ROSE Board of Government Update
Two ROSE projects closed in the last reporting period. Currently, the ROSE program has 20 open projects, two of which are on hold. No major change to forecasted budget or benefits has occurred since last report. The summary of the projects within each ROSE stream is below:
Publications in The Bulletin on the Shared Services and Compliance System Implementation projects.
EPIC (eProcurement): User training continues. Stakeholders in the Pilot and Group 1 groups have now gone live. Project aim to complete by the end of May 2013. Development of functionality for contracts continues.
Research Accounting: Project closed.
REACH-UM: A revision of the plan to rollout the last phase was completed. Targeted March 31, 2013 for the completion.
ESS/MPI: On hold until completion of REACH-UM project.To restart in March 2013.
Managed Print Services Implementation (MPSI): President’s Office, Finance, HR, Research Services, main libraries and Law rollouts completed. Medicine rollout continues. Met 125 unit rollout target for December. Proposals for all units almost complete. Specific reviews Research Principal Investigator needs underway. PCR in progress to revised project end date to end of March 2014. Assessing needs to tracks costs to FOAP vs dept level.
PCCD: Numerous requirements workshops held. Testing of Microsoft Deployment Toolkit environment (to be used to manage the standard image for deployments) has commenced. PCR will be submitted to address new scope and costs. Decommissioning process requires issuance of new policy.
Shared Services: Nursing rollout complete. Workload Collection has started in Pharmacy and will be reviewed in January. Meetings on the transition of the Library to Shared Services continue with plant begin transition in mid-January. The Collaborative Reflection report was completed and presented to the program sponsors. Changes to scope, schedule, and resources may be needed pending decision on the report’s “Managed Desktop” proposal
Integrated Workplace Management System: Summarizing the RFI reviews and information for end of December. Working on a cost projections and resource needs for Stages 2 and 3.
Project Management Improvements: Procedures for use of contractor evaluation checklist complete. Working on official contractor evaluation form. Alternative Tendering Evaluation deliverable delayed due to decision on ASU proposal.
Contracting: Project closed
Student - Undergrad
Students - Graduate Studies
Advisor-Student Agreement: Project Charter completed. Feedback from UMFA received and reviewed. Preparing for Faculty Council of Graduate Studies review in January.
Currently, the ROSE Program has 24 active projects. Please find a summary of each ROSE stream and project below:
Students - Undergrad
Overall, the ROSE program is entering the current fiscal year with 24 active projects. Three projects have completed since the last report and a number will be concluding within the next six months. Highlights include:
Students – Undergrad
Students - Grad Studies
February 2012 Update
The University of Saskatchewan’s Service and Process Enhancement Project (SPEP) team travelled to the University of Manitoba in early February to meet with their ROSE counterparts. The meetings were very informative for both parties. The SPEP team was very satisfied with the sessions.
Three new projects have been added to the ROSE program: The PC Commissioning and Decommissioning project was added to the IT Stream subsequent to findings from the shared services initiative. A new stream, Graduate Studies, has been established as an offshoot from the Student stream with both the Admissions and Customer Relationship Management (CRM) initiatives split into separate projects. The contract with Hobsons for the Admissions projects has been signed.
User volume on the Integrated Travel and Expense (Concur) system, launched at the end of October, continues to increase. Over 900 individuals are now active in the system, over 350 flights have been booked, and over 600 expense reports have been filed. The rollout to Fort Garry ends soon, and Bannatyne will be brought onto the system by mid-May. We are offering training in many different forms, including an on-line option that has attracted over 400 individuals.
The 40-week eProcurement (Ariba) implementation is just past the halfway mark with a scheduled launch in July, followed by four to five additional months of rollout across the university. The first module, spend visibility, has now been implemented and is allowing Purchasing Services to better analyze our procurement patterns. In March, we will conduct conference room pilot sessions for system users to test configurations of the procurement module to ensure the product is on track to meet user requirements as defined in the design stage.
An additional 250 REACH-UM licenses for the new Human Resources eRecruitment system have been received. Planning for Phase 3 (TAs and grad students) has been completed, and requirements sessions have begun.
The 290 user Email and Calendar pilot migration was completed and mass migrations began on 21, 2012.
The Dell PC procurement contract has been fully executed. Staffing for the manager and ITPC solution consultant positions are underway.
The Physical Plant stream’s Work Order Improvements project has been successfully completed and the project closure report is under review.
The project charter has been approved and planning continues for the potential implementation of an integrated workplace management system.
Cross-functional team training for the Project Management Improvements initiative has been completed. A workshop was held with Legal Counsel, Purchasing Services and Physical Plant on the low bid policy. Feedback to survey on tendering policy from a number of other universities has been received.
The institutional costs policy, which will replace the current overhead policy, is undergoing the final drafting stage. The studentship template development is being redrafted due to and expansion in requirements.
The procurement process for the LabTracks Compliance Systems system for facilities management has begun. Positive feedback was received from the Human Ethics Chair and reviewers following a demonstration of InfoEd. Final preparations for reviewer training are underway. Development of the “paper-to-softcopy” transition plan for animal ethics is ongoing.
The Privacy Impact Assessment (PIA) review for the Admissions initiative has been completed and the contract with Hobsons has been signed. Business process review to begin.
The Financial Aids and Awards project is on track. BSAC 8.6 is now being tested.
Hobsons has begun development of Customer Relationship Management (CRM) online inquiry form.
The Future Students Website has been implemented. The project closure report is being finalized
Ad Astra training for event and academic schedulers is complete and the system went live for academic schedulers and specific event schedulers on January 23, 2012.
January 2012 Update
ROSE PROGRAM AND STREAM INITIATIVES Significant progress continues to be achieved as the implementation teams work diligently toward completion of their initiatives. Behind the scenes, the program team is supporting ROSE through the provision of project management, change management, IT liaison, communications, budget management and benefits realization support. Mid-project reviews with the ROSE sponsors and program team were recently completed for each stream area. While there is much work yet to be done, the considerable effort expended to date is noticeably starting to pay off.
Marketing Communications Office (formerly Project Jigsaw) - Additional client relations coordinators started on December 5, 2011. While some staff are now located at Chancellor’s Hall, space is an issue that continues to be addressed.
Philanthropy - The HR talent manager and new senior philanthropy manager were welcomed to the project team. Philanthropy to address the $35-$50M in fundraising that will encompass a single phase with two components—recruitment and re-organization. Recruitment and on-boarding continues and will carry over into the 2012/13 fiscal year. Interviews have started for four additional positions. The project charter was presented to the program sponsors and is under revision for final submission and sign off. Space is an issue that continues to be addressed.
