SIX-YEAR SUMMARY OF PROCESS AND PRODUCTIVITY IMPROVEMENTS

Significant progress has been made over the past four years in achieving process and productivity improvements to improve administrative effectiveness. Action plans, developed by each A&BS unit in response to customer feedback which identified process complexity and inefficiencies, have served as the road map with specific measurable goals, accountable individuals, and targeted deadlines for completion. Delineated process and product improvements are summarized under the following groups:

Over the last three years, a multi-phase training and distributed-access program was implemented for payroll and personnel transactions. When fully implemented, the goal of eliminating delays between action approvals and execution will be achieved. The initial phase was employee database (EDB) inquiry for central offices and campus departments. Personnel/Payroll customer work groups played a key role in development of the new system. Local training programs were developed and provided to campus departments.

The on-line data update module was installed, tested, and modified for use at UCI. The campus Payroll Office began using the system in March, 1994. The UCI Medical Center Human Resources department was brought on-line in May, 1994. All payroll/personnel actions originating at the Medical Center are now completed on-line, by Medical Center staff, enabling immediate entry and update of payroll/personnel data for these employees (22 percent of UCI's employees).

The next phase featured on-line access to the employee database for all departments on campus. Training of preparers and reviewers started in April 1995, and was completed six months later. By the end of October 1995, all units were using on-line employee database edit/update capabilities to record personnel actions rather than paper Personnel Action Forms.

This system significantly reduces turnaround time for payroll/personnel actions by eliminating transfer time and manual review. When implementation is complete, the locus of data entry will be closer to the source of information and paper flow will be reduced. The primary goal of reduced delays between personnel/payroll action approval and execution will be achieved.

Estimated annual savings in Payroll and AdCom Services: Approximately $252,000, based on salary and benefits (2 FTE Payroll, 5 FTE Key Entry).

Estimated annual savings in campus units: As much as $1.8 million, based on 20 percent labor time reduction for 250 users.

Selected and purchased a purchasing and accounts payable system. The system was brought on-line in 1992, and was used for blanket orders, purchasing, and receiving. Purchase orders were entered on-line by Purchasing Department staff. At the same time, a training program was initiated to prepare key campus staff to use PAL, entering orders directly. The low-value training and delegation program was also expanded to include more campus departments.

In 1993, several additional features of PAL were developed and implemented. The accounts payable and travel functions were brought on-line. Automation of a local agreement process helped consolidate buying power and reduce paperwork. Buyer signature authorization limits were increased, streamlining the review process for the majority of orders.

Further streamlining efforts led to an increased low-value purchase order limit of $2,500, increasing the number of orders entered directly by campus users, and reducing the number of invoices to be handled, paid, and filed. For the accounts payable functions, a system enhancement was developed to verify project begin-date and end-date against the general ledger system. The system checks the date of invoices to be paid and, for contract and grant funds, prohibits payment of invoices outside the date range. This mechanism prevents erroneous direct charges which reduces the frequency of cost transfers.

Implementation of PAL was a major effort that completely re-engineered the purchasing process for the campus. It moved the campus away from a paper/labor-intensive system to one that is data-driven, on-line, and informative at point-of-entry. Benefits, such as the ability to enter and track requisitions on-line, are enjoyed by all users. It eliminated use of over 20,000 multi-part paper forms each year, and eliminated duplicated key-entry tasks. Other significant benefits to the institution are the ability to schedule payments to vendors to optimize Short Term Investment Pool returns (vs. payment penalties), and quick information retrieval.

Pal Card Expanded Use: Over 400 cards were issued to users prior to the target date of 12/97, and the system has been approved for use with all funds.

Estimated annual savings: $486,000, based on salary and benefits (7 FTE Accounting, 7 FTE Purchasing, 2.5 FTE Key Entry, less $96,000 annual software fee).

This improvement streamlined the preparation and approval processes, reduced handling and mailing costs, and eliminated paper copies and key entry. The average elapsed time is reduced from seven days to instantaneous submittal.

Estimated current annual savings: $82,230, based on labor savings in Accounting plus paper-processing departmental savings for 22,843 transactions annually.

Estimated annual savings when fully implemented, including Contract and Grant funds: $144,250

Several projects were implemented to take advantage of efficiencies made possible using electronic fund transfers. Electronic fund transfer projects that were phased in over the past two years include 1042S Federal tax deposits, payment of travel and other employee reimbursements, and scholarship, fellowship, and other financial aid payments to students. UCI was the first campus in the UC system to implement electronic fund transfers for employee reimbursements.

This payment method reduces process steps, reduces the number of printed paper checks, reduces mailing costs, and reduces the number of students waiting in lines. Funds also reach the payee one day sooner than a paper check.

Estimated annual savings for all electronic fund transfers: $118,000, based on 10,800 payments to employees, saving $10.93 per EFT.

Established network connectivity with the Office of Contract and Grant Administration Award System to improve the timeliness of assigning account and fund numbers to new awards, and provide on-line access to system data.

This method reduces paper use, mailing expense, and handling costs.

Estimated annual savings: $17,400

Simplified campus procedure for transfer of funds. Implemented an on-line Transfer of Funds system with post-action notification reports (PAN) to campus departments. This electronic process replaces a paper form, reduces key entry time and errors, and saves one processing step in Accounting and Office of Financial Planning. In addition, for campus departments, this new process saves two steps in routing and approval.

Estimated Annual Savings: $106,500, based on labor savings in Accounting and campus departments for 15,300 transactions.

Electronic Data Interchange (EDI) was implemented at UCI in 1993. The technology was used to send purchase orders and receive invoices electronically. Two vendors participated in the initial implementation, resulting in more than 700 invoices per month being processed without paper. Additionally, e-mail was used to distribute invoice information to departments, reducing transfer time from 3 weeks to 3 days, and further reducing campus reliance on paper.

The program was successful, and future plans include expansion to all vendors as technology and vendor readiness allow. Currently, we are on an ìEDI wait listî with several large vendors, and will implement the process as opportunities arise.

Estimated annual savings: $4,000 (will increase with program expansion).

Conducted a pilot program with the School of Physical Sciences to simplify the non-payroll cost transfer process for contract and grant funded transactions. The objective of the program was to place responsibility for cost transfer approval and data entry in the originating department/unit. This program eliminates the need to prepare and submit forms and supporting documentation to the Accounting Department, and eliminates considerable duplicate record keeping.

Results of the pilot program indicate a marked reduction in paper handling, elimination of duplicate files, and elimination of key entry.

Initiatives in this area were undertaken by several units. A six-year summary of completed projects follows:

• Working with Administrative Computing Services, initiated and implemented on-line payroll expense transfer system on a pilot basis for contract and grants.
• Working with Administrative Computing Services, assessed and implemented electronic data interchange and electronic funds transfer to submit invoices and to receive funds for contracts and grants from Office of Naval Research.
• Implemented a campus-wide on-line system to accrue direct charges, interdepartmental recharges, and travel expenses during fiscal year-end closing. This system eliminates the need to submit forms and supporting documentation to the Accounting Office for key entry and reduces the time required for accrual processing by approximately 60 percent.
• Implemented expanded use of the on-line Departmental Recharge System (or equivalent unit-based electronic system) for recording recharge activities to the Financial System. This has eliminated 4,700 pieces of paper annually, improved the accuracy of recorded transactions, and reduced by one-half of the time required to process recharges.
• Converted all federal Letter of Credit draws to the Federal Reserve Bank's automated clearinghouse interchange system, improving turnaround time from five days to one day.
• Working with the Department of Education, converted expenditure reporting from a quarterly manual system to a Monthly Electronic Expenditures Reporting System (MEERS). Saves approximately $1,000 annually.

