B&F Strategic Framework
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2009 B&F Strategic Framework

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Key Initiatives-FY09

1. Develop benefits
strategies to assure
effective stewardship of
university resources.
2. Implement wellness
strategies to support
the well-being of the
UM community.
3. Strengthen
internal controls and
improve the financial
management of units.
4. Increase the use of
academic analytics and
business intelligence
across the University.
5. Design and implement
enterprise wide systems
(e-Research and DART).
6. Support the
Provost's
Space Utilization
Project.
7. Energy reduction in
existing buildings.
8. Implement Major
Capital Projects.
9. Implement B&F
Specific Actions in
Support of UM Diversity
Blueprints.

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

Achieved

Achieved

1. Develop benefits strategies to assure effective stewardship of university resources

INDICATOR

METRIC

FY09 TARGET

STATUS

Expert Committees:

  • COSHB
  • Committee to Study Vesting Options.

Implementation plan of EVP approved recommendations from COSHB and the Committee on Vesting Options for the Retirement Savings Plan is developed.

The implementation plan will be developed by May 30, 2009 for implementation by January 1, 2010.

Achieved

Achieved

Plan completed in February.† All actions necessary to achieve the plan are in place, including adoption by units.

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

Achieved

Achieved

2. Implement wellness strategies to support the well-being of the UM community

INDICATOR

METRIC

FY09 TARGET

STATUS

MHealthy Know Your Numbers Wellness Screenings.

Faculty and Staff participation rate.

At least 30% of benefits eligible staff (12,512) will participate in a free and confidential MHealthy Know Your Numbers Wellness Screening by June 30, 2009.

Achieved

Achieved

17,637 individuals completed a wellness screening by April 24, 2009. 

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

Achieved

Achieved

3. Strengthen internal controls and improve the financial management of units

INDICATOR

METRIC

FY09 TARGET

STATUS

3.1
FY 2008 Unit Certification.

Certification requirements completed and turned into AVPF.

All units sign and submit certifications and turn into AVPF by October 2008.  Certifications include the following matrices:

  • Employment
  • PCard
Achieved

Achieved

Certifications accounted for and communicated to Regents FAIA committee.

3.2
Controls evaluated, and expectations shared for additional cash handling and journal entries certifications.

Internal Control adequacy matrix available to units for control purposes.

4 matrices will be made available for FY 2009 certification:

  • Employment
  • PCard
  • Cash Handling
  • Journal Entries
Achieved

Achieved

Two more will be added.

3.3
Human Subject Fee payment process reviewed.

Alternative model proposed for paying research participants that assures confidentiality, yet is IRS compliant.

Implementation of the proposed new model (pilot) with one unit before larger campus roll-out.

Achieved

Achieved

Pilots rolled out in:

  • Internal Medicine
  • School of Information
  • Ross Business School
  • Psychiatry
  • Psychology

 

 

Draft of supporting policy documents completed.

Achieved

Achieved

Completed by June 30.

3.4
Travel and expense policies and controls are improved.

Project plan and structure supported by EOís that defines key milestones:

  • Business Process Design
  • Software implementation
  • Related Policy development
  • Communication plan and responsibilities

Project Plan implementation for FY 09:

  • Project organizational structure in place.
  • Business process design drafted.
  • Review of any changes to supporting policy changes completed.
Achieved

Achieved

Implementation of Pilot by September 2009.

University wide rollout by Spring 2010.

 

 

Transition of
P-Card from GE Capital (exiting
P-Card business) to American Express completed with enhanced controls.

Achieved

Achieved

Successfully transitioned to Chase Bank with enhanced controls.

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

Achieved

Achieved

4. Increase the use of academic analytics and business intelligence across the University

INDICATOR

METRIC

FY09 TARGET

STATUS

4.1
BI Products are in production.

Content delivered in
M-Reports.

At least four HR key performance indicators are included in MReports.

Achieved

Achieved

Campus focus group formed to gather input to help select KPIs. Initial KPIs were delivered in M-Reports at the end of June 09 to a limited audience. Additional users and content will be added in FY10.

 

 

Annual space utilization scorecard and trending reports are available in MReports.

Achieved

Achieved

Classroom utilization scorecard and trending reports in M-Reports were available to a limited audience (Provost's office, Budget Administrators and MAIS). Audience Feedback determined that the Business Objects reports meet space reporting needs.

 

 

Dean's dashboard version 1.0 is in production.

Achieved

Achieved

OBP and MAIS are partnering to design and develop metrics and KPIs for the Deans. Initial content was delivered in M-Reports to a limited audience. Additional users and content will be added in FY10.

4.2
Staff from the health System and academic units are actively collaborating in the BI Community.

Level of participation in BI events.

At least four self-managed networking groups have been established and have met at least once.

Achieved

Achieved

The groups are:

  • Data Visualization
  • Balanced Scorecard
  • Analytical Tools
  • Business Objects Expert Users

These groups are very active and there are 76 people participating. In addition, five BI events were held in FY09 with an average attendance of 77 people

4.3
Small schools leverage business intelligence.

Level of BI engagement by small schools.

