B&F Strategic Framework
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2014 B&F Strategic Framework

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Key Initiatives-FY14

1. Implement Wellness
Strategies to support
the well-being of
the U-M Community
2. Manage
Institutional Risk
3. Implement Administrative Services Transformation (AST) to achieve goals in Phase III (2013-2017)
4. Implement Program of IT Rationalization 5. Roll Out IT Strategic Plan 6. Implement Next Gen Mich IT Environment
7. Promote Environmental Sustainability 8. Implement Major Capital Projects 9. Lab Safety
10. Facilities Maintenance Supply Chain

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

FY14 TARGET

STATUS

1.1
MHealthy Participation Goal

Participation among our benefits eligible population in the MHealthy university-wide health questionnaire and biometric screening

45% of UM benefit eligible employees will participate in both the health questionnaire and biometric screening in 2014

achieved

Achieved

45% of UM benefit eligible employees completed the health questionnaire and biometric screening.

1.2
MHealthy Thrive

Launch of the communication campaign and website for MHealthy Thrive (addressing stress risk in the UM population)

December 31, 2013

achieved

Achieved

The MHealthy Thrive communication campaign and website launched in November 2013.

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 Institutional Risk

INDICATOR

METRIC

FY14 TARGET

STATUS

2.1
Health Plan Design, Co-Pay Changes

Communicate and implement medical and Rx drug co-pays for CY 2014

Complete by 1/1/2014

achieved

Achieved

Completed as part of Open Enrollment Communications for CY 2014

2.2
Eliminate health plan opt-out cash for CY 2014

Communicate and implement change for CY 2014

Complete by 1/1/2014

achieved

Achieved

Completed as part of Open Enrollment Communications for CY 2014

2.3
Expanded LTD plan design changes and rate decreases

Implement rate reductions for employees in advance of plan design changes. Implement plan design changes recommended by committee

Implement rate changes by 7/1/2013. Communicate and implement plan design changes for Open Enrollment, 2013.

achieved

Achieved

Completed rate changes as of 7/1/2013 and communicated plan design changes as part of LTD campaign in conjunction with Open Enrollment Communications for CY 2014

2.4
Develop and sponsor new committee assigned to review the benefit design and eligibility for retirement savings plans and retiree health plans

Support committee with data and resources

Committee report due 1/31/2014

achieved

Achieved

Committee completed report and presented to: EVP's-12/17/13, EO's-1/14/14, APG-1/22/14, Regents 2/20/14

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

FY14 TARGET

STATUS

3.1
Implementation of shared services (with Laurita)

Finalize process design and chargeback model for shared services.

November 30, 2013

achieved

Achieved

Tony Burger delivered proposed process design and chargeback model to APG (deans) on November 6. Reconfirmed with APG on April 23.

Layer issue needs to be addressed.

Implement workforce transition plan.

December 31, 2013

Achieved

Everything on the plan to be achieved by December was achieved. Post 12/31 deliverables were delayed.

Select shared services facility and have ready for occupancy.

March 31, 2014

Partially Achieved

3.2
Track Waves 1 and 2 of Strategic Sourcing

3.2.1 Deliver semi-annual reports to units on strategic sourcing savings achieved

12/31/2013

not achieved

Achieved

Finalizing reports. On track to accomplish by 6/30/2014.

3.3
Wave 3 of Strategic Sourcing

Identify commodities in scope

October 31, 2013 and June 30, 2014

achieved

Achieved

  1. MRO (Locks and Doors, Paint Supplies, HVAC Supplies, Air Filter Supplies);
  2. Lab and Life Sciences (General Lab, Antibodies, DNA, Assays);
  3. Med/Surg (Spine, Joints, Stents, Cath Lab);
  4. Phone System Maintenance;
  5. Cabling Services;
  6. Transportation;
  7. Promotional Items;
  8. Servers;
  9. Hotel - EMBA;
  10. Executive Services;
  11. Copy/Printing Machines;
  12. Travel Agency

Confirm savings estimates

December 31, 2013

Achieved

Preliminary est. $3.8M in savings

Execute contracts with strategic vendors to achieve estimated savings

June 30, 2014

Achieved

Estimated savings of $4.8M.

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

FY14 TARGET

STATUS

4.1
MiWorkspace

Central administrative unit implementation

The eight remaining (out of 19 total) administrative units are using MiWorkspace and, if they have desktop support staff, the staff are migrated to the shared service by June 30, 2014.

partially achieved

Achieved

Academic unit pilots

Selected offices from 3 academic units are using MiWorkspace and, if they have desktop support staff, the staff are migrated to the shared service by June 30, 2014.

