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

In Progress

In Progress
MHealthy health questionnaire and biometric screenings launched as planned in early January.

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

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

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

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.

achieved

Achieved

Communicate and implement plan design changes for Open Enrollment, 2013.

Achieved

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

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

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

In Progress

Ready for occupancy April 1

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

Not Achieved

Will accomplish by June 30, 2014.

3.3
Wave 3 of Strategic Sourcing

Identify commodities in scope

October 31, 2013 and June 30, 2014

In Progress

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

In Progress

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.

In Progress

In Progress

In November, MiWorkspace supported 10,575 customers (5,477 regular staff and faculty, 5,098 temp and student workers) on 5,263 Mac and Windows computers (we have 3,908 individually assigned machines and 1,354 shared machines).

6 Units completed:
Academic Affairs, Student Affairs, Athletics, Fleming, Graham Institute, Advance

1 Unit in progress:
Facilities and Operations

1 Unit upcoming:
Cultural Collections (Bentley, Clements, Arb and Gardens)

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.

Attention Needed - Slipping

School of Education, Library and Communication Studies & Dean's Office in LSA have elected to go forward as pilot units. Target dates may change due to request to "go slowly" after AST faculty concerns emerged.

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.

In Progress

Development of the schedule for academic units is at risk 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.

In Progress

Not Achieved

Initial reviews with CFO and AVP Finance complete. Scheduling reviews with the provost's office.

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

In Progress

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.

In Progress

Target revised

Unit meetings will be held in at least 10 of the 19 schools and colleges by June 30, 2014.

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

Achieved

Version 1.0 of IT Strategic Plan draft 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.

In Progress

In Progress

Discussion held with MOR and steps for implementation outlined.

Create communities of practice

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

In Progress

The project team leads have met with the IT Commons and the Unit IT Steering Committee. Communities are being identified.

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

In Progress

6.2
Teaching and Learning Technologies

TBD

Need to work with James Hilton to determine metrics and targets that align with Provost's goals.

In Progress

In Progress

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.

In Progress

Target Revised

WiFi complete in 4 highest priority buildings by June 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

In Progress

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

Not Achieved

We've encountered multiple technical difficulties that have slowed us down. We have not upgraded the core network gear in seven years and therefore we had to unravel and reconfigure everything that had been done. While the delays are unfortunate, the firm, critical deadline to meet the NSF grant requirement is actually December 31, 2014. U-M had intended to complete the work before December 31, 2013 and stated this in the grant proposal but that is not critical from a grant perspective and the PI is okay that we have not met this date. The project will meet the June 2014 target for having production network traffic flowing over all upgraded networks.

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

In Progress

In Progress

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

In Progress

In Progress

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

In Progress

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

In Progress

8.3
Ross School of Business

Project approval

12/31/2013

not achieved

Not Achieved
(due to external constraints)

Expected February 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

In Progress
Highest priority labs are defined currently as 20,000 sq feet (now approximately 22 labs)

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

Not Achieved

Savings target of $90K as foundational methodology is put in place for greater savings in FY15. Charter meeting scheduled for February 11, 2014.

Implement selected recommendations

6/30/2014

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

In Progress

F&O - On Target
Finance - On Target
ITS - On Target
UHR - On Target

 

Progress on action plans reported by June 30, 2014.

In Progress

 

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

F&O - On Target
Finance - On Target
ITS - On Target
UHR - N/A

 

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).

Note: No survey measurement in FY14

In Progress

In Progress

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

In Progress

F&O - On Target
Finance - On Target
ITS - On Target
UHR - On Target

 

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).

In Progress

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

In Progress

The project team has prepared the first ten risk assessments for CIO review and sign-off. An additional 14 RECONS are in progress and the remaining 12 RECONs will be scheduled to start early next calendar year (2014).

Wellness

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

In Progress

MHealthy health questionnaire and biometric screenings launched as planned in early January.

 

Implmentation of AST workforce transition plans within B&F

By June 30, 2014

In Progress

Deployment 1 (AP, AR) planned for July 2014.

Budget

Cost Reductions

4-6% total savings from FY13-15

In Progress

In Progress

FY13 and FY14 are on trend for achieving these reductions, given sufficient savings are achieved in FY15 budget. F&O is working to identify $470K of reductions, and ITS is working to identify $400K for FY15.

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

In Progress

Supervisor development

Development Options

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

Needs Attention

Needs Attention

One-day training for supervisors not yet developed by vendor.

 

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

In Progress

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

In Progress

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