cumrec 2002 may 15, 2002 steve relyea vice chancellor – business affairs university of california,...

CUMREC 2002CUMREC 2002

CUMREC 2002

May 15, 2002

Steve RelyeaVice Chancellor – Business AffairsUniversity of California, San Diego


This Morning’s Session

• Drivers and Assumptions

• Objectives

• The Components of the Business Architecture

• Implications for Campuses


Drivers & Assumptions

• Unprecedented Growth of Enrollments: 2000-2012

• Admin Resources Will Not Increase In Proportion to Campus Growth

• Increase in Complexity of Fed & State Relationship

• Increase in Industrial Partnerships


• Competitive Labor Market

• New Staff Will Not Have Adequate Skills/Training

• Technology is Changing the Way Business is Conducted

Drivers & Assumptions


Why a New Business Architecture?

• A Vision to Stimulate Initiatives

• A Context for Setting Priorities

• Strategies to Increase Staff Productivity

• Communication of Business & Infrastructure Requirements


Planning Group’s 5 Month Effort

• Define Concepts of Scalable Model

• Focus on Business Processes, Tools, Operations

• Exclude Academic, Student, Medical, National Labs

• Construct General Framework & Guidelines

• Set Stage for Discussion, Consultation, Feasibility


Members of the New Business Architecture Planning Group

Steven Barclay, San FranciscoJudith Boyette, HR (OP)Wendell Brase, IrvineAnne Broome, Controller (OP)James Dolgonas, CIO (OP)Kristine Hafner, StaffSam Morabito, Los AngelesSteven Relyea, San DiegoThomas Vani, Santa Cruz


Key Components of a New Business Architecture

Page 7 of ReportPage 7 of Report



Integration of business Integration of business transactions with policies, transactions with policies,

guidance, and trainingguidance, and training

A New Business Architecture for UC



Establish UC as a Establish UC as a competitive employer and competitive employer and provide staff the tools to provide staff the tools to

succeedsucceed




Redesign Processes to Redesign Processes to facilitate getting work facilitate getting work

done rather than cover all done rather than cover all potential transactionspotential transactions




Authenticate, authorize, Authenticate, authorize, provide effective toolsprovide effective tools





Employ emerging Employ emerging standards to improve standards to improve integration of financial integration of financial

datadata




Embed performance metrics Embed performance metrics into the way UC conducts its into the way UC conducts its

business and strengthen business and strengthen financial controlsfinancial controls


• Workflow Study

• Integrate Information, Transactions, Training, Templates

• Establish Super-Intuitive Navigation

• Develop Content that is Simple, Relevant, Recent

Business Portal

Pages 8-11 of ReportPages 8-11 of Report


DepartmentsDepartments

CentralCentralOfficesOffices

Where are Support Costs?


• Workflow Study

• Integrate Information, Transactions, Training, Templates

• Establish Super-Intuitive Navigation

• Develop Content that is Simple, Relevant, Recent

Business Portal




• Single Authentication/Authorization (Lightfoot Model)

• Move From HTML to Content Management System

• Focus on Those New To Roles

• Focus on Clarity vs. Completeness

Business Portal


• UC as an Employer of Choice

• New Application Processes Designed for Candidates

• Market-Based Compensation & Flexible Benefits

• Organize Effective Outreach to Increase Diversity

People



• Flexible and Effective On-Line Training

• Baseline Skills Development

• Invest Resources in Staff Positions

• Providing Intuitive Tools to Ensure Staff Success


People


• Initiate Aggressive Program to Eliminate Paper-Based Processes

• Remove Non-Value Added Steps

• Bring-In Third Party Assistance to Challenge Current Procedures

• Ensure Performance Metrics are Built-In To Processes

Processes/Policies



• Move From Proprietary Systems to Standards

• Promote A Model that Emphasizes Users & Departments

• Move All Campuses to an E-Procurement Solution

• Leverage Size of UC Purchases for Cost Savings

Enabling Technology



• Initially Focus on High Dollars & High Transactions

• Make All Business Processing Web-Based

• Ensure Adequate Security & Authentication

• Identify & Develop Self-Service Applications


Enabling Technology


• Provide All Financial Reporting & Transactions on Web

• Provide Flexible Dept. Tools for Projections & Modeling

• Provide Instant Feedback on Functionality & Design

• Use XML Protocol to Link All Campus Financial Systems

Financial Systems



Financial Systems


• Develop Financial Dashboard for High-Level Diagnostics

• Establish Cycle-Time Metrics for Key Processes

• Develop Financial Practices Curriculum


Financial Systems


Source: Kaplan and Norton


Organizational Performance


• Develop Culture of Continuous Improvement

• Evaluate Changes to Business Processes

• Maintain our Focus on What is Important

• Assess Results and Develop Action Plans


Organizational Performance


• Portal Development (SNAP, MyUCDavis, Blink)

• RFP Issued for Content Management Software

• RFP Issued for Common Authentication / Authorization Software

• Explore role of Web Services, XML, Common Directory

Current NBA Initiatives: Infrastructure


• KPMG Study on e-Procurement Strategies

• Pilot at UCLA

• Identification of top Commodity Groups, Strategic Sourcing Initiative

• Reviewing Best Practices at Institutions

Current NBA Initiatives: e-Procurement


• KPMG Study on HRIS, Develop Pilot at UCB

• Development of Streamlined Web-Based Travel Processes

• Workload Reduction Pilot, Performance Metrics

• Cost Sharing and other streamlined research support processes

Current NBA Initiatives: Processes


• e-Recruitment Projects various campuses

• New Exit Interview Processes

• Workload Reduction Pilot, Performance Metrics

• Staff Training Initiatives

Current NBA Initiatives: People


• A Portal (By Itself) is Not the Answer

• Shift Thinking from Static Web Model

• Content is King

• Navigation / Look & Feel / Templates

Implications for Campuses


• Content Owners

• Web Masters

• P/P Experts vs. Journalists

• CFO/CIO Partnership


Changing Roles:


• Resources

• Integration Across Organizations

• Exposure of Broken Processes

• Your Best Employees Will Not Tolerate Less



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Thank You

Copyright Regents of the University of California 2002. This work is the intellectual property of the author. Copyright Regents of the University of California 2002. This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of copyright statement appears on the reproduced materials and notice is given that the copying is by permission of

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cumrec 2002 may 15, 2002 steve relyea vice chancellor – business affairs university of california,...

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