Integrated Travel and Expense – To date, approximately 500 users from 21 Faculties and Units have been trained on the Concur Integrated Travel and Expense System. System performance and overall acceptance has been positive.
eProcurement - Workshops with U of M stakeholders to define business requirements are near completion. Supplier enablement strategy has been approved and the sourcing module test site has been configured. Spend visibility data enrichment is in progress. Legacy contract collection is also underway.
Monthly Reporting 2 - The implementation start date is dependent on the completion of the research accounting initiative. The project plan and charter were reviewed and approved by the stream and program sponsors
Research Accounting - Data mapping for the InfoEd to Banner interface has been completed. The testing of the InfoEd to Banner feed was also completed. Work has begun on the Agency Template reports. Grant notification letter templates have been created in Argos.
Employee Self-Service (ESS) - Feedback received to date has been generally positive. ESS Phase II remote testing of ESS Enhancements has been completed. The first deliverable for ESS Phase II (ESS Enhancements) is complete and has been loaded into production.
eRecruitment (REACH-UM) - An eLearning video to support hiring managers was developed. Planning has been completed for REACH-UM Phase II with a soft-launch goal of February 28, 2012. An additional 250 licenses are anticipated to be in place by February 8, 2012. Currently planning for REACH-UM Phase III with goal of launch in mid-June 2012.
IT Shared Services - Kinesiology went live on November 29, 2011. Engineering and Nursing will go live in January 2012. The revised charter for the remaining faculties is almost complete.
Email and Calendar – The charter and project plan will be finalized in early January 2012. Two mail migration assistants (new staff) have started and an Exchange Administrator is set to start in January. Dell consultants have completed the system installation and will return in 2012 to complete the pilot migrations.
Print Management Assessment - The UM has entered into a contract with Xerox for print management services. Planning activities for the Print Management Implementation project have commenced.
IT Procurement Centre (ITPC) – The contract with Dell regarding the supply of desktop computers has been finalized. The design of KPIs and management information tools for ITPC were completed and approved. The development of job descriptions for the ITPC is progressing.
Policy Development and Management - The project charter is under review. Review team identified as HR, University Secretary’s Office, Comptroller Office, Physical Plant.
Work Order Improvements - Service guidelines have been finalized and will be posted in January 2012. Project closure to be complete by end of January 2012.Integrated Workplace Management - Project charter is under development and will be finalized by the end of January 2012.
Project Management Improvements - Development of training and communication plan for Cross Functional Teams, development of new tools for standardization of project management, and review of tender process is in progress. Alternatives to the Low Bid Policy will be evaluated. A survey was sent out to other universities for information on their construction tendering practices.
Contracting - Requirements gathering for contract web feature within My Research Tools (MRT) completed ahead of the schedule. Institutional Costs Policy and the studentship template are under review. Collaborative Research, Sponsored Research, Technical Services and Material Transfer agreements are available on the Office of Research Services website.
Compliance Systems (formerly Pilot Workflow Software) - Data verification for the InfoEd reporting tool has been completed for Animal Ethics. InfoEd workflow design has been completed for Human Ethics. The team is testing the LabTracks application (a sandbox version) for Facility Management.
Admissions –The Admissions and Graduate Studies teams developed and delivered the Privacy Impact Assessment (PIA) document on December 2, 2011. A business case, supporting the recommendation of ApplyYourself application as the solution to the Admissions project objectives, is in development.
Financial Aids and Awards (FAA) - Bursary disbursement has been completed at least three weeks earlier than normal due to the automation of eligibility checking. The project team is developing and testing bursary ranking reports which will be used by faculties in assessing and selecting recipients of the bursaries. The BSAC 8.5 upgrade will be tested by the end of 2011. Memo-to-payment is being tested and will be in place for the beginning of 2012.
Student Recruitment CRM - Information gathering was completed by Student Recruitment and Graduate Studies. Project kick-off meetings were held on December 1st and December 12th with Hobsons (vendor), to develop draft implementation plans.
Student Recruitment /Future Students Website (FSW)- The load of the content for the new website was completed. The FSW went live on December 16, 2011. Project Closure by the end of January 2012.
Registrar’s Office/Classroom Scheduling - Completed configuration of security in Astra Scheduling. Faculty group meetings to facilitate communications completed. The wider group of academic schedulers was engaged in the configuration of the system, particularly with respect to the setup of scheduling preferences, room types and meeting types in Banner Scheduling. The team is preparing for on-site Ad Astra training mid-January 2012. Bannatyne go-live has been separated from the Fort Garry one. Fort Garry campus will go live in two steps - step one: end of January 2012 (schedulers), step two: end of May 2012 (university-wide). Communication to all faculties continues, regarding the new procedures to follow.
Since September, the ROSE program has seen three initiatives reach formal completion, all within the Finance stream. The FAST AR, Purchasing Operating Model and Monthly Reporting 1 initiatives were closed, with a project closure report completed for each. Of the remaining 26 initiatives, Integrated Travel (Finance stream), Financial Aid and Awards (Students stream), Employee Self-Service (Human Resources stream), and eRecruitment/REACH-UM (Human Resources stream) have recently gone live.
October 26, 2011 marked the launch of the new integrated travel and expense system, Concur. The new product is being deployed in phases with the expectation that all areas of the University will be on the new system before fiscal year-end. The product and configuration were selected and developed with extensive input from stakeholders and the launch is being supported by a comprehensive training plan. Travelers are encouraged to sign up for a University travel card which integrates with the system to make expense claim completion convenient.
The project charter and implementation plan for Ariba eProcurement is going through the approval process.
Research Accounting Initiative - The InfoEd interface to Banner feed is being tested.
October 12, 2011 was the go-live date for the Employee Self Service portal providing employees with 24/7 on-line access to their personal information stored in the Human Resources Information System (VIP).
Work is nearing completion on the eRecruitment System (REACH-UM). Training was completed on October 27, 2011 for the first phase (administrative and support staff positions only) and went live on October 31, 2011.
Discussion and planning continues for the shared services rollout of desktop support to three additional faculties: Kinesiology, Nursing and Engineering.
The selected vendor for the Email/Calendar Initiative has been engaged to provide implementation services. The project encountered a delay with respect to internal resourcing of network technical staff, but the issue has been resolved.The preferred vendor will be awarded the Print Management contract pending board approval on November 15, 2011.
Negotiations with the preferred PC and server supplier for the IT Procurement Centre (ITPC) have commenced and a submission to the Board of Governors has been made. The target processes for IT Procurement have been finalized, while the development of an organizational model and key performance indicators for the ITPC is in progress.
Training for service guidelines and performance monitoring for the Work Order Improvements initiative is complete. A key performance indicator (KPI) measurement is to be developed on track for project closure at the end of December 2011.
Project Management Improvements Initiative – A detailed work breakdown structure for the change to the Low Bid Policy has been developed. A draft proposal for dealing with space issues has been forwarded to Office of the Vice-President (Administration).
