campus services swap meet november 22, 2010

Campus Services

Swap Meet

November 22, 2010

Presented by Lisa Hogarty

Vice President for Campus Services

Campus Services Review

• Met with over fifty key clients including Deans, VPs,

Faculty, Students and community members.

• Discussions with Campus Services directors and managers.

• Part of Executive Vice President Katie Lapp’s efforts to

improve administrative coordination and efficiency.

• In general, Campus Services provides very good service.

• Our customers trust that they’re getting their money’s worth.

• Some units are more cost-focused instead of service-focused.

• It’s hard to figure out how to access certain services.

Here’s What I Heard

• We have many areas where we achieve a high level of operational

excellence – and we should be proud of that.

• Our services are very competitive in the marketplace.

• Sometimes we forget that our service needs to be more personalized.

• Some of our offerings are designed around how we like to work rather

than how the customer gains access.

• Getting through the economic downturn was hard.

How Do I Interpret this Feedback?

We are accountable as service providers to steward

the University’s finances, student tuition & fees, rent,

retail transactions, and internal client expenses with

utmost care and responsibility.

We must be trusted by our clients.

Our Key Ingredients

We must provide the best possible services,

products, environments, and programs at the best

possible price. Our customers should feel the

money they spend on these offerings provide

value and personal fulfillment.

We have to do this everyday.

Our Key Ingredients

We are no longer working in silos or tubs.

• The University’s cultural legacy of

decentralization will not dictate our evolving

organizational structure.

Our Key Ingredients

• Campus Services will be an integrated set of businesses that

will not weaken, but bolster the unique services and

programs we offer.

Expectations for team work and collaboration

across Campus Services have been elevated.

Our Key Ingredients

Business Process Realignment (BPR)

• A comprehensive exercise to identify areas where we can improve our

business strategies, reduce administrative overhead costs, and make our

organization increasingly responsive to client needs.

• We will create cross-functional business redesign teams to consolidate

“like” business processes and take full advantage of our new scale.

• Ultimately, we must capitalize on the technologies available to us and

share best practices across Campus Services.

How Do We Get to the Next Level?

• Finance & Administration

• Business Applications, Technology, and Network

Infrastructure & Security

• The Operations Center

• Sustainable Building Services

Business Process Realignment (BPR)

Work Teams:

Shared Services Model

All Campus Services departments buy things, pay

for things, collect revenue, budget, manage business

systems, etc.

It’s often more costly to do them separately.

Shared Services Within Campus Services

• Financial Management

• Business Planning

• Management Development

• Controller Services

Finance & Administration for Campus Services:

- Led by Mary Maloley

• Business Applications

• ID Card Services

• Network & Systems Integration

• The University Operations Center

Operations & Logistics for Campus Services:

- Led by Paul Malagrifa

Shared Services Within Campus Services

Led by Gary Kassabian

• Harvard’s emergency planning and incident coordination.

• Development of a comprehensive, University-wide

business continuity plan.

Emergency Planning

The Office for Sustainability

• Evolving into a new structure to further embed sustainability

efforts into campus operations.

• Taking the extraordinary outreach and education efforts

and future green program development to the next level.

Occupant

Engagement

& Outreach

Sustainable

Building

Services

The Office for Sustainability

• GHG Communications

• Occupant Engagement & Outreach

• Student Engagement Programs

• Incubator for New and Innovative Programs

Led by Heather Henriksen

Energy, Facilities & Sustainable Building Services

Engineering & Utilities (E&U)

• GHG Inventory Monitoring

• Energy Procurement & Generation

• Engineering Services

• Utilities Administration, Operations, and Project Management

Facilities Maintenance Operations (FMO)

• Custodial Services

• Facilities Maintenance

• Landscape Services

• Solid Waste & Recycling

Sustainable Building Services

• Energy Audits & Technical Expertise

Led by Doug Garron

Harvard Real Estate Services

University & Commercial Real Estate – Led by Carolee Hill

• Property Management

• Leasing Services and Negotiations

• Space Consulting

Residential Real Estate - Led by Steve Nason

• Property Management

• Faculty, Staff, and Graduate Student Housing Services

• The Campus Services leadership team

will review recommendations and

decide how to phase-in those changes.

• Pilot programs will be implemented in

central administrative units before roll-

out to our main client groups.

• Teams will provide an update at the next

Swap Meet.

How Will BPR Updates be Communicated?

www.campusservices.harvard.edu

You’re encouraged to send feedback via the web!

Goals and Objectives for this Realignment:

• “De-silo” common functions and design new shared service models

that save money and reduce overhead costs.

• Leverage existing resources like the University Operations Center

and improve and simplify the experience of our clients as they

interact with our business units.

• Identify and implement both new and existing technology tools to

leverage our capacity to manage logistics across Campus Services.

Improve the Customer Experience!

• Simplify the way customers access our services and programs.

• Capitalize on the tremendous talent that exists within campus

services and the greater Harvard community to redesign

disparate or “clunky” business processes and embrace best

practices that make peoples work more fulfilling and less taxing.

• These changes will not negatively affect the level of service we

currently provide.

Goals and Objectives for this Realignment:

What will success look like?

Our Clients

Our Clients

Our Clients

Our Clients

Our Clients

Our Employees

Our Employees

Our Employees

Our Employees

Our Employees

Our Employees

Discussion