Rapid deployment team supports projects in at least four schools.

Achieved

Achieved

A model was built to predict revenue and costs for a new academic program. The School of Art and Design worked with us to design the model. Budget administrators from the School of Natural Resources and Environment and the College of Architecture and Urban Planning are experimenting with the model as well.

A second project is underway to enable units to analyze utilities usage and adjust for more energy efficiency and cost savings. As of June we are working with the School of Natural Resources and Environment and the School of Pharmacy on this project.

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

Achieved

Partially-Achieved

5. Design and implement enterprise wide systems (e-Research and DART)

INDICATOR

METRIC

FY09 TARGET

STATUS

5.1
Progress on eResearch System Implementation.

Status of eResearch system implementation.

eResearch Proposal Management is in production and available to all researchers and research administrators.

Production functionality includes electronic Proposal Approval Form, electronic submission to federal agencies, electronic award notification, and a data warehouse.

Achieved

Achieved
eResearch Proposal Management went into full production 3/30/09. All targeted functionality is available and in use by the majority of campus, including DRDA.

5.2
Progress on the Donor and Alumni Relationship Tool (DART) system.

Level of participation in BI events.

Status of DART implementation.

Achieved

Not Achieved
Software license agreement was not completed by June 30.

 

 

Project funded.

Achieved

Achieved
Project is funded.

 

 

Software implementation is underway.

Achieved

Achieved
Interim Statement of Work has been signed and implementation is 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

Achieved

Achieved

6. Support the Provost's Space Utilization Project

INDICATOR

METRIC

FY09 TARGET

STATUS

6.1
Utilization data are driving decisions on space allocation.

Utilization of enterprise-wide class and event scheduling system.

Users are able to view classes and scheduled events in rooms through an on-line calendar viewer.

Achieved

Achieved
Early adopters rollout was successfully launched in March 2009. Full rollout will occur in FY10.

 

Utilization of research space productivity information.

Research space productivity and utilization trend reports are available.

Achieved

Achieved
In February 2009, MAIS successfully rolled out two Research Space Productivity Reports to all units to go along with the Provostís Office Research Space Guidelines.

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

Achieved

Partially-Achieved

7. Energy reduction in existing buildings

INDICATOR

METRIC

FY09 TARGET

STATUS

7.1
Planet Blue Team.

1) Hold leadership and kick off meetings in 30 buildings.

June 2009.

Achieved

Achieved

 

2) In those 30 buildings, evaluate and document potential energy savings by relocating identified servers to a central location.

June 2009.

Achieved

Not Achieved

 

3) For the servers identified in 2 above, develop a plan to relocate each to a central location.

June 2009.

Achieved

Not Achieved

 

4) Number of departmental servers relocated to one of the MAIS data centers.

The Fleming Building servers are relocated to MAIS ASB and the Fleming Building server room no longer exists by June 2009.

Achieved

Not Achieved
Thirteen servers have been moved out of the Fleming Building. One server is still to be moved to MAIS data center. Two servers should be shutdown in August. Fleming staff plan to keep three servers in Fleming. The location of these servers has not been decided.

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

Achieved

Achieved

8. Implement Major Capital Projects

INDICATOR

METRIC

FY09 TARGET

STATUS

8.1
Residential Life Initiative
Stockwell Hall.

Infrastructure (MEP) ready for final inspection.

June 2009.

Achieved

Achieved

8.2
Residential Life Initiative
North Quad.

Completion of structural steel erection.

Dec. 2008.

Achieved

Achieved

8.3
Children and Women’s Hospital.

Structural steel completion.

Dec. 2008.

Achieved

Achieved

 

Overhead coordination plan completed.

April 2009.

Achieved

Achieved

8.4
Stadium Expansion and Renovation.

Turn over site to Athletics for first home games.

August 30, 2008.

Achieved

Achieved

 

Turn over for UM Commencements.

May 2, 2009.

Achieved

Achieved

8.5
Ross Business School.

Project completion.

Dec. 2008.

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

Achieved

Partially-Achieved

9. Implement B&F Diversity Actions in
Support of U-M Diversity Blueprints

INDICATOR

METRIC

FY09 TARGET

STATUS

9.1
Recruitment and Selection.

Diversity review, analysis and planning for open positions (includes representation of applicant pool, interview pool and final selection).

Series of positions identified and targeted by each AVP (including but not limited to Affirmative Action goal positions) by January 1, 2009.

Achieved

Achieved

MAIS
Business System Analysts, ERP Project Mgmt (IT Execs).

UHR
Staff Specialist/HR Officer (HR Professionals)

Finance
Finance Managers (Financial Exec & Admin ) Purchasing Supervisors (Purchasing Execs).

F&O
Skilled Crafts-Sr Supervisors (Plant Execs). Maintenance/Trades Super visor Senior/Intermediate (Skilled Trades Supervisors).

 

 

For those positions, each AVP shall take significant and conscious management action by June 2009 to achieve applicant and interview pools which are more diverse, resulting in a more diverse workforce.