Contracts Initiative – The Collaborative Research and Sponsored Research Agreements are ready to be posted and the Institutional Cost (Overhead) policy is out for approval.
Compliance Systems Implementation Initiative - Have achieved 80 per cent success rate with digital submissions at the Bannatyne Human Ethics Office. The team met with the Human Ethics office at the Fort Garry campus to discuss the efficient implementation of InfoEd software. First reporting tools for Animal Ethics complete.
Admissions Initiative – The team is working with its preferred vendor and the U of M legal office to address the new Privacy Impact Assessment (PIA) assessment process for this project’s selected technology application.
Financial Aid and Awards Initiative – At last count, U of M students had successfully completed 3,331 bursary applications, with another 1,811 in progress. Report development and testing have begun and will be used in the selection of bursary recipients. Meanwhile, 4,263 students have received $6.7M in scholarships using the automated eligibility checking for disbursements. This tool has saved somewhere between 40 to 80 person hours. The project team is developing and testing bursary ranking reports which will be used by faculties in assessing and selecting recipients of the bursaries.
Student Recruitment/CRM Initiative – A contract has been signed with Hobsons for the purchase of the CRM software - CONNECT - for both undergraduate and graduate student recruitment. Information gathering is set to begin on business processes for the purpose of creating a draft implementation plan.
Future Student Website Initiative – The team is working with agency McKim Cringon George (MCG) to finalize web design/navigation. A November go-live is planned.
Classroom Scheduling Initiative – The configuration of the academic scheduling components in the Ad Astra Scheduling test system has been completed. The project is being re-planned to implement academic scheduling before event scheduling in order to take advantage of the software’s optimization feature for the 2012/2013 academic year for the Fort Garry campus.
Policy Development and Management Initiative – An initial charter and plan is being completed. Research into policy development and management policies at other Canadian universities continues.
Project Jigsaw Initiative – The project charter and plan are ready for first draft review. Five new client relations coordinators began work with the Marketing Communications Office in October and a manager of design and production is being hired. Space issues have been resolved with a move of the client relations staff to Chancellor’s Hall.
Philanthropy Initiative – A project charter and plan are almost complete for this initiative.
As program and project management responsibilities for the ROSE program transition from PricewaterhouseCoopers to the Office of Continuous Improvement (OCI), additional in-house project management resources are required to support the various streams and initiatives. Two senior project manager positions and the project support analyst position were recently filled. Recruitment is underway for two additional project managers.
The ROSE initiative teams are progressing through their various stages of implementation. Most initiatives are on track or have minor scheduling delays primarily based on unanticipated events. A status update for each program and stream initiative follows:
PROGRAM AND PROJECT SUPPORT
Finalization of governance model pending review by program and stream sponsors. Staffing for ROSE project support positions continues. New meetings schedule established. Migration of documents from PwC portal to JUMP completed.
Three change management resources have been hired by LDS and assigned to ROSE initiatives. One part-time consultant has also been engaged. Additional resources may be required with new initiatives. PROSCI has been adopted as the formal change management approach. The resourcing of change management resources and administration of the PROSCI licensing and education to university staff, including OCI resources, will be handled by Learning and Development Services (LDS).
The ROSE communications team continues to develop and deliver program-level communications to the wider university community, with the goal to both inform and engage. Articles published in The Bulletin to highlight individual initiatives. Completed long-term editorial plan for The Bulletin. Planned ‘refresh’ of ROSE and OCI website to occur in November.
Existing IST Liaison continues to support streams as needed on a part-time basis. Resourcing of central IST liaison role on a full time basis to support ROSE effective October 1, 2011.
Program-level cost management and benefits review held with program team. Tracking templates will be modified to assist with program level reporting. Project managers are responsible for completion of benefit and cost management reports. The overall ROSE program is on track to meet projected annual cost savings of $8-15 million. Annual ROSE savings of $2.6 million have been realized to date. Project budgets are on track for 11/12. Some costs originally anticipated for 11/12 will not be incurred until 12/13
Integrated Travel (Travel & Expense) - User acceptance testing is complete with positive feedback regarding workflow and functionality. On track for October go-live.
Monthly reporting: FAST upgrade 3.6 is fully operational. Working on performance issues with IST and Millennium. Post implementation satisfaction survey has been sent out to the Aurora Finance Users list following the release of the FAST AR satisfaction survey. Efforts are continuing to complete final project report.
Monthly Reporting 2 (enhanced functionality) - Planning for this initiative is expected to be complete by the end of September.
Purchasing Services Operating Model - Purchasing staff have now been assigned to one of six category teams setting the stage for more spend analysis, supplier relationship management, contract compliance and performance management through KPIs and service level agreements. Service Level Workshops have been held and documented.
Research Accounting - Crosswalks and error reports are being finalized for the InfoEd (ORS system) to the Banner (Financial System) feed. Testing for the feed as well as promotion to production occurred during the week of August 31.
eProcurement - Vendor selected (Ariba) and contract negotiations completed. Implementation planning for Phase 2 is well under way. Draft charter for kick-off meeting with vendor (Ariba) project manager Sept 6-9.
FAST A/R (Billing to Cash) - 121 users have been trained. System went live into production. System support ongoing. Receiving feedback from users. The project closure report is underway. Transition to operations to be finalized.
Digital Imaging - On hold. Project scope and potential direction being reviewed
Employee Self Service (ESS) & Management Information Portal (MIP) - Work on the VIP system upgrade is complete and HR Data Control staff members are using the G7 product. Training has been provided to the Human Resources core team and selected administrative users with focus group sessions being held to collect feedback in preparation for the University- wide roll out. Work is well underway with the development of Employee Self-Service with a projected go-live date of late September / early October.
eRecruitment - eRecruitment system name chosen: REACH-UM. Project is on track and is scheduled to go-live in mid-October. customizations to be done with vendor. Delay with inbound and outbound interface testing.
Shared Services - PM assigned and charter being created for balance of faculty rollout. Kick-off with Kinesiology, Engineering and Nursing completed. Meeting with HR held and standard job descriptions being developed to address unbalanced and inconsistent IT job classifications across both campuses. Schedule and charter for roll out to these and the remaining faculties work in process. Communication planned to existing users, highlighting current IT shared services performance numbers.
IT Purchasing Center (ITPC) - Implementation of the Governance Model for IT Procurement has commenced. The IT Procurement Operating and Policy committees will assume operational responsibility for the IT standardization work undertaken by the project team’s PCSP RFP Evaluation Committee.The University received presentations from two short listed candidates to the PC, Server, and Peripherals (PCSP) Request for Proposal (RFP) on Aug 23rd and 25th followed by technical evaluation of hardware in the Basket of Goods for the PCSP RFP. The Evaluation Committee for the PCSP RFP expects to select a preferred supplier and request approval to engage in negotiations by Sept 14 (or earlier).
