Increase Utilization of Shared Services

Across ECU, there are numerous common operational tasks and workflows that have large volumes, yet individual operating units each perform a relatively small number of these tasks independently, contributing to operational redundancy, inefficiency, and task rework. Examples may include electronic personnel action forms, purchasing, grant/contract administration, budgeting, travel, student employment, student learning contracts, undergrad and grad student contracts, etc.

It is critically important that work on this recommendation engages multiple constituencies across the university. Solutions will vary. Those with boots on the ground need a voice in the evaluation and implementation process.

Future implementation workgroups should evaluate and effectuate consolidation and centralization of such activities at the university- or college-level. It may be appropriate to consider three models. One is to physically centralize an activity with reporting lines to units. Another is to use a distributed model where personnel with specific expertise report to a central office but are deployed to units with larger work volumes. The third is to create support hubs for specific tasks. An example is the A-FiSH hub in Learner Operations. Applicable models should be staffed with current qualified staff from across the university. The implementation group should examine metrics and work volumes to guide consolidation efforts.

This work can benefit the university in various ways: offer backup for common tasks and for a one-staff-person office, help with and consistency of onboarding and training, increase exchange of ideas to effectively complete common tasks, and create common and consistent workflows across the university.

As shared services operations are implemented, examine remaining staff allocations across campus and adjust accordingly. Over 3-5 years and through attrition, reduce some types of staffing levels. Provide temporary funds to renovate physical space when applicable and where needed appropriately. Physical proximity to the customer is important with respect to some tasks.

Priority: High
Savings/Revenue: $$$
Time to Achieve: 1 to 5 years

Additional work through October 2025, includes transition and communication plan, POSO strategic plan and roadmap for future improvements.