• Campus departments issue sundry debtor charge transactions via multi-part invoice forms. Departmental customers will be provided the option of eliminating the invoice form by either direct input or file transfer of charges to the Accounts Receivable and Cashiering system. This plan streamlines the data capture process and reduces the required number of input document copies. The plan features data capture in Campus Billing Services and daily electronic transfer of charges for posting to the campus Financial System.
• Implemented a streamlined process for recording invoice data to the general ledger. The streamlined process features electronic transfer of invoice data to the general ledger, simplified data capture, and a reduction in the number of invoice copies. The implemented solution has one point of data entry, in the Campus Billing Services unit, and daily electronic transfer posting of charges to the campus financial system. Processing steps were reduced from thirteen to six and the duplicate data entry of invoice forms was eliminated, for a savings of 15,000 pieces of paper annually.
• Implemented reporting to the National Student Loan Data System (NSLDS) to comply with federal loan reporting requirements. Enhanced departmental systems and expanded data exchange between campus systems and student loan billing servicer, EduServ Technologies, Inc., for reporting of Federal Perkins Loan Program data. The process implemented met Department of Education reporting deadline, complies with federal reporting requirements, assures timely and accurate electronic processing of updates, and provides efficient, user-friendly update screens and on-line information access. It also assures consistency with campus data reported to the Student Loan Clearinghouse. The new process resulted in a 5 percent item-rejection rate on initial NSLDS data submission.
• Implemented a streamlining plan to process payments electronically for Academic Talent Search program (ATS). Converted from manual payment/deposit processing in ATS to direct mail delivery of applicant payments to Central Cashier and immediate electronic payment processing and deposit. A daily paid file is transmitted for automatic update of the Academic Talent Search applicant database. Project implementation resulted in the following: process steps reduced from 10 to 2; approval steps reduced from 1 to 0; waiting intervals reduced from 5-7 days to 0 days; hand-offs reduced from 3 to 1; decision-points reduced from 2 to 1. The overall cycle-time for payment processing and information update was reduced from 8 days to 1 day, with an annual paper savings of 1,500 pieces per year.
• Consolidated past-due accounts dunning statement which reflects all charges for a student/patron. This has eliminated copying 55,000 paper invoices annually.
• Implemented credit bureau reporting of Federal Perkins Student Loan advances to assure compliance with changes in the Higher Education Amendments of 1992. Designed and implemented system enhancements, in conjunction with AdCom Services and EduServ Technologies, Inc., for quarterly transmission of loan disbursement data to the campus billing service provider for all campus-based loan programs. Developed new processes to monitor and reconcile campus-based in-school transactions for 2,100 loans.
• Implemented automated remittance system to process and deposit checks for campus departments. From implementation in 1993-94 through March 1994, 35,451 checks, totaling approximately $49 million, were electronically encoded, endorsed, microfilmed, calculated, and prepared for deposit to the University's depository account. Previously, this was a five-step manual process, performed by three cashiers. It is now a one-step automated process performed by one cashier.
• Developed and implemented a streamlined process for collecting 10,717 lab fee payments totaling $265,481 (for Biological Sciences, Chemistry, Physics, and Humanities). Payments are processed daily, and payment information is sent electronically to lab fee department offices (via e-mail). Eliminates printing 50 paper reports for each department annually.

• Implemented an ad hoc access tool for department users to gain access to mainframe financial system data as needed. Called the Data Warehouse, the system uses a Web-based graphical user interface (GUI). Release of the Data Warehouse for general campus use has reduced programmer requests for ad hoc report generation. Users are provided with a "user-friendly" GUI front-end that allows for access to required data when needed. Training is minimal (one hour).
• Developed a new financial system feature to allow campus units to electronically review Environmental Health & Safety recharges before posting to the general ledger. In addition, units are permitted to redistribute expenses to appropriate accounts and funds, thus improving accuracy. This feature reduces the number of after-the-fact journals that are processed for corrections.

• Implemented inventory reduction plan that called for elimination of equipment that was 12 or more years old and had a market value of less than $500. In 1995, 6,116 items were eliminated from inventory. A study conducted by the Office of the President concluded that it costs an average of $12.34/item/year to maintain an item on inventory. Based on that figure UCI will save over $75,000 in inventory maintenance costs this fiscal year.

Many small, but no less important, initiatives were implemented by Administrative and Business Services units. The following brief descriptions provide an overview of these efforts to streamline processes and use technology cost effectively:

• Initiated development of Accounting and Fiscal Services web site (emphasizing customer information and easy access) in key areas such as policies, procedures, and general departmental information. The first phase is text and information based with a future phase to include capabilities for interactive information and updates.
• Began submitting contract and grant Financial Status Reports electronically. As a result, a National Institutes of Health (NIH) survey ranked UCI number one in the nation for timely reports in 1992. Saves approximately $3,500.

• Developed Financial Services web site emphasizing student-customer information on billing, payments, and student loans. The first phase will be text and information based with future phases to include capabilities for interactive information and updates.
• Completed document imaging project by scanning all paid-in-full long-term student loan files for inclusion in an image-based document management system. The system reduces staff time allocated to maintenance of paper file systems, and improves delivery of services by making information available on-line.
• Implemented the Federal Family Educational Loan (FFEL) Check System which transmits check receipt and disbursement data electronically between Financial Services and Financial Aid systems. This provides immediate information on check availability and eliminates over 16,000 paper documents annually.
• Implemented customer credit status for each student/patron account in the accounts receivable and collection system. The credit status indicates whether a student/patron is eligible for additional campus services. Data are shared electronically with other campus systems including the Central Cashier, Xnet, and Student Fee Reconciliation System for Registration Fee processing.
• Implemented electronic fee payment processing for eligible graduate aid recipients. Registration fees are paid on-line in the Office of Graduate Studies for over 300 students. This eliminated fee statements from the Registrar, fee payment authorization documents from Graduate Studies, studentsí waiting in lines at the Registrar's Office and/or Central Cashier, and over 600 documents quarterly.
• Implemented electronic fee payment for students with full Registration Fees paid by Financial Aid. This eliminated the need for students to wait in line at the Registrar's Office, Financial Aid Office, and/or Central Cashier to pay fees, and eliminated the handling of over 6,200 documents.
• Implemented remittance processing for accounts receivable payments. Accounts receivable payment stubs and accompanying check data are read and processed by the remittance processor, and transferred to AR/C system which reports payments and transmits data to the Financial System. This system provides automated processing for a potential 17,000 accounts receivable payments annually.
• Implemented Registration Fee payment via telephone using TELE (the Registrar's telephone registration system) for students with full Registration Fee payments from either Graduate Studies or Financial Aid. Payment information is received electronically from Registrar, Financial Aid, and Graduate Studies, and is verified and transmitted for eligible students to Registrar for TELE use. In 1994-95, over 30,000 registration fee payments, approximately 41 percent, were paid by TELE.
• Implemented remittance processing for Registration Fee payments. Fee statements and check data are read and processed by the remittance processor. In 1994-95, over 16,000 registration fee payments, approximately 22 percent, were processed via remittance processor.

• Completed a successful pilot using client/server technology (Sybase products) to develop an equipment management system. The success of this pilot has provided a development environment for future applications and ad hoc information retrieval.

• Expanded implementation of Campus & Environmental Planning web site as an information source for UCI planning programs. Status reports on major UCI planning programs are available to general campus users.
• Based on successful completion of the Step 1 of the UCI GIS based mapping project in 1995, initiated Step 2 (system specification and pilot program). System consists of desktop Macintosh-based ìread-onlyî and/or planning overlay system for AUTOCADD-based graphics. Completed planned roadway and cultural resource layers to GIS System.
• Automated project tracking and mitigation monitoring system for Long Range Development Plan (LRDP), individual projects, and annual traffic monitoring. Traffic monitoring was coordinated with Parking and Transportation Services.
• Established World Wide Web Site to disseminate information on campus planning programs. The Long Range Development Plan Amendment/ Environmental Impact Report Summary is now available on-line. The campus "Green and Gold Plan" is also published electronically, and provides not only a comment capability, but the opportunity to be notified of related projects. UCI is the first campus in the UC system to give Web users the ability to request information on-line.
• Upgraded local computer network, allowing improved information access and sharing within the unit and with other administrative units. The upgrade also includes desktop graphics and publishing capability for use in production of planning documents. This upgrade will significantly reduce time required in comparison to prior manual production methods.
• Transferred all Campus Planning and Environmental Committee (CPEC) documentation and distribution to electronic mail format, resulting in significant savings in clerical staff time and reduction in paper.
• Developed computer data base for mitigation monitoring of Long Range Development Plan (LRDP) and all capital projects. Resulted in time savings, reduction of paper, and other efficiencies for capital projects.
• Developed on-line departmental timekeeping system, reducing staff input time, paper use, and management review.