Email/Calendar - Charter is under further review to incorporate new estimates from Dell. Awaiting formal approval for system design. All equipment has arrived and data centre preparation is in progress.
Print Management - Xerox analysis completed – negotiations continuing recommendation to be presented to Project Advisory group.
Work Order Improvements - Single-Point-Of-Contact database live and in use by Physical Plant users. Self-serve Work Order Requester went live first week of July.
Service guidelines performance monitoring reports completed. Training to be done shortly. Overall project on track for October completion. Integrated Work Order Management System Project startup pending, resourcing of project manager in process by ROSE Program. Scope of final deliverable to be drafted
Project Management Improvements:
PM Standardization processes and tools delayed four months as work larger than expected, vacations, and pressing construction deadlines. Review of Tender Process in progress. Low Bid Policy plan in progress but to be updated.
Draft proposal for dealing with space issues has been done, room layout in progress.
Contracting - Contracts initiative work is ongoing; some work slowed over the summer as the team was pulled into other demands. Work on contract templates, Overhead Policy ongoing.
Final approval pending on the Sponsored Research template and the Material Transfer Agreement. All other tasks on schedule.
Pilot Workflow Software - Stakeholder interviews completed for Animal Ethics – workflow analysis began. Historic data entry began in early July. Team established 60% figure for adoption success of electronic review across all committees. After 60%, further support will be provided to achieve 80% for the committees that are reasonably able to reach this level of adoption. Configuration analysis of InfoEd is ongoing. Finalizing training for Fort Garry Human Ethics Office; Office to take over entering new protocol submissions into InfoEd.
Document Management - On Hold
Jigsaw - Client Relations Coordinator for new model classified by HR and advertised. Project Manager assigned. Orientation and planning starting.
Philanthropy - Project Manager and Change resource assignment pending; ROSE orientation completed. Project charter preparation and planning to occur in September
Enrolment Services / Admissions - The team is reviewing the OCAS/Banner solution. Final decision is targeted by the end of August. The targeted implementation date of August, 2012 remains.
Team is speaking with other University with similar environment using alternatives.
Financial Aids & Awards - The online bursary application and eligibility checking for disbursements sub-projects were implemented in production at end of August. 557 bursary online applications within the first 24 hours. More than 1600 disbursements of scholarships automatically checked for eligibility, and value of over $2 million. Over 700 eligibility checks resulted in ineligibility. Two upgrades to Banner Student Aid Canada (BSAC) were tested and will be implemented into production on September 9.
Student Recruitment / Customer Relationship Management -Three vendor demos were completed. A final business case, including the scoring evaluation of the three sort-listed vendors was submitted for approval by the Students Stream Sponsor. Contract negotiations underway.
Student Recruitment / Future Student Website - The new site design continues. New content is posted; new design is delayed. The project lead left the university and has been replaced, but delay in project has occurred during this period. Once the remaining project scope and resourcing are confirmed, a new plan will be developed with the vendor (MCG).
Registrar’s Office / Classroom Scheduling - Physical inventory of room and association information was collected for provision to the Ad Astra host site. New plan in place after work with vendor (AdAstra). Scope changed to include event scheduling in non-instructional space. Hardware installation and software setup has begun.
Project level milestones
With outside consultant Pricewaterhouse Coopers transitioning off of the ROSE project, revisions have recently been made to the project’s governance model. One significant change is the identification of several project-wide functions, including project management, organizational change, communications, IST, benefits and cost management. Within each project stream, a lead person has been appointed to each of these functions. That person will be accountable to the ROSE project manager.
Highlights of recent project-level changes include:
New project management positions intended to support individual streams have been clarified and are in the process of being posted.
Three change consultants have joined the University of Manitoba’s Learning and Development Services office and will be working on change management within the ROSE project.
As part of the transition by the U of M to the Prosci organizational change methodology, the ROSE project will be incorporating Prosci tools and techniques.
A single point of contact for IST-related issues within the streams has been created.
Practices to support the streams in benefit analysis are being developed.
Highlights of recent project-level milestones
The ROSE update for the President’s June report to the Board of Governors was completed.
As the hub of university-wide communications for the project, the ROSE website continues to be updated regularly.
Throughout the last month, many of the ROSE project streams experienced significant movement and results within their initiatives. Highlights from the streams are listed below:
Finance and Supply Chain Management Stream
Integrated Travel Initiative:
The team has been working with Concur to plan and configure the new integrated travel and expense management system. The team has finalized a timeline of milestones and will soon be updating the project plan with those dates. The first phase of the project is scheduled to go live on October 12, 2011.
A tentative recommendation to use Ariba as the eProcurement supplier was approved by the Board of Governors on June 21, 2011.
Monthly Reporting and FAST AR Initiatives:
The FAST 3.6 upgrade has been applied to the pre-production environment (FASNEXT) and FAST AR has been installed there as well. The go-live for these programs was on June 29, 2011. The FAST AR initiative team has updated the invoicing and collection policy, as well as the procedure documents, which are under review by the comptroller’s office. In addition, the security set-up has been completed for monthly reporting.
Purchasing Operating Model Initiative:
Ten new key performance indicators (KPI) have been tested, debugged and finalized and the KPI reporting in Argos has also been finalized. In addition, a training document for KPI error tracking has been completed. A draft document on strategies for category management is currently under review.
Research Accounting Initiative:
Over 400 notices and instructions were sent to researchers whose tri-council funding reports were eligible for online approval. This capability enables financial services and researchers to complete this required compliance reporting directly on the tri-council website. Previously, the financial services department was required to print the reports and mail them to each researcher for signature. As of June 21, 346 of 825 reports had been linked or approved online by 243 of the 515 researchers funded by tri-council. Lab space has been booked to provide assistance to researchers who would like additional help approving their reports. The coming weeks will see the continuation of unit summary report creation using the Argos software.
Digital Imaging Initiative:
A draft of this project plan has now been completed. The team has been in communication with University of Manitoba legal counsel on digital imaging policy considerations for all of the finance initiatives that are promising scanned documents.
Human Resources Stream
Employee Self-Service and Management Information Portal Initiative:
Development and testing of the system will continue over the summer. The Phase 1 go-live is targeted for mid-August and will include basic functions such as personal information updates to database, pay stubs and employment equity information. The Phase 2 go-live is planned for mid-October and will include more complex information such as T4 slips, entitlement time banks and salary histories.
Project team members are busy as most activity will occur over the summer months, with key emphasis placed on system testing, documentation and staff training across the university. A staged rollout for the eRecruitment solution is being planned for selected support staff positions. A two week pilot will be held with users in the Administration Building starting September 1, 2011. A Frequently Asked Questions fact sheet is available on the Rose project website. The naming contest resulted in the successful entry from Mary Brychka at the Bannatyne campus. The site will be called REACH- UM (Recruitment Electronic Application for Candidate for Hiring at the University of Manitoba).
