Administrative Services is committed to identifying, analyzing and improving our existing business processes to create greater efficiencies and cost savings, leading to high levels of service to students, faculty and staff.
Business process improvement is aimed at identifying the operations or employee skills that could be improved to encourage smoother procedures, more efficient workflow and overall business growth. Several projects are planned or are underway.
An omnichannel approach to exceptional customer experience will provide a seamless and unified experience for the customer across all touchpoints, delivering a differentiated and consistent value to meet their needs.
Enhance the customer experience with an effective and efficient omnichannel system, using three tactics:
Project sponsor:
Beth Corry, Business Services
Project leader:
Thomas Okon, Business Reporting and Systems
Project committee:
Donna Czaja, Business Reporting and Systems
Mary Kvetkosky, Business Reporting and Systems
Samantha Rzeszut, Business Reporting and Systems
Implement the ShopBlue procure-to-pay solution. This solution provides an Amazon-style purchasing experience for the requistioner and will result in:
Project leaders:
Mike Maute, Business Services
Project committee:
Marie Colella, Procurement Services
Karen Crissey, Financial Management
Linda Deni, Procurement Services
Barb Lorango, Procurement Services
Michelle McCartney, Financial Management
Angie Rzeszut, Financial Management
Annette Saraceno, Financial Management
Dan Vivian, Procurement Services
Procurement representatives from Alfred State, Alfred University, Brockport, Buffalo State, Erie Community College, Fredonia, Geneseo, Monroe Community College, Stony Brook, SUNY Administration, and the Research Foundation
Implement the Concur Request and Expense system, in conjunction with travel agency The Travel Team's Concur Travel module. This solution provides end users with the option to fully automate their travel and expense process, and will result in:
In the fall of 2017, Town Hall meetings will be held on the North, South and Downtown Campuses for staff members interested in learning more about the new system, training and support.
Project leader:
Dominic LoTempio, Procurement Services
Project committee:
Donna Czaja, Business Reporting and Systems
Greg Howland, Enterprise Application Services
Kara Kearney-Saylor, Internal Audit
Meg Mitchell, Procurement Services
Tom Okon, Business Reporting and Systems
Gary Pacer, Enterprise Application Services
Carrie Woodrow, Business Compliance & Internal Controls, Business Services
Members from travel agency The Travel Team for the Concur Travel module
Develop a dashboard in SIRI (the university's business intelligence reporting and analysis platform) delivering summarized information to academic chairs on various data pertinent to their department. These data areas include:
The Academic Chair dashboard in SIRI is intended to be used by academic chairs and the assistants to the chair in all academic departments across campus. Assistant and associate deans and business officers in the decanal units will also benefit from these reports and analyses.
The guiding principle for this project is to deliver the appropriate level of detail to the academic chairs. Too much information will result in confusion and information overload while not enough detail limits the utility to the chair.
Project leader:
Thomas Okon, Business Reporting and Systems
Project committee:
Donna Czaja, Business Reporting and Systems
Joseph Kerr, College of Arts and Sciences
Andrea Wiepert, College of Arts and Sciences
UB EDGE (Employees Develop Grow and Engage) is a learning management system, a platform for faculty and staff to administer, document, track, report and deliver learning and performance activities in a central online solution. UB EDGE is a unified system with a user-friendly experience, allowing an individual to easily incorporate learning activities into their performance plans and daily work experience.
All full-time faculty and staff.
Project leaders:
Kelli Hennessy, Organizational Development & Training
Project committee:
Suzy Shallowhorn, Organizational Development & Training
Kerry Lynch, Organizational Development & Training
Michele Poitras, Organizational Development & Training
Susan Steck, Organizational Development & Training
Look to simplify and improve the current ePTF process. The goal is to have HR move away from data entry work (entering information submitted by ePTF and then entering into the SUNY HR System) and having department level transactions in the form of an improved ePTF - follow a workflow with review by HR - and then directly hit the SUNY HR system. UB will need to work directly with the IT support at SUNY to make sure the new ePTF matches directly field to field when uploaded.
All departments that interact with ePTF transactions connected with all life and work events at UB during the life cycle of employees.
Effort of redesign to start March 2017 with the goal of an intended solution to be implemented to begin the 2018-19 fiscal year.
Make the process simple, improve the workflow, increase efficiencies for departments and HR and remove the need for paper transactions.
Project leader:
Mark Coldren, Human Resources
Project committee:
Amanda Brown, IEU and HR Data Security, Human Resources
Bertha Hill, Customer Services, Human Resources
Dana Moore, Payroll and Appointment Processing, Human Resources
Amy Myszka, Benefits and Wellness & Worklife Balance, Human Resources
Representative individuals from units around campus
Target audience includes all units that hire individuals from outside the area. The request for proposal (RFP) process and the program design will indicate if there are existing levels for assistance depending upon level of role in the organization.
RFP is scheduled for late Spring 2017 with a goal of offering the service beginning 2018.