• Developed construction software to generate logs for tracking field documents and forms. The FoxPro database was implemented during construction of the Computer Science Addition, CPCC, Social Sciences Unit 2 and Neurosciences Research Facility. Program provides integrated reports that can be updated in the field, eliminating duplicate data input. Data is cross-referenced to reduce maintenance. Construction support has been reduced by .5 FTE.

• Implemented barcode technology to capture individual and unit productivity data. Preprinted, reusable barcode tags (created and produced in DDM) are assigned to each mail container upon arrival at DDM. After the mail from the container has been sorted, the employee who sorted passes the tag through a scanner and is "credited" for the volume of mail represented by the tag. Previously, mail staff were required to complete a form that used check boxes to represent work completed. The forms were scanned and optically processed to capture the responses. The barcode system is quicker for mail staff, eliminates the form-scanning steps, and saves paper.
• Delegation of Authority information made available on the World Wide Web. Reformatted all delegation of authority letters from Gopher to World Wide Web standard, with links appropriate to policies and guidelines, as well as to further re-delegations of the authority. Provides campus immediate access to re-delegation information.
• Resolved PC/MAC technical communication issues for the full-text search document imaging system. Provided on-line access to data and images in key administrative offices. System contains administrative correspondence and policy documents spanning several years.
• Implemented ZotMail, an e-mail alternative to paper distribution of internal messages (honorable mention, 1995 NACUBO Management Innovation Awards).
• Enhanced the ZotMail system to allow fax transmission to those without on-line access to e-mail. The "ZotFax" system has been used since October, 1993. Since April 27, 1993, when this initiative began, 1,674 announcements have been transmitted, totaling 2,506,235 messages sent electronically. The ZotMail/ZotFax system allows delivery of a message addressed to all employees within 1-1/2 hours. The system uses a PC local area network with a fax server upgraded to operate multiple fax boards simultaneously.
• Converted paper policy manuals to electronic data files using scanning and optical character recognition (OCR) technologies. Provided Internet access to five UC systemwide manuals (12 volumes), the Campus Policy and Procedures Manual (five volumes), and 167 Delegation of Authority letters. In addition to achieving productivity and cost savings, this project addresses a campus goal to improve policy access to all staff, as responsibilities are delegated to lower levels in a "flatter" organization.

• Developed and implemented EH&S web site with EH&S policies, procedures, guidelines, and essential forms, thereby allowing customers to access information independently and to report electronically.
• Developed and implemented internal database to capture and track campuswide lab safety survey information and to provide researchers electronic reports of laboratory safety deficiencies. The database provides effective tracking to help ensure that deficiencies are corrected in a timely manner and that services are not duplicated.
• Completed development and pilot for a multi-forum claims database to integrate data collection and improve retrieval. System simplifies coordinated risk exposure assessment process and reduces paper use. It also allows review of current actions in cross-functional areas. Report requests are being refined to further reduce paper and labor hours.
• Adapted operating procedures to use on-line campuswide Departmental Recharge System. Eliminated paper forms, and saved five staff hours a month. Currently developing additional programs to enhance the recharge process, in cooperation with AdCom Services.
• Defined needs and developed program to maintain radiation safety records electronically. Records include authorizations, dosimetry, instrumentation, and training. New system replaces several stand-alone databases and adds a significant number of new files. Centralized information source streamlines data retrieval. Initial results indicate a savings of two EH&S professional staff hours per month.
• Developed computer-based interactive lab safety training program. Interactive program is more convenient and saves time for both campus laboratory workers and EH&S staff.
• Expanded implementation of centralized radioactive waste storage-for-decay program. Improved segregation of wastes into lower-cost categories and refined hazardous waste recharge rate structure, saving $405,555 for contract and grant-funded research campuswide in fiscal 1993-94 and $545,919 in 1994-95. Comparable savings are expected in future years.
• Provided in-house services for asbestos inspection, consultation, and abatement activity oversight to various departments and major building renovation projects on campus. Approximate savings of $20,000 to campus departments.
• Provided in-house analysis of air and bulk asbestos samples, reducing the use of outside labs. Realized approximately $10,000 net savings to capital projects.
• Used notebook computers to collect data and conduct laboratory surveys for various industrial hygiene projects. Reduced time spent transferring data from paper to electronic format by 80-100 hours per year, allowing staff more time in the field.
• Developed standardized report format and implemented electronic transmittal of reports and memos. Realized reduction of time spent writing reports and paper generation by 200,000 sheets per year.
• Installed computer at Physical Sciences to allow personnel to access Material Safety Data Sheet (MSDS) System through the campus network. Savings of $2,200 annually.
• Established campus employee access to University of California MSDS System through the gopher system on the campuswide information system (CWIS), giving researchers ready access to chemical qualities and label warnings.
• Used computerized indoor air quality monitoring instruments, allowing automated data logging, down loading, and chart print-out of data.

• Redesigned and installed departmental preventive-maintenance database system. System reduces paperwork associated with preventive maintenance tracking, and improves quality of data available to assist in decision making. Key entry of the equipment database is in progress.
• Overhauled departmental records-management system to reduce report production and paper usage and decrease costs associated with maintaining paper files. Significant reduction in paper use was achieved by redesigning forms, reducing report distributions, and expanding use of electronic communications.
• Simplified work-order submission process for customers initiating a renovation project by providing the option of electronically submitting requests. Customers are now able to download an electronic copy of a project checklist, complete it, and return the completed form using either e-mail or Fax. This process minimizes paper use and improves turn-around time.
• Completed first phase installation of on-line information/billing system in the Lock Shop. When the system is fully operational, it will improve employee productivity by eliminating redundant data entry tasks, resulting in a reduction of .5 FTE. It will also decrease time required to respond to customer requests concerning key assignments, and reduce paper by approximately 20,000 pages per year.
• Initiated project to link satellite shops to departmental local area network. On completion of this project, supervisors will have on-line access to various reports that can be used to more effectively manage the delivery of services and facilitate electronic distribution of data to those who need project information.
• Implemented computer-aided design (CAD) format utility system maps. These drawings provide valuable information when identifying sites for new buildings, making major modifications to existing facilities, or responding to repair calls involving the utility distribution system.
• Migrated departmental cost accounting/billing system from campus mainframe computer to PC-based local area network. This change resulted in improved employee productivity (saving .50 FTE), increased access to management information, and reduced paper (250,000 pages per year).
• Developed project-management data system that tracks project construction through its various phases against predetermined milestones. In addition to providing useful project-management information, the system improved employee productivity by automating a variety of management functions. System uploads financial data to departmental accounting/billing system and has potential to create staffing requirement information. System improved employee productivity, resulting in a .5 FTE savings.