Information Technology (IT) Stream
Shared Services Initiative:
The team is preparing a report from its post go-live survey of users on their experiences with the shared service desk. Planning has started on the next phase of the project. Meetings to discuss the shared services model are being setup with the Kinesiology, Engineering and Nursing faculties.
Information Technology Procurement Centre (ITPC) Initiative:
The responses to the RFPs for desktop computers and servers supply have been received and are currently undergoing evaluation.
Email and Calendar Initiative:
The project team is working with Dell Consulting to design the implementation of the Exchange email and calendar system. The planned date for presentation of the design is mid-July. Pending approval of the design, implementation of an approved solution is planned to start in fall 2011.
Print Management Initiative:
Xerox has been presenting its future state recommendations to the units included in the assessment. Final reviews were done in June, with recommendations to follow.
Physical Plant Stream
Work Order Management Initiatives:
Development and documentation of the single point of contact database is complete. Internal training was completed the week of June 13, 2011.
Team testing and documentation of the work requester module - and associated website - is complete. Internal training of work order desk staff took place during the week of June 13, 2011. Testing with select participants will take place during the week of June 20, 2011, with go-live scheduled for the week of July 4, 2011.
The physical plant service requests and charging policy and procedures have been approved and installed on the University of Manitoba governance website. Information regarding the new estimate fee has been distributed.
The Requisition 7 (requisition for new work) form has been revised to include information related to the estimate fee and Canadian Foundation for Innovation (CFI) details.
Project Management Initiatives:
Procedures for use of cross-functional teams to scope potential projects have been finalized and a training and communication plan is in development. Opportunities for the standardization of project management procedures have been identified and new tools are being considered. Although new processes are evolving through the evaluation of current processes, the full implementation, including training and communication, will be complete by early fall 2011.
The tender process is under review, with objectives of improving quality of construction projects and reducing of post-tender costs. Models from other organizations are being studied. A new approach is being drafted and should be ready for review by early July 2011.
Although a business case for hiring additional in-house designers has been confirmed, a resolution to space constrains is still being sought.
Research Services Stream
The collaborative research agreement template has been posted on the office of research services (ORS) website. The sponsored research agreement template is being worked on. The overhead policy is in its final draft.
Pilot Workflow Software Initiative:
The implementation strategy for the software system that supports human ethics protocol review is finalized. The implementation strategy for animal protocol review as well as animal facility management is ongoing. Vendor negotiations for animal facilities management software have begun. A new copier/scanner/printer unit is being leased from Xerox as a long-term scanning solution for the human ethics Bannatyne office. Workflow analysis of the animal ethics office has begun and setup in InfoEd for that workflow will begin during the month of June 2011.
Student Services Stream
Classroom Scheduling Initiative:
The project implementation plan has been finalized. A university-wide communications piece was released on June 10, 2011 announcing the classroom scheduling initiative’s goals and timeline. The policy advisory committee - now called the instructional space management advisory committee - held its inaugural meeting. An information session was held on June 20, 2011, informing users of project goals and timeline.
A discovery process was conducted with SunGard consultants. The process helped determine what functionality within Banner and OCAS can be used to meet the admissions department’s requirements and where additional support will be needed. The team held a follow-up conference call with Banner on June 20, 2011 to clarify understanding of the report that was submitted.
Financial Aid Initiative:
The next implementation phase is underway. The current focus is the implementation of the online bursary application and eligibility checking by the end of August. Communications have been sent to students regarding the availability of the online bursary application. Information has also been published on the University of Manitoba website.
Student Recruitment CRM Initiative:
The RFP is closed and vendor demonstrations are being scheduled for June 2011. The student recruitment team, with the assistance of extended product evaluation team members, are reviewing and scoring the vendor demos as they occur. Once a vendor is chosen, contract negotiations for the purchase of the software and services will commence.
Student Recruitment Future Students Website Initiative:
The future students website redevelopment continues. The implementation target date is still on track for end of August 2011.
Legal Affairs Stream
With a goal of going “paperless”, the Office of Fair Practice and Advisory Services is examining software options like Microsoft SharePoint. A final report was submitted to IST on the testing of SharePoint and the office hopes to adopt the system as soon as possible.
Developing new procedures relating to developing, reviewing and managing BoG and Senate policies.
Training on the new signing of agreements policy continues and standard agreements are being posted to the website.
Caretaing Services Management Agreement
ARAMARK Canada Inc. assumed responsibility for management of caretaking services at the University of Manitoba as of June 4, 2011. The contract between the university and ARAMARK includes charge-out and charge-in costs; APPA standards of cleaning by type of space; determining scope and frequency for each type of space; inventory lists; detailed maps; information about specialized cleaning services required by stakeholder groups (athletic facilities and residences); CAW agreement job descriptions; accounting processes; and the establishment of an ARAMARK/U of M joint committee to review all issues, schedules and act as the initial dispute resolution mechanism. Three meetings were held with caretaking staff from Bannatyne campus, Fort Garry campus and residences on May 31, 2011 and June 1, 2011 to introduce the new ARAMARK management team.
Phase three of the ROSE project, the implementation phase, continues and is on track to meet projected annual cost savings of $8 million to $15 million. On May 3, President David Barnard hosted an appreciation breakfast attended by 150 members of the ROSE team. That same morning he released a statement applauding the efforts of the team and underlining the importance of continuous change at the university. This statement was sent to all staff and faculty members, was posted to the ROSE website and ran in the May 5 edition of The Bulletin.
Throughout the last month, many of the six ROSE project streams experienced significant movement and results within their initiatives. Some highlights include:
Finance and Supply Chain Management
A contract has been signed between the U of M and Concur Technologies, Inc. to purchase its integrated On-Line Booking and Expense Management tool. The travel team is working with Concur to develop an implementation strategy.
In April, three vendors presented their eProcurement software to the university. Attendance at the demonstrations was fantastic, with over 100 participants registered at each session. The team is now reviewing feedback and beginning the vendor selection process. An FAQ document for eProcurement was developed and posted on the financial services website and the ROSE website.
Billing to Cash Initiative
The system configuration and initial testing is complete and user security has been set up. Customer data taken from Banner was successfully loaded into the FAST accounts receivable test environment.
Monthly Reporting Initiative
The team was successful with testing a fiscal budget load and a mass upload of user security profiles into the FAST reporting test environment. They continue to work on reports and budget adjustment testing.
Purchasing Operating Model Initiative
IST has delivered seven of 10 requested key performance indicator (KPI) reports and the team is in the testing and revision process. These key performance indicators will be instrumental in assessing supplier relationships and achieving cost savings.
