March 5, 2014 (Findings and Recommendations of the Shared services Steering Committee)

Dear Colleagues,

This morning President Powers sent a message to campus on the release of the Findings and Recommendations of the Shared Services Steering Committee. If you have not yet read his message, I encourage you do so.

Over the next year, the Shared Services Steering Committee has proposed that shared services be piloted by select volunteer units. We will also perform a detailed study of all existing structures of shared services. A full list of exiting shared services capabilities can be found here.

Via the Transforming UT website you can also access 12 supporting documents, including background on all four shared services work streams: Finance, Procurement, HR, and IT.

Please take the time to review the report, I believe it is inclusive of the many differing views we heard during Campus Dialogue. I have felt great pride in UT Austin amid this process and I look forward to the conversations to come.

As always, I ask that you invite any interested peers to sign up for Transforming UT updates so that they can be kept up to date on any news related to shared services and other Transforming UT initiatives.


Kevin Hegarty
Vice President and Chief Financial Officer


February 17, 2014 (Committee on Business Productivity)

Dear Colleagues,

I have made available, via the Transforming UT website, the information collected by the Committee on Business Productivity (CBP) that it used in developing its recommendations.

For those not familiar with the Committee, the CBP was launched in April 2012 to offer advice on how the university’s business operations could be improved to support our core mission of teaching and research. The group was composed of 13 distinguished UT Austin alumni and business leaders. The final recommendations of the CBP are contained in the report that can be found on the Transforming UT website titled Smarter Systems for a Greater UT: Final Report of the Committee on Business Productivity.

Please keep in mind that this was data collected and used by and for the CBP in making its recommendations. These recommendations do not necessarily reflect those of UT Austin. Rather than simply implement them, President Powers charged me with the responsibility to establish representative campus groups to study each recommendation with the goal of developing our own path forward that is adapted to our campus and its goals.

The information and internal presentations, which were supplied to my office by Accenture on behalf of the CBP as PDFs, have been grouped by subcommittee (Asset Utilization, Technology Commercialization, and Administrative Services Transformation). A section was also created to store a series of status reports.

When I submitted my responses to the Faculty Council resolution about a week ago, I committed to providing the campus with more information pertaining to the work of the CBP, as it becomes available to me. Such information will be posted, as this has, to the Transforming UT website and we will continue to send updates to those who have signed onto the Transforming UT email list. Please encourage your colleagues to sign upfor updates if they are interested.

Thank you and I appreciate your continued support in our efforts.


Kevin Hegarty
Vice President and Chief Financial Officer


February 6, 2013 (Faculty Council Resolution Response)

Dear Colleagues,

This morning I shared responses to the eight Faculty Council requests as written in the January 27th resolution, Regarding Implementation of Shared Services Plans on the Campus of the University of Texas at Austin with Hillary Hart, chair of the Faculty Council. These responses can also be found on the Transforming UT website. Responses to each request can be viewed by using the “response to requests” box on the right side of the webpage.

As noted in my responses, as more information becomes available, we will post it to the Transforming UT website and will send an update to the Transforming UT email list.

If you have friends or colleagues that would wish to receive these periodic updates, I encourage them to sign up for the email list. As always, I look forward to sharing more with campus as the process moves forward.


Kevin Hegarty
Vice President and Chief Financial Officer


January 23, 2013 (Shared Services January Update)

Dear Colleagues,

Although the official Campus Dialogue period ended this past December, it’s a testament to this campus that these discussions have not ended. I myself have overheard and participated in many since returning to campus in January.

From the onset, my hope was that having open discussions on the pros and cons of shared services would assist myself and the Project Team in understanding the preferences of the campus at large.

Quite frequently we heard that the campus wanted more time to study and test shared services, so a pilot with volunteers was proposed, rather than large-scale implementation. Should we move forward with a pilot, our goal is to collect specific date during the pilot and share and discuss it with the campus before any final decisions are made.

Additionally, we heard from many on campus that we should take another look at what UT Austin is already doing in shared services.