Project leader:
Linda Deni, Procurement Services
Project committee:
Mark Coldren, Human Resources
Beth Corry, Business Services
Dan Vivian, Procurement Services
Move to the new cloud-based version of UB Jobs (PeopleAdmin). UB Jobs is the applicant tracking and search process system for UB. The system has been long overdue for an upgrade. This new version of UB Jobs will:
Target audience includes all individuals and groups (State, RF, UBF, faculty and staff) that interact and work within recruitment and the search and selection process for talent to join UB.
Upgrade to new version to be completed March 2017. New search process changes and improvements to be phased in over 2 years.
Improve the search and selection process with a direct focus on connecting to UB's Commitment to Inclusive Excellence Staretgic Plan.
Project leader:
Jamie Lynn Bluhm, Worforce Planning & Recruitment, Human Resources
Project committee:
Sharon Chimera, Human Resources
Sharon Holdsworth, Human Resources
Delorian Miller, Human Resources
Melanie Phillips, Human Resources
Brendan Tom, Human Resources
University's Annual Resource Planning Process (ARPP) Guiding Principles:
Strategic —- we align incentives with our mission and with strategic behaviors.
Predictability — we build models that provide reliable foundations for planning.
Flexibility — we build planning models that anticipate and are responsive to changes in the economic environment; we incorporate appropriate risk management strategies.
Integration — we consider the university as a whole and make intentional connections between varying types of organizational needs and priorities.
Stewardship — we exercise prudence in managing our resources, diversify revenues to promote resilience, maintain appropriate reserves and reward efficiency and effectiveness.
Project leaders:
Lee H. Melvin, Enrollment Management
Project sponsors:
Laura Hubbard, Finance and Administration
Charles Zukoski, Provost and Executive Vice President for Academic Affairs
Project committee:
Academic unit membership:
Sandy Drabek, Jacob School of Medicine and Biomedical Sciences
Kristin Gniazdowski, School of Pharmacy
Joe Kerr, College of Arts and Sciences
Bill Mcdonnell, School of Engineering and Applied Sciences
Mike Redfern, School of Public Health and Health Professions
Ken Suski, School of Management
Support or operations unit membership:
Craig Abbey, Office of Institutional Analysis
Beth Corry, Business Services
John Gottardy, Financial Aid
Christina Hernandez, Student Life
Nancy Kielar, Office of the Chief Information Officer
Kelly Hayes McAlonie, University Facilities
Brian O’Connor, Office of Institutional Analysis
Tom Okon, Business Reporting & Systems
Tonga Pham, Univesity Facilities
Steven Shaw, International Education
What value does the Enrollment and Resource Planning Committee provide?
The Resource Planning subcommittee is charged with providing financial planning support and investment tracking for the Instructional Facilities Steering Committee.
Specifically, we will:
Office of the Provost, Office for Vice President of Finance and Administration and senior leadership
The Instructional Facilities Budget is developed and approved annually as part of the Central University Budget during the university's Annual Resource Planning Process.
University's Annual Resource Planning Process (ARPP) Guiding Principles:
Strategic —- we align incentives with our mission and with strategic behaviors.
Predictability — we build models that provide reliable foundations for planning.
Flexibility — we build planning models that anticipate and are responsive to changes in the economic environment; we incorporate appropriate risk management strategies.
Integration — we consider the university as a whole and make intentional connections between varying types of organizational needs and priorities.
Stewardship — we exercise prudence in managing our resources, diversify revenues to promote resilience, maintain appropriate reserves and reward efficiency and effectiveness.
Project leader:
Project committee:
Cheryl Bailey, Capital Planning
Beth Corry, Business Services
Valerie Dennis, Financial Management
Nancy Kielar, CIO Administrative Operations Office
Larissa Kowalczyk, Academic Affairs
Bill Mcdonnell, School of Engineering and Applied Sciences
The Real Estate and Resource Planning committee consists of members from Real Estate, Resource Planning, Business Services and Facilities who are collaborating to create business plans for leased properties. The business plans include ten-year forecasts of revenue and expenses for each building.
Establishing a portfolio of business plans for leased properties will allow for a comprehensive evaluation of properties and facilitate the identification of efficiencies, savings and areas in need of investment.
Other areas of improvement achieved by the committee include the development of a property management dashboard in SIRI to streamline reporting for leased properties and a full review of facilities cost rates charged to properties.
Senior leadership
The leased properties budget is developed and approved annually and reviewed quarterly as part of the Central University Budget during the university's Annual Resource Planning Process.
University's Annual Resource Planning Process (ARPP) Guiding Principles:
Strategic —- we align incentives with our mission and with strategic behaviors.
Predictability — we build models that provide reliable foundations for planning.
Flexibility — we build planning models that anticipate and are responsive to changes in the economic environment; we incorporate appropriate risk management strategies.
Integration — we consider the university as a whole and make intentional connections between varying types of organizational needs and priorities.