Employee Self-Service and Management Information Portal Initiative
Work on the VIP system upgrade is well underway with the go-live date of May 17. Work has begun on the development of employee self-service (ESS) and management information (MIP) portals, with a projected go-live during the summer months.
Work on the eRecruitment system is ahead of schedule with all project activities being handled by U of M staff.
System branding is nearing completion, while a naming contest for the tool was launched on May 2.
PWC team members were officially released from the HR stream on April 14. The HR stream lead is working with the director of continuous improvement on transition details.
Information System Technology
Shared Service Initiative
The IT Service Desk was rolled out to eight faculties and departments at the Fort Garry campus on April 4. In the first few weeks of use, 408 tickets were issued and, of those, 252 were resolved within that time frame. Forty-seven per cent (194) of those tickets were resolved on first contact. In its first few weeks of use, the IT Service Desk produced an average response time of 12 minutes and an average resolution time of four hours and 10 minutes. For service requests they were able to meet the service level agreement time at a rate of 93 per cent; for incident resolutions they met the service level agreement goals 72 per cent of the time.
Besides its own initiatives, IST is currently working with a number of other streams on the development and implementation of IST-related systems. Some of these include testing the FAST upgrade (Finance), upgrading the employee self-service (ESS) portal (Human Resources) and selecting scheduling software (Student Services).
Work Order Management Initiative
Development of the single point of contact (SPC) database is still in progress. They will be approaching those departments which have not yet responded with a designated SPC. The work requester module, and associated website, is still in testing. Input from the steering committee has been incorporated into the chargeable services policy; the policy is awaiting approval.
Project Management Initiatives
Procedures for use of cross functional teams to scope potential projects are still under review by the physical plant implementation team; opportunities for standardization of project management procedures have been identified. The tender process is under review, objectives being improvement of the quality of construction projects and reduction of post tender costs. Models from other organizations are being studied. Although they have confirmed the business case for hiring additional in-house designers, they are still seeking resolution to space constraints.
The Collaborative Research Agreement template is finalized. The remaining four templates will be available for use by the fall 2011. The first draft of the overhead policy revisions is complete. Software will be developed to give researchers the ability to track the status of their research contract in the review process.
Pilot Workflow Software Initiative
An implementation strategy for new software systems that support protocol review and animal facility management is being finalized. The scanning of active human ethic protocols into the software has begun at the Bannatyne office and is progressing nicely. Final vendor demonstration of animal facilities management software to the users has taken place and is being analyzed for viability. These systems will ensure the university’s high level of compliance with outside monitoring agencies and maintain funding eligibility.
Financial Aid and Awards Initiative
The financial aid and awards office is implementing the student awards module (called Banner Student Aid for Canada) in its student information system, and the project team celebrated the completion of the new convocation medal selection reports that should save both time and manual intervention as gold and program medal winners are selected in the various faculty offices in time for this year’s spring convocation.
Customer Relationship Management Initiative
The student recruitment office received 15 responses to the RFP for the customer relationship management (CRM) module, and the selection team will be evaluating these responses and making a selection over the next month.
The admissions office prepared for a visit from SunGard consultants in early May, an important step in determining the design stages for an enhanced admissions system benefitting both student applicants and staff.
Phase three of the ROSE project, the implementation phase, continues and is on track to meet projected annual cost savings of $8 million to $15 million. On April 8, the project team welcomed new project manager Les Howard. Howard was most recently a project manager with Manitoba eHealth; he will be overseeing the project as Pricewaterhouse Coopers transitions off of the project. In an effort to ensure timely communication with the larger university community, a refreshed and updated ROSE website went live on March 23, as did a ROSE Twitter feed.
Throughout the last month, many of the six project streams experienced significant movement and results within their initiatives. Some highlights include:
Finance and Supply Chain Management
Integrated travel solution initiative:
Concur Technologies has been chosen as the vendor for the integrated travel tool. The new tool will allow online booking of travel and automated expense claim processing. The solution was selected after broad participation from members of the university community. It will simplify the process of booking travel and claiming expenses and will result in cost savings for the university.
The eProcurement RFP closed with seven vendor submissions accepted. After reviewing the submissions, a short list of three suppliers has been invited to demonstrate how their solution can satisfy the university’s needs. The team hopes to select a supplier around the end of May.
Employee self-service and management information portal initiative:
The HRIS system upgrade, which includes a move to a web-based platform, is moving forward. The upgrade will be easier to use, while also providing the platform for the introduction of employee self-service (ESS) and the management information portal (MIP).
A vendor for this web-based system has been selected and training will begin this spring. The landing page is currently being developed, which includes professional branding and naming.
Information System Technology
IT shared services:
The first rollout of the shared services system at the Fort Garry campus began on April 4. Eight units were included in the rollout. This model was tested successfully at the Bannatyne campus; a survey of users indicated that satisfaction levels increased and the service desk directly solved 40 per cent of incidents.
IT Procurement Centre:
Established within IST, the centre will include purchasing and IT professionals. They will provide guidance and service around IT procurement and will serve to reduce costs and drive standardization and efficiencies. Outlined in the project is the desire to enter into an agreement with a supplier for Windows-based computers. This will leverage the buying power of the U of M. It will save money not just on the acquisition price, but also on the total cost of ownership by ensuring standardized hardware and system configurations.
Xerox is wrapping up its initial assessment and has documented the print set-up for the faculties and departments included in this phase of the project. From here, Xerox will prepare future state documents, followed by recommendations on how the university should proceed. This report will be reviewed and assessed by the project steering committee and recommendations will be passed to the ROSE steering committee.
The RFP process has begun in search for a vendor to help design and implement the Active Directory and MicroSoft Exchange email and calendar. The contract process is expected to begin April 25. IST, along with consultants, will be setting up meetings across the university to gather technical information needed for the design and creation of the directory structure and email system set-up.
Work order management initiative:
To ease communication, departments and faculties have been asked to designate a single point of contact.
A work requester module is being tested and is scheduled to go-live in mid-May.
A document outlining priority response times for service requests has been prepared and will be communicated to clients this summer.
A new spot on the physical plant website has been created for the purpose of communicating cost drivers and becoming more transparent in terms of maintenance and construction operations.
Project management initiative:
In partnership with purchasing services, tender processes are being reviewed, with a view to improving the quality of construction projects and reducing post-tender costs.
The business case for hiring additional in-house designers has been confirmed. This will result in the reduction of design fees to the university community. Space constraints are proving to be an issue and need to be resolved before moving forward.
Five contract templates will be created. These will provide consistency within contract terms and allows for the university to provide a quicker turnaround when reviewing contracts. This will benefit both researcher and sponsor, as the research will begin sooner. The development of software will allow researchers the ability to track the status of their research contract review. The templates are in the final stage of approval and will begin being circulated this fall.
