The University of California is faced with an unprecedented challenge: having to plan for and accommodate 60,000 new students and 7,000 new faculty by 2010. In other criteria, general planning structures and processes are covered. In this summary, we will focus on a particular, very ambitious example, the New Business Architecture, because it exemplifies the integrated planning that is the the topic of this criterion.

To help UC campuses address the multi-faceted implications of this growth, the Office of the President formed a planning group, with a goal of identifying the strategies needed to manage growth effectively while controlling costs and improving the overall work environment for UC employees. In July 2000, the group developed a report outlining a New Business Architecture (NBA) for the UC system.

The NBA envisions an operating environment strikingly different from the current one. In short, it calls for the development of campus business portals capable of integrating multiple campus systems and resources, the streamlining of cumbersome policies and processes, and the leveraging of new technology to contain costs and improve services to UC's constituents.

UC Davis quickly recognized the need for a creative and collaborative approach to meet the tight timeframe and the multi-faceted challenges at hand. The UC Davis New Business Architecture Initiative was officially launched in September 2001 when the MyUCDavis Web portal was identified as the foundation for the development of a campus enterprise portal from which students, faculty and staff will be able to access a range of administrative, business, and academic resources.

Transforming MyUCDavis into an enterprise portal is a complex undertaking. Involving more than just technology, a project of this nature also entails re-engineering campus processes, examining policies, and preparing for major cultural change. To ensure broad representation, early buy-in, and long-term success, the UC Davis NBA team structure (including a Steering Committee, Implementation Workgroup, Technology Development Team, Change Management Team, and Business Processes Team) was carefully designed with representatives from all major campus organizations, including senior campus administrators, staff, faculty, technologists, and other specialists. In all, 70+ team members are directly involved in making the NBA vision a reality on the UC Davis campus.

Beyond the NBA team membership, planning processes have included broad consultation and a series of interviews with key segments of the campus population. This ongoing feedback mechanism provides critical information for the development of an NBA approach that effectively combines UC Davis goals and priorities with constituent needs. A similar approach, relying heavily on user group and campus constituent feedback as well as close connections with the NBA teams, guides the identification and development of new functionality for the MyUCDavis portal.

The UC Davis NBA Initiative recently concluded its first year. Yet it has already profoundly changed the ways in which the UC Davis campus approaches, plans for, and implements strategic solutions to academic, personnel, fiscal, and technological needs. It is the latest example of the campus ability to successfully work together towards a common institutional goal.

This document reviews the planning that went into the new Sciences Laboratory Building.