B&F Strategic Framework
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2015 B&F Strategic Framework

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Key Initiatives-FY15

1. Implement Wellness
Strategies to support
the well-being of
the U-M Community
2. Manage Benefits Changes 3. Implement Administrative Services Transformation (AST) to achieve goals in Phase III (2013-2017)
4. Implement program of IT Rationalization 5. IT Strategic Plan and Investment Roadmap 6. Implement NextGen Michigan Technologies
7. Formalize relationships with Affiliates-includes AAUM, UMS, Publications 8. Allegiance Health 9. Capital Planning Process
10. Implement Major Capital Projects 11. Promote Safety 12. Facilities Maintenance Supply Chain Optimization

Reflections of the Strategies · Most Strategic for B&F to be Successful Overall (in Addition to Operational Priorities) · Need Everyone's Support · Significant Change for Users or Broad Impact on the University

1. Implement Wellness Strategies to support the well-being of the U-M Community

INDICATOR

METRIC

FY15 TARGET

STATUS

1.1
Evaluate the impact of our MHealthy efforts on key metrics such as participation, satisfaction, health risk factors, medical costs, absenteeism, and culture.

Complete the 5 year evaluation of M-Healthy by December 2014 and present to University executives.

The 5 year evaluation presented to EVPs by February 2015.

No Status

No Status

1.2
Implement targeted interventions and services to improve the health management of individuals with chronic conditions

Offer targeted programs to select high risk groups such as Nursing, Environmental Services and Service Maintenance.

At least 10 Nursing units participated in a Core Care Conditioning Program to address high risk of back pain this fall/winter by June, 2015

No Status

No Status

Plan to engage Environmental Services employees in programs to reduce their health risk levels developed with management, union reps and employees by spring 2015.

MHealthy Core Care Conditioning program and Tobacco Free campaign offered to Service Maintenance employees starting in the fall of 2014.

MHealthy and the Benefits Office will collaborate with the Medical Benefits Advisory Committee and the MHealthy Advisory Committee, to review pertinent data and make a decision about potential coverage of a Diabetes Prevention Program

Recommendation presented to Exec VPs by January 2015 as to whether to add Diabetes Prevention Program as a covered benefit under Health Plans. If approved, implementation plan developed by June 2015.

Build capacity and support among supervisors and middle managers regarding the value of employee health and well-being.

Conduct focus groups with supervisors and middle managers and design an effective intervention to help them build cutltures of health in their work units.

Focus groups conducted and intervention plan completed by April 2015.

No Status

No Status

Reflections of the Strategies · Most Strategic for B&F to be Successful Overall (in Addition to Operational Priorities) · Need Everyone's Support · Significant Change for Users or Broad Impact on the University

2. Manage Benefits Changes

INDICATOR

METRIC

FY15 TARGET

STATUS

2.1
Increase use of mail-order for prescriptions

Percentage of mail-order prescriptions divided by total number of prescriptions for maintenance medications

Increased mail order utilization from 8% to 10% of eligible maintenance medications achieved by June, 2015.

(Note: 10% is the immediate goal. The June 2016 goal is to double participation by increasing from 8% to 16% utilization)

In Progress

No Status

Comprehensive communication plan to be implemented over next 18 months, including leadership engagement (officer and dean talking points, HR officer notices) and community-wide messaging (video, targeted mail, advertising, newspaper articles and open-enrollment announcements).

2.2
Implement Employer Shared Responsibility (ESR) component of the Affordable Care Act (ACA).

Comply with ACA regulations and utilize transition relief to track and report full-time temporary employees for federal reporting requirements. (As defined by ACA, any employee working 30+ hours per week is required to be offered Health Care Coverage)

Process implemented by June 2015 for identifying, tracking and reporting eligible temporary employees to Federal Government for CY 2015

In Progress

No Status

Employers are allowed to offer coverage to 70% of their full time employees for CY 2015. The threshold for CY 2016 and subsequent years will be 95%. UM currently offers health care coverage to approximately 98% of its full time employees as defined by the ESR regulations.

Reflections of the Strategies · Most Strategic for B&F to be Successful Overall (in Addition to Operational Priorities) · Need Everyone's Support · Significant Change for Users or Broad Impact on the University

3. Implement Administrative Services Transformation (AST) to achieve goals in Phase III (2013-2017)

INDICATOR

METRIC

FY15 TARGET

STATUS

3.1
Implementation of shared services

Finalize implementation of SSC August 2014 phase

By June, 2015:

  1. standard SLA metrics identified,
  2. definition of all partnership agreements completed,
  3. standard reports or dashboard to units identified and delivered, and
  4. each processing team attained area SLA metrics for one process at least once.
In Progress

No Status

Collaboration among B&F units in support Share staff from source units (HR, Finance) with SSC to assist with the stabilization of the new organization.