Achieved

Library, School of Education and LSA pilot units have been implemented.

A schedule for making the MiWorkspace service available for the remaining academic units has been developed and the work to make the service available has started by June 30, 2014.

Partially Achieved

Development of the schedule for academic units will not meet the target due to uncertainty about unit driven delays.

4.2
IT Funding and Chargeback

IT funding & chargeback model implemented for FY15

Proposed model presented to executive sponsors (Slottow and Pollack), Deans, and BAG by January 15, 2014.

not achieved

Not Achieved

Reviews with the provost's office completed. Reviews with Executives and Deans targeted for June.

Unit impact and changes communicated to impacted units by April 30, 2014.

Not Achieved

Unit by unit impact analysis still underway.

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. Roll Out IT Strategic Plan

INDICATOR

METRIC

FY14 TARGET

STATUS

5.1
Advance the draft strategic information technology plan for the University of Michigan

Input is collected and incorporated into the draft plan.

At least 3 town halls and 6 unit meetings to gather input are completed by May 30, 2014.

achieved

Achieved

Meetings held with 10 schools/colleges plus VP of Communications.

The plan is publicly available on the CIO Website by June 30, 2014.

Achieved

Version 1.0 of IT Strategic Plan is complete and posted to CIO website.

5.2
Develop the Michigan IT Community

Offer a campus leadership program with MOR Associates

Leadership Program curriculum established and schedule set by March 1, 2014.

not achieved

Not Achieved

A campus IT Leadership Program provider has been identified. Contract negotiations started and program is expected to start in the Fall 2014.

Create communities of practice

Two communities of practice established and each have held at least two meetings by June 30, 2014.

Not Achieved

Completed two Michigan IT town hall meetings in April. Communities of Practice not yet established.

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 Next Gen Mich IT Environment

INDICATOR

METRIC

FY14 TARGET

STATUS

6.1
Advanced Research Computing

Implement high performance storage

Technology selected, configured and in use by at least one researcher by June 30, 2014.

In Progress

Partially Achieved

The project team's recommendations have been approved by executive sponsors. Changes in researchers' requirements resulted in delays. Requirements are now complete and the project is moving forward.

6.2
Teaching and Learning Technologies

Decision to join Unizin approved by IT Executive Committee (ITEC)

6/30/2014

achieved

Achieved

In April 2014 ITEC approved recommendation to join "Unizin", a consortium of Universities that will build a learning ecosystem at scale.

6.3
Campus WiFi Expansion - 21 Public Buildings

Implement WiFi in buildings identified by project sponsors

WiFi complete in 11 highest prioirty buildings by June 2014.

not achieved

Not Achieved

Delays occurred in selecting vendors, acquiring responses from multiple distributors per vendor and incorporating new "bring your own device" requirements. The target buildings will be ready for fall 2014.

6.4
100 GB Innovation Network

Implement high speed core network

Production network traffic is flowing over all upgraded networks by June 2014.

In Progress

Achieved

Upgrades complete for the backbone, MACC, MDC, Internet and the 30 identified buildings. Production network traffic is flowing over all upgraded networks.

Notice of completion for CC-NIE grant submitted to PI (Brian Noble) by Dec 2013.

Not Achieved

We encountered multiple technical difficulties that resulted in delays. The FY14 target to complete this work by 12/31/2013 was missed. Opportunity exists to complete the work within the NSF grant requirement deadline of 12/31/2014.

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. Promote Environmental Sustainability

INDICATOR

METRIC

FY14 TARGET

STATUS

7.1
Gas Turbine Upgrade at the CPP

Complete a feasibility study for the project

3/31/2014

achieved

Achieved

Achieved on March 14, 2014

7.2
Waste Reduction Pilot Study

Perform a pilot study in two buildings to evaluate waste generation from procurement through disposal and identify ways to reduce waste. Use the results to make recommendations for policy change or methods to implement across campus.