• Converted employee/salary history from manual card system to electronic format. Human Resources staff now have immediate access to key information about UCI employees, facilitating more rapid responses to client questions. This change has saved roughly 650 staff hours per year. New system also improves accuracy and efficiency in computation of service credit, and accuracy of employee data base.
• Tested and implemented electronic Employment Requisition and Job Description form. Electronic method expedited submittal and budget approval, shortening the hiring process cycle time by an average of three working days. It also eliminates approximately 2,000 pieces of paper annually.
• Converted internal grievance procedures, related to AFSCME labor contracts, to electronic format. This change has saved roughly 50 person-hours per year for HR Consulting Services staff by facilitating preparation of grievance letters and related documents.
• Expanded information available to campus community through "Gopher" To improve customer service in Benefits Unit, compiled frequently-asked questions and answers related to health insurance information. Information was made available on gopher in a Q & A format. This improvement saves approximately $5,800 worth of staff time.
• Implemented electronic employment requisition form for use on a pilot basis by the College of Medicine. The electronic alternative is expected to be made available to the entire campus by May 1, 1995. Program will eliminate preparation of 650 paper forms submitted annually, and further campus initiatives to reduce reliance on paper for administrative processes.
• Converted standard job description form to electronic form, condensing it to roughly one page. This format is now used for the majority of new and revised job descriptions. Cost savings due to reduced reliance on paper are estimated to be $5,100 annually. More importantly, this change addresses a campuswide goal of emphasizing generalist, transferable skills in staff positions.
• Published additional HR documents on "Gopher" system, arranging for regular updates. Documents include proposed UC policy changes such as the Family Medical Leave Act, and the Fair Labor Standards Act (FLSA). This change saves approximately $3,000 per year in reduced paper usage and distribution.
• Automated Employment Job Bulletin and revised format and method of distribution (by Gopher/Campuswide Information Service [CWIS] System), resulting in annual savings of $36,400.
• Automated appointment processing for Summer Session instructors.
• Installed applicant-tracking system required for Equal Employment Opportunity Commission reporting. Improved accuracy and saved approximately $13,000 of staff time.
• Implemented Computerized Applicant Tracking System in Campus Temporary Services. System matches available applicants' skills and knowledge with the requirements of the departments, providing quicker placements.

• Completed project to convert to use of microcomputers for work paper preparation, including scanned image files for supporting documentation. System reduces the amount of paper used, provides easier to use work papers, and reduces the amount of time needed to develop work papers.
• Completed software upgrades, including e-mail, Windows, and related items. Audit staff have attended training for the new software.
• Planned and implemented on-line document management system for working papers. The majority of auditor-created documents are authored and stored in electronic format, reducing department clerical support by .5 FTE, as necessitated by budget reduction.

• A Web site was established which contains the most commonly used standard form contracts and contract policies and procedures. These electronic formats allow clients to use desktop software to complete contract documentation. This improvement eliminates the previous one day delay due to mailing. Customer satisfaction with the site is high.
• Implemented inventory control system incorporating barcode technology. Marking equipment with barcoded identification tags and using portable barcode readers to take inventory significantly reduced the time required to complete annual inventory and data collection process. Early evaluation indicates a potential 40 percent reduction of staff time.
• Accepted faxed requisitions for emergency orders in Storehouse. Orders can be filled and delivered by next working day (saves two days of processing time)
• Began accepting e-mail requests for insurance coverage. Potential savings: up to 150 hours of staff time per year.
• Set up paperless property claims management system.

• Created a World Wide Web home page to better publicize policies, procedures, and practices. Information access by the campus community has improved and updates are immediate and cover a broad range of topics without the expense of reprinting paper publications.
• In cooperation with the City of Irvine, obtained approval for Parking's automated Rideshare & Alternate Transportation tracking system. System eliminates annual employee survey of travel modes and arrival times. Required reporting of trip-reduction data to the AQMD and City is significantly easier because data is maintained in a more appropriate and flexible manner.
• Implemented electronic file transfer (FTP process) for all payroll deductions of parking permit fees. Payroll deductions were previously processed by magnetic tape.

• Developed and constructed a UCI Police Department web site, providing user friendly and useful information for faculty, students, and staff.

• Implemented elements that streamline processes and improve accounts payable turnaround time to improve customer service and vendor relations.
• Key recommendations from the Travel-Business Process Innovation Team have been implemented. These include the development of a web site that has travel related information and policies, a newsletter, and increased training sessions to keep campus and medical center personnel abreast of changes. Benefits of the web page include convenience and time-savings for customers requiring information. It features University-based vendor agreements, trip planning functions, airline flight and fare checking, access to per diem rates, and currency conversion rates. These features provide significant information to customers and reduce the number of calls to travel accounting staff by one-half.
• Time reporting was streamlined and pay cycles were reduced by changing the monthly arrears pay cycle to a biweekly pay cycle thus eliminating supplemental pay cycles. An important factor in this change was the acceptance by the campus of a "paperless" process over a paper-dependent process. In addition, UCI was the first UC campus to adopt a ìpaperlessî time reporting system and to eliminate the redundant ìmonthly arrearsî payroll cycle and related overhead. It is estimated that a savings of approximately 51,000 pieces of paper annually was realized. In addition, by eliminating signature requirements and thirteen process hand-offs, administrative time savings accrued to schools/departments, document distribution services, payroll division, administrative computing services, and storehouse. In addition, key entry of time reporting data was eliminated and resulted in a saving of $l8,000 per year.
• Revised campus travel policy to reduce volume of travel advances and guarantee fast reimbursement when corporate cards are used. Time spent in collection of delinquent accounts has been reduced approximately 65 percent, and the number of reminder notices has dropped 75 percent -- from more than 100 to an average of 25 per week. Net savings to the campus approximately $30,000 annually.

• Distribution and deposit of income to the Central Cashier by campus departments was simplified for both campus customers and Financial Services staff by process streamlining and electronic enhancements. The campus deposit process was streamlined by reducing the number of paper documents required and implementing optical disk scanning and storage for deposit documents. Processing steps were reduced from nine to five and 17,000 paper document copies were eliminated in a six-month period.
• Implemented PACE System (a deferred fee-payment system) which allows students to pay registration fees in three monthly installments instead of one payment.
• Streamlined policy requiring students to submit quarterly applications in order to participate in the PACE (Registration Fee installment payment plan). Implemented one-time application for each student. Reduced number of applications processed from 1,400 to 200 per quarter. For students, this resulted in easier fee payment and fewer worries about filing quarterly paper applications within deadlines.
• In cooperation with the Office of Admissions, streamlined dissemination of PACE Plan information (for Registration Fee installment payment) by including program brochures in admissions packets, rather than through a separate mailing. The initiative targets new admits to familiarize them with the program, provides them with additional fee-payment options, and cuts printing/mailing costs by $2,500 annually.
• Reduced frequency requirements for signing promissory notes for campus-based student loans from quarterly to annually. Loan files are no longer accessed for each disbursement, allowing expedited disbursement of checks and decreasing the time students spend in lines by 50 percent during peak periods.

• Implemented a new client/server Equipment Inventory System that allows units to update changes to the campus equipment inventory database on-line via a Web-based graphical user interface (GUI). Campus units are also able to update user requested fields, such as location of equipment, insurance, and warranty information. The new system improves the accuracy of the equipment inventory so users can perform updates as appropriate, instead of manually once each year as restricted by the previous system. On-line inquiry and ad-hoc reporting capabilities are also available. In addition, the training requirements of the new system are minimal and can be completed in one session of less than two hours.
• Completed first phase of new consolidated student billing system. Students are now provided with a consolidated statement, called Zotbill, that replaces a system of multiple notifications for fees, financial aid, fee waivers and other financial registration information. New consolidated bill includes charges for fees as well as credits from financial aid awards and student fee waivers. One of the most important benefits of the new registration system is the significant reduction in time students spend in lines. The next phase of system development will improve ability of central offices to do on-line inquiries of student accounts and automate refunds to students. Later phases will enable direct inquiry by students of their account balances.
• Completed pilot program to distribute rights and responsibility for updating and changing Financial System security profiles. Pilot was conducted with the School of Biological Sciences. Their staff have demonstrated the ability to update security profiles successfully. Information acquired during pilot will be reviewed and an implementation plan will be developed based on pilot results.
• Programming changes have been made to all major Administrative Computing Services systems to provide a means of electronic forms submission for each system (on-line front ends or file uploads). Systems enhanced during 1995 include: Payroll/Personnel - Employee Database Update; and Financial System - Non-payroll, non-contract and grant Transfer of Expense. On-line changes to Equipment Management system will be implemented during 1996.
• A vendor contract was successfully bid and awarded during 1995 to out-source all key-entry activities. Final transition of key-entry workload from campus employees to outside vendor will take place during the beginning of 1996. Contract will reduce costs previously associated with maintaining an in-house key-entry service. Seventy-five percent of the displaced staff were re-employed in other areas of the campus prior to lay-off.
• Initiated customer-requested enhancements: Enhanced FSO150 Fund Summary Ledgers, and restructured payroll/personnel reports to enhance accuracy of accounting costs.
• Implemented remote printing for Payroll/Personnel, PAL and General Ledger documents for over 200 departmental printers.
• Implemented e-mail notification of Electronic Funds Transfer for non-payroll reimbursements to employees and for stipends and refund checks for graduate students.

