2013 B&F Strategic Framework
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Key Initiatives-FY13
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
On Target
1. Implement Wellness Strategies to support the well-being of the U-M Community
INDICATOR |
METRIC |
FY13 TARGET |
STATUS |
1.1 |
Implement Wellness strategies to support the well-being of the U-M community |
50% of U-M faculty and staff are engaging in healthy behaviors as measured by participation in any MHealthy program |
On Target |
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
On Target
2. Manage Institutional Risk
INDICATOR |
METRIC |
FY13 TARGET |
STATUS |
2.1 |
Distribute newly-required Summaries of Benefits and Coverage documents |
For Fall 2012 open enrollment |
On Target |
Expand preventive services required to be covered at 100% |
Communicate and implement mandated changes by January 31, 2013 |
On Target |
|
Reduce the annual Health Care Flexible Spending Account limit from $6,000 to $2,500 |
Communicate and implement mandated changes by January 1, 2013 |
On Target |
|
Monitor Health Care Reform changes and inform leadership of potential future impact |
Provide updates on Health Care Reform changes to leadership when legislative rules are issued or changed that impact UM benefits within the year |
On Target |
|
2.2 |
Comply with new state statute requiring registration as a Professional Employer Organization that leases employees to third parties and certain notifications to impacted employees |
June 30, 2013 |
On Target |
2.3 |
Develop business processes and implementation time line to check employees and vendors paid directly or indirectly by federal funds against various federal agency lists of excluded parties |
June 30, 2013 |
On Target |
Assess the potential for consolidating vendors that the University currently uses to conduct the checks |
Report provided by June 30, 2013 |
On Target |
|
2.4 |
Identify resource options for units that create out-of-state and international employment arrangements |
June 30, 2013 |
On Target |
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
On Target
3. Implement Administrative Services Transformation (AST) to achieve goals in Phase III (2013-2017)
INDICATOR |
METRIC |
FY13 TARGET |
STATUS |
3.1 |
Milestones and deliverables per plan (pending executive approval) by June 30, 2013. |
June 30, 2013 |
On Target |
3.2 |
Identify commodities in scope |
October 31, 2012 |
Achieved |
Confirm savings estimates |
December 31, 2012 |
Achieved |
|
Execute contracts with commodity vendors to achieve a projected recurring savings of $5M |
June 30, 2012 |
On Target |
|
3.3 |
Complete assessment of Academic Affairs administrative services (Finance and HR) |
Report provided by March 31, 2013 |
Achieved |
Provide services to Provost's Office for Finance and HR tasks through FSSC |
December 31, 2012 |
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
On Target
4. Implement program of IT Rationalization
INDICATOR |
METRIC |
FY13 TARGET |
STATUS |
4.1 |
Implement MiWorkspace for Central Administrative Units |
Eleven (out of 18 total) administrative units are using MiWorkspace and related staffing agreements have been implemented by June 30, 2013 |
On Target |
4.2 |
Model Funding and Chargeback for FY13 |
Submit final proposal for decision, including an implementation plan, to IT Executive Committee by December 31, 2012 |
On Target |
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
On Target
5. Publish IT Strategic Plan
INDICATOR |
METRIC |
FY13 TARGET |
STATUS |
5.1 |
Strategic Plan submitted to IT Executive Committee |
June 30, 2013 |
On Target |
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
On Target
6. Implement Next Gen Mich IT Environment
INDICATOR |
METRIC |
FY13 TARGET |
STATUS |
6.1 |
Pilot new technologies to support new pedagogical approaches |
Three new services or tools are piloted by at least one faculty member for each tool or service by June 30, 2013 |
On Target |
6.2 |
Storage Services for Research Data |
A solution for either high speed storage or big data storage is implemented and in production with at least one researcher using it, within three months after funding is approved |
On Target |
6.3 |
Finalize strategy to improve coverage in residence halls and academic buildings |
March 31, 2013 |
On Target Reached agreement with ATT and Extenet for an "outside in" approach. Revised proposal expected in writing from Extenet in January |
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
On Target
7. Promote Environmental Sustainability
INDICATOR |
METRIC |
FY13 TARGET |
STATUS |
7.1 |
Prepare a strategic plan for achieving the 2025 goals with an appendix detailing short term (2-3 yr) project plans and generalized longer range concepts |
March 31, 2013 |
On Target |
Complete Central Power Plant gas turbine feasibility study |
June 30, 2013 |
On Target |
|
Complete feasibility analysis to achieve a gold rating in STARS (Sustainability Tracking, Assessment and Rating System) |
March 31, 2013 |
Attention Needed |
|
Design a bike share program with local partners to be used in pursuing grant opportunities |
Design document issued by April 30, 2013 |
On Target |
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
On Target
8. Implement Major Capital Projects
INDICATOR |
METRIC |
FY13 TARGET |
STATUS |
8.1 |
Complete demolition and abatement |
September 30, 2012 |
|
|
Complete installation of modular bathrooms |
April 30, 2013 |
On Target |
8.2 |
Completion of design documents |
June 30, 2013 |
Project on hold per UMHHC |
8.3 |
Complete foundations |
February 28, 2013 |
On Target |
|
