Excellence Through Partnership

1. Excellence Through Partnership VPF Community Forum December 9, 2008

2. Margaret Ann Gray Director, Organization & Employee Development Colleen Leslie Assistant Director, Office of Sponsored Programs Israel Ruiz Vice President for Finance Robin Elices Senior Director, Office of the Vice President for Finance Gillian Emmons Director of Accounting Services & Controller Après Forum Networking & questions for Travel and Procurement areas • Strengthening partnerships across MIT Working together for shared success Payroll update Training Alignment Team Agenda • 2:50 • 3:25 • 2:35 • 3:05 • 3:40

3. Israel Ruiz, Vice President for Finance Strengthening partnerships across MIT

5. A Transformational Opportunity Current situation presents a tremendous opportunity to work together to support MIT’s mission of excellence in research, education and service

6. “Even the biggest problem can be cracked by a small well-designed intervention. That’s where you and your creativity come in.” Muhammad Yunus MIT’s Commencement 2008 Speech

7. VPF Guiding Principles

8. Delivering the “2011 Experience” Today The “2011 Experience” is the framework adopted by VPF as a way to refer to the goal of achieving operational excellence by the 150th anniversary of MIT.

9. Delivering High Value Services • Expand connectivity and productive partnerships across MIT • Simplify and automate processes and workflows • Develop clear and consistent policies, standards, and guidelines • Eliminate complexity to achieve operational excellence • Focus on delivering reliable services of high value (save community time and money)

10. Complexity vs. Simplicity Reduce Simplest way to achieve simplicity is through thoughtful reduction Organize Organization makes a system of many appear fewer Time Savings in time feel like simplicity Learn Knowledge makes everything simpler The Laws of Simplicity / John Maeda

11. Robin Elices, Senior Director, Office of the Vice President for Finance Working together for shared success: Process redesign projects

12. Process Redesign Projects

13. Overarching Goals

14. Guiding Themes

16. Timeline 2008 2009 2010 Appointment Process Redesign

18. Timeline 2008 2009 2010 Appointment Process Redesign SRS Vacation Tracker

20. Timeline 2008 2009 2010 Appointment Process Redesign SRS Vacation Tracker Request for Payment

22. Timeline 2008 2009 2010 Appointment Process Redesign SRS Vacation Tracker Request for Payment Late Salary Distribution

24. Timeline 2008 2009 2010 Appointment Process Redesign SRS Vacation Tracker Request for Payment Late Salary Distribution Travel card Travel Expense Reporting

26. Office of the Vice President for Finance MIT Community Shared Success

27. Gillian Emmons, Director, Accounting Services & Controller Payroll update

28. Agenda Changes in Payroll and the HR/Payroll Service Center Payroll Stabilization Effort – Status Updates – Certification and Late Changes

29. Changes New staff Brian Roberts, Interim Payroll Manager James Walsh, Payroll Supervisor Laurie Farinella, Payroll Processing Leslie Wright, Business & Technical Lead (new role) Darren Scartissi, Distribution/Time Admin (new role) Scott Ball, Business Analyst New processes/activities Web Grad Aid feed went live in late September Improved feed of Student Biographical Data from MITSIS to SAP Process for communicating with DLCs on payroll overpayments Team to address “open tickets” strengthened and re-focused

30. Update on System Stabilization

31. Organizational Changes for HR/Payroll – In the planning stages Led by the Vice Presidents of Finance, HR, and IS&T Goals: Stronger links among the three groups More rapid system stabilization A sustainable system of operations and on-going enhancements

32. Certification Update Sponsored and recoverable accounts 100% certified for quarters through 12/31/2007 – thanks to everyone for getting this done Next task – Q3 and Q4, FY 2008 and Q1, FY 2009 Don’t forget to certify this month, for the quarter ending September 30, 2008

33. Late Changes Two years into the new process now Common reasons for late change requests Late sponsor approval DLC/cross DLC communication issues Late information from PIs Staff medical leaves and staff turnover Common reasons for delay in processing late change requests Explanations don’t provide enough detail to meet audit requirements Late change team chartered to look at the process – improve turnaround, look for ways to reduce volume of changes

34. Number of Late Changes Submitted and Resolved

35. Preview – Accomplishments of the Late Change Team ESDS deadline extended by 30 days Current cutoff for FY09 Q1: December 31st Create a new interactive form Easier for the DLC to complete Ensures that the explanations will be complete and meet audit requirements Pilot launch in January Community rollout slated for February 1st For more information, contact late_change@mit.edu

36. Questions? Contact: Payroll@mit.edu Brian Roberts at robertsb@mit.edu Gillian Emmons at gemmons@mit.edu

37. TAT’s mission: To align and enable Institute-wide training for world-class work Margaret Ann Gray, Director, Organization & Employee Development Colleen Leslie, Assistant Director, Office of Sponsored Programs Training Alignment Team

38. Training Alignment Team • TAT is unique in collaborating across departments to align with each other and with key stakeholders

39. Two Parts of TAT’s Vision • A well-trained workforce exemplifies MIT’s renowned administrative excellence in support of research and education • MIT staff have the skills, knowledge and motivation to do world-class work worthy of MIT

40. Decision Criteria A set of principles by which we evaluate decisions today and throughout the lifespan of these efforts

41. TAT Strategies - Building Blocks forWorld Class Work at MIT Role-Based & Interdisciplinary Programs World Class Work @ MIT Infrastructure Improvements Strengthening Training Effectiveness

42. Après Forum Food, networking, questions for Procurement and Travel