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OPERATIONAL EXCELLENCE COORDINATING COMMITTEE

Program update featuring key initiatives including HR, Finance, Research Administration, IT, readiness, and communications on track. Detailed progress reports and future plans for each area discussed.

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OPERATIONAL EXCELLENCE COORDINATING COMMITTEE

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

  2. Topics • 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 • 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 • 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 • Scope of Operational Excellence included multiple areas OE Finance Work Group initial focus

  6. Finance Shared Services • 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 • 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 • 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 • 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

  11. Readiness • 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 • 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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