What we discovered was that there are already a number of shared services pilots occurring across the campus, particularly within the College of Liberal Arts and the McCombs School of Business. From our study and discussions with leadership at each school, there appears to be great success, and I believe we can and should learn from both.

Whether that means building around a core of existing shared services capabilities or promoting their services more broadly to the campus, I believe that piloting shared services should include supporting and leveraging existing initiatives, rather than starting from scratch.

I look forward to sharing more with campus as the process moves forward. As always, I welcome your input and look forward to future discussions.


Kevin Hegarty
Vice President and Chief Financial Officer



December 16, 2013 (Shared Services December Update)

Dear Colleagues,

As we near the university’s winter break, I wanted to take a moment to provide an update on shared services. Since my last update in mid-November, the Shared Services Executive Steering Committee has met to review the Campus Dialogue phase, review feedback, and discuss next steps. The project team has also developed an updated FAQ based upon feedback provided during Campus Dialogue, which can be found here. Lastly I wanted to share some insight from our process thus far. 

November Steering Committee and Pilot Update

During the review of Campus Dialogue, the steering committee discussed a number of themes that emerged, which included how shared services will be funded and how the functional areas will be impacted (human resources, finance, procurement, and information technology) at both the university and unit level.

During the meeting, I also shared my opinion that I believe the campus is open to exploring shared services via a volunteer pilot. A smaller working group was created to determine which volunteers would make for the best pilot participants, what functions would be tested, and what metrics would be used to determine the level of success.

Our goal is to gather data through the pilot, share the results with campus, and determine whether it makes sense to broaden the effort to other units.

One thing I want to make clear, is that while I will be leading this discussion, I will be bringing the conversation to you via a second review period. Through our collective study of the pilot data, my hope is that we can make the choice that is best for our collective future.

Updated Frequently Asked Questions

Over the past month, the project team has been reviewing the entirety of comments and emails submitted during Campus Dialogue. The most common and thoughtful questions were repurposed into FAQs. These included questions related to the impact on faculty, shared services employee salaries, location of the future shared services organization, and when savings can be expected at the unit level.

These new FAQs can be found here.

Our Process for Shared Services

As some of you may have read, shared services has been in the news at some of our peer institutions, most notably the University of Michigan. While I have no opinion on whether the Michigan approach was right for their campus, I believe that we have followed a different path, one that I feel was correct for us.  In doing so, I would like to highlight the following:

Communication and Campus Involvement: We have held a lengthy period of Campus Dialogue to explore the question of whether or not the university is open to the idea of shared administrative services. This has included over 30 meetings with faculty, student, and staff groups on the Main and Pickle campuses.

Our steering committee, includes faculty, staff, student, Dean, and vice president representation and by and large I feel we successfully ensured that all parties possibly impacted by shared services have had a seat at the table. This is in addition to the numerous emails and communications made via the Transforming UT website. There is also a Staff Council subcommittee and a volunteer group dedicated to shared services.   I am proud of the open and consultative process we have had with the campus and you should expect it to continue moving forward.

Shared Services Pilot: As stated previously, during the Campus Dialogue period, I became confident that the campus was open to exploring shared administrative services – but I did not feel that we had sufficient data to launch a campus-wide implementation effort, nor do I think our campus would have supported it. As a Tier One research institute, our university expects to see results. This is why I believe so strongly in testing shared services via a pilot on a volunteer basis. This will allow us to assess data, share the results, and determine whether or not it makes sense to move forward.

I want to thank the entire campus community for your participation during Campus Dialogue. The course we have decided to follow was in large part because of the thoughtful feedback we received. The path forward will be difficult, but I want to assure you that nothing is set in stone. Should the pilots prove unsuccessful, I believe we have the resolve and courage to change course and reevaluate if shared services is the right fit for our university.

If you have any questions or comments, I encourage you to set up some time to meet with me or submit your comment to transformingut@austin.utexas.edu. Your continued effort will define our success.

Happy Holidays!

