OPERATIONAL EXCELLENCE COORDINATING COMMITTEE Program Update August 27, 2010 1.
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Transcript of OPERATIONAL EXCELLENCE COORDINATING COMMITTEE Program Update August 27, 2010 1.
Topics2
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
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
HR Initiative4
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)
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
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Scope of Operational Excellence included multiple areas
OE Finance Work Groupinitial focus
Finance Shared Services6
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)
Research Administration Initiative
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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
IT Initiative- Network and Email
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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)
IT Initiatives – Procurement9
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
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
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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
Communications Media
Website FAQs Manager’s Tools [email protected] 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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