An Operational Excellence Program
Campus Shared Services (CSS) began as a part of UC Berkeley’s Operational Excellence effort, a multi-year, multi-project effort to make the operations of UC Berkeley more efficient so that the University may direct more resources toward teaching and research.
UC Berkeley Campus Shared Services (CSS) opened its doors in January 2013 and completed its multi-year implementations on March 30, 2015. Throughout the implementation phase(s), CSS collaborated with campus units to develop rigorous planning and collaborative efforts to ensure a smooth transition. An Implementation Roadmap was routinely used for each division which outlined key dates, transition milestones, and the CSS contacts. Here is an example of the Implementation Roadmap for the February 2015 transition of the Arts & Humanities divisions of the College of Letters and Science.
The development of shared services on the Berkeley campus has been a highly collaborative and open endeavor since planning began. During the project’s design phase, a team comprised of campus staff, faculty and student volunteers joined in the development of a blueprint solution specifically for Berkeley. The team prepared a white paper, which provided an important foundation for the dedicated OE Campus Shared Services (CSS) Implementation Team that followed. Of course, as is the case for the other Operational Excellence projects, the proposal, budget and progress have all been public even before the proposal was approved by the Executive Committee.
Throughout implementation, the team relied on various campus work groups made up of staff, faculty and students collaborating with CSS staff to identify the most effective processes. Through the work groups, campus stakeholders have been actively engaged in design proposals, process and funding development, savings expectations and progress against goals. Watch an early implementation work group in action in this video.
Now past the implementation stage, Campus Shared Services is focusing on stabilization and learning from the staff, faculty and students who use our services, how to best meet their needs. For example, in a recent redesign of hiring processes for graduate students, CSS teams consulted and partnered with staff from the colleges being served (College of Natural Resources and Biological Sciences Division). When looking at improving any campus process, CSS applies a process improvement framework with an emphasis on looking at the process from the campus perspective.
Governance and Accountability
The CSS organizational structure and governance for operations, demonstrate a strong model of accountability to the campus. CSS Service Directors who report dually to the CSS Chief Operating Officer and to campus academic and administrative leaders meet regularly with faculty and staff. Together, they seek out opportunities for reducing administrative complexity and redundancy, and resolve service problems that may arise.
The original CSS Funding Model was approved by the OE Executive Committee in February 2013 and was in effect through June 30, 2016. The funding model going forward is under review.