Report summarizing staff movements on temporary assignment from Procurement Services, Financial Operations, and Human Resources to SSC (in support of reducing the initial workload as SSC staff acclimates to the new environment and processes.)

Communicate with SSC and schools/colleges/units regarding university policy.

Key Finance and HR staff participated in meetings with SSC staff and leadership to clarify processes and procedures in order to ensure that they adhere to university policy. Finance and HR staff and leadership also answered policy related inquiries by SSC staff and leadership.

Assist SSC in working to refine new processes.

Key Finance and HR staff participated in meetings with SSC staff and leadership to refine processes and procedures in order to ensure optimal efficiency and effectiveness.

3.2
Implement AST Project Plan

Rollout of processes identified for Winter 2015

By June 30, 2015:

  1. Executive Sponsor approval for Winter implementation plan and processes achieved
  2. Completed implementation of approved processes transitioning to SSC operations prior to June 30.
  3. Employee engagement plan milestones achieved for current staff and future team members of the SSC.
  4. Organizational design and plan for partnership and structure among HR, Finance and SSC described.
  5. University community approval for Winter implementation plan and processes dentified, designed and gained.
In Progress

No Status

"Retained Org" activities (e.g. U-M unit redesign, reassignment and rebalancing of admin support to faculty)

Retained Org progress tracked for in-scope units (via Unit Self reports) and reported to Exec Sponsors October, December and February/March (pending Go-Live dates)

Reflections of the Strategies · Most Strategic for B&F to be Successful Overall (in Addition to Operational Priorities) · Need Everyone's Support · Significant Change for Users or Broad Impact on the University

4. Implement Program of IT Rationalization

INDICATOR

METRIC

FY15 TARGET

STATUS

4.1
Implementation of shared services

Transition end user computing in academic units to the ITS shared service

9 Schools and Colleges (of the 18 eligible for this service) completed migration per plan to the MiWorkspace service OR the adjunct Bring Your Own Device (BYOD) service by June 30, 2015.

In Progress

No Status

Reflections of the Strategies · Most Strategic for B&F to be Successful Overall (in Addition to Operational Priorities) · Need Everyone's Support · Significant Change for Users or Broad Impact on the University

5. IT Strategic Plan and Investment Roadmap

INDICATOR

METRIC

FY15 TARGET

STATUS

5.1
IT Strategic and Capital Plans

Agreement among University leaders on the IT strategic plan and investment roadmap

The President and the IT Executive Committee (Provost, EVPCFO, EVPMA, and VP Research) approved (and the APG endorsed) version 2.0 of the IT Strategic Plan and Investment Roadmap by June, 2015.

In Progress

No Status

Reflections of the Strategies · Most Strategic for B&F to be Successful Overall (in Addition to Operational Priorities) · Need Everyone's Support · Significant Change for Users or Broad Impact on the University

6. Implement NextGen Michigan Technologies

INDICATOR

METRIC

FY15 TARGET

STATUS

6.1
Next Generation Teaching and Learning Ecosystem (Unizin)

Canvas pilots as part of Unizin

Canvas pilots completed that include at least 15 courses and 2000 students each, in fall term and in winter term.

In Progress

No Status

6.2
Advanced Research Computing Infrastructure

High speed storage service offering

The high speed storage solution is in pilot use by at least 3 researchers from more than one unit by June 30, 2015

In Progress

No Status

6.3
WiFi in Academic Spaces

Upgrade the University's WiFi infrastructure in academic spaces

Public Spaces: public spaces upgrades completed in 12 of the 18 identified buildings by June 30, 2015

In Progress

No Status

Installation Updates

Campus: Business case, funding request and implementation approach and building priortization completed and submitted to Provost and CFO.

Reflections of the Strategies · Most Strategic for B&F to be Successful Overall (in Addition to Operational Priorities) · Need Everyone's Support · Significant Change for Users or Broad Impact on the University

7. Formalize relationships with Affiliates-includes AAUM,
UMS, Publications

INDICATOR

METRIC

FY15 TARGET

STATUS

7.1
Develop and execute agreements with affiliates

New agreements

New agreements executed with two affiliates by June 2015

In Progress

No Status

Reflections of the Strategies · Most Strategic for B&F to be Successful Overall (in Addition to Operational Priorities) · Need Everyone's Support · Significant Change for Users or Broad Impact on the University

8. Allegiance Health

INDICATOR

METRIC

FY15 TARGET

STATUS

8.1
Integration (pending decision to move forward)

If the university moves forward, support implementation / integration of UMHS-Allegiance Health.

