Business Operations Project updates

Where we've been

  • May 2018 - The Core Project Team was formed. The team dove into the Baker Tilly report, creating a project plan.
  • June 2018 - The Core Project Team presented the project plan to the Executive Steering Committee.
  • Aug. 2018 - Mike Green and the Core Project Team chose a project name to brand and market the project:
    • Beaver Works:
      • Business
      • Excellence
      • Adding
      • Value &
      • Service
  • Aug. - Oct. 2018 - The Project Plan Roadshow connected with the university community through a series of forums.
  • Sept. 2018 - The Division of Finance and Administration (DFA) Framework for Success was pulled out of the scope of the Business Operations Project and identified as a separate, division-wide project. Session 1 with the DFA Leadership Council was held to kick off the project and begin efforts to review the division’s mission, vision and core values, and create principles and key performance indicators.
  • The Executive Steering Committee and leaders in University Marketing and Relations, Compliance Office and General Counsel’s Office met on the topic of risk tolerance. The group recommended the Division of Finance and Administration Leadership Council develop a risk appetite statement and summary. The Steering Committee committed to providing examples of how current risk tolerance impacts the work of their units, colleges and division.
  • Nov. 2018 - Information was presented to the university community at Training Days.
  • Worked with DFA Leadership Council to develop a risk appetite statement and summary.
  • Sept. - Nov. 2018 - In support of the priority to build an innovative and responsive organization, the Core Project Team is creating a business operations function inventory for OSU –
    • Budget and Fiscal Planning
    • Business Centers
    • Business Affairs
    • Procurement, Contracts and Materials Management
    • Business Offices (e.g. Cascades, University Facilities, Infrastructure and Operations, Athletics, Research Office and University Housing and Dining Services)
  • Dec. 2018 - March 2019 - Worked with Javier Calvo Amodio, Associate Professor in Mechanical, Industrial and Manufacturing Engineering, and his research team to compile and refine the business operations inventory data to create primary and secondary areas. An explanation of this process is provided by Dr. Calvo below:

    “Using the inventory spreadsheets collected from the various business units, the team’s analysis focuses on identifying commonalities in language across the business units in how they state their tasks. The methodology the team is using to complete this analysis is an iterative coding process that involves identifying codes that are both unique to individual business units and common across all business units. These key terms are then coded for the tasks provided by all business units in the inventory spreadsheets. The codes are evaluated for their validity and refined to a new set of codes that is then applied to the list of tasks. This iterative process is repeated until agreement is reached among the team. The team expects this coding process to yield key insights into the commonalities and differences across the various business units in how they structure and designate their tasks. This information will be used to help group tasks into defined roles for improved standardization of roles across all business units to analyze the data and information gathered in the inventory and focus groups. We will use that data to assess viable structure options to present to the Executive Steering Committee for review.”

  • Dec. 2018 - March 2019 - Identified quick win projects, prioritize and develop action plans to work with subject matter experts to develop and implement solutions that provide momentum as longer term project needs and priorities are identified in the focus groups.
  • April 2019 - May 2019 - The DFA Leadership Council, with the help of research division leaders and Patti Snopkowski, our Chief Audit, Risk and Compliance Executive worked to provide a draft set of risk appetite statement for the division that were shared in working sessions with teams that applied the statements to current issues and decisions. Those teams included the Beaver Works Core Project Team, the Fiscal Policy Team, and the DFA Extended Leadership Team. In full consideration of their feedback, the risk appetite statements were revised.

  • April 2019 - June 2019 - Engaged over 280 business operations employees and university partners in 20 focus groups on 8 functional areas identified in the business operations inventory, including:

    • Accounts Payable, Accounts Receivable, Business Analytics, Grants, Payroll, Purchasing, System Access, Travel

    • The feedback from these sessions identified strengths, weaknesses, opportunities and threats.

Where we are

  • June 2019 - Aug. 2019 - Tools are being developed that will accompany and support the risk appetite statements for employees to apply to time critical, operational and strategic decision making. Training and communication to the university community and DFA units will follow once the tools are finalized.
  • June 2019 - Aug. 2019 - Compile and analyze the feedback from the focus groups to identify next steps in the areas of policy and process improvement, information technology solutions and organizational structure. Present findings to Mike Green and Business Operations leadership in DFA to identify options and priorities moving forward.
  • July 2019 - Sept. 2019 - Identify members of the Core Project Team to participate with a policy and process re-engineering team. They will work through the personal reimbursement process to include travel and expenses. Hold project kickoff meeting with executive sponsors.
  • Ongoing - Continue work on quick win projects with subject matter experts to develop and implement solutions that provide momentum for teams and the project.

Project framework communication sessions

In the summer and fall of 2018, a series of project framework communication sessions were presented to the public by the Business Operations Project Core Team. All sessions included an overview of the project plan and allowed time for questions and public input.