Office of Strategy, Planning, and Budget

Finance (FIN) Transformation Decisions

Decision

Done

No

Change

30

Days

60

Days

90

Days

RACI Individual(s) 
(Responsible, Accountable, Consulted, Informed)

Status

Finance Council, which will develop clear Charter laying out roles and responsibilities, will examine current level of risk for reporting functions and related staff time/effort to determine if SW is over- or under-resourcing some functions.     X         R: VPFA
A: VPFA
C: Controller and VCAS’
I: Finance Community
Done
FA will lead in development of policies that will be consistently applied on the campuses. Inconsistent practices will be permitted only in cases where critical for measurable purposes tied to campus mission. Operational functions, where economic from a systemwide view, will be assigned to the campuses.      X         R: VPFA and VCAS’
A: VPFA
C: Finance Directors
I: Finance community
 Done
The SW CITO is accountable for enterprise management, enhancements, etc. in consultation with cross-functional team (including HR, Finance, Student, etc.) coordinated by UA System and campus administration. Access policies set at SW for implementation by campuses to eliminate duplication of technology system management and functions.             X R: Enterprise Systems Mgt
A: CITO
C: Banner Advisory Groups (HR, Student, Finance, General) VCAS’
I: Banner Users
 
Risk Services will report to FA. Chief Risk Officer will be member of President’s Cabinet.     X         R: Chief Risk Officer
A: VPFA
C: Risk Services Dept
I: UA
 Done
CHRO will report to the President. Transactional HR functions will move to the campuses or to other units within SW.          X     R: CHRO
A: CHRO
C: University HR & CITO
I: Affected employees
 
Examine all Senior Administrative positions across UA system. In current budget climate, cuts must be made in upper level management as well as on the “front-line.” Preliminary goal will be a 20% reduction in FY2017.      X     R: Chancellors & President
A: President
C: Executives
I: Senior Administrators 
 
Maintain Audit and Consulting Services policy functions, but encourage Audit Services to emphasize partnership and support for units being audited.  X         R: Chief Auditor
A: VPFA
C: Audit staff
I: Finance community
 Done
Regularly review audit staffing levels and adjust staffing to match level of acceptable risk, potentially no less than a three-year review cycle.  X         R: Chief Auditor
A: VPFA
C: Audit staff
I: Finance community
  Done
Ensure adherence to annual audit plans by minimizing ad hoc internal audits.  X         R: Chief Auditor
A: VPFA
C: Audit staff
I: Finance community
  Done
Use audits as a tool to evaluate management practices and decisions, while emphasizing partnerships and support for units being audited. Management of anonymous Hotline will remain with Audit, but will coordinate with accountable executive for lead role in investigations.   X         R: Chief Auditor
A: VPFA
C: Audit staff
I: Finance community 
  Done
Regarding Banner/other Finance system security and access management, the SW CITO is accountable for enterprise management, enhancements, etc. in consultation with cross-functional team (including HR, Finance, Student, etc.) coordinated by UA System and campus administration. Access policies set at SW for implementation by campuses.          X R: Enterprise Systems Mgt./ IAM
A: CITO
C: Banner Advisory Groups (HR, Student, Finance, general) VCAS’
I: Banner Users,
 
Maintain role as custodian of system institutional data and definitions, but clarify who holds responsibility for making decisions about data integrity and definitions. Overall accountability will be at SW with specific responsibilities at each campus.         R: AVP IR
A: VPUR
C: Summit Team
I: University Community
Anticipated draft available for review on 9/1/16
Create and implement a comprehensive technology governance structure that establishes system/technology strategies, resources, and management oversight policies for the future  X         R: IT Gov Steering Group
A: CITO
C: Summit Team, SAC, Governance groups
I: University Community
 
Remove Records and Management from FA, limit to policy level role and move to OIT where Security Oversight functions already exist. Records and OnBase administration will be governed by CITO as accountable executive in consultation with campus and functional area leaders in IT Council.  X         R: Chief Security Officer
A: CITO
C: PCI Committee, VCAS’
I: University Community
 Done
Examine senior records management positions and consolidate records manager position(s) within Security Oversight and continue coordinating technical management with universities. Reduce duplication of policy level groups for this function.  X         R: CITO
A: VPFA
C: Staff
I:  Staff
 Done
Like other enterprise systems, OnBase will be part of SW IT portfolio with CITO accountable for consistent service to the universities and functional areas of SW. IT Council—with campus and functional area leaders—will advise CITO on needs, priorities, etc.   X         R: Enterprise Systems Mgt.
A: CITO
C: OGIT, VCAS’, IT Council
I: OnBase user group
 Done
Analyze level of management needed for development and oversight of prudent SW and Foundation investment strategy.  X         R: Chief Treasury Officer
A: VPFA
C: Chief Investment Officer
I: President
 Done
Eliminate operational functions of Chief Procurement Officer position at SW and move those functions to a University.  X         R: VPFA
A: VPFA
C: VCAS’ and Procurement Offices
I: Finance community
 Done
College Savings Plan will remain in FA and director will serve on SW Student affairs council in order to ensure coordination.  X         R: CSP Director
A: CSP Director
C: Student Affairs
I: Student and Academic Affairs
 Done
Have SW AAR coordinate with the universities and SW Office of Public Affairs on outreach activities in order to keep student-centered programs more closely coordinated with university delivered student services.     X     R: AVP PA
A: VPAAR
C: VPUR
I: President
 
Redesign financial reporting system, process, structures, roles, and responsibilities.         X R: Controller & AVC’s
A: Controller
C: Power Finance users
I: All Banner Finance users
 On-going
Develop a plan to enhance training on Banner, financial systems, and processes         X R: Controller & AVC’s
A: Controller
C: Power Finance users
I: All Banner Finance users
 On-going
Charge the Payment Card Industry (PCI) governance committee to define policies, strategies, roles, processes, and systems that will add value to the PCI administration and reduce institutional risk.  X         R: PCI lead
A: VPFA
C: PCI committee
I: All payment card recipients
 Done
Develop comprehensive succession plans within the Finance and Investing department to mitigate risk of knowledge loss       X   R: Chief Treasury Officer
A: VPFA
C: Chief Investment Officer
I: Statewide Finance
 In progress
Convene a team of procurement and other leaders to evaluate the Jim Lynch reorganization recommendations; develop a procurement strategy and plan that defines a future vision for procurement and that defines roles, responsibilities, structures, systems, and processes for the delivery of procurement services across the University. X         R: AVPFA
A: VPFA
C: VCAS’ and Procurement Officers
I: Finance Community
 Done
Develop an appropriate procurement adjudication process, and identify a UA System Office resource to adjudicate procurement disputes. X         R: AVPFA
A: VPFA
C: VCAS’ and Procurement Officers
I: Finance Community
 Done

 

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