| • Initiative: Adopt resource allocation principles (I.1.a.) |
| What is it? |
When is it? |
Why is it important? |
| Obtain budget committee support for principles. |
Implemented |
Raise awareness of the importance of staff in sustaining UCSD's excellence. |
| Communicate principles to vice chancellors. |
Implemented |
Ensure that managers and those with budget authority understand principles. |
| • Initiative: Analyze VC area support needs and funding strategies (I.1.b.) |
| What is it? |
When is it? |
Why is it important? |
| Assess support requirements in vice chancellor areas. |
Implemented |
Vice chancellor areas now assess staff support requirements. |
| Include suport needs analysis in annual budget presentation. |
Implemented |
Each vice chancellor now takes account of staff support needs in their presentations. |
| • Initiative: Prevent disproportionate cuts to support budgets (I.1.c.) |
| What is it? |
When is it? |
Why is it important? |
| Develop relevant analysis and present to the Budget Committee. |
This was implemented in 2002, and will continue each year. |
The Budget Committee will consider impact of budget reductions on support staff along with other functions. |
| • Initiative: Oppose the imposition of non-designated cuts (I.1.d.) |
| What is it? |
When is it? |
Why is it important? |
| Communicate with UCOP regarding UCSD's position. |
This was done in 2002 and 2003, and will continue into the foreseeable future. |
UCOP fully appreciates the negative impact of non-designated cuts to campus operations. |
| • Initiative: Appoint a staff representative to the Chancellor's Budget Committee (I.1.e.) |
| What is it? |
When is it? |
Why is it important? |
| Draft letter, select candidate, and inform candidate or role. |
Implemented |
A staff representative was appointed in 2002 and 2003. This will be a continuing position on the committee. |
| • Initiative: Develop a campus investment fund for administrative innovation (I.2.a.) |
| What is it? |
When is it? |
Why is it important? |
| Explore feasibility of creating an investment fund. |
Feasibility was reviewed. |
Given budget constraints, the recommended fund will not be established. |
| Develop an application process and criteria for use of funds. |
Not necessary to develop process. |
The fund will not be established. |
| • Initiative: Establish a campus administrative support office (I.2.b.) |
| What is it? |
When is it? |
Why is it important? |
| Review feasibility of a function that triages and coordinates complex business issues. |
Feasibility was reviewed. |
A decision was made to not proceed with establishing a separate office, but rather to enhance Blink's help functions to handle more complex support to staff in departments. |
| • Initiative: Provide incentives for better use of existing support resources (I.3.) |
| What is it? |
When is it? |
Why is it important? |
| Identify opportunities to expand PWRuP. |
Opportunities to expand PWRuP were identified by the Rapid Process Redesign Group. |
PWRuP will be expanded, on a pilot basis, to the Jacobs School of Engineering and select departments at UCSD. |
| Look at other opportunities and recognition of efforts. |
This has been done, and is an ongoing process. |
An example of these ongoing efforts include the Rapid Process Redesign effort and the Sharecase event. |
| • Initiative: Develop and fund technology replacement plans (I.4.) |
| What is it? |
When is it? |
Why is it important? |
| Develop technology replacement plans for key staff roles. |
The chancellor has instructed vice chancellors to develop such plans. |
Each vice chancellor now takes into account the technology needs of support staff. |