• Refined campus standards and design criteria for campus projects, including administrative standards, materials-and-products standards, and quality-of-workmanship standards. New standards were established in November 1995, reflecting input from Facilities Management, EH&S, and Environmental Planning. Standards have been distributed to architects currently in design phases of projects. Based on feedback, the new standards improve communication by reducing amount of verbal information transmitted by project manager to architects. Standards will be updated quarterly for one year to refine the content based on feedback, including post-occupancy evaluations.
• Outsourced document distribution to several firms for various size projects, reducing staff time by approximately one FTE. Bidder's lists are kept at the printing firm and are faxed to D&CS regularly. Addenda distribution is still handled through this office for legal reasons.
• Added a new exhibit to Architect Agreements that details the deliverables the architect is to provide prior to receiving design approval from the campus and State after the schematic design phase. Requirements include generation of all design elements to a state that design problems requiring user involvement are resolved. Exhibit has been implemented on several projects, and was effective in reducing number of architect and user-related design changes during design-development and construction-document phases. Change has had an indirect but significant effect on staff productivity.
• Developed contract document plan-check guideline and incorporated it in review of working drawing submittals by project managers. Document will be expanded to include recently developed design guidelines, and can easily be modified to accommodate future changes. Guideline assures more thorough review of bid documents, while reducing time required by professional staff to complete the review.
• Established contractor hotline to answer approximately 50 percent of phone calls received by Design & Construction Services regarding status of projects and information on bid dates. Hotline is updated first day of each week, and includes information on questions most frequently asked, such as office address, bid dates, projects in design, award of contracts and locations of bid meetings.
• Implemented review-comment form in design-review process by project managers. Forms provide means of tracking comments, including source, response, actions taken, and point of inclusion in the documents. This form has improved response rate by architects, enabling project managers to follow up on the numerous issues that arise during project development. It has improved the quality of service to customers.
• Implemented cross-training and information-sharing plan. Conducted weekly "Resource Allocation Meetings." At these meetings project status and individual workloads are reviewed, and activities are coordinated to meet deadlines. Staff support is allocated based on each week's activities. A two-week look-ahead schedule of each project and other office activities is distributed for review and deadlines are discussed. Process has increased department efficiency and reduced frequency of "crisis" situations.

• Formed system-wide ad hoc work group to address records management issues. The group is actively working on three projects:

1. Defining records management issues and potential audit problems for electronic business record systems. For example:

• Differences in standard data back up procedures and deletion time frames established for "data maintenance" purposes compared to data retention time frames defined by the records disposition schedules.
• Verification that data initially provided to the central computing department by feeder systems (departments) is maintained for the period required by the retention schedule, and retrievable in the event of an audit.

1. Reviewing and revising system-wide Records Disposition Schedule to address conflicts between the published format (which identifies records by the paper form on which information is collect), and normal data capture and maintenance practices for electronic record systems. The group will put forward a recommendation to dramatically simplify the schedule to reflect only minimum legal retention requirements for documents/ information groups, and allow campuses to adopt differing, longer retention periods if there is a legitimate business need to do so.
2. Preparing guidelines for development and/or purchase of imaging systems for Chancellors' correspondence file management systems using imaging technology.

• Developed web-based application allowing individuals to update their ZotMail list selections at any time using their Web browsers. Campus internet security standards (UCI NetID and password) authenticate the requesterÆs identity, while an internally created Java applet using encryption technology ensures that individuals logged-on to the DDM server access only their own record in the DDM database. This will eliminate faxing or emailing a form to the requester, and getting it back to DDM for data entry. It will also dramatically shorten the cycle time for the change to be reflected in mailing lists. Currently changes take effect after a weekend data update procedure. In the new system, changes take effect immediately.
• Networked system of scales allows entry of new billing codes at a single workstation, rather than at three individual workstations. Updates and changes will be effective within 24 hours of receipt of the request. Previously changes could be made only weekly.
• Reformatted campus policy manuals for electronic access. Moved data from Gopher to the World Wide Web standard. Separated policy statements from procedural instructions, and included image files for graphical items such as "exhibits" All paper manuals will be removed from circulation by September 1996.
• Completed detailed review of all formal delegations of authority to evaluate compliance with University systemwide policy and governmental regulations. Inconsistencies were identified and redundancies eliminated. Additionally, analysis was completed with the goal of identifying opportunities for delegation to lower levels of the organization. One hundred fifteen specific authorities were identified for further redelegation. (This improvement initiative is described in greater detail in the "Delegations Project" section of this booklet.)
• Introduced "subscription lists" and new policies governing access to distribution of internal messages. Policies transfer control over information received to the recipient while allowing administrators to override individual choices when business needs warrant. While there are no direct cost reductions as a result of this change, it represents a significant step toward the desired change in "administrative culture" that favors individual responsibility over centralized control.
• Reorganized physical work areas and improved process for manually sorted mail. Challenged sorting logic and realized major savings by modifying workflow. Reconfigured work spaces to accommodate volume-based sorting sequences rather than traditional work areas arranged by delivery route. Increased percentage of mail handled only once from 30 percent to 65 percent. (2,022,648 additional pieces/year are now handled only once.) Eliminated two FTE as a result of this change.
• Outsourced preparation of all bulk mailings, passing on savings to customers. Hourly labor cost to departments reduced 32 percent, from $22/hour to $15/hour in most cases.
• Eliminated sorting and delivery of incoming third-class (bulk) mail of a "personal" nature. Net volume of incoming mail reduced by five percent (average of 160,343 pieces of mail annually).
• Consolidated Returned Goods Memo and Authorization to Ship forms into one form. New form is more ìuser-friendlyî and is printed on recycled paper. Consolidation simplifies related tasks and reduces number of forms that must be stocked. Future plans include electronic routing and approval of these transactions.
• Required courier services to deliver shipments directly to address indicated on the air/freight bill, rather than to Central Receiving. This change saves labor hours in Receiving (3-5 hours per day) and provides for faster delivery of time-sensitive packages.
• Established manifest system for delivery of priority packages. Process replaced system that required a form for each delivery, saving 1,000 sheets of paper per month and approximately one labor hour per day in Receiving.
• Reduced delivery ticket forms from three copies to two copies, saving approximately 4,000 sheets of paper (and associated handling expense) per month.
• Initiated pilot for direct delivery of UPS and overnight shipments. When fully implemented, estimated savings of two FTE will help offset budget cuts in Receiving.
• Established transfer service in Receiving, which provides service of picking up and delivering items among departments on the main campus, and between departments on campus and at UCI Medical Center.

• Implemented simplified hazardous waste guidelines, enabling customers to more readily determine recharge prices for specific waste streams and to facilitate more efficient program administration. Time savings are estimated to be 2+ FTE campuswide and 0.2 FTE in EH&S. In addition, billing cycle time has been reduced from two months to one month for routine disposal services.
• Streamlined food permit sign-off procedures. Enabled Student Center Reservations and Campus Calendar to sign off on routine food-service permits.