Based on the decision, plan for debt, tax, IT and workforce issues developed and implemented.

In Progress

No Status

Reflections of the Strategies · Most Strategic for B&F to be Successful Overall (in Addition to Operational Priorities) · Need Everyone's Support · Significant Change for Users or Broad Impact on the University

9. Capital Planning Process

INDICATOR

METRIC

FY15 TARGET

STATUS

9.1
Capital planning needs for projects exceeding $1 million

Partnership between Finance, Facilities, AEC, Office of the Provost and the Office of the CIO.

Options recommended to the EVPCFO and FinCap Committee for process and reporting enhancements, by June, 2015.

In Progress

No Status

Comprehensive capital selection model created for both building and technology by June, 2015

Roles, responsibilities and communication in this process defined by June 2015

Reflections of the Strategies · Most Strategic for B&F to be Successful Overall (in Addition to Operational Priorities) · Need Everyone's Support · Significant Change for Users or Broad Impact on the University

10. Implement Major Capital Projects

INDICATOR

METRIC

FY15 TARGET

STATUS

10.1
Munger Graduate Residences

Modular bathrooms

Construction of all modular bathrooms completed and delivered to site byJanuary 2015

No Status

No Status

Building enclosure

Building enclosure completed by March 2015

Mobility Transformation Facility

Construction

Construction completed by December 2014

No Status

No Status

Dennison Renovation Project

Construction documents

Construction documents completed by June 2015

No Status

No Status

Reflections of the Strategies · Most Strategic for B&F to be Successful Overall (in Addition to Operational Priorities) · Need Everyone's Support · Significant Change for Users or Broad Impact on the University

11. Promote Safety

INDICATOR

METRIC

FY15 TARGET

STATUS

11.1
Bio Research Shuttle

Plan

Operational plan including cost estimate written and submitted to EVPCFO by April 2015

No Status

No Status

11.2
Lab Safety

SPG Policy

Updated draft of SPG 605.1 and 605.2 prepared by December 2014

No Status

No Status

Training

Orientation training to be used in undergrad labs and for visitors to research lab developed by March 2015

Reflections of the Strategies · Most Strategic for B&F to be Successful Overall (in Addition to Operational Priorities) · Need Everyone's Support · Significant Change for Users or Broad Impact on the University

12. Facilities Maintenance Supply Chain Optimization

INDICATOR

METRIC

FY15 TARGET

STATUS

12.1
Leverage technology

Inventory system

Use of additional FMS inventory module functionality begun by April 2015

No Status

No Status

12.2
Inventory reduction

Excess/obsolete materials

Excess/obsolete materials provided to asset recovery supplier for the Central Campus East Region by February 2015

No Status

No Status

Excess/obsolete materials provided to asset recovery supplier for the Central Campus West Region by June 2015

12.3
Inventory control

In-scope inventory items

Cataloged in-scope inventory items in FMS for Health Sciences Region by February 2015

No Status

No Status

Cataloged in-scope inventory items in FMS for Health Sciences Region by June 2015

12.4
Process Improvement

Lean training

The leadership responsible for overall inventory management completed an initial Lean training course by June 2015

No Status

No Status

B&F Goals-FY15

Provider of Choice Employer of Choice Best in Class
Leadership
Engagement:
Listen, Learn, Lead

Measureable · Imply Priorities · Broadly Encompassing · Scorecard · Drive Initiatives and Projects · Results on Measures Tracked Year-to-Year

1. Become the University's Provider of Choice
for the U-M services we offer.

INDICATOR

METRIC

FY15 TARGET

STATUS

Customer Satisfaction

Action plans implemented in response to B&F 2013 Customer Survey.

Progress on action plans reported by January 30, 2015.

In Progress

No Status

 

Overall Customer Satisfaction scores as tracked on the bi-annual B&F Customer Survey.

B&F Customer Satisfaction overall mean satisfaction score maintained in March 2015 B&F Customer Survey (7.4 = B&F mean score in 2013).