Pilot workflow software:
An implementation strategy for new software systems that support protocol review and animal facility management is being developed. These systems will ensure the university’s high level of compliance with outside monitoring agencies and maintain funding eligibility. The phasing-in of the electronic system for human and animal ethics will begin in May and will be fully operational by winter 2011/12. The phasing in of the electronic system for animal facilities will begin this winter and will be fully operational by winter 2012/13.
A space utilization committee has been established and is being chaired by Dr. David Collins, Vice Provost (Planning). The committee is advisory and will report to both Debbie McCallum and Joanne Keselman. An inaugural meeting will be held in April. Appropriate scheduling software is being identified.
Student recruitment CRM:
The RFP for the SR Customer Relationship Management (CRM) system was posted on March 15 with a closing date set for April 21. A bidders’ conference was held on March 30. After implementation, the CRM will allow significantly enhanced communication with both prospective and current students.
Student recruitment ‘future student’ website (FSW):
The proposed site map for the redesigned future student website is nearing completion. The goal is to develop a more intuitive, task-oriented navigation of what is, for many prospective students, their first view into the University of Manitoba.
A number of ‘quick wins’ have been accomplished, including one that will help clear the way for recently admitted students to register for courses without numerous time-consuming manual interventions.
Financial aid and awards Banner Student Aid of Canada (BSAC):
The BSAC project in the FAA office is achieving significant gains. Convocation awards reports will be ready for use for the upcoming cycle of spring convocation ceremonies, with the generation of automated reports aiding the identification of convocation medal and prize winners. A very significant clean-up of contact information for donors of award funding is also essentially completed—ahead of schedule.
A great deal of change is taking place around the University of Manitoba. As the Resource Optimization and Service Enhancement (ROSE) project enters the implementation phase, many of the great ideas that have been shared by the University community are being put into action.
While exciting, changing the way we work as a university, as units and departments and as individuals can be difficult and stressful. But there is confidence that these changes will transform the way we do business at this university. These changes will enhance the way we educate our students, support our staff and contribute to our community in a meaningful way.
Some members of the University community are already experiencing changes in their work, and are asked to remain committed to this change process. Dedication to this process is critical to its success. Thanks go out to the hundreds of staff who are working to implement these initiatives for their commitment, determination and patience.
The University of Manitoba is already enjoying the fruits of our labour as a result of the ROSE initiative. So far, the project has saved the University close to $2 million. Once the implementation is completed, ROSE is expected to garner between $8 to $15 million in annual savings and $10 to $12 million in increased revenue.
The cost savings are important, but just as important are the significant service enhancements associated with these changes. These changes will help the University of Manitoba become a post-secondary institution of first choice for students, staff and faculty.
Within the University community, six streams have been identified to lead the changes taking place to systems, technology, and processes across the university:
• Finance and Supply Chain Management (Stream Sponsor: Tom Hay)
• Information Technology (Stream Sponsor: Marvin Kocay)
• Students (Stream Sponsor: Susan Gottheil)
• Human Resources (Stream Sponsor: Terry Voss)
• Physical Plant (Stream Sponsor: Brian Rivers)
• Research Services (Stream Sponsor: Barb Crutchley)
There are also initiatives underway on a parallel track. For example, External Relations is undertaking a reorganization process aimed at improving way communications and marketing activities are conducted across the university.
Many changes are already underway in the stream areas. Here are some highlights of where each stream is within the process:
Finance and Supply Chain
• Identifying an online travel booking system and expense management tool that will give better service to university employees traveling on business, and encourage the lowest available fares and rates.
• Moving to the FAST Accounts Receivable system to improve the invoicing and reporting capabilities available to all university users. This will increase efficiency and timeliness in the invoicing and collection of accounts.
• Implementing a new proactive and strategically focused operating model (Supply Chain Management) for Purchasing Services, building upon and improving, through key performance indicators and other performance management methodologies, the performance of the department and the university’s service and supply agreements, resulting in substantial cost savings and greater efficiencies for University departments.
• Moving to “e-procurement,” which will realize administrative cost savings through the automation of purchasing and payment processes such as purchase requisitions, approvals, order tracking and receiving.
• Upgrade FAST Reporting to version 3.6 which will provide enhancements to report design and budget maintenance.
• IST is working with Xerox to undertake an assessment of printing requirements in order to develop a print management strategy with significant potential savings.
• The University will be investing in a MicroSoft Exchange email system to provide enhanced email features and an integrated calendar. In addition, we will be replacing our Netware local area network software with a MicroSoft solution. Benefits from the email project will include standardized email and calendars across campus, a single calendar system, integration between the calendar and email, and enhanced synching with hand held devices.
• A move towards Shared Deskside Services, where users directly contact the IST Service Desk for computer support instead of contacting their local computer support person (Compurep). The Service Desk either would solve the problem directly, or if that is not possible, issue a service ticket to a Compurep. This approach means that more specialized resources of a Compurep are more available to a wider range of support services, and users know what to expect in resource and turnaround times. This model was tested successfully at the Bannatyne Campus. Results from a survey of users indicated that satisfaction levels increased and the service desk by itself directly solved 40 per cent of incidents.
• Development of an IT Procurement Centre of Excellence to realize improved pricing by consolidating IT purchasing and standardizing the computing environment making it easier to provide effective support services.
• Implementing the Customer Relationship Management (CRM) software to further enhance student recruitment and provide relevant information and service to prospective students in a timely and coordinated manner.
• Development of a Classroom Scheduling Policy and selection of a classroom scheduling software system to: manage classes and events within a single database; save scheduling time and effort; define, track and manage teaching spaces and resources; improve event and meeting services for students, staff and the community; and give schedulers more control over space, classes, events and resources.
• Implementation of a new financial aid system that will: enable students to apply on-line for bursaries and awards; provide more efficient, accurate and timely service; and ensure students receive their financial aid funding faster.
• Rebuilding processes in Admissions to improve the application experience for prospective students, turnaround times, and to enhance the transparency for applicants.
• Reconstructing the Future Students website to allow for a richer experience and more intuitive navigation of the site for prospective students and their influencers.
• Upgrading our Human Resource Information system (VIP) to a web-based platform. This upgrade is essential as we move towards an enhanced HR service delivery model.
• Implementing the Human Resource Self Service Portal, which includes the Employee Self Service (ESS) and Management Information (MIP) portals. ESS will allow employees to view and manage some personal data, update addresses and emergency contact information online, view personal benefits, view lists of beneficiaries and dependents and view and print pay stubs and T4s. MIP will allow managers to approve employees’ requests electronically, and view and approve time sheets, vacations, overtime and banked time. They will also be able to view staff files, metrics and run reports on such things as attendance and overtime. Reducing multiple handling of information will reduce errors and increase efficiency, improving the speed of service to employees and managers.
