MAJOR PROJECTS + INITIATIVES
Learn about the key IT efforts that are supporting UCR's mission and growth:
CA Gender Act
Pursuant to the Gender Recognition and Lived Name policy issued by the UC Office of the President on November 6, 2020, the University must provide the minimum three equally recognized gender options on university-issued documents and IT Resource systems — woman, man and nonbinary — and an efficient process for current students and employees and UC alumni and affiliates to retroactively amend their gender designations and lived names on university-issued documents, including eligible academic documents, and in IT Resource systems. This project will include discovery efforts to identify ITS managed systems that are subject to this policy, a determination of the level of effort required to remediate such systems, the remediation & modification of non-compliant systems, and the establishment of internal ITS process to ensure that any new system implementation that falls within the scope of this policy is also compliant with the requirements noted above.
The Impact23 program is a multi-year initiative that will transform the way UC Riverside (UCR) transacts, develops budgets, tracks spending/revenue, and performs financial reporting. With robust organizational representation and input from subject matter experts and advisors across UCR central offices and academic departments, the program's focus is to implement the UC mandated Common Chart of Accounts (CCOA), standardize business processes, and replace existing financial systems with new, cloud-based applications that include Concur Travel & Expense, Kuali Sponsored Programs, and Oracle.
As part of the ongoing development of UCR’s IT shared governance structure and processes, the Information Technology Executive Governance Committee (ITEG), the Technology Advisory Boards (TABs) and ITS Leadership have articulated a shared set of strategic campus IT initiatives. These initiatives provide strategic direction for the utilization of ITS’ resources and a framework for decision-making on requests for IT projects and resources received by ITS from campus units.
Academic Technology Advisory Board
The Academic Technology Advisory Board (AcTAB) collaboratively evaluates the proposed academic related technology initiatives that affect students and/or faculty and determines the central campus technology priorities against available technical resources.
Administrative Technology Advisory Board
The Administrative Technology Advisory Board (AdTAB) collaboratively evaluates the proposed administrative technology requests to determine the central campus technology priorities against available technical resources.
IT Executive Governance Committee
The IT Executive Governance Committee (ITEG) collaboratively assesses the strategic value of technology initiatives for the campus at large. When there are funding requirements to implement a given technology initiative, ITEG evaluates the viability of the given requests based on recommendations from the Academic Technology Advisory Board and the Administrative Technology Advisory Board and makes funding decisions and/or recommendations.
The ITS Project Management Office (PMO) makes prioritization recommendations for each request based upon strategic alignment and provides resource allocation information to support decision-making. View the Fiscal Year 2021 Campus IT Strategic Initiatives and the current TABs and ITEG Rosters.
Project prioritization is the process by which ITS portfolio managers develop and confirm a priority for approved projects for ITS. Project prioritization is part of the demand and project processes and starts with the intake of an inquiry and conversion/initiation as a demand record, and continues through demand development, scoring, and the assignment of a preliminary priority. The process ends with the assignment of a final priority to a project as part of demand approval by the appropriate governing authority.
The Project Prioritization Framework references the Campus and IT strategic initiatives to prioritize projects based on the level of confidence and value that is assessed during the intake process. As part of the regular practice of maintaining this framework, these values will be reviewed and adjusted, based both on feedback from ITS and campus leadership, and the finalization of UCR’s new long-term strategic plan.