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Chancellor’s
Town Hall
“Living the Promise”
Monday, March 30, 2015
3:30 p.m. HUB 302
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Online at:
chancellor.ucr.edu
E-mail questions to:
[email protected]
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UCR Budget Redesign
Initiative
March 30, 2015
Provost and Executive Vice Chancellor Paul D’Anieri
Vice Chancellor Planning & Budget Maria Anguiano
WHY ARE WE DOING THIS??
UCR is in a period of intense change and tremendous
growth driving transformation to achieve its UCR 2020
Strategic Plan
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When asked to describe the current Resource Allocation process,
an audience of faculty and staff said that the process is…
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To no surprise, the Current Funds Flow requires a
“secret decoder ring” to understand.
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When we asked faculty and staff what words came to mind
when envisioning the future Resource Allocation process.
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To better align resource allocation with its strategic goals,
UCR is migrating to a more performance and incentivebased budget model
So far we have:
 Assessed and evaluated current resource allocation process;
 Reviewed background on leading practices for resource allocation in
higher education;
 Created a flexible budget model customized for UCR.
Still to do…
 Work through details of budget design and governance structure
 Develop a plan to implement the new budget model
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Budget Guiding Principles and Resulting Design
PRINCIPLE
DESIGN
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Transparent
Ability for campus to understand flows of revenue and use of resources
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Incentivized
Tuition will be distributed based on performance (student credit hours,
majors, graduation rate)
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Strategic
Create Strategic Investment Fund
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Risk Tolerant
Reward entrepreneurial behavior by department/unit (e.g., expanding
masters degrees)
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Logical
Costs decentralized to benefiting units (rent charge and utility charge)
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Our new budget design will be deployed through a phased
approach, starting with a hold-harmless period when we
undergo implementation
Current
State
Hold
Harmless
Period
Redesign
Go-Live
FY14-15
FY15-16
FY16-17
Redesign
Implementation
Year
Go-Live
Year
Year
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Organizational Excellence at UCR
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UC Berkeley’s – Operational Excellence Vision
World-class Teaching and Research
Supported by World-class Operations
Preeminent
academic leadership
Public Charter maintained
Internationally recognized researchers &
teachers
Effective organizational performance
• Alignment on priorities, with resources
allocated appropriately
• Clear decision-making roles and
accountabilities
• Appropriate measures & incentives
• High performing employees with clear
goals and career paths
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Financial sustainability
• Streamlined organization structure,
optimized with a pan-university view
• Highly productive workforce using
efficient processes and tools
• Appropriate, consistent service levels to
meet functional needs
• Lowest cost for quality goods & services
UC Berkeley – OE Initiatives
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Five areas of savings
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Energy Management
Information Technology
Organizational Simplification (AKA Campus Shared Services)
Procurement
Student Services
Two foundational requirements
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Financial Sustainability
High Performance Culture
Case for Change
FUTURE
CURRENT
CHALLENGES
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Fewer people doing more
Workflow and routing
Lack of professional development
Competing & duplicate efforts
Lack of communication
Conflicting processes
Not service oriented culture
Reactive culture
Staff burnout
Higher error rates
Best of us leave
Not employer or university of choice
Further behind best practices
Grants/funding at risk
Increased costs
OPPORTUNITIES
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Leadership buy-in
Professional development
Collaboration
Mentorship
Enabling technology
Readiness for change
On-line career development
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Engaged employees
Operational excellence
Employer of choice/Campus of
choice
UCR looked at as national model
Leader in educational excellence
International rankings
Hire and retain best and brightest
Happy customers (staff, faculty,
students)
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Business and Administrative Services
Organizational Excellence within BAS
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BAS Administrative Support Service Model
BAS Shared
Services Support
BAS Department/Unit
Specific Support
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Admin
Support
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Tier I
IT
BAS
Shared
Services
Workforce
Admin
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Time &
Attendance
BAS Partner
Department/Unit
Support
e.g., Architects &
Engineers and
Physical Plant
BAS Realignment
Proposed (Phase
1)Proposed
December
2014
Business & Administrative Services Organizational Structure
LEGEND
Departments
Not Impacted
Proposed
Realignment
New Positions /
Functions
BAS
Vice Chancellor
Ron Coley
CFAO & Organizational
Excellence
AVC
Georgianne Carlson
Architects & Engineers
AVC / Campus
Architect
Rob Gayle
Physical Plant
Director
Financial Services
AVC
Human Resources
AVC
Police
Chief
EH&S
Director
Enterprise Risk
Management
Ken Mueller
Bobbi McCracken
Jadie Lee
Mike Lane
Russell Vernon
TBD
BAS CFAO &. Office of
the VC Operations
Architects & Engineers
Physical Plant
Accounting
Training & Org.
Development
Safety
Environmental Health
& Safety
Business Continuity
Planning
Business Contracts
Staff Employment
Communications
Emergency
Management
BAS Shared Services
Equipment
Management
Compensation
PD IT Services
Risk Management
Logistics Services
Payroll
Labor & Employee
Relations
Trans. & Parking /
Fleet Services
Procurement
Workplace Health &
Wellness
Printing, Copy, and
Mail Services
Student Business
Services/ Cashier
HR Policy and
Programs
BAS Organizational
Excellence
Facilities
Finance & Administrative
Services
Paul D’Anieri
Provost & Executive Vice Chancellor
FACULTY HIRING PROCESS
UPDATE
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E-mail questions to:
[email protected]
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