• In collaboration with campus administration, developed and implemented plan for early removal of trailers expected to incur extraordinary major repair expense over the next five years due to the likely or known failure of structural or HVAC components. Removal of these trailers eliminated the need to expend funds on maintenance and repair of functionally obsolete facilities.
• Analyzed impact of out-sourcing fleet services support for a typical academic department. Evaluated potential savings and additional costs realized by obtaining vehicles from commercial sources. Although several departments indicated support for concept during the analysis phase, their vehicle requirements were insufficient to conduct a test program. Each department's needs were analyzed, and alternative recommendations were provided to meet their requirements. Fleet Services has implemented use of private vehicle rentals to provide customers an option, when commercial rates are competitive. Program will save campus departments $18,000 per year.
• Implemented pilot program to contract lock shop support for a typical building complex. Program evaluated financial impact of obtaining locksmith services from commercial sources. Based on the pilot study, it was determined that outsourcing lock shop services is more expensive and less responsive than the existing campus service. Study yielded the unanticipated outcome of a review-process model for evaluating other services that may be considered outsourcing opportunities.
• As part of a "Business Process Innovations" implementation plan, streamlined project close-out process, by eliminating all non-value-added activities and expediting the billing process. New process has resulted in less labor expended developing project cost estimates. Assigning a project manager has insured that projects are completed in a more systematic manner. Based upon experience and customer feedback, refinements will be initiated in the future, if required.
• Conducted comprehensive study of campus recycling and refuse operations and developed integrated waste management plan. Based on results of this study, the following actions were implemented: 1) established separate agreement to sell recyclable material at current market prices, and 2) modified refuse disposal contract to reduce number of bins and frequency of pick-ups, reducing service cost. In addition, waste management plan focuses on diverting a larger proportion of campus waste into recycling stream to comply with State-mandated waste reduction targets.
• Developed plan to streamline process for preparing project cost estimates and reduce time required to respond to customers. Pilot program, covering projects involving expenditure of more than $4,000, was initiated. Based upon results of this test, program is being refined and implementation will be expanded in 1996.
• Using input from customers, developed and implemented new project scheduling process. Redesigned process insures that projects are completed on time. Modified project scheduling system enables in-house renovation projects and contract project support to be accomplished as scheduled, without sacrificing ability to respond appropriately to routine, reactive, and emergency work. Customer feedback is being analyzed, and process is being refined.
• Participated in a "Business Process Innovation" team redesign of procedures and practices to manage renovation projects. Team's goals were to identify a simplified procedure that will increase speed and flexibility, while reducing costs and maintaining quality. Redesigned system piloted in 1995.
• Created job response card to notify customer if a service call was made while the requester was not in the immediate work area. Initiative has resulted in better communication with customers and improved employee productivity by eliminating need to physically locate service-requester prior to providing service.
• Established program to utilize volunteers and community service workers to assist in the maintenance of campus grounds, partially mitigating impact of budget reductions assigned to this program. Currently, volunteer program is providing approximately four FTE to augment grounds maintenance work force.

• Delegated authority to department managers to adjust vacation accrual rates based on information at hand. Human Resources is available as a resource but managers are now empowered to input changes directly into the system. This has eliminated delays averaging two months. It saves roughly 720 hours of Human Resources staff time annually.
• An employee training profile database was created. The system can create a transcript upon request, displaying title and date of each course completed by any staff member. This provides managers the opportunity to quickly evaluate the training profiles of staff and to identify areas in the need of attention. It potentially saves campus managers 360 hours per year.
• Based on overwhelmingly positive feedback in response to the recently simplified staff performance evaluation form, the performance evaluation form was further simplified and converted to an electronic medium. It is now available for electronic completion and submittal to Human Resources. It is expected that this improvement will save the campus approximately 8,000 pieces of paper annually.
• In support of the UCI Re-employment Program, "Resume Profiles" were created and are made available to managers with vacancies. The "Resume Profile" provides an electronic synopsis of the qualifications of candidates on the preferential rehire list (identifying data omitted). The profiles enable Human Resources staff to market candidates to managers, increasing the visibility of rehire candidates and improving the likelihood of re-employment.
• The Referral and Selection Form used by departments to select a final candidate has been converted to electronic format. This allows hiring authorities to complete and transmit the information to Human Resources electronically, expediting the process and saving an estimated 500 pieces of paper annually.
• Further reduced number of job titles in UCI classification scheme by eliminating an additional 135 job titles in 1995. This reduction brings the total number of job titles eliminated or consolidated to 439 reduction (37 percent of the total) since program inception. This outcome, which has considerably simplified the classification structure, was achieved through a combination of local and systemwide efforts.
• Expanded Classification Decentralization Pilot Program to include all non-exempt job titles. Expanded scope of pilot program to include additional departments.
• As support for laid-off employees, automatically mailed letters advising of availability of Campus Temporary Employment Services to affected clerical staff. In 1995, approximately fifteen staff were notified and five followed through to enroll.
• Redelegated authority to department managers for above-step hiring decisions. This moves authority closer to the customer and, by eliminating need to obtain HR approval on hiring salary, is expected to reduce the average length of hiring process by roughly one day.
• Initiated pilot program suspending the MAP Grade Level Review Committee for one year. If implemented permanently, will save UCI roughly $35,000 per year in combined committee member and Human Resources staff time.
• Implemented pilot program to streamline performance evaluation process based on extensive consultation with campus "customers" -- both supervisors and employees. A single form process, applicable to employees in any personnel program or bargaining unit, replaced three separate processes with one simpler, combined process. Fifty-one departments (29 percent of the departments on campus, comprising 39 percent of staff employee population) elected to participate in the pilot program. Customer feedback indicates that the simplified form and streamlined process were successful. For the current year, paper-related cost savings are estimated at $1,200; campuswide labor savings have not yet been estimated.
• Changed method of announcing Management Skills Assessment Program, reducing number of hard copy announcements distributed. Previously, each announcement was six pages long, totaling 4,700 pieces of paper for each six-month cycle. Currently, announcement is sent by e-mail and only the application form is distributed, one copy to each department. This change has reduced the number of sheets of paper by nearly 2,000 each cycle, at a cost savings of roughly $1,040 per year in paper and staff time.
• Initiated pilot program of decentralized authority for classification decisions up to and including Administrative Assistant III level. The goal of decentralizing this process is to enable decisions by administrators closest to the function. Training of representatives from participating departments was completed in March 1994, and the pilot program commenced April 1, 1994. At the conclusion of pilot, effectiveness will be evaluated and a decision will be made regarding continuation and expansion.
• Implemented "size-neutral" approach to classification reviews and decisions within Administrative and Professional Staff (A&PS) program, eliminating inherent policy incentives for managers to "empire-build" in an era of "right-sizing."
• Restructured key components of Human Resources Department. Merged Employment Unit and Consulting Services Unit, with Employment Manager assuming half-time consultant duties. Each consultant has been paired with an employment representative, to function as a team, facilitating cross-training, back-up, and other improved efficiencies. This organizational change saves approximately $30,000 per year, and addresses campuswide objectives for more cross-training and "flatter" organization.
• Reduced number of forms needed to process appointment without salary. Previously, a total of nine forms was required. This has been reduced to three newly-designed forms which are expected to be available for campus use May 1, 1995. Savings of at least $4,000 per year are expected.
• Reduced number of forms necessary to effect leave-of-absence from three forms to one. This reduction will create savings of approximately $2,400 annually in reduced staff time and paper handling.
• Streamlined processing of Personnel Action Forms (PAFs) for Student Assistants. Redirected forms to Payroll Office, resulting in estimated time savings in Human Resources valued at $8,700 per year to help meet 1992-93 budget cut, while improving turnaround time for campus departments by approximately three days.
• Eliminated on-site job reviews wherever feasible. Reviews are conducted by telephone and e-mail.
• Reduced time to perform billing function in Campus Temporary Services from approximately 40 hours to 16 hours by streamlining billing system.

