1. OPERATIONAL EXCELLENCE COORDINATING COMMITTEE Program Update August 27, 2010 1

2. Topics 2  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

3. 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

4. HR Initiative 4  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)

5. 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 5 Scope of Operational Excellence included multiple areas OE Finance Work Group initial focus

6. Finance Shared Services 6  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)

7. Research Administration Initiative 7  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

8. IT Initiative- Network and Email 8  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)

9. IT Initiatives – Procurement 9  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

10. 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 10

11. 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

12. Communications  Media  Website  FAQs  Manager’s Tools  OperationalExcellence@ucsf.edu OperationalExcellence@ucsf.edu  Local Town Halls  Status  Three sets of FAQs  Set of Manager’s tools  Website Vendor Selection Underway  Multiple local Town Halls 12