1. CUMREC 2002 May 15, 2002 Steve Relyea Vice Chancellor – Business Affairs University of California, San Diego

2. CUMREC 2002 This Morning’s Session Drivers and Assumptions Objectives The Components of the Business Architecture Implications for Campuses

3. CUMREC 2002 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

4. CUMREC 2002 Competitive Labor Market New Staff Will Not Have Adequate Skills/Training Technology is Changing the Way Business is Conducted Drivers & Assumptions

5. CUMREC 2002 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

6. CUMREC 2002 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

7. CUMREC 2002 Members of the New Business Architecture Planning Group Steven Barclay, San Francisco Judith Boyette, HR (OP) Wendell Brase, Irvine Anne Broome, Controller (OP) James Dolgonas, CIO (OP) Kristine Hafner, Staff Sam Morabito, Los Angeles Steven Relyea, San Diego Thomas Vani, Santa Cruz

8. CUMREC 2002 Key Components of a New Business Architecture Page 7 of Report

9. CUMREC 2002 Page 7 of Report Integration of business transactions with policies, guidance, and training A New Business Architecture for UC

10. CUMREC 2002 Page 7 of Report Establish UC as a competitive employer and provide staff the tools to succeed A New Business Architecture for UC

11. CUMREC 2002 Page 7 of Report Redesign Processes to facilitate getting work done rather than cover all potential transactions A New Business Architecture for UC

12. CUMREC 2002 Page 7 of Report Authenticate, authorize, provide effective tools A New Business Architecture for UC

13. CUMREC 2002 Page 7 of Report A New Business Architecture for UC Employ emerging standards to improve integration of financial data

14. CUMREC 2002 Page 7 of Report A New Business Architecture for UC Embed performance metrics into the way UC conducts its business and strengthen financial controls

15. CUMREC 2002 Workflow Study Integrate Information, Transactions, Training, Templates Establish Super-Intuitive Navigation Develop Content that is Simple, Relevant, Recent Business Portal Pages 8-11 of Report

16. CUMREC 2002 Departments CentralOffices Where are Support Costs?

17. CUMREC 2002 Workflow Study Integrate Information, Transactions, Training, Templates Establish Super-Intuitive Navigation Develop Content that is Simple, Relevant, Recent Business Portal Pages 8-11 of Report

18. CUMREC 2002 Pages 8-11 of Report 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

19. CUMREC 2002

22. UC as an Employer of Choice New Application Processes Designed for Candidates Market-Based Compensation & Flexible Benefits Organize Effective Outreach to Increase Diversity People Pages 12-17 of Report

23. CUMREC 2002 Flexible and Effective On-Line Training Baseline Skills Development Invest Resources in Staff Positions Providing Intuitive Tools to Ensure Staff Success Pages 12-17 of Report People

24. CUMREC 2002 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 Pages 18-22 of Report

25. CUMREC 2002 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 Pages 23-27 of Report

26. CUMREC 2002 Initially Focus on High Dollars & High Transactions Make All Business Processing Web-Based Ensure Adequate Security & Authentication Identify & Develop Self-Service Applications Pages 23-27 of Report Enabling Technology

27. CUMREC 2002 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 Pages 28-32 of Report

28. CUMREC 2002 Financial Systems

29. CUMREC 2002 Develop Financial Dashboard for High-Level Diagnostics Establish Cycle-Time Metrics for Key Processes Develop Financial Practices Curriculum Pages 28-32 of Report Financial Systems

30. CUMREC 2002 Source: Kaplan and Norton Pages 33-37 of Report Organizational Performance

31. CUMREC 2002 Develop Culture of Continuous Improvement Evaluate Changes to Business Processes Maintain our Focus on What is Important Assess Results and Develop Action Plans Pages 33-37 of Report Organizational Performance

32. CUMREC 2002 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

33. CUMREC 2002 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

34. CUMREC 2002 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

35. CUMREC 2002 e-Recruitment Projects various campuses New Exit Interview Processes Workload Reduction Pilot, Performance Metrics Staff Training Initiatives Current NBA Initiatives: People

36. CUMREC 2002 A Portal (By Itself) is Not the Answer Shift Thinking from Static Web Model Content is King Navigation / Look & Feel / Templates Implications for Campuses

37. CUMREC 2002 Content Owners Web Masters P/P Experts vs. Journalists CFO/CIO Partnership Implications for Campuses Changing Roles:

38. CUMREC 2002 Resources Integration Across Organizations Exposure of Broken Processes Your Best Employees Will Not Tolerate Less Implications for Campuses

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