Finance and HR Coordinated Services

The University of Utah needs to modernize how finance and HR work is executed. As the university has grown, administrative structures have not kept pace, and services vary widely across units, leading to inconsistency and inefficiency. With increasing financial pressures and a push for more coordinated services across the state, this is an opportunity to simplify processes and adopt proven practices from other institutions. As we look toward longer-term system updates, making these improvements now will help us prepare for a new ERP down the line.
Reporting lines will shift to make accountability clearer, and position responsibilities will be aligned with finance or HR expertise. System access will also be streamlined to support secure, efficient workflows. Duties that fall outside of finance or HR will remain within the unit and may be supported differently going forward depending on local needs.
These changes will make operations more efficient, secure, and compliant. Faculty and staff will receive reliable and consistent support so they can focus on mission-driven work. Employees will benefit from balanced workloads, clearer career paths, and more opportunities to grow. Overall, this initiative supports university growth and helps us deliver on Impact 2030.
If we wait, we risk falling behind. Talent and institutional knowledge could be lost, and operations may not meet the goals set in Impact 2030. Inaction would leave us with inefficiencies and missed chances to modernize.

Discovery & Validation: Fall 2024 – January 2026:

The Finance and HR Coordinated Services initiative will build on the design work previously completed for EVPAA areas and expand to include additional units under the President’s Office and Health Sciences. The team will conduct an analysis of finance and HR activities within the expanded units, while also documenting unit-specific requirements across all participating units to ensure a comprehensive and consistent design approach.

Launch Planning: January – December 2026

In this stage, the team will finalize the design of new processes, roles, and structures for Finance and HR Coordinated Services.

Launch: January 2026

The Finance and HR Coordinated Services model will officially go live, with staff beginning to operate under the new structures, technologies, and processes. New systems will be activated to support service delivery

Stabilization: January – February 2027

Following launch, the team will monitor workflows, resolve issues, and make necessary adjustments based on feedback and performance data.

Optimization: February – April 2027

Continuous improvement practices will be embedded to support long-term sustainability. A continuous improvement committee will be established to oversee ongoing enhancements.

College of Humanities
College of Social & Behavioral Science
College of Science
S.J. Quinney College of Law
David Eccles School of Business
Price College of Engineering
College of Architecture & Planning
College of Social Work
College of Fine Arts
College of Education
Graduate School
Honors College
Marriott Library
Natural History Museum of Utah
Scientific Computing and Imaging Institute
EVPAA Central Services

Student Affairs
Strategic Enrollment & Student Success
Faculty & Academic Affairs
Chief Data Officer
Connected Learning
Mission-Aligned Planning
Undergraduate Studies

*Note: Asia Campus NOT in scope

Leadership Teams (Project Governance)

Finance and HR Coordinated Services is supported by a strong governance structure to keep the work collaborative and on track. Executive Sponsors and the Steering Committee provide overall direction and help champion change. A core team leads day-to-day implementation, with input from Advisory Committees across campus. Project managers keep things organized, and work teams bring subject matter expertise to shape solutions and share updates within their areas.

Serve as the ultimate decision-maker for this initiative. They are accountable for key project decisions and play a critical role in supporting risk mitigation efforts.
- Bob Carter (University of Utah Health Sciences)
- Jeff Herring (Chief Human Resources Officer)
- Mitzi M. Montoya (Executive Vice President for Academic Affairs/Provost)
- Tony Wagner (Chief Financial Officer)
Provides strategic direction and oversight for the project. Their responsibilities include communicating the vision for Finance and HR Coordinated Services and participating in meetings to evaluate, refine, and shape key recommendations. Steering Committee members act as advocates for change, fostering buy-in and support among their colleagues across the organization.
- Kimie Adamson (Associate Vice President of Finance for Academic Enterprise)
- Jason Atuaia (Deputy Chief Financial Officer)
- Chris Bone (Deputy Chief Human Resources Officer)
- Casey Erickson (Executive Director – VP of Research)
- Stephen Hess (Chief Information Officer)
- John Jentz (Chief Financial Officer – Athletics)
- Charlton Park (Chief Financial Officer – Health Systems)
- Steven Phillips (Associate Vice President for Financial Services & University Controller)
- Kylie Roos (Finance Director – Auxiliary Services)
- Peter Trapa (Vice Provost and Senior Dean – Liberal Arts & Sciences)
Serves as the central driver of Finance and HR Coordinated Services implementation.
- Jason Atuaia (Deputy Chief Financial Officer)
- Chris Bone (Deputy Chief Human Resources Officer)
- Steven Phillips (Associate Vice President for Financial Services & University Controller)
Ensure that diverse perspectives are represented throughout the project. Their involvement ensures that recommendations are inclusive and responsive to the unique requirements of different areas within the institution.
- Advisory Committees include: Academic, Administrative, and Health Sciences
Plays a pivotal role in coordinating activities, monitoring progress, and maintaining accountability for timelines and outcomes.
- Harlan Wallace (Senior Operations Project Manager)
Bring subject matter expertise to the implementation process. They engage in area-specific meetings and activities to advance Finance and HR Coordinated Services within their domains. These teams develop and present recommendations to the Functional Core Team and serve as champions within their respective units, helping to build understanding and support for the initiative.
- Work Teams include: Onboarding & Logistics, HR, Finance, Service Delivery Hub, Workforce Transition, Change & Communication, Enabling Technology & Data.

Roles will change as we move to the new model. Some positions may shift, but departments will still have dedicated support—just with clearer roles and more consistent processes.
We know many employees support more than finance and HR. We will work with departments to identify those responsibilities and make sure they are reassigned appropriately.
Once the future structure is finalized. We will work with units to confirm details and plan changes thoughtfully.
Executive Sponsors, informed by input from committees and work teams as part of the project governance structure.
No. Colleges/schools/units will keep strategic decision-making. The goal is stronger support and consistency—not taking away local authority.
Many universities are adopting coordinated service models to improve efficiency and compliance, including Iowa State, University of Central Florida, Ohio State, Penn State, Michigan, University of Illinois at Urbana-Champaign, and Johns Hopkins. This is becoming the best practice across higher education.

Coordinated Services