About the Report Introduction The New Business Architecture Next Steps Appendices
Next Steps  
Task Timelines
UC2010 Steering Committee
•  Convene the UC2010 Steering Committee (Senior Vice President, Business and Finance) and:
–  form new implementation committees
–  identify linkages to existing UC committees
•  Identify investment priorities and resource requirements
•  Establish timeframes and deliverables for the components and activities associated with the New Business Architecture
•  Consult with business officers, chancellors, and others on new business architecture
•  Provide sponsorship, guidance, decision-making, and support of implementation activities
•  Establish Web site for progress reports, and soliciting input
Business Portal Team
•  Develop a portal model that migrates from static Web pages to a database-driven environment with links to UC systems and campus data warehouses
•  Develop a prototype Business Portal template, based on best practices in industry and in higher education, for adaptation and use by the campuses and the Office of the President
•  Deliver consistent content for core business applications to UC staff via the Business Portal
•  Develop a navigation model that allows new staff quick and intuitive access to integrated business information, transactions and online training
People Team
Improve Recruitment and Retention
•  Promote UC as an employer of choice
•  Streamline the hiring process
•  Expand outreach to increase diversity
•  Create flexible benefits
•  Improve job design and classification
•  Institute market competitive compensation

Improve Professional Development and Productivity Strategies
•  Customize training approaches, including an online training and development curriculum to complement and enhance current training offerings
•  Expand training and development programs for core competencies in supervision/management, interpersonal skills, and basic technology
•  Expand and build upon professional development offerings in leadership and other professional skills for career mobility (classes, internships, fellowships, other experiential learning)
•  Create and build upon training programs and internships for staff to become information technology professionals (e.g., an in-house "IT University")
•  Develop new on-site and off-site initiatives to deepen skills in managing complexity
•  Strengthen orientation and acculturation initiatives to build community
•  Improve workforce planning, including labor management partnerships
Process and Policy Team
•  Engage an external consultant to assist UC in an aggressive examination of current processes, policies and procedures for relevancy and value to the UC mission; identify the simplest, most effective processes among UC campuses and replicate them Universitywide
•  Redesign key business processes to the 80/20 rule and estimate the risk exposure levels that need to be accommodated
•  Incorporate simplified policies into the "how to" and "expert help" components of the New Business Architecture
•  Delegate authority and responsibility to the most-informed level of decision-making in the organization
Enabling Technology Team
•  Develop an electronic commerce solution for the University of California
•  Allocate resources and implement the UC Employee Systems Initiative (ESI)
•  Identify self-service application opportunities for both staff and customers
•  Adopt industry technology architectures and standards for Web-based applications, electronic data interchange and wireless and mobile technology
•  Eliminate paper-based processes and forms within two years; make data digital from the start to facilitate e-commerce solutions
•  Ensure adequate authentication and security by implementing PKI and other digital security tools
Financial Systems and Reporting
•  Implement common data-sharing protocols that link existing campus financial systems and provide Universitywide financial reporting and management information
•  Identify and define UC financial reporting requirements, particularly Office of the President and the Board of Regents
•  Provide access to all financial transactions and reporting via Web-based applications
•  Provide flexible tools for financial analysis and reporting, both at the campuses and Office of the President
•  Guarantee a secure environment for the sharing of financial information within the University and with external business partners
•  Provide Web-based training in the use of financial systems tools
•  Provide feedback mechanisms to staff on the design and functionality of the integrated financial system
Internal Controls Team
•  Embed controls and related policies into business processes and business systems
•  Educate staff about risks and control issues in core business processes, particularly those that deliver critical or confidential information
•  Reassess internal controls regularly for proper alignment with business area strategies
•  Implement internal controls whose costs are in balance with the corresponding risk exposure
Organizational Performance Team
•  Build performance metrics and internal control mechanisms into UC's key business processes and optimize them to the New Business Architecture
•  Use performance data to develop and implement action plans for improvement
•  Pursue performance measurement methodologies (e.g. balanced scorecard) that will reinforce a culture of continuous improvement by building on the UC Partnership for Performance initiative
•  Recognize and reward business unit improvement initiatives and results
•  Identify mechanisms to assess the effectiveness of the New Business Architecture
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