• Revised and reduced work paper requirements to allow faster responses to management on reviews and consultations. By reducing detail required, audit has been able to respond faster on selected items.
• Reduced size of the Audit Committee to improve communications. Nearly all Committee agendas and other communication is completed via e-mail, improving speed and reducing paper.
• Simplified requirements for audit reports and letters. Streamlined reporting on simple errors, focusing on systems to determine if they are efficient, effective, and appropriate. Revised audit report style, eliminating unnecessary details, while providing management with clearer assessments of systemic strengths and needed improvements. Result is a focus on process improvement rather than episodic error correction.

• Based on successful completion of a pilot program in 1995, established the Procurement Card (Pro Card) for broad use by campus departments. Using the Pro Card for small dollar purchases has reduced the amount of front end data entry, provided greater flexibility in the selection of vendors, reduced the need for after-the-fact orders, generated additional discounts, and eliminated invoices for these transactions as accounting data is sent via EDI.
• Implemented "host-fax" capability in PAL, the campus procurement system. The feature allows Purchasing to fax purchase orders and other documentation from PAL directly to any fax device. The "host-fax" system has expedited the order process and streamlined communication with suppliers. In addition, it has eliminated an estimated 20 percent of the manually faxed or mailed high-value purchase orders.
• Implemented a new method for the establishment of blanket agreements for goods and services purchased on a contract basis at a fixed rate. Called an "X-PO," the process reduces the number of individual blanket orders. It is estimated that 100 blankets and related overhead expenses were eliminated.
• Developed Materiel and Risk Management Web page. Site includes information to assist campus users and suppliers. Links to specific information on procedures, policies, and programs are provided. Customer satisfaction has been high. Feedback has come via the e-mail function included in the Web site and customer comment. Site has been accessed over 600 times since October 16, 1995.
• Participated in "business process innovation team" charged to redesign and streamline purchasing process. The process resulted in a number of strong recommendations that are being implemented in early 1995.
• Implemented statistical sampling for inventory audit. Eliminated 2,547 items from sampling process.
• Revised Storehouse inventory process, enabling Storehouse to remain open entire month of June to accept orders from campus departments. Previously, Storehouse was closed during last two weeks of June to complete inventory. Change represents a significant customer service improvement.
• Entered into agreement with a minority distributor who stocks photocopy paper and delivers to the Storehouse on an "as-needed " basis. This results in a reduced purchase price, progress toward the campusÆ disadvantaged business enterprises (DBE) goals, and additional storage space in the Storehouse. Generated recharge savings of approximately $36,000 per year.
• Negotiated new trash disposal contract based on weight rather than container, saving the campus $32,000 per year.
• Created UCI Buyer's Desk Reference. This consolidates policy and other information critical to central buying function. Saves time and improves accuracy of information provided to campus customers.
• Implemented pick-up service in Storehouse. Items are now purchased at local warehouse stores for resale to campus departments, saving the campus time and money, and reducing liability exposure.
• Used recycled corrugated cartons in Storehouse to ship supplies to campus departments. Generates annual savings of $31,824, and helps campus achieve its goals for reduction of solid waste.
• Streamlined Independent Consultant Agreement routing and review procedures. New procedures shorten turnaround time by one-third. For new agreements, turnaround time is reduced from an average of 21 days to 14 days, and turnaround for amendments is reduced from 3.5 days to 1.5 days.
• Created new Facility Use Agreement form for athletic facilities. This saves an estimated 25 labor hours per year.
• Revised performance agreement forms to simplify completion and eliminate multi-part forms. Revised form is single page and requires 50 percent less time to complete.
• Created "Single Payment Service Agreement" form for one-time payments to outside contractors. Eliminates an "exceptional approval" process.

• Point-of-sale terminals were installed in campus information booths to better serve drive-up, one-day permit customers. The system also allows issuance and trading of student carpool permits.
• Implemented a program to allow parking citation appeals via E-mail. This service provides more convenient opportunities for individuals to appeal citations. Appellants receive a prompt response (<7 days) by e-mail. The new process has improved response times, reduced the use and handling of paper, and reduce vehicle trips to the Parking Office.
• Established an automated citation payment system to enable individuals to pay parking citations with a credit card via telephone. After individuals enter the citation number using a touch-tone phone, the system confirms ticket violation(s) and amount(s) due. After entering credit card information, the credit card number is validated and the transaction is completed.
• Obtained hand-held ticket-issuing devices after conducting feasibility study. Private citation processing agency costs were reduced 29 percent. Response time for appeal inquiries is now less than 24 hours; previously, it took as many as five days.
• Initiated customer feedback/focus group program to solicit input from campus community and clients regarding parking policies and procedures for notifying customers of Parking and Transportation actions. Developed communication plan to inform campus community of proposed actions/projects. Solicited input from affected clients regarding changes to parking policy. Maintained communication with Vice Chancellor and Associate Vice Chancellor-Administrative & Business Services to keep them appropriately informed. Utilized customer focus groups (Academic Senate Parking Oversight Committee, ASUCI, Bicycle Advisory Group), and implemented communication plan for campus community to insure that customers are aware of parking issues and plans.
• Instituted "default registration" process for alternate transportation and carpool participants eligible for incentive programs, eliminating annual application/renewal form and process. Participant eligibility is verified by Parking staff prior to certification. This change eliminated annual mailing of approximately 1,500 paper applications to registered alternate transportation participants, and corresponding paperwork processing.
• Instituted "phone-tree" for after-hours calls. System supplies basic information about Parking services and hours of operation. System also allows after-hours callers to access policy information and leave voice mail messages.
• Implemented phone-order process for student parking permits. Students call automated phone answering system to purchase parking permits. Permits and materials are pre-packaged and mailed to students by an outside vendor. Eliminates need for students to travel to parking office and stand in line to buy a permit.
• Developed point-of-sale system using new technologies and business strategies to simplify permit purchasing process. In this process, staff challenged basic assumptions about the procedure, eliminating unnecessary and redundant data collection steps, and eliminating paper application form. This change resulted in a four-step process improved to a one-step process; average transaction time has been reduced from an average of 3.5 minutes to 45 seconds per customer.
• Outsourced carpool matching service for employees and students, providing automated phone answering service 24 hours a day. Employees and students may register with matching service and receive information about others who want to participate in the ride sharing program. This change resulted in a saving of .5 FTE.
• Discontinued printing 85-page payroll-deduction summary report for Payroll Office each month. Instead, a diskette containing equivalent data is provided. Approximately 30 hours of time and 1,020 pieces of paper are saved annually.
• Eliminated filing paper permit application forms. Data stored electronically, resulting in savings of one-tenth of an administrative FTE.
• Developed computer program to schedule attendants for campus events, which reduced the time spent preparing work schedules by 80 percent.
• Initiated resource-sharing program with Police department. Maximized staff productivity by pooling resources dedicated to parking ticket review, storage and disposal of bicycles, sale of bicycle licenses, and office reception and information services.
• Streamlined appeal process for parking tickets by: (a) using postcards instead of letters to acknowledge ticket cancellations (annual postage and paper savings of $1,250; annual labor savings of 150 hours); and (b) empowering parking permit sales staff to cancel tickets received by patrons who forgot to display permits, rather than referring them to the review officer. The annual labor savings of 130 hours is now redirected to high-priority enforcement activities.
• Eliminated expiration date on parking permits issued to employees enrolled in payroll deduction program. Employees retain same permit for length of enrollment in the payroll deduction plan. This change eliminates printing and distribution of more than 2,000 applications and 2,000 new permits annually.

• Planned and implemented Computer Assisted Dispatch and Records Management System, which automates reporting and recording processes. This streamlined system frees approximately 42 hours of additional patrol time per week.

