Transcript UCSD Business Model

COVCA/Campus Planning & Budget Officers
April 3, 2003 Meeting
New Business Architecture framework and
objectives
• Look to the future
• Address growth impacts
• Support departmental
administrators
• Propose new models
• Stimulate change
• Articulate requirements
Integrate knowledge, transactions and
training
Business Portal
• 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
• 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
Recruit and retain the highest quality staff
and develop them for success
People
• 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
Recruit and retain the highest quality staff
and develop them for success
People
• 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://controllerfs.vcbf.berkeley.edu/BOI/berkeleyboi.htm
– UCI Campus Business Officer Institute,
www.internalcontrols.uci.edu/BOI/BOIpage1.html
Recruit and retain the highest quality staff
and develop them for success
People
• UCSD Staff Retention and Support Initiative
http://blink.ucsd.edu/Blink/External/Topics/Policy/0,1162,3811,00.ht
ml?coming_from=Content
• Web-Based Training for Core Financial Systems: A
Proposed e-Learning Strategy for UCLA and UCOP
Employees (not funded)
Redesigned processes and streamlined
policies to make work easier
Processes/Policies
• 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
Redesigned processes and streamlined
policies to make work easier
Processes/Policies
• 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
Leverage new technology to contain costs and
provide critical business functions
Enabling Technology
• 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
Leverage new technology to contain costs and
provide critical business functions
Enabling Technology
• Payroll/Personnel System web-enablement project
• e-Berkeley, Office of the Vice Chancellor, Business and
Administrative Services, http://bas.chance.berkeley.edu/[email protected]
• UC For Yourself, web access to UC Benefits information
(https://ucfy.ucop.edu).
• UCSF Common Individual Identifier / enterprise directory
project
Leverage new technology to contain costs and
provide critical business functions
Enabling Technology
• 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
University-wide strategy for transfer and
integration of financial and other “corporate” data
Financial Systems
• 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
University-wide strategy for transfer and integration
of financial and other “corporate” data
Financial Systems
• 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
Performance metrics integrated into business
processes
Organizational Performance
• Define excellence
• Set goals and standards
• Maintain focus
• Assess results
• Take action to improve
Source: Kaplan and Norton
Performance metrics integrated into business
processes
Organizational Performance
- 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?delive
ry=&comin
-UCSF Auxiliary Services Balanced Scorecard
Moving Forward
• Refresh and sustain the vision
• Budget constraints as opportunity
• Leadership support
• Technology as an enabler – not the ultimate goal
• Spearhead collective action where it makes sense
• Support and link campus initiatives
http://uc2010.ucsd.edu