Complete structural steel erection |
April 30, 2013 |
On Target |
8.4 |
Complete demolition and abatement |
September 30, 2012 |
Achieved |
|
Energize new electrical substation |
January 31, 2013 |
On Target |
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
On Target
9. Implement Facilities Maintenance Restructuring
INDICATOR |
METRIC |
FY13 TARGET |
STATUS |
9.1 |
Central Campus West and South Campus regions staffed and launched |
October 31, 2012 |
Achieved |
Central shop implementation for electric, sheet metal, controls, and HVAC shops completed |
February 28, 2013 |
On Target |
|
Maintain schedule compliance of 75% for North, Central, and Health Sciences regions |
February 28, 2013 |
On Target |
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
On Target
10. Improve Safety and Security
INDICATOR |
METRIC |
FY13 TARGET |
STATUS |
10.1 |
Present draft emergency operations plan to the Executive Officers |
January 31, 2013 |
Achieved |
Complete six Emergency Response exercises with units on campus |
June 30, 2013 |
Transferred to DPSS |
|
10.2 |
Present draft policy for proper use of security video recording equipment and data use to the IT Executive Committee |
December 30, 2012 |
On Target |
10.3 |
Conduct weekly crime updates with police, hospital and housing security in at least 50 weeks during FY 2013 sharing information that includes city, county and UM crime summaries |
June 30, 2013 |
Transferred to DPSS |
10.4 |
Final consultant report received |
June 30, 2013 |
Transferred to DPSS |
10.5 |
Complete a review of Biosafety and Biosecurity programs, committees, and processes |
Final report issued by June 30, 2013 |
On Target |
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
On Target
11. Facilities & Operations Supply Chain
INDICATOR |
METRIC |
FY13 TARGET |
STATUS |
11.1 |
Assessment to include comprehensive spend analysis and assessment of ordering practices |
Assessment completed by June 30, 2013 |
On Target |
B&F Goals-FY13
| 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
On Target
1. Become the University's Provider of Choice
for the U-M services we offer.
INDICATOR |
METRIC |
FY13 TARGET |
STATUS |
Customer Satisfaction |
Targets and action plans based on results of the 2011 B&F Customer Survey |
Maintain or increase the B&F overall Customer Satisfaction mean score in the March 2013 B&F Customer Survey (7.5 = B&F mean score in 2011) |
On Target |
|
Action Plans implemented in response to 2011 the B&F Customer Survey data |
Progress on action plans reported by January 30, 2013 |
All units: On Target |
Measureable · Imply Priorities · Broadly Encompassing · Scorecard · Drive Initiatives and Projects · Results on Measures Tracked Year-to-Year
On Target
2. Become the Employer of Choice for high-performing staff members and teams
INDICATOR |
METRIC |
FY13 TARGET |
STATUS |
Employee Satisfaction |
Action plans implemented in response to B&F 2012 Employee Survey |
Unit targets set and action plans in place by November 30, 2012. (for units with Sat scores below 73) |
All units: Achieved |
|
Overall Employee Satisfaction scores as tracked on the bi-annual B&F Employee Satisfaction Survey |
The goal is to achieve an increase in the B&F Overall Satisfaction score in the March 2014 B&F Employee Survey to 73 (72 =score in 2012) |
No action this year |
Measureable · Imply Priorities · Broadly Encompassing · Scorecard · Drive Initiatives and Projects · Results on Measures Tracked Year-to-Year
On Target
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 |
FY13 TARGET |
STATUS |
Effective B&F implementation and early adoption of relevant University-wide initiatives |
Implement MiWorkspace |
Phase 1: B&F units (UHR, ITS, Finance, Investment Office, Office of EVPCFO) using MiWorkspace by June 30th, 2013 |
UHR: Achieved |
Phase 2: B&F units (Facilities & Operations,) MiWorkspace implementation plan for FY 2014 by June 30, 2013 |
ITS: On Target |
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Implement Wellness Strategies to support the well-being of the UM community |
55% of B&F staff are engaging in healthy behaviors as measured by participation in any MHealthy program (one of which could be the health questionnaire) |
On Target |
|
Implement HP Laptop purchasing (except for exemptions for areas where customer requirements mandate Mac support) |
100% of laptop purchases in B&F are HP (not including Mac purchases covered by the exemption) |
On Target |
Budget |
Cost Reductions |
4-6% total savings from FY12-14 |
All units: On Target |
Measureable · Imply Priorities · Broadly Encompassing · Scorecard · Drive Initiatives and Projects · Results on Measures Tracked Year-to-Year
On Target
4. Engage all levels of B&F in listening to one another, learning and growing, and demonstrating leadership. Listen, Learn, Lead!
INDICATOR |
METRIC |
FY13 TARGET |
STATUS |
Two-way dialogues on challenges and opportunities |
Town Hall Meetings |
B&F Town Hall 3, implemented by May 31, 2013 |
On Target |
Supervisor development |
Accountability for "Supervisor" scores on Employee Survey |
Development plans in place by November 30, 2012 for supervisors in units scoring "Below Threshold" metric of March 2012 B&F Employee Survey |
UHR: Achieved |
|
Six month status report submitted by May 31, 2013 for all "Below Threshold" Units |
Pending |
|
Connecting B&F with the Academy (e.g. faculty and students) |
Cross functional team identifies and implements program by June 30, 2013 |
June 30, 2013 |
Pending |
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
University Mission
| University Mission |
President's Vision
| President's Vision |