A number of initiatives are designed to improve campus safety or streamline safety processes. The following examples demonstrate these efforts.

• Redesigned and remodeled Central Cashier facility to increase efficiency and resolve staff health and safety issues. New space configuration assures safety and improves staff productivity, resulting in improved access and service for students/patrons.

• Developed an integrated database system to support information maintenance and communication (ZotMail/ZotFax) for use in Emergency Operations Center. Defined system requirements in cooperation with Police and Environmental Health and Safety. Developed programming plan and completed implementation. Installed ZotMail network and servers in EOC. Implemented on-line access for Police Department, to allow direct update of EOC database information.

• Developed and published a Uniform Industrial Hygiene manual that documents UCI operating practices and procedures. Impacts include a streamlined industrial hygiene program, greater staff efficiency, improved quality control, improved program uniformity, and improved training of EH&S staff in industrial hygiene procedures. In addition, industrial hygiene data are stored in a computer database thus eliminating manual file searches, saving thousands pieces of paper annually, and saving approximately 40 hours per year in EH&S staff time -- now redirected to other priority activities. These quality and efficiency improvements have also resulted in positive improvements to customer service. EH&S can now quickly provide precise information in response to customer industrial hygiene questions. The system also promotes the interpretation of industrial hygiene procedures in a consistent manner campus-wide.
• Converted the EH&S Biosafety Manual to an electronic format available for campus-wide access on the EH&S web site. The easy availability of biosafety information assists researchers in complying with University policies and regulatory agency guidelines pertaining to biohazard research.
• Completed major Disaster Preparedness exercises for campus Emergency Operations Center.
• First to implement Early Return to Work Program, an essential tool in maintaining UCI's position with lowest workers' compensation rate in UC system. By simplifying communication process with injured workers, reduced workers' compensation litigation and associated claims expense. This effective interaction with injured workers, supervisors, and physicians restructured the workers' compensation health care providers interaction and achieved major cost savings for the University.
• Outsourced servicing of campus biological safety cabinets. Realized an additional 23 percent savings over the 1991-92 contract, and an additional 30 percent in 1992-93.
• Simplified call-in process for hazardous waste spills, eliminating response redundancy.
• Developed and implemented electronic safety survey database to track and remedy safety deficiencies.
• Computerized hazardous materials inventory collection and reporting program.
• Provided hazardous materials emergency response services to UCLA after the Northridge earthquake, saving UCLA approximately $100,000. Used field computers to provide data to emergency services personnel at UCLA's emergency operations center (EOC), saving time and resources. These efforts resulted in the reopening of buildings in three days (potential delay one to two weeks without UCI's assistance). These practices are now part of UCIís disaster response plan.

• Launched program to increase campus awareness of available safety escort services. Prepared and distributed informational brochure through a variety of communication vehicles. Purchased highly visible garments as escort uniforms, insuring easy identification and recognition by campus community.
• Initiated semi-annual review of the condition of all campus sidewalks, pathways, and bikeways, in response to customer concerns. A campus standard for roadway markings and traffic warning indicators was established. Signs were upgraded to the standard, improving clarity and consistency of markings and warning indicators.

• Developed a comprehensive proposal for a Workplace Violence Prevention Program. Program focuses on training employees to identify warning signals and provides information about intervention alternatives and methods.
• Conducted security assessments of all high-risk areas at the UCI Medical Center and the UCI Clinics.
• Installed security surveillance cameras in seven different departments at the UCI Medical Center.
• Restructured Campus Safety Officer (CSO)/Escort Program by transferring responsibility for traffic patrol to Parking, freeing approximately 50 percent of sergeant's time for campus patrol.
• Initiated bicycle patrol program which provides better campus patrol coverage and improved community relations. Reduced maintenance and operating expense of police vehicles.
• Upgraded Communications System, including technical improvements and implementation of 911. Established emergency communications link with Orange County, through City of Irvine and City of Orange.

Facilities Management leads the program to reduce (what had been) a very large budgeted utilities deficit, and to improve campus energy-efficiency.

• Completed Central Plant projects including newly constructed thermal energy storage system and cooling tower and replacement of the steam contractor. Completion of these projects has improved Central Plant's capacity to satisfy peak heating and cooling demands, improved the operating efficiency of Central Plant, and reduced expenditures for building cooling, due to efficiency gains and thermal storage technology.
• Replaced inlet dampers with variable frequency drives in Science Library, Computer Sciences/Engineering, and ICS/Engineering Research buildings. System conversion lowers energy consumption rates for these buildings. Savings from these projects are expected to be approximately $18,600 per year, and will provide a three-year project payback.
• Extended reclaimed water system to serve 25 acres of landscaped area in the east campus, reducing the annual usage of domestic water by approximately 18.6 million gallons.
• To serve an environmental conditioning zone within the Administration Building, installed a VAV System as a pilot project. It is anticipated that this project will save approximately $14,300 annually in utility expenditures. Planned installation of a VAV System in Steinhaus Hall was canceled, after conducting a detailed engineering study which indicated that this project was economically impractical.
• Completed lighting retrofit projects in Fine Arts and Medical Science complexes. Annual savings of $30,000 is projected.
• Established energy management team comprised of craft supervisors and departmental facility managers. Team holds regular meetings to discuss recent developments in the energy conservation program, and to systematically use field experience to identify energy conservation opportunities.
• Continued to develop initiatives and implement projects to reduce campus energy consumption and expenditures. Numerous energy-efficiency projects were generated, sources of project funding were identified, and feasibility studies were commissioned to validate concepts for additional retrofit projects. Among energy conservation projects completed are: extension of campus Energy Management System to Irvine Hall; replacement of 100 HP fan motor with 40 HP unit in Engineering I; installation of a variable frequency drive (VFD) on dionized water cooling system in Physical Sciences II; and expansion of electrical metering network. It is estimated that aggregate savings associated with these projects will total $150,000 per year.
• Expanded 66KV system to service the three medical sciences buildings remaining on the Edison system (Hitachi, Irvine Hall, and Beckman Institute). Savings in excess of $75,000.
• Completed installation of the 66KV electrical service project 10 months ahead of schedule, which resulted in $700,000 savings.
• Installed additional instrumentation on Central Plant boilers to optimize energy used to produce building heating and cooling (part of campus' Utilities Deficit Reduction Program).
• Increased number of Fleet Services vehicles using alternative fuel. Approximately 15 trucks and delivery vans have been converted to propane.
• Reformulated Central Plant chiller expansion to vastly improve its energy-efficiency and reduce its environmental impact.
• Implemented recycling program to divert paper, green waste, plastic, glass, and aluminum materials from the landfill. Currently, almost 26 percent of campus waste stream is being recycled, not including solid-waste benefits stemming from the "Paper-Sparse Initiative."
• Modified design of distilled water system in Biological Sciences II. If not corrected, design flaws in original system would have necessitated an early $50,000 expenditure for replacement.
• Replaced 30,000 magnetic ballasts with energy-efficient electronic ballasts, installed 60,000 "watt miser" lamps, and replaced 700 incandescent lamps with fluorescent lamps. Savings are being used to service the debt of the State of California Energy Bonds which financed construction of these projects.
• Modified control systems on Physical Sciences II building fans to allow equipment to continue functioning when variable-speed fan drives are inoperable. Prior to this change, repair or maintenance of fan controls interrupted heating and cooling services, causing considerable adverse impact on research.
• Implemented multi-faceted water conservation program which included: installing computerized electronic controls on irrigation system, linking computerized irrigation system to weather station that adjusts watering schedules based upon soil conditions, and using drought-tolerant plants when replacing existing landscape (and for new construction projects). Water use reduced approximately 15 percent, reducing expenditures by $42,900 per year.
• Contracted with gas marketer for procurement and interstate transportation of natural gas. Generated savings of approximately $40,000 in 1992-93.
• An in-house refuse collection service was implemented, a savings of $70,000 per year (accruing to the purchased utiliites budget).