Kevin Hegarty
Vice President and Chief Financial Officer


November  20, 2013 (Shared Services Campus Dialogue Update #3)

Dear Colleagues:

This has been a very exciting couple of months. We have received a lot of great questions and comments about shared services, and I think that we will be well equipped to update our draft plan accordingly. In all, we have received well over 300 comments via email, the feedback form, and in-person meetings and town halls. Thank you for your continued engagement throughout this process.

Although the formal Campus Dialogue phase is coming to a close, that does not mean our communication with campus will be ending. We will continue to provide updates via the Transforming UT email list and I am happy to meet with any group on campus that would like to hear an overview of shared services or to dig deeper on a specific topic.

Please see below for shared services next steps and campus dialogue updates.

Additionally, I wrote an Op-ed for the Texan last week on the case for shared services. If you haven’t yet had an opportunity to read it, you can find it here.

Shared Services Next Steps

The Campus Dialogue phase will officially end on December 13. Below is a series of next steps which are to follow:

November – December: Update shared services draft plan and finalize recommendations

Campus Dialogue themes will be incorporated into the final recommendations which, following review by the Shared Services Steering Committee, will be shared with President Powers for his review.  Based on feedback thus far, I believe that the Steering Committee will recommend proceeding with a shared services pilot which will provide us actual data by which we can assess the real impact of adopting shared services.

January – February: Presentation of final recommendations to campus

Following his review, President Powers will deliver the final recommendations to campus. In additional to the final recommendations, a set of appendices will also be published, which will include further information on organizational design, shared services governance model, service level agreements, and other supporting detail.

February: Shared services pilot design

Pending approval, the Shared Services Project Team will begin the design phase of the pilot. Following the pilot phase, a length of which is still to be determined, there will be a campus review period to assess the success of the pilot in achieving our goals (improved service, improved job quality, reduced costs) before deciding on whether to move into a campus-wide implementation phase. 

Campus Dialogue Updates

Shared Services Town Hall #2 (Nov 15th)

We held our second town hall to a nearly packed AVAYA Auditorium last Friday. Following a very brief introduction, Brad Englert, Mary Knight, and I answered questions for nearly an hour. Topics included advancement opportunities for employees in a Shared Services Organization, how shared services will affect the jobs of faculty, and how metrics for success will be developed for the pilot and if a baseline of service will be set, among many others. If you were unable to attend, an archived webcast of the town hall can be found here.

HR Consortium (Nov 11th)

The HR Consortium group led an excellent discussion, which included an interesting back and forth on how departments should think about current vacant positions. I shared with them that departments should continue to do what is best for their units, and that some areas have already begun to centralize functions. Mary and I also confirmed that the current Central Business Office (CBO) will be the starting point for the pilot and that the concepts that the CBO incorporates may inform the SSO, though it may be better to start anew.

Faculty Advisory Committee on Budgets (Nov 6th)

At our first meeting with the Faculty Advisory Committee on Budgets in early October, I was not sure what to make of the discussions as it was difficult to tell where the members might be on the idea.  Questions were asked about layoffs and privatization efforts. I entered this second meeting, not knowing quite what to expect.  I was pleased to find that the committee members had taken the time to educate themselves on the topic, which led to a very thoughtful and productive conversation. I should have expected that would be the case given the very high quality of our faculty and their passion for learning and research!  It was at the suggestion of one of the members that I refer to shared services as “insourced shared services” to limit the confusion and misinformation of outsourcing. To me, this meeting experience exemplified the changes I have seen across our campus during the Campus Dialogue phase. 

Thank you for your participation throughout the Campus Dialogue phase. And please continue to submit feedback, although our formal meetings will be ending soon, we will continue to respond to any questions we receive at transformingut@austin.utexas.edu. And if you would like to have a meeting to discuss shared services, please don’t hesitate to ask.  Also, please let me know if you have suggestions as to how I might best communicate with the campus. 

Many thanks to each of you!


