Our Administrative Information Systems

Rutgers is at a decisive moment in our 250-year history. We have embarked upon a strategic initiative that will totally transform our business operations. In the past, our administrative systems and processes were siloed and inefficient, constrained by outdated technology. In recent years, we have taken steps to close the gaps in our infrastructure, standardize our processes, and update systems to unify our employees under one Rutgers identity.

This initiative will enable us to realize our vision for the future. We will be guided by:

  • our people and organizational structures,
  • our business processes,
  • the impact of our services on internal and external customers,
  • the way we measure our performance and apply metrics, and
  • the technologies we use to conduct business.

The goals of this initiative are to:

  • Support efficient, effective, and responsive business practices and processes
  • Provide real savings for strategic initiatives
  • Transition to the Responsibility Center Management budgeting model
  • Deliver reliable and accessible information to academic and administrative leadership through improved management reporting capabilities

Business Processes and Aligned Systems Changes

At the core of this initiative is the design and implementation of a new universitywide operating model, including policies, processes, and business practices to enable effective and efficient service delivery to the University community.

Organizational chart

Budget Planning and Forecasting

The Responsibility Center Management (RCM) budget model increases accountability and transparency for revenue-generating and service delivery centers across the University. This enables units to focus on longer-range planning, while providing better data, more control, and greater flexibility to prioritize resource decisions. The University is implementing a phased rollout of the re-designed Hyperion planning and forecasting application to further support the new budgeting, planning, and forecasting approach. Learn more about our redesigned chart of accounts.

Project Champion: Kathy Dettloff - Vice President of Financial Planning and Budgeting

Financial Management

Our redesigned chart of accounts provides a more comprehensive, yet streamlined, financial management and reporting infrastructure for the entire University. The monthly financial closing and reporting process will ensure consistency in process and quality of results. Our integrated approach will enable the University to transform its business operations to be more effective and responsive through better access to information, robust analytics, and improved internal and external reporting.

Project Champions: Peter Larson - Associate Vice President and University Controller; Terri Kinzy - Vice President of Research Administration

Human Resources and Payroll

Following the implementation of the New Jersey Medical and Health Sciences Education Restructuring Act in July 2013, Rutgers maintained two separate employee administrative systems to support a university-wide workforce of more than 23,000 full-and part-time employees. The University transitioned to a single, integrated employee administrative system to facilitate unified and more consistent Human Resources and Payroll functions. The purpose of the business process redesign phase is to increase efficiency, fit for future state technology, and minimize overlaps as we move to a new HCM Cloud solution.

Project Champions: Vivian Fernández - Senior Vice President, Human Resources and Organizational Effectiveness; Richard Aks - Vice President, Finance, and Associate Treasurer

Procurement

Rutgers University created a universitywide, client-oriented procurement and payables platform to process transactions more effectively, reduce risks, and better manage spending. Users will experience a “market-like” online experience, using catalogs of goods and services provided through competitive contracts with vendors. This initiative also includes transitioning from a lengthy, paper-based expense management process to a more streamlined and automated online system.

Project Champion: Michael McLatcher - Interim Executive Director of University Procurement Services