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| UC2010 Steering Committee |
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Convene the UC2010 Steering Committee (Senior Vice President, Business and Finance) and: |
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form new implementation committees |
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identify linkages to existing UC committees |
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Identify investment priorities and resource requirements |
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Establish timeframes and deliverables for the components and activities associated with the New Business Architecture |
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Consult with business officers, chancellors, and others on new business architecture |
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Provide sponsorship, guidance, decision-making, and support of implementation activities |
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Establish Web site for progress reports, and soliciting input |
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| Business Portal Team |
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Develop a portal model that migrates from static Web pages to a database-driven environment with links to UC systems and campus data warehouses |
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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 |
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Deliver consistent content for core business applications to UC staff via the Business Portal |
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Develop a navigation model that allows new staff quick and intuitive access to integrated business information, transactions and online training |
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| People Team |
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| Improve Recruitment and Retention |
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Promote UC as an employer of choice |
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Streamline the hiring process |
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Expand outreach to increase diversity |
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Create flexible benefits |
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Improve job design and classification |
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Institute market competitive compensation |
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Improve Professional Development and Productivity Strategies |
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Customize training approaches, including an online training and development curriculum to complement and enhance current training offerings |
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Expand training and development programs for core competencies in supervision/management, interpersonal skills, and basic technology |
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Expand and build upon professional development offerings in leadership and other professional skills for career mobility (classes, internships, fellowships, other experiential learning) |
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Create and build upon training programs and internships for staff to become information technology professionals (e.g., an in-house "IT University") |
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Develop new on-site and off-site initiatives to deepen skills in managing complexity |
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Strengthen orientation and acculturation initiatives to build community |
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Improve workforce planning, including labor management partnerships |
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| Process and Policy Team |
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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 |
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Redesign key business processes to the 80/20 rule and estimate the risk exposure levels that need to be accommodated |
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Incorporate simplified policies into the "how to" and "expert help" components of the New Business Architecture |
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Delegate authority and responsibility to the most-informed level of decision-making in the organization |
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| Enabling Technology Team |
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Develop an electronic commerce solution for the University of California |
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Allocate resources and implement the UC Employee Systems Initiative (ESI) |
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Identify self-service application opportunities for both staff and customers |
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Adopt industry technology architectures and standards for Web-based applications, electronic data interchange and wireless and mobile technology |
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Eliminate paper-based processes and forms within two years; make data digital from the start to facilitate e-commerce solutions |
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Ensure adequate authentication and security by implementing PKI and other digital security tools |
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| Financial Systems and Reporting |
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Implement common data-sharing protocols that link existing campus financial systems and provide Universitywide financial reporting and management information |
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Identify and define UC financial reporting requirements, particularly Office of the President and the Board of Regents |
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Provide access to all financial transactions and reporting via Web-based applications |
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Provide flexible tools for financial analysis and reporting, both at the campuses and Office of the President |
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Guarantee a secure environment for the sharing of financial information within the University and with external business partners |
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Provide Web-based training in the use of financial systems tools |
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Provide feedback mechanisms to staff on the design and functionality of the integrated financial system |
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| Internal Controls Team |
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Embed controls and related policies into business processes and business systems |
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Educate staff about risks and control issues in core business processes, particularly those that deliver critical or confidential information |
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Reassess internal controls regularly for proper alignment with business area strategies |
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Implement internal controls whose costs are in balance with the corresponding risk exposure |
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| Organizational Performance Team |
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Build performance metrics and internal control mechanisms into UC's key business processes and optimize them to the New Business Architecture |
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Use performance data to develop and implement action plans for improvement |
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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 |
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Recognize and reward business unit improvement initiatives and results |
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Identify mechanisms to assess the effectiveness of the New Business Architecture |
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