COVCA/Campus Planning & Budget Officers

April 3, 2003 Meeting

New Business Architecture framework and objectives

• Look to the future Look to the future

• Address growth impactsAddress growth impacts

• Support departmentalSupport departmental administrators administrators

• Propose new modelsPropose new models

• Stimulate changeStimulate change

• Articulate requirementsArticulate requirements

• Target audience: new, less experienced users of administrative systems

• Single access point for information and transactions, “one stop shopping”, single (fewer) sign-on(s)

• Ease of access and navigation

• Content managed for clarity, currency and redundancy

Business Portal

Integrate knowledge, transactions and Integrate knowledge, transactions and trainingtraining

• MyUCDavis, http://nba.ucdavis.edu/enterprise_portal.cfm

• UCI Simple Navigational Administrative Portal (SNAP), http://snap.uci.edu/render.userLayoutRootNode.uP

• MyUCLA, http://my.ucla.edu/

• UCSD Blink, http://blink.ucsd.edu

• UC-Wide procurement for common portal and content management platforms (not funded)

• Current evaluation of U-portal, an open source solution

Business Portal

• UC as employer of choice; build the UC community

• Productivity and collaboration tools

• A learning-focused organization :– Just in time training delivery– Integrated work and learning environment

• Improved HR policies and processes (e.g. classification and recruitment)

• Market-based compensation & flexible benefits

People

Recruit and retain the highest quality staff Recruit and retain the highest quality staff and develop them for success and develop them for success

• University wide Business Officers Institute http://www.ucop.edu/ucophome/businit/boi/about_boi.html

• UC Supervisory Training Initiative, (in development )

• Campus Business Officer Institutes – UCB BOI,

http://controller-fs.vcbf.berkeley.edu/BOI/berkeleyboi.htm– UCI Campus Business Officer Institute,

www.internalcontrols.uci.edu/BOI/BOIpage1.html

People

Recruit and retain the highest quality staff Recruit and retain the highest quality staff and develop them for success and develop them for success

• UCSD Staff Retention and Support Initiative http://blink.ucsd.edu/Blink/External/Topics/Policy/0,1162,3811,00.html?coming_from=Content

• Web-Based Training for Core Financial Systems: A Proposed e-Learning Strategy for UCLA and UCOP Employees (not funded)

People

Recruit and retain the highest quality staff Recruit and retain the highest quality staff and develop them for success and develop them for success

• Simplify and automate paper-based processes

• Clarify policy and make it more accessible

• Leverage technology to improve process design and performance

• Ensure performance metrics are built into processes

Processes/Policies

Redesigned processes and streamlined Redesigned processes and streamlined policies to make work easier policies to make work easier

• University-wide IT and Records Management Policy Revision, UCOP Information Resources and Communications

• UCD NBA Initiative http://nba.ucdavis.edu

• UCSC NBA Projects, http://bas.ucsc.edu/nba: On-line Employment Application System, Recruitment Management System,

CruzTime Campus Calendaring System, and Campus Map Web Site

• UCSD Blink – Staff “what to do/ how to do it” resource http://blink.ucsd.edu/

• AVC NBA Forum to pursue University-wide opportunities for policy / process simplification

Processes/Policies

Redesigned processes and streamlined Redesigned processes and streamlined policies to make work easier policies to make work easier

• Move business applications to the Web

• Move from proprietary systems to common standards and interfaces

• Ensure adequate security & user authentication

• Identify & develop self-service applications

• Provide tools to departments - where 80% + of the work is performed

Enabling Technology

Leverage new technology to contain costs and Leverage new technology to contain costs and provide critical business functions provide critical business functions

• Payroll/Personnel System web-enablement project

• e-Berkeley, Office of the Vice Chancellor, Business and Administrative Services, http://bas.chance.berkeley.edu/BAS_@e-berkeley.html

• UC For Yourself, web access to UC Benefits information (https://ucfy.ucop.edu).

• UCSF Common Individual Identifier / enterprise directory project

Enabling Technology

Leverage new technology to contain costs and Leverage new technology to contain costs and provide critical business functions provide critical business functions

• UCOP/campuses: Common authentication / directory initiative http://www.ucop.edu/irc/inits.html

• HR Data Warehouse (planned)

• Secure email, file transfer, corporate systems transactions (University-wide work groups)

• My DashBoard (UCSD) http://blink.ucsd.edu/Blink/External/Topics/Policy/0,1162,12993,00.html

Enabling Technology

Leverage new technology to contain costs and Leverage new technology to contain costs and provide critical business functions provide critical business functions

• Provide All Financial Reporting & Transactions on Web

• Provide Flexible Tools for Financial Projections & Modeling at both Senior Management and Department Levels

• Use new technologies to Link Campus Financial Systems

Financial Systems

University-wide strategy for transfer and University-wide strategy for transfer and integration of financial and other “corporate” dataintegration of financial and other “corporate” data

• E-procurement pilot (UCSD and UCSC developing plans to use UCLA Bruin Buy )

• GASB and Inter-location transfer systems delivered via the Web

• Leverage new technologies (XML and Web Services) for information exchange

Financial Systems

University-wide strategy for transfer and integration University-wide strategy for transfer and integration of financial and other “corporate” dataof financial and other “corporate” data

Source: Kaplan and Norton

Organizational Performance

Performance metrics integrated into business Performance metrics integrated into business processes processes

• Define excellence

• Set goals and standards

• Maintain focus

• Assess results

• Take action to improve

Organizational Performance

Performance metrics integrated into business Performance metrics integrated into business processes processes

- UCB “Balanced Scorecard,” Business and Administrative Services, http://128.32.241.181

- UCI “Administrative Improvement Model,” Administrative and Business Services, http://www.abs.uci.edu/

- UCLA “Balanced Scorecard Project,” www.ais.ucla.edu/scorecard/index.htm - UCSC “Divisional Balanced Scorecard,” Business and Administrative Services - UCSD Performance Measurements/Balanced Scorecard, http://blink.ucsd.edu/Blink/External/Topics/Sponsor/0,1362,3932,00.html?delivery=&comin -UCSF Auxiliary Services Balanced Scorecard

http://uc2010.ucsd.edu

Moving Forward• Refresh and sustain the visionRefresh and sustain the vision

• Budget constraints as opportunityBudget constraints as opportunity

• Leadership supportLeadership support

• Technology as an enabler – not the ultimate goal Technology as an enabler – not the ultimate goal

• Spearhead collective action where it makes senseSpearhead collective action where it makes sense

• Support and link campus initiatives Support and link campus initiatives