| • Initiative: Accelerate Blink development and continue to clarify roles and responsibilities (III.1-2) |
| What is it? |
When is it? |
Why is it important? |
| Complete "Travel" tab. |
Implemented |
The new "Travel" section of Blink provides an important resource to staff in processing travel activities. |
| Complete "Buying" tab. |
Implemented |
The "Buying" tab now provides important enhancements to make procurement easier. |
| Complete "Finance" tab. |
Implemented |
The "Finance" tab makes staff jobs easier in a number of financial-related areas. |
| Complete "Safety" tab. |
Implemented |
The "Safety" tab informs the campus community about public safety, police, and EH&S matters and resources. |
| Complete "Facilities" tab. |
Implemented |
The "Facilities" tab provides information to staff on topics such as physical plant, energy, parking, space analysis, and other areas. |
| Complete "Research" tab. |
Fall 2005 |
The "Research" tab will provide information, applications, and transaction support to support staff and principal investigators. |
| Emphasize roles clarification. |
Implemented |
To save staff time and reduce confusion, Blink now provides clear guidance on the role of staff and departments in processing administrative transactions in a variety of areas. |
| • Initiative: Implement Single Sign-On for UCSD administrative systems (III.3.) |
| What is it? |
When is it? |
Why is it important? |
| SSO workgroup to guide the development of UCSD's Single Sign-On. |
The workgroup continues to meet. An additional workgroup was formed with ACS to look at integrating both administrative system sign-on and network sign-on. |
The workgroup continues to guide the directon of Single Sign-On efforts at UCSD. The integration of ACS and ACT sign-on will drastically simplify the user experience and increase the security of UCSD systems. |
| Implement Single Sign-On system. |
The first phase of the project was completed in 2003. Now working on identity management, identity federation, and integrated sign-on between ACS and ACT. |
The new system will save staff and managers significant time in eliminating multiple accounts and passwords on various systems. Department security administration will be greatly simplified. |
| • Initiative: Implement electronic forms (III.4.) |
| What is it? |
When is it? |
Why is it important? |
| Phase 1: Create a Blink forms repository. |
Completed |
A single forms area in Blink reduces the amount of time it takes to locate forms for a variety of support processes. |
| Phase 2: Migrate forms to central server, consistent format, help. |
Phase 2 will be reviewed for possible development in 2005. |
This phase will further save staff time in identifying and completing required forms. |
| Phase 3: Develop integrated online forms system. |
Will begin development in 2005. |
Integrating online forms will save significant dollars by eliminating paper and providing context-sensitive help. |
| • Initiative: Streamline research support processes (III.5.) |
| What is it? |
When is it? |
Why is it important? |
| Develop Blink guidance and reference material. |
This will be largely completed by fall 2005. |
Given the complexity of research processes at UCSD, significant staff time can be saved by having various research processes explained clearly in a central location on Blink. |
| Develop query application for department access to award data. |
In development, done at year end. |
Having contract and grant award data easily available will reduce staff workload and provide timely information for better decisions. |
| Automate close-out process. |
Cost estimate to be completed by October 2003, followed by budget request. |
Automated close-out will reduce time departmental staff spend analyzing, reconciing, and tracking fund closing activities and result in more accurate and timely submittal of financial status reports. |
| Strengthen cash management system. |
Project will be assessed by SPEAR team once close-out process has been defined and is in development. |
This system will increase accuracy and timeliness of cash activity, resulting in improved cash flow, internal control, and improved collection from off-campus entities. |
| • Initiative: Prioritize and schedule administrative system improvements (III.6.) |
| What is it? |
When is it? |
Why is it important? |
| Develop a prioritized list with associated investment and resource requirements. |
In process |
Elazar to complete this section. |
| Expand StudentLink to include graduate student application process and tools. |
On hold, due to budgetary constraints. |
Instead, incremental enhancements to the existing graduate application system will be made. |
| Streamline Academic Personnel functions and incorporate in "People" area of Blink. |
The streamlining of academic personnel processes has begun. There is no firm date for completion at this time. |
Academic personnel processes are very complex and the simplification of these processes and inclusion on Blink would reduce costs and workload for academic department staff. |
| Develop tools for ad hoc ledger reports and other queries. |
This has been completed. |
The new query tools and dashboard provide an effective time-saving resource to staff who deal with financial transactions and analysis. |
| Create Web-based purchasing processes within Blink. |
Phase 1 will include the launch of UCSD Marketplace by fall 2003. |
UCSD Marketplace will save time in purchasing supplies and equipment, provide special discount pricing, and enhance controls over the procurement process. |
| Implement online travel expense voucher system. |
MyTravel Phase 1 Pilot launched fall 2003. |
Uses just-in-time edits to ensure compliance, saves 50% time in some cases, and provides timely reimbursements. For travel coordinators, MyTravel reduces review time. |
| • Initiative: Implement innovative staffing and back-up solutions (III.7.) |
| What is it? |
When is it? |
Why is it important? |
| Expand Staff Skill Bank program to include select titles. |
Expansion completed. |
This program provides skilled staff to departments with urgent needs for help in specific areas. |
| Implement job sharing where practical. |
Pending further review regarding feasibility. |
Greater employee flexibility. |
| Implement business officer buddy system. |
The ABA Mentorship Program was piloted in fall 2004 within Academic Affairs and will serve as a model program for the campus. |
This initiative provides mentoring to newer department business officers by helping them enhance their management skills and learn about UCSD culture and resources. |
| Review stipend policy to explore potential broader use. |
Concept and feasibility still under review. |
In determining appropriate pay for added lateral responsibilities. |
