/demographic data
  • Deliver a degree-planning tool for all students to manage their course selections and time to degree
  • Simplify and streamline students’ payment processes
  • Integrate curriculum approval process and course catalog to manage course creation and changes
  • Improve ease of scheduling classes, managing course waitlist and obtaining a transcript
  • Support room and exam scheduling and optimization

Student services leaders and staff and the Enterprise Project collaborated to identify opportunities to further improve processes and advance the institution’s operational excellence goals:

  • Undergraduate Academic Advising – create consistent, high-quality advising services across colleges to enable advisors and promote student success
  • Student Relationship and Experience Management – create an enterprise-wide system to track and coordinate meaningful engagement across the student lifecycle
  • Financial Aid – provide cross-college visibility into scholarship funds to maximize students’ resources for affordability
  • Mobile Accessibility – enable students to access services when and how they want

Human Resources and Payroll Strategic Direction

The Human Resources and Payroll Strategic Direction is to enable long-term success in HR and payroll operations by improving classification and compensation foundational data and creating standard HR and payroll practices across the university.

Doing so will reduce non-value-added work and significantly advance the experience of faculty and staff.

The following HR and payroll business processes are in the Enterprise Project’s scope:

  •  Fee Authorization
  •  Onboarding
  •  Performance Management
  •  Learning
  •  Position Management
  • Benefits Administration
  •  Terminations & Transfers
  • Payroll Processing
  •  Compensation Administration
  • Retirement Administration
  • Payroll Accounting and Commitments
  • HR Operating Model / Service Delivery
  • Annual Merit Compensation Process

All HR and Payroll business processes will be designed to fully leverage Workday and other enterprise technologies. During the Architect Phase, the project team and university community will design process and technology solutions to:

  • Streamline and standardize payroll, time tracking and absence management processes
  • Provide employees and managers greater control of and visibility into HR transactions, workflows and approvals
  • Simplify and create consistent HR practices across the university, including performance management and annual merit processing (AMCP/P3), onboarding, benefits administration and compensation administration

HR and Payroll leaders and staff and the Enterprise Project collaborated to identify opportunities to further improve processes and advance the institution’s operational excellence goals:

  • Recruit to Hire – create consistent processes and centralize select functions to improve the candidate experience, reduce hiring times and ensure transparency
  • Non-Employee Populations – create a consistent approach to manage systems and facilities access for non-employees
  • Foundational HR Data – create consistency in university HR data in collaboration with Classification and Compensation Redesign project
  • Service Delivery – create a long-term vision to organize and deliver HR services in an effective way to support staff, faculty, physicians and students

Finance Strategic Direction

The Finance Strategic Direction is to improve financial data and reporting through streamlined and consistent processes.

Doing so will maximize efficiencies, reduce administrative burdens and enhance decision making.

The following financial business processes are in the Enterprise Project’s scope:

  • Financial Accounting
  • Debt Management
  • Supply Chain & Procurement
  • Project Management & Execution
  • Travel & Expense
  • Asset Management
  • Banking & Settlement
  • Endowment Accounting
  • Grants Management

All financial processes will be designed to fully leverage Workday and other enterprise technologies. During the Architect Phase, the project team and university community will design process and technology solutions to:

  • Create standard processes, common data definitions and integrated data for all financial functional areas to create more accurate data and consistent financial reporting
  • Automate manual processes to reduce transactional processing and increase strategic financial management
  • Create a robust project management and execution toolset to record and manage a full project lifecycle
  • Create consistent supply chain processes across the university and the health system
  • Streamline and integrate debt financial reporting across units and automate and standardize debt reports

Finance leaders and staff and the Enterprise Project collaborated to identify opportunities to further improve processes and advance the institution’s operational excellence goals:

  • Accounts Receivable – establish common unit-level processes and centralize select functions to increase collections
  • Budget – partner with fiscal leaders to change the way we budget across funds and track budget variances
  • Capital Investments – streamline capital investment processes and reduce disparate systems

Enablement Strategic Direction

The Enablement (Technology, Data and Support) Strategic Direction is to deploy technology, process and governance solutions.

Doing so will enable agile results driven by colleges, hospitals and units.

The following technical, data analytics and support functions are in the Enterprise Project’s scope:

  • Business Intelligence, Analytics & Reporting
  • Operational Design
  • Data & Application Management

Enterprise Operations (a central support organization) will be created within the Office of the Chief Information Officer to enable the institution to fully leverage and manage Workday and other enterprise technologies.

During the Architect Phase, the project team will collaborate across the institution to design process and technology solutions to:

  • Integrate Workday with other systems using modern integration technology
  • Implement business intelligence, analytics and reports needed to run the operations of Ohio State, capitalizing on Workday and reporting and analytics technologies
  • Deliver a new business intelligence, analytics and reports platform to advance the use of data and analytics and reduce duplication
  • Stand up governance functions across data, systems operations and reports
  • Operationalize a support structure that leverages the agility of cloud software and ensures clear, secure, effective and efficient support
  • Reduce the number of shadow systems utilized within the university community
  • Simplify the user support and call center functions for institutional operations
  • Develop the Foundation Data Model that will support the finance, HR, payroll and student functional areas
  • Shift towards the mindset of data as an institutional asset
  • Develop and deploy a consistent integrations methodology and approach

Items Out of Scope or Not Moving Forward at this Time

During the Plan and Foundational Design Phase, many leading and peer practices were discussed as the university community engaged in vision sessions. The following practices were considered for Ohio State and then tabled in order to balance the current need and overall impact to the university.

Finance

  • Move to accrual accounting treatments at the college/VP unit level
  • Central service center for travel and expenses
  • Move to centralized accounting functions
  • Additional check printing outsourcing
  • Travel cards with personal liability
  • Consolidate supply chains across the university and health system
  • Purchase a new eProcurement tool

 

Human Resources and Payroll

  • Eliminate 9 over 12 appointments
  • Explored the option of OSUP staff becoming university employees
  • Bi-weekly payroll for all employees
  • Remove under-utilized deductions
  • Eliminate courtesy residential tax withholdings

 

Student

  • Predictive course scheduling
  • Room optimization (scheduling)
  • Electronic check scanning
  • Transfer credit equivalency tool
  • Graduate fellow stipend processing
  • Self-reported/evaluation transcript