Scope

This review covers all functions performed at UCOP, regardless of reporting lines (i.e., to the President or to the Board of Regents) and funding sources (i.e., restricted and unrestricted; self-supporting and not).


Project governance and participation

Executive participation

All of UCOP’s senior leaders will participate in and support this initiative:

  • Nathan Brostrom, executive vice president, business operations (sponsor)
  • Aimee Dorr, provost and executive vice president, academic affairs
  • Dan Dooley, senior vice president, external relations
  • John Stobo, senior vice president, health sciences and services
  • Sheryl Vacca, senior vice president, compliance and audit
  • Kimberly S. Budil, vice president, laboratory management
  • Charles Robinson, general counsel and vice president
  • Anne Shaw, secretary and chief of staff to the regents
  • William Jacob, chair, universitywide academic senate

Working Group

A working group of UCOP staff, with representatives from across the organization, is responsible for designing the review and coordinating its activities.

Members of the Working Group are:

  • Cathy O’Sullivan, director, Working Smarter (chair)
  • Karla Campbell, director, Center for Operations Excellence (COPE)
  • Shirley Bittlingmeier, client services officer, information technology services
  • Donna Collins, deputy director of operations, COPE
  • Ginny Cox Delaney, organizational consultant, COPE
  • Debbie Shen, project manager, office of research and graduate studies
  • Jenny Kao, executive director, Issues Management, Policy Analysis & Coordination (IMPAC)
  • Paul Schwartz, director, internal communications
  • Steven Murray, director, building and administrative services
  • Paul Weiss, chief technology officer
  • Karen Arnold, HR business partner, local human resources

Operations Group

To help ensure this effort identifies a broad range of efficiency opportunities, the review will include regular involvement from and consultation with the existing UCOP Operations Council, which includes representatives from all of the consolidated business units and from all divisions and major departments.

Other staff

The Working Group and the Operations Council will reach out to the Staff Assembly, UCOP affinity groups and to OP staff generally to solicit a broad range of ideas for how the Office of the President can achieve greater efficiency.


Key elements/activities

The review will include the following key elements/activities:

1. Analysis

The Working Group will conduct an analysis of current and prior UCOP efficiency projects to avoid duplication of effort, leverage previous recommendations not acted on, and establish a comprehensive baseline data set from which to benchmark and gauge the effectiveness of this efficiency review. The Working Group will develop work streams targeting specific focus areas, including:

  • Process improvement
  • Cost savings
  • Revenue generation
  • Organizational alignment
  • Space and facilities usage
  • IT/Systems/Technology
  • Culture of continuous improvement

2. Communications and feedback

Ideas and recommendations for efficiency gains will be generated by UCOP staff through a grass-roots effort:

  • Ideas and suggestions from UCOP staff and campuses will be solicited using a variety of media (Web, focus groups, etc.) and shared via the project website. The goal is to generate a broad diversity of ideas and perspectives, and employees may submit comments anonymously.
  • Every UCOP employee will be strongly encouraged to participate.
  • UCOP employees and campuses will be given the opportunity to provide feedback on the recommendations under consideration.

3. Recommendations and action plan

Following consultation with the UCOP community and campuses, the Working Group will develop a set of prioritized recommendations for consideration by the President and her Cabinet. The Working Group will then work with the President and UCOP senior leadership to develop and execute an action plan for implementing the adopted recommendations.


Timeline

Oct.–Dec. 2013

Gather and review past analyses of UCOP, UC

Nov. 2013–Feb. 2014

Gather, review and analyze data e.g. on spending, space, functions, technology, etc.

Dec. 2013–April 2014

Collect ideas from UCOP staff and UC locations via focus groups, website/email, brown bags, meetings, etc.