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UCSD Business Model

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Real estate will require a separate effort/group ... aggressively on certain large ticket items (e.g. Ohio State desktop initiative) ... – PowerPoint PPT presentation

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Title: UCSD Business Model


1
Accelerating the New Business Architecture
Update to COVCA
December 4, 2003
2
Outline
  • List of high priority initiatives developed at
    COVCA retreat that are being explored
  • Initial Discussions of top 7 initiatives
  • Next Steps Develop a funding strategy including
    past and targeted savings

3
Criteria for Evaluating Initiatives
  • Will the initiative result in significant cost
    savings/avoidance?
  • Does this demonstrate our willingness and
    commitment to collaborative solutions that are
    systemwide or are portable best practices from
    campus to campus?
  • Is the initiative realistic, and within the
    domain of the administrative vice chancellors?

4
Initiatives Being ExploredAs a Result of COVCA
Retreat (slide 1 of 2)
  • In Priority Order according to Votes received
  • Streamline capital process Stull bill,
    certification (MB)
  • Become more aggressive in strategic sourcing (AB)
  • Directive from President to eliminate
    administrative paper processes (KH)
  • Legislative relief surepay, whistleblower
    processes (CN)
  • Clarify roles in business areas beginning with
    collective bargaining (JB)
  • Consolidate and streamline travel management (AB)
  • Formalize sharing of portal content among
    campuses (KH)

5
Initiatives Being ExploredAs a Result of COVCA
Retreat (slide 2 of 2)
  • Initiatives receiving 4 - 6 votes
  • Move to electronic employment, hiring, job cards,
    classification (JB)
  • Share web - based training content development
    among campuses (JB)
  • Create systemwide effort reporting system and
    methodology (AB)
  • Create many more self - service OP applications,
    similar to UCFY (KH)
  • Challenge Outsourcing restrictions (CN)
  • Migrate return to - work to all campuses and
    workers comp reform (AB)
  • Financial/HR Reporting through new data warehouse
    approach (KH)
  • Streamline method departments use to reconcile
    transactions (AB)

6
Initial Discussions of Next Steps Streamline
Capital Process (Stull Bill, 1467, Cert.
Process, etc)
  • Review proposal to change our interpretation on
    how we operate under the Stull Bill (provide
    greater UC flexibility)
  • Real estate will require a separate effort/group
  • Contract Limits Review proposals to determine if
    appropriate, what goes into project costs
  • Methods of delivery for projects (use group that
    would include OGC)
  • Examine ramifications, credibility, legitimacy,
    cost of construction review
  • Lead Owner Mike B, working with George
    Pernsteiner, Mike Bocchicchio, Larry Aull, Lori
    Hoffman, Ed Denton

7
Initial Discussions of Next Steps Strategic
Sourcing (become very aggressive on system wide
contracts)
  • Set a specific target of what UC will save via
    strategic sourcing contracts date, of
    contracts negotiated, with average savings of __
    (or __), and penetration of total campus spend.
  • Ask Stuart Davis and Anne Broome to develop a
    plan for addressing the top 20 commodities via
    systemwide contracts
  • Provide advice to Stuart/Anne on desire to push
    aggressively on certain large ticket items (e.g.
    Ohio State desktop initiative).
  • Natural Gas pricing at many campuses is very big
    cost item, where a very small savings
    translates into large s savings.
  • Build on work done at UCLA, and 3 - Campus
    Project.
  • Potential large savings in systemwide software
    licensing (Lead Kris)
  • Lead Owner Stuart Davis, Anne Broome Mike on
    natural gas, waste mgmt)

8
Initial Discussions of Next Steps Eliminate
Paper Processes at UC (systemwide policy, review
tools, strategy)
  • Provide a context that is relatively inexpensive,
    simple, and builds on what exists on campuses
  • Put together a group of a couple of CIOs, Penny
    White (UCI), policy
  • Go after applications that can save big s, such
    as moving W2 forms to electronic form, pay -
    stubs electronically, etc.
  • Build on success of UC for Yourself, by extending
    this approach to other self-service applications
  • Build on work done at UCI, UCLA in area of W2s
    and payroll stubs
  • Lead Owner Kris Hafner

9
Initial Discussions of Next Steps Legislative
Regulatory Changes (Surepay, 72 - Hour Rule,
Whistleblower)
  • Need to prepare proposed legislation that would
    reduce significant workload at campuses and OP,
    as part of new Governors legislative reform
    package.
  • New legislation would exempt UC, based on the
    degree of budget cuts sustained, from current
    regulations mandating a paper check option for
    employees.
  • New legislation would allow UC to pay terminated
    employees in the next regular payment period,
    electronically (exempt UC from 72 - hour rule).
  • Streamline whistleblower regulations
  • Lead Owner Colleen, working with General
    Counsel, Controllers, Bruce Darling

10
Initial Discussions of Next Steps Clarify Roles
in Critical Business Areas
  • What should be UCs management approach with
    respect to collective bargaining and other
    business processes where the campuses and OP
    share responsibility
  • This is a longer term issue
  • Lead Owner (for collective bargaining) Judy
    Boyette

11
Initial Discussions of Next Steps Travel
Management
  • Explore development of a preferred, outsourced
    travel management entity that would provide all
    travel booking and management. Alternatively,
    streamline and automate current travel processes
    to eliminate paper associated with the travel
    process.
  • Need Data on volume of travel expenses at UC
  • Consider talking to travel experts and travel
    associations about potential savings from
    restructuring and outsourcing function.
  • Exploring a very intuitive web site for travel,
    drop requirement for receipts
  • Lead Owner Anne Broome

12
Initial Discussions of Next Steps Portal
Content
  • Share portal content among campuses.
  • Look at possible common solutions
  • Initially pick sub - areas of HR to develop
    content
  • Exploring a very intuitive web site for travel,
    drop requirement for receipts
  • Kris will work with campus CIOs in pulling
    together the current state of campuses in this
    area.
  • Lead Owner Kris, coordinating Dave Tomcheck,
    John McCleary, Judy Boyette

13
Immediate Actions
  • Quantify Savings of Recent Initiatives This
    will be critical to establish credibility of our
    future initiatives.
  • Quantify Cost Saving Targets For High Priority
    Projects This will be critical in order to
    convince President, Regents, Budget Office and
    other stakeholders to make required investment in
    technology tools.
  • Quantify number, scope, and cost of legislative
    mandates. This is important in establishing a
    context for a key driver of admin workload.
  • Communications with stakeholders
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