• Implementing an Online Application and Recruitment System to streamline hiring processes. Newly hired and transferring employees will receive more timely information on their job offers and benefits. Interested applicants will be able to apply online to the University either for a specific job or to be added to a “talent pool.” Paperless applicant tracking will make the hiring process more efficient.
• Implementing a Work Order Management Initiative to improve communication, become more transparent, and develop guidelines which will lead to a better understanding of service expectations and performance levels. We will work with our customers to establish a single point of contact for work orders and we will install a web-based tool to allow customers to submit work requests directly to our maintenance management system.
• Implementing a Project Management Initiative to improve the scoping of potential projects and standardization of project management practices. We will focus on the design stage, improving our estimating processes and reducing design fees by performing more design work in house.
• Initiated new contract review process responsibilities together with the creation of contract templates for specific types of agreements to provide consistency within terms of contracts, as well as decrease time for the legal department when reviewing contracts. This will benefit both researcher and sponsor as research will begin sooner. The development of software will allow researchers the ability to track the status of their research contract review.
• Implementing the InfoEd software, which more efficiently manages human and animal ethics protocol review. New software will also improve management of the lab animal facilities. These new systems for protocol review and facility management will maintain the university’s high level of compliance with outside monitoring agencies and maintain funding eligibility.
• In addition, the large consumption of paper and physical storage space and associated costs will be greatly reduced, gathering information in a more timely and efficient manner.
• External Relations – and more specifically Public Affairs – is working to create a fully-integrated marketing and communications network that will unite the entire university community and help us to celebrate a common vision and mandate while continuing to celebrate what makes each unit and faculty unique. This project is being sponsored by John Kearsey, Vice-President (External Relations).
• A new model for the delivery of communications and marketing efforts across campus is being established.
• A steering committee is being established to begin implementing the changes necessary to achieve the new model.
• More detailed information will follow in future communications on this initiative.
This is not an exhaustive list of the ROSE initiatives. There are many other initiatives that are in the process of being defined and evaluated.
Detailed information on all initiatives will be provided on an ongoing basis to keep you updated on our progress. It is the intention to be open and transparent in all communications related to the ROSE project, since the more information on hand, the greater ability to effect and adapt to the many changes taking place across the University of Manitoba.
The President’s Executive Team and the Board of Governors continue to champion these initiatives. They are truly excited about what these changes will mean to the University of Manitoba.
Message from the President
January 21, 2011
As a result of serious financial pressures and motivated by a strong desire to improve and enhance the way we provide service to students, staff and faculty at the University of Manitoba, the Resource Optimization and Service Enhancement (ROSE) project was implemented in the fall, 2009. The project was developed to find specific, tangible and effective ways to make the way we do business more efficient, more cost effective and more responsive.
Many changes are already underway related to the ROSE project. A series of more detailed communications will come in the near future providing more specific information on each of the initiatives. Many of you have started to experience changes to the way your unit operates and to the way you conduct your work. These adjustments may be difficult at times, but they are necessary to create an organization that is sustainable and that meets its vision and mission successfully. We must remain committed to this process and to the changes we are embarking upon. The leadership team and the Board of Governors realize that if we do not modify and adapt our systems, we will face ongoing, and more acute, financial pressures that will undoubtedly have a negative effect on the University, its students and staff.
ROSE is being led by Debbie McCallum, Vice-President (Administration), and Joanne Keselman Vice-President (Academic) and Provost. John Kearsey, Vice-President (External Relations), is leading the change management and communications aspect of this ambitious project. We have already completed Phase 1 of the project, in which we engaged the services of consultants with PricewaterhouseCoopers to help us identify areas where change would be beneficial. In Phase 2, a proposed plan was outlined and presented to the Board of Governors for approval. More than 400 of you participated in those two phases in one way or another and your support and effort were much appreciated.
Now, in Phase 3, we begin to implement the proposed changes to our systems, our technology, our processes and our work. This is when you’ll begin to see real evidence of transformation happening around you. This is an exciting, but challenging time. I am confident we will reach our objectives and our goal of having the University of Manitoba increasingly recognized as a great university through this process.
I would like to thank all those who already have shared their ideas for how we can improve, as well as their concerns about the implications of this process. Through these and other cooperative efforts, I am confident we can be seen as a university of first choice for students, staff and faculty.
David Barnard, Ph.D.
President and Vice-Chancellor
December 1, 2010
Initiative moves into third and final phase
At its November 16 meeting, the Board of Governors approved a recommendation to engage Pricewaterhouse Coopers (PwC) for another six months to assist with the Implementation Phase of the Resource Optimization and Service Enhancement (ROSE) initiative, the third and final stage of the process. PwC will provide project management in the early stages of Phase 3, after which the university will transition to in-house project management.
Phase 1 of ROSE was the assessment and identification of opportunities for potential savings and service enhancement, based on information received through over 150 interviews, town hall meetings and the many excellent suggestions posted on the university website. Visit the Phase 1 archive.
After extensive review, a number of these initiatives were selected for inclusion in Phase 2, the Design and Validation Phase, which took place over a five-month period from March until July, 2010, and was comprised of “as is” and “to be” components. Various administrative units and over 400 staff participated in collaborative workshops facilitated by Pricewaterhouse Coopers. The aim of the workshops was to review and analyze current working procedures, services and resources for potential ways in which they could be more efficient. As a follow up to the “as is” exercises, “to be” designs consisting of implementation plans and benefits cases were presented to the steering committee. Visit the Phase 2 archive
Initiatives implemented or currently underway include:
• Bannatyne deskside services pilot (started July 21, 2010 and running until December 31, 2010), an initiative to provide centralized IT support to administrative users in the faculties of Dentistry, Medicine and Pharmacy;
• cutting paper costs through e-paystub program, e-phone book and e-monthly reports;
• renegotiation of supply-chain contracts for office supplies ($250,000 savings per year) and scientific equipment;
• contracting out of catering and conference services (a savings of at least $250,000 annually);
• tighter control and visibility of overtime issues through monitoring, reducing overtime costs in the first three-quarters of 2010 by 8,823 hours or $217,563.
Additional planned ROSE initiatives to be included in the implementation stage are:
• in finance, ongoing budget maintenance including changes to the budgeting process to drive further reductions;
• in supply-chain management, the implementation of on-line travel booking to enforce consistency and lowest available fares and rates, and contracting Xerox to undertake an assessment of printing requirements in order to develop a print management strategy (a potential savings of $1.8 million);
• in student support services, implementation of Customer Relationship Management (CRM) software to further enhance student recruitment and service to students, and implementation of centralized classroom timetabling for more efficient use of classroom resources;
• in human resources, implementation of an online employee self-service module and an online employment application process;
• in research services, implementation of Info Ed portal to enable enhanced processes for contract administration.
Further details on these and other initiatives will be made available on the ROSE website, in The Bulletin and on the website.