This section is a summary progress report on the goals introduced in Section 1.1.
1. Reduce payroll processing cycles from four to one or two
Completed
2. Reduce staff personnel programs from five to one or two
Completed
3. Make procurement, general ledger, and payroll processes essentially paperless for all departments by July 1996. In addition, "paperless drop-dead" target dates apply to the following systems, processes, and transactions:
|
Process/Transaction |
Status |
|
Transfer-of-funds |
Completed |
|
Transfer-of-expense |
Completed |
|
Recharges |
Completed |
|
Personnel Action Forms |
Completed |
|
High-value purchase orders |
Completed |
|
Storehouse requisitions |
Completed |
|
Equipment inventory |
Completed |
July 1, 1996:
| Process/Transaction |
Status |
|
Time-reporting |
Completed |
|
Payroll expense-transfers |
In process, pending successful completion of contract and grant fund pilot |
|
Contract and grant non-payroll |
Completed |
|
cost-transfers |
4. Eliminate paper track for all announcements that are currently provided electronically for some recipients and via paper for others.
Completed. A&BS paper announcements have been supplanted by the use of Zot Mail. In addition, each A&BS unit has made extensive use of electronic communications, re-designed forms, and reduced report distribution lists to further minimize paper usage. For example, in the area of Parking Services, parking permit renewal applications for faculty and staff have been eliminated by introducing non-expiring parking permits. Similarly, automation of the renewal process for Alternate Transportation Program participants has rendered this process paperless, as has the electronic BYPASS permit purchase option for students. Similar paper reduction efforts have been accomplished within each of the A&BS units.
5. Reduce four performance-evaluation processes to one system for all staff employees; improve the process so that it fosters teamwork behavior, supervisor/employee dialog regarding priorities, innovation, and process improvement; and simplify performance evaluation tools and policies so as to facilitate full utilization.
Completed July 1995.
6. Revise staff incentive programs to provide team-based as well as individual awards and to accord priority recognition for process innovations and administrative streamlining improvements. Combine three performance award systems to one incentive award program.
Completed October 1995.
7. Based on the management concept that "what gets measured gets done," administrative units will develop the following plans and tools:
A. Ongoing, up-to-date lists of completed process innovations and streamlining improvements.
All A&BS units maintain up-to-date lists of completed process innovations and streamlining improvements. Many of these are available on the WEB site for customer communication and feedback.
B. Action plans indicating key responsibility assignments and target performance dates for planned process improvements.
Annual action plans are an integral part of each A&BS unit. These action plans target specific process improvement efforts, identify key individuals involved in these efforts, and outline interim and final deadlines for performance.
C. Plans for cross-training, staff development, and position de-specialization as needed to support broader responsibilities of staff in generalist roles.
Cross-training plans have been developed and training is completed or underway within each A&BS unit.
D. Plans for technology upgrading and interoperability to support staff using new information retrieval tools in a networked, client-server environment.
Computers have been upgraded through the A&BS Technology Upgrade Program, with technology plans in place in each of the A&BS units. These plans emphasize selection of hardware and software products that meet our current needs in compliance with published campus desktop guidelines. In addition, the strategy provides for flexibility and compatibility across platforms, as well as for the potential to integrate with future technology. In addition, A&BS has an ongoing program to provide staff with the training needed to maintain current technology skills.
E. Evidence that the "cycle time" to deliver one or more important services has been markedly reduced.
Each A&BS unit has evidenced a reduction in cycle time to deliver one or more key deliverable service to customers. Examples include the following:
Numerous examples are documented in this Section.
8. No administrative transaction or form will require more than two prior approvals.
All forms generated within A&BS are now in compliance with a maximum of two prior approvals (except as mandated by law).
9. Every administrative unit will seek out and critically evaluate "best practices" from outside UCI through site visits to comparable units considered most advanced in process streamlining, external reviews by peer experts selected for their "best practices," or knowledge gained from NACUBO Benchmarking Project or its Innovative Management Awards Program.
Ongoing accomplishment. View 3.4.
10. Seventy-five percent of staff position announcements and newly-revised position descriptions will be less than one page in length, reflecting reduced specialization and a shift in focus from specific experience to ability attributes, thus fostering more flexible organizations as well as the transfer and re-employment of displaced staff.
A revised job description format has facilitated the transition to a one-page position description. Most new staff job descriptions written for staff in 1995 meet this standard, with older job descriptions utilizing the one-page format as they are updated and revised.
11. By July 1995, 30 percent of staff and managers will complete a course to upgrade their information technology skills, aimed primarily at utilizing report-generators and inquiry tools. This course will be taken in combination with a parallel course centered around workflow simplification and process streamlining. By January 1996, this percentage will exceed 50 percent.
Course offerings have been highly attended by A&BS staff and managers. This goal has been accomplished.
12. Staff training courses supporting transactional processing (for various systems and programs) will be computer driven and screen based. Live instructors will be utilized only for higher level skills/materials or when labor-intensive instruction is actually cost effective. New administrative systems will require no more than three hours of such training. Newly-developed systems will contain self-tutoring tools such as "help screens" and internal training modules, rather than relying on separate training programs.
World Wide Web (WWW) technology is being used to provide users with innovative training materials for self-study. For example, training materials for the PALcard (procurement card project) are being designed specifically for distribution via the WWW. In addition, the implementation of more complicated computer-driven, screen-based training systems continues to be pursued. Three-hour training sessions are implemented for five out of the seven major administrative computing systems. Help screens and internal training modules are being implemented, where feasible, in order to improve the "user-friendliness" of administrative systems and reduce new-user training-time requirements. Currently, help screens are implemented for all major systems.
13. The redelegation of authorizations and responsibilities from the Chancellor to the lowest appropriate level in the UCI organization, will be fully completed.
The redelegations have been fully completed. Phase I was completed in July 1995 and Phase II, involving Human Resources redelegations, was completed in November 1995. Further redelegations continue as administrators determine the extent of further redelegation based on established redelegation principles. See results on page 4.3-16 .
14. Outsourcing opportunities will be evaluated. For self-supporting UCI business functions that can alternatively be procured in the private-sector, campus customers make the decision whether to out-source based on their evaluation of price and quality, within the framework of the Customer Rights Principles.
Each A&BS unit has evaluated operational activities and functions to be considered as potential candidates for out-sourcing. New out-sourced services include: key-entry services, radiation dosimetry, hazardous waste treatment and disposal, outplacement services, skilled craft survey administration, newspaper advertisement, and coordinative services for recruitment. In addition, outsourcing contracts that were previously developed were evaluated relative to customer satisfaction, service, and pricing, including general custodial services, refuse removal, fire extinguisher and elevator maintenance, roof repairs, and glass replacement.