In Progress

No Status

Maintain
Challenging to even maintain in the face of AST/IRTat, service reduction

 

 

The majority of BFCSIE groups overal satisfaction scores improved in the March 2015 survey and reported to Senior Staff by June 30

Via a report presented to Senior Staff by June 30th

Measureable · Imply Priorities · Broadly Encompassing · Scorecard · Drive Initiatives and Projects · Results on Measures Tracked Year-to-Year

2. Become the Employer of Choice for high-performing
staff members and teams

INDICATOR

METRIC

FY15 TARGET

STATUS

Employee Satisfaction

Action plans implemented in response to 2014 B&F Employee Survey data.

Unit action plans and targets implemented in response to B&F 2014 Employee Satisfaction Survey in place by November 30, 2014.

In Progress

No Status

ACTION: do a Senior Staff collective review by Dec 24 of the plans developed.

Progress on action plans reported by June 30, 2015

 

Overall Employee Satisfaction scores as tracked on the bi-annual B&F Employee Survey.

B&F Employee Survey mean satisfaction score increased by 2016 (73 = score in 2014).

In Progress

No Status

Measureable · Imply Priorities · Broadly Encompassing · Scorecard · Drive Initiatives and Projects · Results on Measures Tracked Year-to-Year

3. Demonstrate Best in Class Leadership in managing University Resources with respect to quality, cost, service and long term impact for the University

INDICATOR

METRIC

FY15 TARGET

STATUS

Effective B&F implementation and early adoption of relevant University-wide initiatives

No relevant measurable Key Initiative this year

-- --

Efficiency and Cost Savings

Budgetary Cost Reductions

4-6% total savings from FY15-17

In Progress

No Status

Lean Focus

B&F Lean expert hired by December 2014.

Will coordinate and support on an initial group of pilot projects

Measureable · Imply Priorities · Broadly Encompassing · Scorecard · Drive Initiatives and Projects · Results on Measures Tracked Year-to-Year

4. Engage all levels of B&F in listening to one another, learning and growing, and demonstrating leadership. Listen, Learn, Lead!

INDICATOR

METRIC

FY15 TARGET

STATUS

Supervisor development

Accountability

Further investment in a subset of BFLA Academy Alumni, per the FY15 BFLA alumni development plan.

No Status

No Status

ACTION: Senior Staff Discussion on BFLA alumni members progress, as a group

Faculty Education Modules

Faculty Education Modules

50% of B&F staff completed all of the (3) Faculty Education Modules by June 2015, as demonstrated by the online tabulation.

In Progress

No Status

B&F Vision   We will become a high-performance organization by:

Being known for our deep
expertise (both technical
and business)
Demonstrating (via
assessment and service)
our understanding of the
University's businesses
Serving as fiduciaries of
the University assets (physical, financial,
human, information and technology assets)

B&F Values

Respect and
Diversity
Ethics and
Integrity
Innovation Collaboration
Professional Growth
and Development
Quality and
Customer Service
Health, Safety and
Environment
Community

Beliefs, Organizational Principles and Standards · Guidance for Decsion-Making · Consistency and Alignment Between Organizational Values and Individual Behaviors
is Vital

Respect and Diversity

Treat all persons with dignity; capitalize on the wealth of viewpoints that reside in
our multi-faceted community; all contributions are valued.

Behaviors Consistent with this Value

  • Cross-functional teams
  • Give credit where due
  • Celebrate cultural diversity
  • Critique ideas, not people
  • Demonstrate courtesy (good morning,
    salutations, please, thank you)
  • Acknowledge others (their presence,
    ideas, contribution)
  • Provide explanations to decisions

Behaviors Not Consistent

  • Demonstrating close-mindedness
  • Showing bias/prejudicial treatment
    in decision making
  • Creating or promoting rumors
  • Rudeness
  • Engaging in "back-stabbing"
  • Working in silos
  • Pigeon-holing people
  • Stereotyping others

Beliefs, Organizational Principles and Standards · Guidance for Decsion-Making · Consistency and Alignment Between Organizational Values and Individual Behaviors
is Vital

Ethics and Integrity

Foster trust and honesty in your interactions. Behave according to established professional standards.

Behaviors Consistent with this Value

  • Walking the talk
  • Doing the right thing
  • Keeping your promises
  • Following through on your commitments
  • Choosing business partners that share your values

Behaviors Not Consistent

  • Lying, stealing, being deceitful or dishonest
  • Harassing
  • Not following the standard practice guide

Beliefs, Organizational Principles and Standards · Guidance for Decsion-Making · Consistency and Alignment Between Organizational Values and Individual Behaviors
is Vital

Innovation

The freedom to pursue informed risk-taking and creative problem solving; learning from our experience, thinking "outside the box" is our hallmark.

