In pursuit of institutional excellence, through the ongoing administrative transformation, Virginia Tech continues to build on its capacity to deliver administrative and business services in the most cost efficient and effective manner possible, taking advantage of advanced technological systems and service delivery methods.
NEW: Administrative Transformation spotlight - May
HokieMart enhancements, updates related to the University Data Governance Council, and new guidelines and processes to help bolster diverse recruitment are all transformation projects moving ahead. Project details.
Project Examples Currently Underway
- Deploy intelligent mail lockers for Residential Mail delivery on the Blacksburg campus (ONGOING).
- Improvement and alignment of administrative and academic support services delivery in the Greater Washington D.C area and Blacksburg (ONGOING).
- Establish a transactional business center for university safety and security departments (Emergency Management, Virginia Tech Police Department, Environmental Health & Safety, Office of the Associate Vice President for Safety and Security) to standardize and streamline routine transactions (ESTABLISHED; ONGOING).
- Conduct Virginia Tech Electric Service operating model analysis (COMPLETE).
- Implement an improved customer-centric work order system for on-campus maintenance and renovation requests (ONGOING).
- Boost the efficacy of capital planning, construction, and financing processes (with Division of Finance - ONGOING).
- Review the non-capital renovations delivery process to maximize cost-effectiveness and customer service (ONGOING).
- Auxiliary budget system: Implementation of new digital auxiliary budget system, enabling digital workflows, batch processing (e.g. rate changes), improved version control, cloud-based hearing materials, improved reporting, streamlined processes (e.g. integrated budget load).
- Replaces previously used spreadsheets.
- Joint development between the Office of Budget and Financial Planning and Finance Information Technology within the Division of Finance.
- System fully operational; utilized during 2021-22 auxiliary budget development process.
- Standardize the reconciliations process through new tools that will leverage automation, technologies, and business intelligence (ONGOING).
- Implement robotic process automation (RPA) within the Bursar's office to quickly and efficiently process transactions, process and communicate late feel appeals, and post waivers to student accounts (ONGOING).
- Redesign budget and financial model to bolster transparency (ONGOING).
- Transition to new travel and expense management system (COMPLETE).
- New guidelines, processes for recruiting faculty positions; bolstering diverse recruitment: New guidelines, resources, and processes for recruiting faculty positions, including full-time calendar and academic year teaching and research (T&R) and administrative and professional (A/P) faculty positions.
- Supports the university's goal to attract and hire diverse candidates.
- Partnership among the Division of Human Resources, Office for Equity and Accessibility, and Office for Inclusion and Diversity.
- New process supporting the implementation of Functional Affirmative Action plans (FAAPs), which provide colleges and departments with a better understanding of Affirmative Action goals within their areas.
- New faculty recruiting page on the Hiring Guidelines site house these guidelines, resources, and tools.
- Deploy a new performance management process for staff, which will set the stage for changes to the A/P faculty process in the future (ONGOING).
- Improve service delivery and the employee experience through the continuous improvement of key HR processes, including digitization of processes (ONGOING).
- Streamline processes for hiring and compensation (ONGOING).
- Establish University Data Governance Council to set standards and expectations for university-owned data as a valuable asset and increase confidence in its use by enhancing quality, security, ethical accessibility, and sharing (ESTABLISHED; ONGOING).
- The University Data Governance Council has nearly completed its first academic year of existence. Four working groups have been established and are focusing efforts on specific topics within the overall framework of data governance. They are engaging the university community through a number of surveys and a system of record inventory, which are currently being compiled and evaluated for the next steps.
- A website has been published containing information about those working groups and other initiative details.
- Explore implementation of new technologies and platforms related to intelligent business process management (ONGOING).
- Deploy flexible and agile data delivery architecture and expand data analytics services that reflect the university’s data security standards (ONGOING).
- Enhancing university-wide data analytics capabilities and operational reporting (ESTABLISHED; ONGOING).
- Efforts include a partnership among multiple teams within Division of IT, Division of HR, Division of Campus Planning, Infrastructure, and Facilities, and Division of Finance to create the FRBI Committee to standardize and expand department-level reporting.
- Implemented Ellucian Analytics proof of concept for student, admissions, financial aid, HR, and finance-related data.
- New project delivered within Virginia Tech data lake by Division of IT/TLOS to analyze Zoom data which supported the analysis of usage statistics during the pandemic and operational reporting needed by colleges.
- Modernize HR analytics: Division of IT and Division of HR worked together to make budget versus allocated salary expenses more transparent.
In support of the university's academic, research and outreach missions, Virginia Tech must build on its capacity to deliver administrative and business services in the most cost-efficient and effective manner possible, taking advantage of advanced technological systems and service delivery methods. We will acknowledge areas where we are best-in-class and continue to identify opportunities to improve. Further, we will identify areas where change is needed and manage that change with purpose, clear direction, and strategic alignment.
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We will deliver services that are responsive, nimble, and best in class. We will transform our work to achieve the following:
- Eliminate barriers, unnecessary work flows, and duplicative and/or redundant efforts at all levels within the university
- Use best practices in service delivery
- Leverage technology to automate and simplify processes, reducing transaction times
- Professionalize work environments
- Develop and use cost effective and administrative efficient operating principles
- Lead a culture of excellence and continuous improvement
- Ensure the administrative and operations work is aligned with strategic priorities
- Deploy leading change management principles to navigate new systems, processes, and structures