Kevin Hegarty
Vice President and Chief Financial Officer



November 18, 2013 (ASMP ERP Replacement Update)

Dear Colleagues:

Some of you may have received an update on the ASMP ERP Replacement Project from the TXEDGE list. For those that did not, please read the following. Starting in January, there will be a monthly FYI session on the ERP replacement that will include updates and demos. The first FYI session will be held January 8, 2014, in POB 2.302 (AVAYA). Below is an update which was developed by Tracy DeMont in Financial Information Systems.

Kevin Hegarty
Vice President and Chief Financial Officer

 HR/Payroll and Financials ERP Replacement

  • Two pre-qualified vendors will be visiting campus the first two weeks in December to give presentations of how they propose partnering with UT Austin to implement Workday for Financials and HR/Payroll (as our implementation partner). It is anticipated that one of thesetwowill be recommended by the evaluation team in January and contract negotiations will begin soon after that.

Student Administration ERP Replacement

  • Planning has begun on how best to approach the very complex and large effort to replace the student ERP systems. You are presently hearing a lot about the HR/Payroll and Financials Workday implementation because these replacements are happening first, but there is a great deal of planning work happening in the student arena and you will be hearing more about this soon.
  • Workday has extended an offer to UT Austin to be the large, public, and research higher education representative on their student application design team. This offer is under consideration by the ASMP ERP Replacement project leadership team.
  • Note: The contract with Workday is for the HR/Payroll and Financials modules only. The decision as to whether to be a design partner with Workday does not in any way suggest Workday would be the system chosen to replace the current student systems. That decision will be made separately.

Distributed Software Systems Replacement Planning

  • The mainframe is scheduled for decommissioning at the end of 2020. For the HR, Payroll, Financials and Student areas that are part of the ERP Replacement Project, the planning process is underway. However, there are many critical applications that run on the mainframe that are not part of the ERP. 
  • The Distributed Software Systems replacement process is kicking off with the creation of a full inventory of our administrative systems. After our inventory is complete, the development of roadmaps and business cases for the mainframe-based systems will start.

Change Management

  • It is already clear that there will be a need to transition some staff to emerging roles such as data analysis, business analysis, configuration analysts, integration experts, developers in a new technology to name a few.
  • Along a similar vein, work is happening now to document compare and contrast the various processes and work effort involved from our current method of ERP support (primarily custom development) to a traditional vendor provided on-site ERP, and what we expect a cloud-based ERP to be like. More information on this to come.

Technical Architecture

  • The Python/Django/Oracle environment that many of you are currently using to host software applications is expected to continue to be supported for the foreseeable future. In addition, the ERP Replacement Project implementation vendor will be proposing an additional Technology Stack that can be used for integrations and rebuilding efforts.
  • There is a Technology Architecture committee that is currently in discussion with other higher education institutions that are in production with Workday. They are learning valuable information that will help in our planning efforts.


November 8, 2013 (Food Services Update)

Dear Colleagues,

I write to you today to provide an update on the work being done by our Food Services Review Committee. From day one, I have told this campus that the Committee on Business Productivity report, Smarter Systems for a Greater UT, should be used as a starting point and that further internal study was necessary. In doing so, I tasked committees, including the Food Services Review Committee to determine whether and how to implement change.

We have carefully reviewed the Committee on Business Productivity’s recommendations on food services. While we are thankful for the committee's time and effort in this arena, we have concluded that now is not the right time to adopt this set of recommendations. We will continue to approach all aspects of university operations with a desire for improvement and doing so will remain a part of our culture at UT Austin.

Kevin Hegarty
Vice President and Chief Financial Officer



November 6, 2013 (Shared Services Campus Dialogue Update #2)

Dear Colleagues:

As we cross the half-way mark of the Campus Dialogue phase, I’d like to thank you all for your participation and level of professionalism. Thus far, I’ve met with over 20 groups across campus and I have heard lively debate and engagement in the issues at each one. Overall, I sense that the campus understands the rationale behind our desire to implement Shared Services and that a pilot is the appropriate next step.  

Please see below for a highlight of recent Campus Dialogue activity and emerging themes from the sessions.