Stewardship — we exercise prudence in managing our resources, diversify revenues to promote resilience, maintain appropriate reserves and reward efficiency and effectiveness.
Project leader:
Project committee:
Beth Corry, Business Services
Valerie Dennis, Financial Managment
Mary Luisi, Resource Planning
Carla Persico, Real Estate and Property Management
Tonga Pham, University Facilities
Ron Place, Real Estate and Property Management
Functional:
Technical:
Completed:
In Process:
Next:
Senior administrators, faculty and staff should have easy, well-supported electronic access to the data and information necessary to perform and manage their university functions, thereby eliminating the need to create shadow and supplemental systems.
Project leaders:
Beth Corry, Business Services
Project committee:
Technical leads:
Tom Okon, Business Reporting and Systems
Gary Pacer, Enterprise Application Services
Functional leads:
Joe Lewandowski, Resource Planning
Jennifer Pesany, Financial Management
User liaisons:
Katie Beakman, Jacobs School of Medicine and Biomedical Sciences
Nancy Kielar, CIO Administrative Operations Office
Larissa Kowalczyk, Campus Living
Bill McDonnell, School of Engineering and Applied Sciences
Communication liaison:
Kathleen Manne, University Communications
Project manager:
Amy Dauber, University Communications
Project support:
Kelly Stich, Business Services
Advisory committee:
Craig Abbey, Office of Institutional Analysis
Erika Bagnoli, Office of the Vice President for Philanthropy and Alumni Engagement
Michelle Burger, Chemistry
Dr. Jane Brewer, School of Dental Medicine
Mark Coldren, Human Resources
Chris Decker, Endowments and Gift Administration, UBF
Sandy Drabek, Jacobs School of Medicine and Biomedical Sciences
Christina Hernandez, Student Life
Lynne Karlsen, School of Dental Medicine
Kara Kearney-Saylor, Internal Audit
Joe Kerr, College of Arts and Sciences
Michelle McCartney, Financial Management
Gary Mahon, School of Nursing
Lee H. Melvin, Enrollment Management
Jeff Murphy, School of Dental Medicine
Brian O’Connor, Office of Institutional Analysis
Tonga Pham, University Facilities
Mike Redfern, School of Public Health and Health Professions
Betty Smith, Research and Economic Development
Debbie Street, College of Arts and Sciences
Ken Suski, School of Management
Jill Uebelhoer, School of Dental Medicine
Cheri Weber, Procurement Services
Nate Wills, Division of Athletics
As a public research institution, UB’s model of sustainability focuses on finding solutions to global challenges through research, educating individuals about these challenges, setting high expectations of efficiency and effectiveness in our own operations, sharing our experiences and partnering with the external community. Through an integrated and collaborative resource planning approach, UB has become a higher education leader in sustainability.
Project leader:
Ryan McPherson, Chief Sustainability Officer
Project committee:
Erin Moscati, Sustainability Education Manager
Derek Nichols, Sustainability Engagement Coordinator
University Facilities is developing a streamlined process to complete rehab and capital projects. The new methodology will ensure ease of use for clients, use an integrated team approach to project delivery and reduce project cycle time.
Facilities Planning and Management Officers (FPMO).
Project leader:
Tonga Pham, University Facilities
Project committee:
Cheryl Bailey, Capital Planning Group
Bruce Buerger, Facilities Planning and Design
Paul Gareis, Facilities Planning & Design
Kelly Hayes Maclonie, Capital Planning Group
Martin Hohle, Facilities Planning and Design
Scott Ludtka, Facilities Operations
Ron Van Splunder, Facilities Planning and Design
A team of members from Facilities, Business Services and Resource Planning work together to create a multi-year utilities budget. The rolling 5-year financial plan has helped the university minimize commodity costs, prepare for volatility in energy prices and meet environmental stewardship goals by implementing energy conservation projects. By managing the utilities budget at a central level, fiscal risk is reduced, shortfalls are covered by the university, and surpluses are reinvested in the university.
Senior leadership
Utilities budget is developed and approved annually and reviewed quarterly as part of the Central University Budget during the university's Annual Resource Planning Process.
University's Annual Resource Planning Process (ARPP) Guiding Principles:
Strategic —- we align incentives with our mission and with strategic behaviors.
Predictability — we build models that provide reliable foundations for planning.
Flexibility — we build planning models that anticipate and are responsive to changes in the economic environment; we incorporate appropriate risk management strategies.
Integration — we consider the university as a whole and make intentional connections between varying types of organizational needs and priorities.
Stewardship — we exercise prudence in managing our resources, diversify revenues to promote resilience, maintain appropriate reserves and reward efficiency and effectiveness.
The utility budget will:
The utility budget:
The utility budget is not:
Project leaders:
Beth Corry, Business Services
Tonga Pham, University Facilities
Project committee:
Mike Forster, Facilities Campus Operations
Scott R. Ludtka, Facilities Campus Operations
Mary Luisi, Resource Planning
Michelle McCartney, Financial Management
Debbie Schmigiel, Financial Managment