Behaviors Consistent with this Value

  • Trying new things
  • Accepting ideas ("no bad ideas")
  • Brainstorming
  • Turning problems into opportunities toexcel (turning trash into recyclables)
  • Leveraging technology, possessingtechnical proficiency/expertise
  • Sharing best/cutting edge practices
  • Using pilots

Behaviors Not Consistent

  • Creating "red tape" blocking new ideas
  • "We've always done it that way"
  • Rejecting ideas that are not "top down"
  • Viewing innovation as a function of having a big budget
  • Showing fear of or reluctance to change

Beliefs, Organizational Principles and Standards · Guidance for Decsion-Making · Consistency and Alignment Between Organizational Values and Individual Behaviors
is Vital

Collaboration

Recognize teamwork as the key to synergy, share more communication about each others' roles; pool resources; "think outside the cube"

Behaviors Consistent with this Value

  • Networking with other departments
  • Cross training
  • Seeking the ideas of others
  • Demonstrating strong communication skills
  • Engaging in teamwork
  • Picking up the phone
  • Empathy

Behaviors Not Consistent

  • Working in silos
  • Not sharing resources, ideas, feedback, and information with others
  • Making decisions without consulting affected areas/persons
  • Being closed to change or differing ideas
  • Assuming "negative intent"

Beliefs, Organizational Principles and Standards · Guidance for Decsion-Making · Consistency and Alignment Between Organizational Values and Individual Behaviors
is Vital

Professional Growth and Development

Investing in the professional growth of all staff through sharing experience and knowledge, and through education (training and cross training) and peer networking.

Behaviors Consistent with this Value

  • Budgeting for training time and costs
  • Certification and licensing training
  • Encouraging and rewarding staff for improving their skills
  • Supporting formal or informal mentoring programs
  • Engaging in career planning

Behaviors Not Consistent

  • Excluding professional development goals in goalsetting
  • Creating schedules that don't allow training
  • Not supporting staff participation in training
  • Supervisors not giving feedback

Beliefs, Organizational Principles and Standards · Guidance for Decsion-Making · Consistency and Alignment Between Organizational Values and Individual Behaviors
is Vital

Quality and Customer Service

Identifying performance standards and being a performance-based organization. Taking personal responsibility, having pride in work, identifying customer needs, responding quickly, workingtowards continuous improvement.

Behaviors Consistent with this Value

  • Partnering with customers
  • Practicing two-way communication withcustomers
  • Using data to anticipate customer needs
  • Following up and giving feedback on performance measures
  • Demonstrating an "open book" policy
  • Using metrics
  • Using change management tools

Behaviors Not Consistent

  • Delaying service(s) and providing no customer communication
  • Not responding to feedback
  • Finger pointing and blaming others
  • No accountability and ownership
  • Unclear direction, roles or responsibilities
  • Making arguments based on anecdotes rather than data

Beliefs, Organizational Principles and Standards · Guidance for Decsion-Making · Consistency and Alignment Between Organizational Values and Individual Behaviors
is Vital

Health, Safety and the Environment

The holistic view that blends our support for healthy individual behaviors with our desire to provide a beneficial, safe working environment and promote environmental stewardship.

Behaviors Consistent with this Value

  • Creating rewards for workplace safety
  • Demonstrating high-level commitment to the environment
  • Supporting "green" power
  • Recycling
  • Utilizing workplace ergonomics
  • Supporting staff flu shots, exercise programs, blood pressure tests
  • Encouraging workplace wellness

Behaviors Not Consistent

  • Lack of involvement
  • Wasteful behavior
  • Not turning off lights
  • Unhealthy personal behaviors

Beliefs, Organizational Principles and Standards · Guidance for Decsion-Making · Consistency and Alignment Between Organizational Values and Individual Behaviors
is Vital

Community

A group of people united by a common vision and shared values and norms, who are dedicated to supporting each other and enhancing their knowledge and performance to reach a shared goal.

Behaviors Consistent with this Value

  • Taking ownership over making it better "where you live"
  • Acknowledging the balance between personal and work lives
  • Clear vision and goals
  • Appreciating the contributions of each member
  • Looking out for each other

Behaviors Not Consistent

  • Hostile work environment
  • Only out for yourself or your group
  • Holding on to information

B&F Mission

We partner with the University community to provide the technical, financial, physical, information and human resource infrastructure essential to being a great
public university of the world.

What We Do · The Reason A Division, Unit or Department Exists · A Mission is Sometimes Encapsulated in a Motto or Short Slogan

We Make BLUE GO

University Mission

University Mission

President's Vision

President's Vision