Campus Dialogue Highlights

Pickle Research Campus (PRC) Town Hall (Oct 25th)

Two weeks ago, we held a town hall meeting with about 50 members of the PRC community. It was great to connect with the PRC faculty and staff. They asked a number of good questions, some of which were very specific to PRC and how research groups could be affected. They were eager to remain involved in the process moving forward and, as I have done have with all groups, I offered to return and meet with any smaller groups that were interested in a follow up conversation.

UT Austin Campus Town Hall (Oct 30th)

Last week, we held our first of two town hall meetings on the UT Austin campus. I gave a brief introduction and then answered questions for the remaining 45 minutes. There was some lively discussion, including a number of questions from students regarding Accenture’s involvement.  I received a number of positive emails following the event that were appreciative in tone for having the town hall and opening it to all of campus. If you were unable to attend, an archived webcast of the town hall can be found here.

Campus Dialogue Emerging Themes

Workforce Transition

Over the past few weeks, I have been asked a number of times about workforce transition and specifically “post and hire,” which is noted as a preference in the draft update plan. As we move forward, the design of the workforce transition process will allow each person to decide for themselves whether they would like to move into a corresponding job in the Shared Services Organization.

There are several variations of the posting process that will be considered (and likely used), which will include post and hire. Our goal is to maximize opportunities for our employees and ensure that we use an objective and open process.

Peer Institutions

Questions around how a Shared Services Organization will benefit the university and how it has already benefited other institutions of higher learning have led to discussions about our peers who are implementing similar initiatives (University of Michigan, UNC Chapel Hill, Yale, UC Berkeley).

SSO Funding

The estimated cost of $160-$180 million to implement the ERP and shared services has been a recurring discussion topic throughout the campus dialogue sessions. I have addressed the need and associated costs required to replace DEFINE, which is at end of life. Adding that the savings created from implementing shared services will help us to repay the loan.

Service Quality

Many folks have asked questions around what types of services will become shared services, as well as how we will maintain and monitor high quality. Much of this is still to be determined, but I have continued to stress the importance of governance and service level agreements in meetings.

The past few weeks have been a whirlwind, but I have thoroughly enjoyed the opportunity to interact with our campus on a daily basis. Please continue to encourage your peers to submit feedback and participate in the Campus Dialogue phase. Emails can be sent to transformingut@austin.utexas.edu.

Kevin Hegarty
Vice President and Chief Financial Officer



October 23, 2013 (Shared Services Campus Dialogue Update) 

Dear Colleagues:

Throughout the Campus Dialogue phase, the Shared Services Project Team and I will be providing semi-monthly updates on the activities that have occurred to date. Please see below for announcements, updates, and a meeting calendar.

Recent News

The Shared Services Draft Update Plan is available on the Transforming UT website (http://www.utexas.edu/sites/default/files/UT-Austin-SS-Draft-Plan.pdf). Members of the campus community can provide feedback or send questions to the transformingut@austin.utexas.edu email address or via the online feedback form (https://utexas.qualtrics.com/SE/?SID=SV_1FisyBpcHbK4rrf).

The feedback we receive during this phase will help to strengthen the final recommendations for shared services. I appreciate your continued support as this process moves forward and encourage you to participate.

Campus Dialogue Updates

During the next Shared Services project phase, Campus Dialogue, the UT Shared Services Project Team will conduct another round of campus community forums to discuss the draft update findings and recommendations and garner additional feedback and perspectives.

Campus Dialogue kicked off on Monday, October 7th with the Deans’ Council. Meetings were also held with the VP Council, Staff Council, Town Hall Meeting, UBOC, and others. Below is an overview of comments and feedback provided during the meetings:

Shared Services Pricing Structure

Discussion included how centrally provided services will be paid for, how incentives will be utilized, and how a chargeback model could operate in the Shared Services Organization (SSO).

Workforce Transition

There has been discussion on how transition would occur for employees in the SSO. A variety of methods will likely be used to fill the SSO and employees will have the opportunity to express interest in positions they find most desirable.

