Scott Savage talks timeline, next steps for ServiceFirst

The Well sat down with Scott Savage, associate vice chancellor for organizational strategy and performance, to get an update on the work happening around ServiceFirst and when employees can expect to learn more about how they might be impacted.

Where are you in the planning process, and what are the next steps and timeline?

Over the past several months, the work centered around how to structure an organizational model with the schools and units to focus on each of the areas within scope: finance, procurement, human resources, information technology services, communications and research administration. I am so grateful for all of the hard work done by the task forces to help inform the process.

The steering committee reviewed and approved the overall direction and shared services structure. Currently, the primary workstream is human resources’ evaluation of these proposed structures, which will ultimately inform the detailed design of the shared services organizations and help everyone better understand what the future structure will look like and what it may mean for them.

As we’ve entered the new year, we’ve begun the implementation planning phase of ServiceFirst, which will run through March. We are still on track for Phase 1 implementation beginning in April of this year, with Phase 2 targeted for July. Our goal is to begin having unit-level discussions by late February to early March to share more detailed information regarding how employees in each area will be impacted. Functional leaders will communicate specifics as plans are finalized, and individual conversations will occur before any role or reporting changes take effect. Implementation will occur in phases over 2026, rather than all at once, allowing us to test, adjust and improve as we go.

You’ve said the steering committee approved a model for shared services across functional areas. Can you explain what that model is and how it will impact staff?

The task force for each function categorized their areas’ activities based on a three-tier model: central services, shared services or unit-based services. What we determined, in part thanks to broad campus input, is that there is no one-size-fits-all solution. If anything, this work allowed the University and experts on the task forces to really determine the best model for their functions. We landed at a solution that is mostly a shared services approach, with structures that are adjusted to best support each functional area.

For staff, many roles will remain focused on the same type of work they’re doing today, but within a structure that provides clearer service ownership, better workload balance and backup support, more consistent processes and tools and stronger career pathways. I look forward to sharing more details about this in the coming weeks and months.

Moving staff and setting up new processes or systems could potentially be disruptive to many at Carolina in getting their work done, at least temporarily.  What are you doing to ensure that nothing is “broken” during the implementation of ServiceFirst?

Protecting day-to-day operations has been a core principle since Day 1. ServiceFirst is really a culture of focusing on customer service on a routine basis, and there are a few ways we’re working to ensure continuity:

• Implementation will be phased.
• Existing services will continue while new models are established.
• Changes will be piloted, evaluated and refined before scaling.
• There will be clear points of contact for services, including who is responsible and how to get help when something isn’t working.
• Performance metrics and customer feedback will be continuously monitored.
• We are prioritizing service stability first, even if that means moving more intentionally.

How do you address concerns raised at Employee Forum about outreach and inclusion in the design process?

We take that feedback very seriously. We’ve been in partnership with the Employee Forum since June, and I’ve attended almost every meeting to date. And we’ll continue to do that, because ServiceFirst is intentionally being designed as a collaborative, iterative effort, not a closed-door exercise.

Over the course of the past six months, we’ve held open forums and listening sessions, and reviewed Employee Forum survey data. Our cross-functional task forces include representatives from across campus, and we’ll be adding additional representatives identified by the Employee Forum. Since June of last year, I’ve had dozens of meetings with units and other groups to hear their feedback regarding this initiative. I’m also going to start standing virtual office hours to ensure we provide a space for two-way feedback loops. We’ll provide more detail on that soon.

How does the recent Board of Trustees resolution affect ServiceFirst, and what does it mean for the timeline and expectations?

The University is continuing to operate in a more constrained and uncertain financial environment. The board’s resolution supports the work we have already done to address that, and, I think, reflects the need to act even more decisively, while remaining thoughtful and accountable.

We will need to look at our organizational model and reassess plans with this additional reduction. While we will have to make tough decisions during this process, the board was clear that attrition should continue to be prioritized and that layoffs should be a last resort. We will look at all options and share more information as we determine next steps about what this means for our staff. Our emphasis remains on building sustainable models that support staff, not just short-term savings.

Importantly, the resolution does not change the ServiceFirst timeline or approach that I shared. Our phased approach allows us to protect day-to-day operations, pilot changes, gather feedback and adjust as needed, while keeping service quality front and center.