Our Administrative Information Systems

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 In the past, our administrative systems and processes were siloed and inefficient, constrained by outdated technology.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. At the core of this initiative, Cornerstone, 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.

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


Budget Planning and Forecasting

The Responsibility Center Management 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. Learn more about our redesigned chart of accounts.

Project Champion: Kathy Dettloff - Vice President, Finance and Budget

Financial Management

Our redesigned chart of accounts provides a more comprehensive, yet streamlined, financial management and reporting infrastructure for the entire University. 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 Champion: Ernie DiSandro - Interim University Controller

Human Resources and Payroll

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 human capital management cloud solution.

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


Our universitywide, client-oriented procurement and payables platform supports processing transactions more effectively, reduce risks, and better manage spending. This initiative also includes transitioning from a lengthy, paper-based expense management process to a more streamlined and automated online system.

Project Champion: Nimish Patel - Associate Vice President, Procurement, and Chief Procurement Officer