Repetitive Nature of SSO

Concern was raised that the work done by the SSO will be unfulfilling due to repetition. Based upon experiences at other institutions that have implemented shared services, regardless of whether or not staff embraced or was skeptical of the SSO, they grew to be understand the value in becoming practice experts. They felt having an ownership of their responsibilities provided stronger long term career opportunities.

Centralization of Services 

Some CSUs at UT Austin have already centralized in-scope services; it will be important to inform the campus that shared services will build off of, and not replace, the work already done 

Setting Expectations

At a number of meetings, it was noted that although shared services will provide potential for operational optimization, it will require a resetting of expectations as to how we currently understand services and procedures.

Thank you for your support. Please encourage your peers to read the draft update plan and participate in the Campus Dialogue phase.

Kevin Hegarty
Vice President and Chief Financial Officer



October 14, 2013 (Campus Dialogue Phase Announcement)

Dear Campus Colleagues,

Over the next month-and-a-half, as we begin the implementation phase of UT’s productivity initiative, it’s important that we share information and ideas. During this phase, the Shared Services Project Team will hold forums and meetings to discuss the draft plan for implementing shared services and to garner feedback from the campus community.

As you may have read in the media, by implementing a shared services model and by modernizing our administration systems (replacement of *DEFINE), UT Austin expects to eliminate about 500 positions out of our workforce of roughly 12,000 administrative employees. These reductions will take place over the course of a four to five year implementation period and we hope that the vast majority of reductions will be accomplished through natural attrition and retirement. Once fully implemented, shared services will save the university between $30 million and $40 million on a yearly basis.

For UT Austin, Shared Services means that some highly transactional actions that take place on our campus on a daily basis would move from the college, department, and unit level to a Shared Services Organization. The Organization will be staffed and managed by resources from within the university community with a focus on customer service, improving operations, and reducing costs.

From the very beginning we have said that this initiative would be successful only if it occurred via a consultative process on our campus, and we will continue to do our best to keep that promise. We want to know what you believe will be benefits or potential challenges for our campus.

I encourage everyone to take the time to read the draft update on shared services and actively participate during Campus Dialogue. There are four ways you can participate:

  1. Attend an in-person forum or  meeting for specific campus groups (further information on when and where meetings will take place is also available on the Transforming UT website);
  2. Send comments, suggestions, or questions via email to transformingut@austin.utexas.edu;
  3. Complete the Shared Services feedback form available on Transforming UT website; and
  4. Sign up for Transforming UT updates  to receive periodic updates directly to your email. 

The UT Shared Services team began the planning activities for the project in May 2013. Since then, the project team has conducted more than 100 workshops, interviews, and focus groups with more than 250 campus community members. The feedback provided during these sessions and meetings was used in the development of the draft recommendations.

I look forward to talking and meeting with many of you during the coming weeks.

Kevin Hegarty
Vice President and Chief Financial Officer


Dear Campus Colleagues,

With the start of a new academic year, I want to update you on the Transforming UT Initiative.

Our committees have spent much of this summer researching the recommendations provided in the Committee on Business Productivity’s report, Smarter Systems for a Greater UT. You may have also seen myself, Brad Englert, Mary Knight, and others around campus providing information on Shared Services at different committee and council meetings.

Currently, the Shared Services project team is moving through its planning phase, which will run through the early fall. The team has engaged extensively with campus to identify how Shared Services could best work at UT and to further refine the business case. Once the draft plan is developed, there will be an active campus dialogue throughout the fall semester. This campus dialogue will provide opportunities to review the Shared Services draft plan and provide input.

The other committees on Asset Utilization and Technology Commercialization are in various stages of work. Like Shared Services, these committees will actively seek and then incorporate campus feedback before finalizing their reports.

The Administrative Systems Committee has also been hard at work.  An Administrative Systems Master Plan (ASMP) subcommittee, tasked with designing an approach for implementing a common software development methodology was approved by the Business Services Committee. There have also been updates to the ASMP frequently asked questions page.  The evaluation team is in the process of evaluating the ERP platform proposals.

