OPERATIONAL EXCELLENCE COORDINATING COMMITTEEProgram UpdateAugust 27, 2010

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Topics2

Program Infrastructure HR Initiative Finance Initiative Research Administration Initiative IT Initiative Readiness Communications

On track Watch item - needs monitoring and special care Big issues in work execution or campus transition - needs intervention

OE Program Infrastructure 3

Governance Groups established; meeting regularly despite summer

and furlough catch-up Working attributes to-date: collaborative, dedicated,

deep expertise and campus-wide perspective To integrate faculty advisors to the work groups’ efforts

Core Team Recruitment Positions posted and some viable candidates appearing Behind schedule

Core Team Space Availability identified at LHTS; timing consistent with

needs Implementation Budget

On track

HR Initiative4

On track for high level design by 9/30 OE Strategy phase model/concepts validated by

Implementation Work Group Currently focused on detailing:

Cluster strategy Organizational structure, positions (types and numbers)

and division of responsibilities (SS vs. departments) Implementation strategies (scope, transition models) Costs and Pricing strategy

Scope includes implementation of HRMS system On track to begin January as planned To leverage Medical Center implementation

Parallel OE Efforts FAS HR Shared Services (went live in July) EVCP HR Shared Services (went live in August)

Finance Initiative

Key OE enablers already in progress Management and Financial

Reporting and Budgeting Program (including COA redesign)

TAVLA (on line timekeeping and and VLA)

On-line Balance Sheet Ledger Reconciliation – Controller’s office pilot

Central Recharge Proposal Unit

P Card P2P Usability

enhancements On-line Expense

Reimbursement

New initiatives to achieve excellence Finance Shared Services Redesigned Financial

processes and Policies Campus New Resource

Allocation Model

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Scope of Operational Excellence included multiple areas

OE Finance Work Groupinitial focus

Finance Shared Services6

On track for preliminary high level design by 9/30

Design components include Shared services scope and functions Roles, responsibilities and accountability Mandatory service level requirements Parallel redesign work on policies and procedures

Priorities in support of shared services Priorities to address major campus processes

Implementation strategy Timeline

Parallel OE efforts FAS Finance shared services (in progress) EVCP Finance shared services (in progress)

Research Administration Initiative

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On track for high level design by 9/30 OE Strategy phase model/concepts validated by

Implementation Work Group Currently focused on

Pre-award process redesign to achieve efficiencies: Delegation of signature authority to cluster Reduced number of approvals, waivers, and other relevant

documents Streamlined award set up process

Organizational structure and job families Training and Certification Program for Cluster RSAs Cost model and pricing strategy

Faculty Outreach Research Administration Board Committee on Research of the Academic Senate Faculty Oversight Committee Department Chairs School of Nursing Dean’s Council

IT Initiative- Network and Email

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Network On track for recommended implementation strategy for wireless and wired

upgrades by 9/30 Identified preliminary priorities for implementation Awaiting heat sync map and cost estimates from vendors Campus users will be able to move between Campus and identified (to be

determined) Medical Center sites using wireless; authenticating via the Campus authentication system

Email Consolidation On track for preliminary recommendation 9/30 Identified common requirements for email across Med Center, ISU and ITS Exploring outsourcing service options with vendors able to offer MS

Exchange Agreed to create one common UCSF mail system with use of email aliases

to accommodate site specific needs Options for account consolidation across Medical Center, ITS and S/Med

being reviewed. Agreed that, long term, consolidation can provide efficiencies and Aligns the organization for future IT initiatives (E.g., Epic)

IT Initiatives – Procurement9

On track for high level design and recommendations by 9/30

Four major areas of focus Laptop/desktop standardization with a few models

Volume purchase with standard image installed with lower cost – positive impact on reducing Desktop support cost

Faster turnaround with equipment inventory on-hand List of vendors re-negotiation

Top three vendors: AT&T ($13.5 million, Apple ($5.3 million) and Dell ($5.0 million) - $23.8 million

AT&T and Dell best targets for renegotiation Central management of AT&T wireless across campus Joint forces with UC Berkeley to increase buying power with more

volume discount (would increase top three vendor spend to approximately $31 million

Standardize IT Procurement guidelines/policies Discourage individual reimbursements for AT&T wireless and

desktop/laptop equipment purchases IT procurement org model

Consolidate IT procurement expertise instead of fragmentation

IT Initiatives – Help Desk

Most challenging task – preliminary directions available by Sept 30

Currently focused on developing common service catalog for Med Center, ISU and ITS helpdesks

Surveyed local help desks to understand issues driving their creation

Will likely require initial investment in order to align (raise) current service levels and to add the provision of service to students

More significant savings impact will likely occur when local/remote help desks can be phased in

Single-Sign on project and campus password policy and the Email consolidation and Procurement initiatives will have positive impact on volume of calls in Help Desk

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Readiness 11

Tactical actions to get underway Process for recruiting for jobs in new organization Retention strategies during protracted transitions Space requirements and allocation Transition models to support departments as

they move from the current to the new organization structures

Campus Pulse Campus constituencies remain wary until

specifics around new service models are finalized and communicated

Communications Media

Website FAQs Manager’s Tools OperationalExcellence@ucsf.edu Local Town Halls

Status Three sets of FAQs Set of Manager’s tools Website Vendor Selection Underway Multiple local Town Halls

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