Achieved

Partially
Achieved

MAIS
Made positive attempts to increase our BSA minority pool by broadening our outreach efforts. Posted externally on Monster.com and at a professional minority organization. Are continuing to establish relationships with professional minority organizations.

Shared resources and ideas with the IT Diversity Recruiting Group and UHR. Worked with hiring managers to ensure they reviewed the qualifications of each candidate and made them aware of the diversity initiative.

UHR
Analyzed the applicant pools for positions filled in the prior year. Found diverse pools. UHR increased involvement in search committees for Unit HR Positions. Met with HR administrators and HRCG for discussion on strategies to address the goals.

Finance
Made positive attempts to increase our minority applicant pools by partnering with the UHR Diversity Recruiting Office. Posted externally on Monster.com and targeted local minority and state sponsored job boards. Collaborated with Finance HR team and hiring managers to improve awareness of diversity opportunities and reinstate the importance of reviewing the qualifications of each candidate. Worked with HR team to analyze candidate pools for diverse representation. Created a database to track results of efforts.

F&O
RFQ submitted in May 2009 for Selection Interviewing Training that will focus on best-in-class interviewing/recruiting techniques, including how to get a diverse candidate pool, particularly in the series of positions identified.

9.3
Climate.

Participation in B&F diversity programming.

20% B&F staff (560) participate in B&F Diversity Committee events or programs, including the Diversity Learning Community (Passport Project) and MLK Convocation.

Achieved

Not Achieved

620 signatures were collected at 10 events August 08–June 09; 358 participants registered for the Diversity Passport Pilot; over 500 B&F staff attended 2009 MLK Convocation

No mechanism in place to track unique staff participation.

 

Tracking on diversity spend.

Annual report issued to AVPF and CFO will show trend in diversity spend and recommended strategies for increase.

Achieved

Achieved

 

"Campus Commitment" training.

Campus Commitment training will occur during a B&F Expanded Forum session with at least 70% attendance.

Achieved

Achieved

Held two sessions of Campus Commitment training for Expanded Forum on April 9 and April 21. 140 out of 196 Expanded Forum members (71%) attended.

B&F Goals-FY09

Provider of Choice Employer of Choice Best in Class

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

Achieved

Achieved

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

INDICATOR

METRIC

FY09 TARGET

STATUS

Customer Satisfaction.

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

Maintain or increase the B&F Overall Customer Satisfaction mean score in the March, 2009 Customer survey (7.3 = B&F mean score in 2007).

Achieved

Achieved

Statistically significant increase in B&F Overall Customer Satisfaction mean score in 2009 survey to 7.5.

 

Customer Satisfaction Improvement Process.

Evaluate continuation of reporting "% dissatisfaction scores" by unit and overall B&F, for use in FY11 Customer Satisfaction goal setting and action planning.

Achieved

Achieved

Evaluation completed. Team recommendation to continue to report "% dissatisfied scores" for 2011 accepted.

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

Achieved

Achieved

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

INDICATOR

METRIC

FY09 TARGET

STATUS

Employee Satisfaction.

Completing target and action plan.

Unit targets set and action plans in place by June 2009, to achieve increase in B&F Overall Satisfaction score from 72 to 73 in the March 2010 Employee Survey.

Achieved

Achieved

MAIS
See action plan for four action items: skills profiles, 360 feedback, Crucial Confrontation training, Career Navigator awareness and training.

UHR
Action plan on HR website.

Finance
Continue to implement Finance's Six Action Items developed in FY08. Currently working through WoTo renovation plan as the commitment for upgraded facilities.

F&O
All units have specific plans in place.

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

Achieved

Achieved

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

FY09 TARGET

STATUS

3.1
Effective B&F implementation and early adoption of relevant University wide initiatives.

Forum members complete the e-training (carry forward from FY08).

All members of the B&F Forum have participated in the e-learning programs addressing workplace stress, mental health and substance abuse by September 30, 2008.

Achieved

Achieved

100% participation (all 49 members).

 

MHealthy "Know Your Numbers" Wellness Screening.

At least 40% of benefits eligible Business and Finance staff will participate in a free and confidential MHealthy "Know Your Numbers" Wellness Screening by June 30, 2009.

Achieved

Achieved

57% Business and Finance employees registered for a wellness screening as of April 24, 2009.

3.2
Leadership Training.

B&F Leadership Academy.

First year B&F Leadership Academy pilot program is launched with at least 20 participants.

Achieved

Achieved

23 participants identified and selected. First Session Feb 6–7, First year program will complete Nov 9, 2009.

 

 

First-half program evaluation data reflects at least a 4 mean satisfaction score rating on a 5 point scale.

Achieved

Achieved

First-half program evaluation data (through July 1) reflects overall 4.5 mean program satisfaction score on session evaluations.

3.3
Budget.

Implement cost reductions to base operating budget through efficiencies in order to self-fund innovations or new initiatives.

4–6% total savings from FY07–09 is achieved.

Achieved

Achieved

B&F wide and in each unit (per AVP Finance Rowan Miranda)
Actual reduction from FY07–09 of 8.6% exceeded target; recurring savings of $12.9 million achieved.

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 assests (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