College of Agricultural Sciences & Hatfield Marine Science

Center

Business Center

May 7, 2009

• Perspective

• Planning

• Discussion

• Next steps

Topics for today

• Implementation process is well underway

• CAS and HMSC are committed to successful accomplishment of the objectives

• We highly value our employees and will undertake the process in a way that addresses their well being

• CAS and HMSC have a long history of collaboration that will benefit this process

Perspective

• Current service levels will be a baseline

• Service enhancement is a priority

• We will plan and implement in an inclusive and transparent way

Perspective (cont’d)

Business center functions

• Purchasing

• Accounts payable & receivable

• Travel reimbursements

• Human resources processes

• Grants accounting

• Accounting & budget

• Financial reporting & analysis

• This center will serve all units of the College (including the Department of Botany and Plant Pathology) and units located at the Hatfield Marine Science Center. The HMSC units include the Coastal Marine Experiment Station, Cooperative Institute for Marine Resources Studies, the Hatfield Marine Science Center itself, and the Marine Mammal Institute.

Expected/potential parameters

Expected/potential parameters (cont'd)

• IPPC and MMI staff remain in units with dotted line reporting to the BC

• FIS and HRIS input will be at the stations, the campus and HMSC BC locations, IPPC and MMI

• Units retain read only Banner and Data Warehouse access

• Potential for distributed BC, grant service center locations on campus

HMSC Proposal

• Business Office remains in place performing similar duties

• More capacity for assistance and training as part of BC

• Final action taken at campus BC location

HR proposal• Retain HR action initiation and

recruiting (through People Admin input) in units

• Potentially move HR functions to BC for units with few actions (e.g., some stations)

• Timesheet entry at BC (new system is expected to replace central task)

HR proposal (cont'd)

• Central OHR functions move to BC, all or in part:– Recruitment and Selection– Employee Records– Employee and Labor Relations– Classification and Compensation– Employee Benefits– Other

• Communication and working relationships

• Effect on service to students and faculty

• Financial consequences

• Employee job satisfaction

• Changes in reporting relationships

Concerns and opportunities

• Department dynamics and staffing levels

• Separation of work duties between the department and the BC

• Job security and work location

• Proximity to students and faculty

• Departmental tracking of financial commitments to faculty (e.g., salary savings)

Concerns

• Cross training and depth of service

• Move final approval closer to units and eliminate unneeded layers

• Streamline processes (no “ping pong”)

• Employee development

• More consistent information and systems

• Better internal controls and fewer audit findings

Opportunities

• Are there other concerns to be considered in the design development process?

• What are the needs we are seeking to meet? How can we meet those needs?

• In how OSU does things, what is it that the new business center model could make possible?

Discussion

Discussion (cont'd)

• What will it take to make this effort successful?

• What suggestions do you have to ensure the design process is inclusive and transparent?

• Additional ideas, refinements, or ?

• Continue to form work teams and explore design and space considerations

• Develop CAS/HMSC recommendations for implementation within the OSU guidelines

• In the fall, begin formal transition process with OSU BC Steering Committee and Implementation Team

• Open BC by August 2010

Next Steps

Contact Information

Jack Breen

jack.breen@oregonstate.edu

(541) 737-5909

Joel Colvin

joel.colvin@oregonstate.edu

(541) 867-0209