Additionally, a Shared Services frequently asked questions page was recently uploaded to the site.

As a reminder, please visit the Transforming UT website to find out more about the committees’ work. There you will find information on committee membership, initiative timeline of events, committee meeting minutes, and a way to ask questions or offer suggestions.

Kevin Hegarty

Vice President and Chief Financial Officer 


Dear Campus Colleagues,

Another academic year has passed and the summer is upon us. As the campus winds down to a slower pace I wanted to take this opportunity to provide you a brief update regarding what has been accomplished towards the recommendations of the Committee on Business Productivity, which are included in its report titled Smarter Systems for a Greater UT.

During the spring semester we spent much time establishing representative committees to study the recommendations. The committees are expected to make use of the summer in preparation of discussing the recommendations with the campus during the Fall 2013 semester. Seeking broad campus input is essential in the development of final recommendations. Each committee is expected to make an independent assessment of its assigned recommendation.

Below are a few highlights regarding what has happened over the spring semester. I hope that you find this update useful.

Thank you for your interest in these projects and initiatives.

Kevin Hegarty

Vice President and Chief Financial Officer



Four separate committees are being established as follows:

  • Conservation and Building Improvement Strategies (coming May 2013)
  • Production and Sale of Surplus Electricity (coming May 2013)
  • Food Services Strategies (coming June 2013)
  • Parking Strategies (established)

Go to the Asset Utilization Web page for updates on this initiative.



One committee has been established to study the recommendations.; The committee is chaired by Dr. Juan Sanchez.  The Committee has created three Working Groups to each focus on two recommendations.

Go to the Technology Commercialization Web page for updates on this initiative.



There are two tightly intertwined initiatives included under the umbrella title of Administrative Services:  Administrative Systems and Shared Services will be jointly led by Brad Englert and Mary Knight.

Administrative Systems

The Business Services Committee (BSC) was charged with implementing the initiatives in the Administrative Services Master Plan (ASMP). The BSC selected representatives to serve on two teams to review RFPs. The ERP Replacement Evaluation Team members and the Integrator(Implementation) Evaluation Team members are listed on the ASMP subcommittee’s Web page. Additionally, Subject Matter Expert (SME) subcommittees for each functional and technical area will provide advice to these teams on the RFP requirements. These SME subcommittees will be formed over the next fewweeks. The RFP for the ERP Software Replacement is expected to be posted on or about Monday, May 20, 2013.

The next step over the summer of 2013 is to begin to develop the staffing and resource needs for the transition. A committee is being formed of both IT and Functional professionals to help with these plans. The committee will consider:

  1. Backfilling positions for core functions
  2. Incentives for project and backfill staffing
  3. Numbers and types of new positions needed
  4. Training program needs and skillsets required
  5. Strategy for focusing resources on the transition plan and high university priorities and developing policies for limiting lower priority system enhancements

Go to the Administrative Systems Committee Web page for updates and to view Frequently Asked Questions (FAQs) on this initiative.  These FAQs are in the process of being updated with new questions/responses. So, check back at this site.

Shared Services

A team of Accenture consultants are on campus to assist us with this initiative. The Shared Services Steering Committee is in the process of being formed and the membership will be updated on this site in a few days.  Preliminary plans are to establish four additional subcommittees related to the three shared service functions identified by the Business Productivity Committee. Customer Service will be a primary focus.

  • Human Resources/Payroll
  • Finance/Procurement
  • Information Technology (IT)
  • Customer Services, including Service Level Agreements

If you are involved in services for one of these areas, you may be contacted by the Accenture representatives for interviews regarding these processes.

Go to the Shared Services Committee Web page for updates on this initiative.

Brad Englert, Mary Knight, and I will be visiting with Business Officers, IT, and HR groups over the next few weeks to give the campus community opportunities to ask questions and provide input. If you would like to volunteer for committees or have questions to submit for FAQs, please send an email to transformingut@austin.utexas.edu.