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Administrative Transformation

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.

Projects Currently Underway

  •  Implemented and ongoing: Implement an improved customer-centric work order system for on-campus maintenance and renovation requests (ReadyRequest system - now live).

  • Implemented and ongoing: Boost the efficacy of capital planning, construction, and financing processes (with Division of Finance).

  • Implemented and ongoing: Review and enhance the non-capital renovations delivery process to maximize cost-effectiveness and customer service for university constituents.
    • In the new renovations project management model, project management will transition from an outsourced model to an in-house model.
    • New model will boost cost savings, responsiveness, transparency, adaptability, more stabilized workforce.

  • Complete: Conduct Virginia Tech Electric Service operating model analysis.


  • Ongoing: Surplus property auctions go digital: In September 2020, due to COVID-19 restrictions, the Surplus Property team partnered with Matthews Auctions to host university surplus property auctions online. Approximately 11 online auctions have been hosted to date with a consistent increase in average revenue per auction and a lower expense total per auction.

  • 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.
  • Ongoing: HokieMart enhancements:
    • There will no longer be “R” (External Req#) numbered requisitions that need to be tracked by departments while the procurement is being processed by central procurement/ITPALS.
    • Departments will no longer need to call to find out which central procurement buyer has been assigned to their requisition; it will be visible in the HokieMart history tab.
    • Communications between central procurement/ITPALS buyers and departments will now be handled through the internal comments feature on a requisition, enhancing transparency, and becoming a part of the permanent procurement record.
    • Request for changes to ship-to-addresses can be submitted through a request form within HokieMart.
    • Requests for central procurement assistance in the acquisition of a good or service (non-technology) can be made without submitting a requisition, utilizing a request form within HokieMart.
    • It will now be easier for departments to track orders from requisition entry to invoice and payment.
  • Ongoing: 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.

  • CompleteTransition to new travel and expense management system.
  • Ongoing: Expanding services to campus, continuing transformation - the Division of Human Resources has recently added two additional leaders to the team: Assistant Vice President of Talent Sandee Cheynet and Director of Compensation Evans Lusuli. With their leadership and the work of other members of the team, HR is moving forward with new tools and services to provide a better experience for faculty and staff.

  • August 2021 and ongoing: New signature process implementation to boost operational efficiency:
    • With an average of more than 8,000 full-time employees, new hires, and employee transactions each year, new signature processes will provide more efficiency for divisions, colleges, departments, and business units. It will decrease processing time, eliminate paper forms, automate approval processes, increase authority and accountability, and enhance compensation review to ensure equity.
    • New processes support continuation of the university executive signature delegation that went into effect April 12, 2021.
    • New signature process changes include:
      • The Appointment and Change of Status paper form for faculty and staff (P3A-F and P3A-S) will no longer be needed for online hiring actions. The PageUp Applicant Tracking System (ATS) will be used for electronic actions.
      • Additional authority and accountability have been given to deans and vice presidents for their hiring and pay decisions.
      • A compensation review has been added to ensure appropriate and equitable salaries for all job types.
      • The following paper form changes have been made to reflect these changes:
        • The Pay Action Request form (P144) has been eliminated.
        • Actions previously completed using this form will be completed through the newly updated Appointment and Change of Status form (P3A), which will now be used for faculty and staff functions in one form.
        • Signatures have been updated and leave content has been moved from the Appointment and Change of Status – Faculty form (P3A-F) to the Notice of Employee Leave of Absence Without Pay form (P4B).
      • Compensation review has been expanded to allow the Office of the Executive Vice President and Provost to review and approve teaching faculty; the Office for Research and Innovation to review and approve research faculty; and Human Resources to review and approve administrative and professional faculty and staff.
      • New compensation reports will be available for senior managers starting this fall.
      • New signature workflow options are now available in PageUp ATS.
  • July 2021 and ongoing: Transforming the future of work at Virginia Tech:
    • New flexible work, telework arrangement site launched. 
    • New training for supervisors on how to lead teams where hybrid environments (in-person and remote) and telework exists.
    • Revised telework suitability guide that incorporates feedback from our employees and new information collected throughout the pandemic.
  • Spring/summer 2021 and ongoing: 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.
  • Spring 2021 and ongoing: New faculty recruiting page on the Hiring Guidelines site house these guidelines, resources, and tools.

  • Ongoing: 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.
  • Established and 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.
    • November - December 2021: The University Data Council is actively working on 3 main thrust areas: 1) Data access, risk, and compliance; 2) Data dictionary and metadata; and 3) Data literacy, tools and training. Each of these areas has a working group of 7-13 university data stewards and other experts dedicated to making advancements and completing deliverables between now and the end of the academic year.
    • The University Data Governance Council is in it second 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.  
  • Ongoing: 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.
    • November 2021: 
      • Ongoing 2021 MicroStrategy upgrade training sessions are helping Virginia Tech analysts deliver compelling dashboards at the executive level. Over 50 analysts across campus have attended at least one session.
      • There are over 1,200 active unique MicroStrategy users per month - a 50 percent increase from 3 years ago. This highlights how efforts to engage divisions in the adoption of centralized analytics have made significant progress.
    • Previous updates: 
      • August 2021: 
        • Major upgrade of MicroStrategy software and hardware complete. This is the primary reporting tool used by Virginia Tech across the majority of the domains. This upgrade allows Virginia Tech to scale analytics services to new platforms including mobile and additional reporting tools.
        • Creation of applications, integrations, operational reports, and analytic dashboards around vaccine reporting for all Virginia Tech employees.
      • July 2021: 
        • Efforts included new partnership among multiple teams within the Division of IT; the Division of HR; the Division of Campus Planning, Infrastructure, and Facilities; and the 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: The Division of IT and the 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:

  1. Eliminate barriers, unnecessary work flows, and duplicative and/or redundant efforts at all levels within the university
  2. Use best practices in service delivery
  3. Leverage technology to automate and simplify processes, reducing transaction times
  4. Professionalize work environments
  5. Develop and use cost effective and administrative efficient operating principles
  6. Lead a culture of excellence and continuous improvement
  7. Ensure the administrative and operations work is aligned with strategic priorities
  8. Deploy leading change management principles to navigate new systems, processes, and structures

    Latest Transformation News

University data governance council established to increase the usability, security, and compliance of administrative data

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One-stop-shop for HR processes now available


Organizational changes set to enhance capital planning, construction, and financing efforts

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