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CONTROLLER’S OFFICE STRATEGY

CONTROLLER’S OFFICE STRATEGY. July 2008. CONTEXT—AS A STATE INSTITUTION WE ARE HELD TO A HIGHER STANDARD:. “ The University of California shall constitute a public trust… California Constitution, Article 9, Education

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CONTROLLER’S OFFICE STRATEGY

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  1. CONTROLLER’S OFFICE STRATEGY July 2008

  2. CONTEXT—AS A STATE INSTITUTION WE ARE HELD TO A HIGHER STANDARD: • “The University of California shall constitute a public trust… California Constitution, Article 9, Education • “The University, as a public institution, has a special stewardship obligation…” UC Accounting Manual, Section A-000-4 • “We succeed by earning the…respect and trust of those who govern us, support us, and do business with us.” Mission of Business Administration and Operations Adapted from materials by John Gregg of UC Davis for BOI Our inspiration and responsibility are: stewardship and upholding the public trust.

  3. CONTEXT CONT’D—WE SPOKE TO STAFF AND CUSTOMERS Staff: Vice Chancellors & Deans: • Desire financial expertise and advice to ensure the successful implementation of strategic initiatives and reduce risk to the organization. Faculty/staff: • Transactions processed in a timely and accurate manner. • Service and policies that are easy to access and use. • Need technology systems, policies, and guidelines that are easy to understand and implement. • The stewardship level, administrators need decision support to effectively fulfill their roles as financial stewards. Customer: Administrative Managers: • Information and support in real time. • Self service environments operated 24/7. • Seamless integration of systems (i.e. financial aid, billing, and registrar). Students:

  4. CONTROLLER’S OFFICE VISION • To be a trusted advisor working in partnership with faculty, students and staff to enhance the financial stewardship of the campus. We will avoid being: Controlling Insensitive to customer’s business needs Compliance officers Inflexible We will be: Facilitative Accountable Supportive A Trusted Advisor Proactive Our goal is to improve financial stewardship for the campus and to uphold the public’s trust in the institution and mission of UC Berkeley.

  5. BUILDING OUR VISION • Our promise is to create value for customers: • Make services and policies easier to use • Process transactions in an accurate and timely manner • Facilitative systems • Provide access to financial expertise to help solve customers immediate problems • Teach customers about financial management Values: Strategic Themes: Foundation

  6. Implement an educational outreach program targeted by level and need The Controller’s Office vision is to be a trusted advisor working in partnership with faculty, staff, and students to enhance the financial stewardship of the campus and to uphold the public’s trust in the institution and mission of UC Berkeley. Strategy Map Create Value for Customers • Process transactions in an accurate and timely manner • Provide accessible financial expertise to help solve my immediate problems • Make services and policies easer to use • Teach me how • Develop facilitative technology systems Improve Operational Excellence Strengthen Management of Risk Increase Campuswide Financial Acumen and Performance • Streamline business processes • Implement an educational outreach program targeted by level and need • Establish a framework to effectively identify, assess and manage campus risk • Deliver effective and efficient financial services • Develop consultation and guidance services • Mitigate key campus risks • Increase project management and business process analysis skills • Increase the knowledge, skills and abilities needed to identify and manage risk • Maximize current analytical applications • Increase investment in transactional applications • Develop knowledge about our customers’ changing needs Establish a High Performance Culture • Improve communications internally and externally • Recognize and value staff who align actions with values and strategy • Retain and attract top talent • Develop a dynamic culture able to problem solve and implement strategic initiatives

  7. HOW WILL WE GET THERE?

  8. HOW STRATEGY AND OPERATIONS WORK TOGETHER Strategic vision and organizational aspirations Future state of operations Operational Excellence Strategic initiative Current state of operations Time

  9. BUSINESS PLAN FOR FISCAL YEAR 2008-2009 Deliver effective and efficient financial services Increase investment in key transactional applications

  10. BUSINESS PLAN FOR FISCAL YEAR 2008-2009 Establish a framework to effectively identify, assess, and manage risk Develop consultation and guidance services to increase accessibility to expertise in managing risks Mitigate key campus risks

  11. BUSINESS PLAN FOR FISCAL YEAR 2008-2009 Implement an educational outreach program targeted by level and need • Provide sustainable, ongoing training programs for key financial processes 2007–2010. • Develop an online learning environment. • Implement learning management system. • Develop and implement consistent templates for job performance support tools. • -Focus on Travel and Entertainment tool content. • Pilot periodic drop in hours in General Accounting. • Pilot quarterly meetings/brown bags on emerging topics in Extramural Funds Accounting. • Analyze the effectiveness of the above methods to determine whether to continue and expand. Develop consultation and guidance services to increase accessibility to financial expertise

  12. BUSINESS PLAN FOR FISCAL YEAR 2008-2009 • Conduct periodic review of communication effectiveness. • Develop or acquire tools and job aids to assist learning. • Monitor and evaluate outgoing messages against the Controller Office’s communication standards and guidelines. • Director rounds to give an overview of their functional areas, discuss interactions, job types and skill sets needed for the field. Improve communications internally and externally • Establish project management standards and templates for projects managed by the Controller’s Office. • Build awareness of business process analysis methodology by training select BPA team members. Develop a dynamic culture able to problem solve and implement strategic initiatives • Partner with HR to explore outreach programs focused on increasing interest in financial positions (e.g. recruiting micro site). • Pilot human capital resource sharing for strategic initiatives and projects across the Controller’s Office. • Develop an orientation packet for new employees. Retain and attract top talent Recognize and value staff who align actions with values and strategy • Develop ways to recognize staff. • Implement a consistent performance management process across the Controller’s Office.

  13. CALENDAR OF STRATEGIC INITIATIVES 2008-2009

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