5/1/2014

achieved

Achieved

Achieved on April 29, 2014

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. Implement Major Capital Projects

INDICATOR

METRIC

FY14 TARGET

STATUS

8.1
Munger Graduate Residences

Schematic design approval

10/31/2013

In Progress
Achieved

Achieved on September 19, 2013

 

Start precast structure construction

5/31/2014

Achieved

Achieved on March 24, 2014

8.2
School of Music

Schematic design approval

10/31/2013

Partially Achieved
Achieved

Achieved on October 18, 2013

 

Receive bids from contractors

3/31/2014

Achieved

Achieved on December 19, 2013

8.3
Ross School of Business

Project approval

12/31/2013

not achieved

Partially achieved

Regents approved February 20, 2014

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. Lab Safety

INDICATOR

METRIC

FY14 TARGET

STATUS

9.1
Laboratory Safety measures

Complete two inspections in each of the highest priority labs

6/30/2014

In Progress

Achieved

Achieved on 5/15/2014

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. Facilities Maintenance Supply Chain

INDICATOR

METRIC

FY14 TARGET

STATUS

10.1
Supply Chain Optimization

Identify recommendations for completion in FY14

11/30/2013

In Progress

Achieved

Achieved on November 26, 2013

Establish cost saving target and project charter

12/31/2013

Achieved

Targets presented to executive sponsors February 17, 2014

Implement selected recommendations

6/30/2014

Achieved

Achieved on May 29, 2014

Implementation of each recommendation is in progress

B&F Goals-FY14

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

FY14 TARGET

STATUS

Customer Satisfaction

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

Unit targets set and action plans in place by December 31, 2013.

In Progress

All Units Achieved

 

Progress on action plans reported by June 30, 2014.

Achieved

 

Identify B&F units of concern by September 17, 2013.

Achieved

 

Detailed plans in place for B&F units of concern (drawn from those scoring below mean on the 2013 Customer Satisfaction survey by January 31, 2014).
Status reports on plans submitted by April, 2014.

Not Achieved

The AST focus limited support for this team. All units are on track to complete action plans by June (not April). Some actions already taken. Status reports will occur September 2014.

 

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

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

In Progress

No Action in FY14

Note: No survey measurement in FY14

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

FY14 TARGET

STATUS

Employee Satisfaction

Action plans implemented in response to B&F 2012 Employee Survey

Progress on action plans reported by January 30, 2014

In Progress

Achieved

 

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

The goal is to maintain the B&F Overall Satisfaction score in the March 2014 B&F Employee Survey to 73 (72 =score in 2012).

Achieved

Satisfaction score maintained.

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

FY14 TARGET

STATUS

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

Implementation of RECON for B&F units

Complete security risk assessment for the systems within UHR and ITS with high volumes (greater than 10K records) of sensitive information within B&F and present findings to leadership.

In Progress

Achieved

During FY14 a total of 36 RECONs were completed. All findings and recommendations where accepted by unit leadership.

Wellness

B&F Goal: 52% of benefit eligible employees will participate in both the health questionnaire and biometric screening in 2014

Not Achieved

50% of benefit eligible employees completed the healh questionnaire and biometric screening.

 

Implmentation of AST workforce transition plans within B&F

By June 30, 2014

Partially Achieved

Since January completed placement process with B&F employees moving to SSC. Retained org planning completed. Move-in delayed til August due to the "pause".

Budget

Cost Reductions

4-6% total savings from FY13-15

In Progress

Acheived by 6/30/2014

FY13 and FY14 will achieve these reductions, given sufficient savings are achieved in FY15 budget. Total targeted reductions for B&F in FY15 is 1.8%.

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

FY14 TARGET

STATUS

Two-way dialogues on challenges and opportunities

Town Hall Meetings

Town Hall 2014-revised format by June 30, 2014.

In Progress

Achieved

Supervisor development

Development Options

Refresher on Crucial Confrontations (Accountability) including two Crucial Conversations module.

Needs Attention

Partially Achieved

Plan developed. One-day training for supervisors not developed by vendor until summer 2014.

 

Accountability for "Supervisor" scores on 2012 Employee survey

Status report on progress on Action plans submitted by January 31, 2014, for all units scoring below the threshold metric.

Needs Attention

Achieved

 

Reports distributed to Senior Staff showing status of changes in supervisor scores from the March 2014 B&F Employee Satisfaction Survey for units scoring below the threshold metric. By June 30, 2014.

Not Achieved

Information not finalized from CFI in time to create report by deadline.

Staff engagement

Faculty Education modules (see BFLA ALP Team)

50% B&F staff complete of all of the Faculty Education modules (3) by June 2015, as demonstrated by passing the quiz.

In Progress

On Track to Achieve in FY15

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