Committees for the Shared Service Center Implementation
The SSC Governance Committee members will serve as strategic champions for shared services at UC Davis. They will also provide high-level oversight for the project's fiscal management, implementation issues, communication and service levels. Membership includes the vice chancellors, vice provost and chief administrative officers of the administrative divisions participating in the initial phase of the SSC implementation. A subcommittee of chief operating officers exists as an additional resource to the Organizational Excellence (OE) Shared Services Team and Project Teams.
Shared Service Center Information Exchange Committee
The Information Exchange Committee membership is made up of those who were formerly members of the Administrative Process Redesign Committee and the Implementation Committee. Additional academic unit representation was added and this committee was formed to provide an opportunity for administrative units and academic units to exchange ideas, progress and lessons learned regarding the Shared Service Center project, administrative clustering and other campus administrative improvement efforts.
Shared Service Center Program Management Office
The OE SSC Program Management Office (formerly referred to as the OE Shared Services Team) holds primary responsibility for the daily management of this project. They are responsible for keeping the project on task, on budget and on time. This team ensures that the four project teams and the technology implementations are proceeding consistent with the project timeline. They provide the Governance Committee with regular and relevant updates regarding project status. This team also oversees the overall communication and change management strategy for the project and designs and implements employee training programs.
The four SSC Project Teams, one each for finance, HR, IT & payroll, serve as the primary work groups for the SSC implementation and are critical to its success. These teams are comprised of members nominated by leaders in each of the four areas, and are supported by Subject Matter Experts (SMEs) from each area. The project teams, in collaboration with the SSC Program Management Office, are responsible for making recommendations about the areas of the SSC implementation listed below. Final recommendations will be based on Guiding Principles.
- Roles and responsibilities (service provision by department, division, SSC or central unit)
- Process redesign
- Organization redesign
- Service delivery model (e.g. workflow, use of technology, self-serve)
- Identification of appropriate service metrics and key performance indicators
- Communication and change management
The teams also serve as strategic champions by:
- Actively supporting the project, facilitating division level understanding of and involvement with the project, communicating with divisional employees and working to address employee concerns about the changes inherent in this project
- Devoting adequate time to ensure the successful implementation of the SSC model. The time commitment is estimated at 50% for project co-chairs and 10 – 15% for project team members
- Modeling openness and creativity in thinking of new ways to manage our administrative structure