Administrative Services and Strategic Executive Team (ASSET)

Meet and Greet

April 14, 2025

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Who is ASSET?

ASSET is a partner-focused, action-oriented shared service team dedicated to delivering collaborative, innovative, and strategic support across various organizational functions, including administrative, human resources, and budget/financial services, along with policy interpretation and compliance.

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ASSET serves as a key gateway for supporting and advancing critical strategic goals and initiatives on behalf of campus leadership.

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By leveraging the team's collective expertise, ASSET provides organizational units with a tailored portfolio of services designed to meet their specific needs.

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ASSET is committed to providing a first-class experience that consistently exceeds expectations in service, quality, value, and excellence.

Core HR Functions Performed by ASSET

• General HR Consultation
• Recruitment Management
• Position Management
• Appointment Management
• Total Compensation
• Executive Searches Management
• Employee Onboarding & Separations
• Payroll Administration
• Background Checks- Live Scan
• Benefits & Leave Administration
• Labor and Employee Relations
• Performance Management
• Incentive Award Programs Management (STAR, SPOT etc.)
• Employment Contract Administration
• HR Policy Review, Interpretation & Compliance
• Timesheet Management
• Personnel File Management
• Employee Compliance Training Management
• HR Audits & Data Requests

Core Finance/Business Ops Functions Performed by ASSET

• Full Scope Financial Management
• Financial Reporting, Reconciliation, & Expense Tracking
• Financial Consultations
• Budget Development & Submissions
• Funding Commitments
• Contract and Grant Management
• Salary Cost Transfers
• Space Management
• Procurement Management
• Business Operations Support
• Procurement/T&E Card Administration
• Travel Management
• Employee Reimbursements
• Contract Administration
• Administrative Services
• Policy Review, Interpretation & Compliance
• Financial Audits & Data Requests

Other Functions Performed by ASSET

• Short & Long Term Planning
• Strategic Planning & KPI Development
• Process Management & Improvement
• Project & Portfolio Management
• Event Management
• Change Management
• Communications Management

• ASSET follows a portfolio management service delivery model.

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• This approach to work is based on dedicated team members serving as centers of expertise for their partner groups.

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• It leverages a hybrid model that blends the specialized expertise of subject-matter specialists with the flexibility and adaptability of cross-functional generalists.
• This approach allows the team to respond nimbly to changing needs and priorities, while leveraging specialized knowledge where necessary.
• The combination of both specialized and generalist roles fosters a collaborative environment, enhancing overall efficiency, responsiveness, and strategic alignment across operations.

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ASSET Partner Service Delivery Model

Effective Portfolio Management

Dedicated Team Members for Partner Engagement

Leadership Engagement – Meeting Cadence

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Weekly – Leadership Engagement – Org Unit

Monthly – Department Head Meeting with

HR, Budget & Business Operations

Monthly – Cabinet/Leadership Meeting

Adhock – topic specific or need based

Escalations – as needed

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ASSET Advisory Board

Advisory Board Members

Michael Richards

Associate Chancellor

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Standing for Chancellor’s Org

Ken Baerenklau

Associate Provost

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Standing for Provost Org

Sheila Hedayati

Executive Director,

EH&S Division

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Rotating for PB&A

Gerry Bomotti

Vice Chancellor and CFO

Ex-officio (non-voting)

Denise Woods

Vice Chancellor, Health, Wellbeing, and Safety

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Standing for HW&S

New Advisory Board Members

Emily Engelschall

Associate Vice Chancellor Enrollment Services

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Standing for Enrollment Services

Marko Princevac

Vice Provost for International Affairs

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Standing for International Affairs

Louie Rodriguez

Vice Provost and Dean of Undergraduate Education

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Standing for Undergraduate Education

Advisory Board Structure

Administrative Services and Strategic Executive Team (ASSET)

Gerry Bomotti

Vice Chancellor, Planning, Budget & Administration

Advisory Board

Board Composition

• 1 representative – Chancellor’s Org (Org 20)
• 1 representative – Health, Wellbeing, and

Safety (ORG 42)

• 1 representative – Provost’s Org (Org 31)

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• 1 representative – Planning, Budget, and Administration (Org 39), Facilities Services/PD&C (Org 28 and Org 30), and Auxiliary Services (Org 19)
• 1 representative – Enrollment Services (Org33)
• 1 representative – International Affairs (Org 32)
• 1 representative –Undergraduate Education (Org 36)

Meeting Cadence:

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• Board - Quarterly Meetings with ASSET Leadership.
• Individually – Weekly Meetings with ASSET Leadership.

• Provide input and recommendations on ASSET operations, overall strategic direction, budget/resource deployment and priorities.

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• Provide input and recommendations on ASSET service delivery, performance ratings/metrics, ongoing support, and process improvement initiatives.

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• Support a culture of continuous improvement, professional development, and implementation of leading best practices.

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• Represent the interests of units supported by the ASSET team and engage in regular feedback with stakeholders.

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Advisory Board Collective Charge

General Administration

FAST Integration

Business Case for Team Integration

• By integrating the ASSET and FAST teams, UCR will create a more agile, cost-effective, and collaborative structure, better positioned to meet evolving needs and drive improved outcomes in business and HR operations and service delivery.
• The integration is a strategic move toward a unified, efficient administrative support system.
• It will allow UCR to leverage the strengths of both teams, creating efficiencies in operations and enhancing the overall effectiveness of business and HR functions.
• With a unified approach, the newly integrated team will have the flexibility to adapt quickly to changes, streamline workflows, and eliminate redundancies, ultimately resulting in a more responsive and resource-efficient system.
• The integration will also foster greater collaboration across departments, encouraging a more cohesive working environment where cross-functional teams can innovate and problem-solve together.
• Additionally, the strategic alignment of ASSET and FAST will be a forward-thinking move toward building a more resilient and future-ready administrative support system for UCR.

Integration Approach – Lift and Shift

Initial stage: Lift and Shift

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When contemplating the integration of FAST to ASSET, the most effective strategy is to begin with a “lift and shift” approach to existing operations.

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• This method allows for the careful development of a comprehensive integration plan.

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• Under a "lift and shift" model, the two teams would initiate the integration process under unified leadership who will collaborate to develop a full implementation plan, leveraging the collective expertise of both teams.

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• This process will also provide an opportunity to identify gaps and critical pain points that need to be addressed.

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General Timeline : FAST Leadership Integration – April 2025

FAST Team Integration into ASSET –July 2025

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Team Integration and Implementation Plan

• Establishment of a core leadership team responsible for developing a plan for team integration and implementation to be approved by the Advisory Board Meeting.

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• The leadership team will prioritize the creation of a comprehensive integration and implementation strategy designed to forge a unified team, seamlessly combining the distinct cultures of ASSET and FAST.

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• This effort will focus on nurturing a new, cohesive organizational culture that balances the unique strengths of both teams.

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• Key strategies will include team-building exercises, the establishment of shared core values, and providing ample support for change through tailored training programs, leadership coaching, and cultivating a culture of open feedback and communication.

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• This will involve mapping out critical timelines, identifying key stakeholders, and ensuring alignment between both teams.

Transition Timeline

Phase 1: Pre-Integration Planning (2 months: March - April 2025)

Phase 2: Integration Strategy Development (2 months: May –June 2025)

Phase 3: Team Building and Culture Integration (ongoing)

Phase 4: Implementation of Integration Plan (3-6 months: July –December 2025)

Phase 5: Evaluation and Continuous Improvement (Ongoing)

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Questions