The Administration Innovation and Planning (AIP) team is a forward-focused group dedicated to improving how administrative work gets done at UW-Madison. AIP promotes a continuous improvement mindset and culture on campus, recognizing that changes in our technology and administrative processes are here to stay. It’s essential that UW-Madison become a resilient and nimble institution so that our research, academic, and public service mission can continue to thrive for years to come.
AIP works closely with the Administrative Transformation Program team, DoIT, and campus leadership to identify current challenges and develop solutions for UW-Madison employees in their day-to-day job responsibilities.
This work includes:
- Advancing data-enabled decision-making and establishing practices around service performance metrics and data analytics.
- Employing best practice business process improvement methodologies.
- Leading work on organization design, operating models, and service delivery.
- Building a new way to communicate with and engage the campus on innovation initiatives.
- Proactively planning for cloud-based technology support of administrative services.
Areas of Focus
Support of Ancillary Systems Program (ASP)
Assist Ancillary Systems Program
- Analyzing ancillary (secondary or supporting) systems with a preliminary disposition of “partial replace” meaning part of the system is expected to stay in place, while other parts are expected to transition to Workday.
- Create future state recommendations for the “partial replace” ancillary systems after Workday goes live.
- Educate and assist ancillary system stakeholders on Workday capabilities and provide resources to help with the transition to the Workday system.
- Identify integration needs to the Workday ecosystem.
Continuous Improvement Capability
We are reimagining how to lead and support a thriving culture of continuous improvement in the administrative services space across the university. This includes conducting a needs assessment to identify critical capabilities for success.
We are working with both UW-Madison colleagues and peer institutions to gather key insights, common trends, and recommended approaches. This includes:
- Learning about their role in the organization
- Their support model
- Impacts and challenges they’ve faced
- How they measure success
Building on the continuous improvement successes at our own campus and of our peer institutions, we aim to help cultivate and grow a thriving culture of continuous improvement within the Office of Finance and Administration departments.
Finance and Administration Portfolio Metrics
We are partnering with the Office of Finance and Administration and the reporting units to identify Key Performance Indicators (KPIs) to measure the impact of the Office’s updated strategic priorities. These KPIs serve as crucial benchmarks to evaluate performance and identify areas of improvement. This will be in collaboration with Data, Academic Planning & Institutional Research, and other campus organizations.
The five key areas we want to establish a strong foundation for the Office of Finance and Administrative Metrics Portfolio and demonstrate its value in driving successful portfolio management:
- Identify Key Performance Indicators (KPIs)
- Choose a set of critical KPIs that directly align with the organization’s objectives.
- The KPIs chosen will provide a clear and quantifiable measure of success.
- Data Collection and Analysis
- Prioritize a robust data collection process that ensures accurate and reliable metrics.
- Implement effective data analysis techniques to gain valuable insights from the collected data.
- Data-Informed Decision-making
- Focus on leveraging metrics to make informed and data-driven decisions.
- Emphasize the impact of using data to support and validate strategic priorities.
- Risk Management
- Devote attention to identifying and monitoring risks within the portfolio.
- Develop metrics that help in early detection and mitigation of potential risks.
- Visualizations and Reporting
- Highlight the importance of presenting data through visualizations Best Practices and reports.
- Ensure metrics are easily understood and accessible to stakeholders.
Contact Salima Currimbhoy for more information.
UW-Madison Transformation Readiness
In close collaboration with executives, leaders, and partners across UW–Madison and the UW System, AIP provides thought leadership and change management leadership to help align UW–Madison leaders and change readiness teams around the shared goal of ensuring that all schools, colleges, divisions, and individual employees are prepared for the transition to RAMP and Workday.
Support and guide all UW–Madison stakeholders on our collective journey toward a future state of continuous improvement and innovation.
Through communications, engagement, and training, ensure all UW–Madison stakeholders are prepared and confident to navigate the changes the Administrative Transformation Program (ATP) will bring to the people, processes, and technologies at UW–Madison.
For the remainder of 2023, our strategic focus is to ensure all leaders, supervisors, and key functional stakeholders feel equipped and empowered with information about ATP. (We have defined key functional stakeholders as employees whose job titles are coded as human resources, finance, IT, sponsored programs, grants and contracts, as well as department administrators.)
- Our messaging strategy will focus on building awareness, confidence in the process, and desire to learn more.
- Our engagement strategy will focus on aligning leadership voices across UW-Madison and Shared Governance, dovetailing with this messaging strategy.
- The content of our communications will continue to be informed by ATP, UW-Madison leaders, and the UW-Madison Workday Communications Core Team, Campus Readiness Team, and Change Readiness Network.
Over the past year, AIP leaders have established the following internal change readiness teams to grow and fortify our change management capability.
- The UW–Madison Campus Readiness Team is comprised of functional area leads from finance, HR, IT, research administration, data & reporting, and AIP, as well as a change readiness lead and communications lead.
- This team is responsible for our campus’s overall readiness to implement the process and system changes that are part of our administrative transformation efforts.
- The Campus Readiness Team works in close collaboration with ATP leadership and with their UW System counterparts to ensure ATP meets the needs of UW-Madison.
- The Campus Readiness Team provides leadership to the broader UW–Madison Change Readiness Network.
- The Change Readiness Network meets monthly and includes leaders at the campus level and within all schools and colleges and many divisions.
- The UW–Madison Workday Communications Core Team, which includes communications representatives from the functional areas and from some of the workstreams that are part of UW–Madison’s administrative transformation efforts (e.g., ancillary systems, business process integration & adoption).
- This team is responsible (and accountable) for providing overall leadership for communications efforts in support of UW–Madison’s Workday implementation.
- The Workday Communications Core Team works in close collaboration with ATP leadership, including ATP’s communications and marketing lead.
To learn more about the work AIP is doing to support UW–Madison’s ATP change readiness efforts, visit UW–Madison’s Preparing for Workday website.
Contact Kelly Gauthier for more information.
Meet the Director
Nick Tincher serves as the Director of Administration Innovation & Planning. In his work, he is passionate about discovery, improving the human experience, and the potential brought about by UW-Madison’s missions of research, teaching, and outreach. He is naturally curious, a collaborative leader, and focused on outcomes.
Prior to this role, he served three years as the director of the Administrative Transformation Program (ATP) and led the program through pre-planning and planning including development of the program’s business case, governance structure, and team, and oversaw the cloud ERP vendor selection process.
Nick also served five years as the Chief Information Officer in the Office of the Vice Chancellor for Research and Graduate Education where he led a team of 15 in bringing technology solutions to opportunities in the areas of research compliance, research funding, and graduate education. Before transitioning to leadership roles, he served UW-Madison in software developer and other technical roles in the Graduate School and Division of Intercollegiate Athletics.
Meet the Team
Mari Ann Ames-Menager
Business Process Improvement Manager
Innovation Analyst Lead
Business Process Improvement Manager
Project Coordinator (OSC)
Transformation Readiness Lead
Project Manager (OSC)