The Responsibility Center Management budget model raises accountability and transparency for the University’s revenue-generating and service delivery centers. This enables units to focus on long-range planning through better data, more control, and greater flexibility to prioritize resource decisions. We are implementing a phased rollout of a Hyperion planning and forecasting application to support the new budgeting, planning, and forecasting approach.
The redesigned chart of accounts is the basis for consolidated and comprehensive, yet streamlined, financial management and reporting environment for the University. The monthly financial closing and reporting will ensure consistency in the process and quality of results. Our integrated approach will enable Rutgers to become more effective and responsive through better access to information, robust analytics, and improved internal and external reporting.
Following the integration of nine academic and clinical units from the University of Medicine and Dentistry of New Jersey into Rutgers in July 2013, Rutgers has maintained two separate employee administrative systems. We are transitioning to a single, integrated employee administrative system to facilitate unified and more consistent Human Resources and Payroll functions. This is a significant step toward creating a more consistent employee experience.
We are creating a universitywide, client-oriented procurement and payables platform to process transactions more effectively, reduce risks, and better manage spending. The “market-like” online experience features catalogs of goods and services provided through competitive contracts with vendors. This project also includes transitioning from a lengthy, paper-based expense management process to a more streamlined and automated online reimbursement system.
Additional Projects Underway
We are overhauling the administration of research grants to be more efficient and supportive in all phases of the grant process—from proposal submission and negotiation of grant-related agreements to award setup, compliance, and reporting. This includes grant submissions, corporate contracts, institutional review boards, post award management, and effort reporting. Additionally, in an effort to streamline operations, increase accountability for research administration, and provide enhanced access to research data for all stakeholders, Rutgers implemented RAPSS, a new electronic research administration and grant submission system.
The student experience improvement initiative is a comprehensive assessment of the University’s enrollment management and student account functions. The project focuses on understanding student service levels, supporting organizational structures, business processes, compliance risks, and technology within enrollment management and student accounts functions. This initiative reflects our dedication to providing seamless, integrated, effective, and responsive student services that meet Rutgers students’ needs, aligned with the expectations associated with being a world-class institution.