B&F Strategic Framework
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2010 B&F Strategic Framework

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Key Initiatives-FY10

1. Implement key Risk Management Initiatives. 2. Implement Wellness Strategies to support the well-being of the UM community. 3. Support Campus-wide Administrative Efficiency Efforts.
4. Design and Implement a Procurement Strategic Partnering Program promoting "smarter buying" in academic and administrative units... 5. Complete IT Rationalization. 6. Design and Implement Enterprise-Wide Systems.
7. Effectively Implement Information and Technology Services (ITS). 8. NCRC - Partner with NCRC leads to create supporting infrastructure (financial, IT, human resource, and facility)... 9. Promote Environmental Sustainability.
10. Implement Major Capital Projects. 11. Conduct Integrated Master Planning.

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

In Progress

In Progress

1. Implement key Risk Management Initiatives

INDICATOR

METRIC

FY10 TARGET

STATUS

1.1
IPEDS Codes

Compliance process.

IPEDS Codes: all Faculty & Staff have an opportunity to validate or update their race/ethnicity; accurate reporting by November 2010.

In Progress

Achieved
Comments

1.2
Health Benefits Dependent Eligibility Audit

Compliance process.

Achieve a 90% response rate to the series of Audit communications regarding documentation for dependents enrolled in benefits.

In Progress

Pending
Comments

1.3
Return to Work

Compliance process.

Return to Work: launch Return to Work program; identify pilot areas and roll out pilot in at least one area by April 2010.

In Progress

On Target

1.4
E-Verify

Compliance process.

E-Verify: Complete E-Verify process for all new employees by deadline; and with an overall effectiveness rating of 3.5 or higher (5-point scale) on a post-implementation survey.

In Progress

On Target

Complete E-Verify process for all current active staff by deadline.

In Progress

On Target

1.5
RECON Security Assessments Service (LP)

Implement program and begin providing services for campus.

Program is approved and funded.

In Progress

On Target
Comments

Assessment has been performed in at least one unit on campus.

In Progress

On Target
Comments

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

In Progress

In Progress

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

INDICATOR

METRIC

FY10 TARGET

STATUS

2.1
Engaging UM Faculty and Staff in participation in M-Healthy Programs

Faculty and Staff participation rate.

50% of UM faculty and staff are practicing healthy behaviors as measured by participation in any MHealthy program.

In Progress

Attention Needed
Comments

2.2
Planning for Smoke Free Campus

Faculty and Staff sub-committee review process.

Sub-committee recommendations are submitted by March, 2010.

In Progress

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

In Progress

In Progress

3. Support Campus-wide Administrative Efficiency Efforts

INDICATOR

METRIC

FY10 TARGET

STATUS

3.1
Benchmarking of select administrative services.

Data collection and analysis completed.

December 31, 2009.

In Progress

Achieved
Comments

3.2
Administrative Services Transformation Program.

Administrative Services Transformation strategy for FY11-FY12 completed.

March 31, 2010.

In Progress

On Target

3.3
Fleming Shared Services.

Shared Services implemented in Finance & HR for Fleming offices.

March 31, 2010.

In Progress

On Target
Comments

3.4
Staffing & analytical support for Provost Task Forces on Creative Staffing & Shared Services

Recommendations and implementation roadmap completed.

June 30, 2010.

In Progress

On Target
Comments

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

In Progress

In Progress

4. Design and Implement a Procurement Strategic Partnering Program promoting "smarter buying" in academic and administrative units by analyzing spending patterns and encouraging greater use of strategic contracts.

INDICATOR

METRIC

FY10 TARGET

STATUS

4.1
Unit spend assessments.

Number of academic units that procurement has met with on spend analysis results.

June 30, 2010 - Completion of analysis & presentations in 10 schools, colleges and major units.

In Progress

On Target
Comments

4.2
Expansion of strategic sourcing program.

Dollars spent through strategic contracts.

Assessment to be completed by March 31, 2010.

In Progress

On Target
Comments

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

In Progress

In Progress

5. Complete IT Rationalization.

INDICATOR

METRIC

FY10 TARGET

STATUS

5.1
Expansion of strategic sourcing program.

Development of plan for consolidation of ITS data centers.

Approach for consolidating 5 ITS data centers developed and approved.

In Progress

On Target
Comments

 

Development of plan for consolidation of campus servers/data centers.

Plan for resolving short term data center needs developed and approved.

In Progress

On Target
Comments

5.2
Tiered storage solutions.

Targeted milestones for tiered storage met.

At least two storage offerings in production by May 31, 2010.

In Progress

On Target
Comments

5.3
Virtual Desktop Infrastructure (VDI)

Number of VDI machines expanded.

Virtual Sites expanded by 200 VDI machines by 11/1/09.

In Progress

Achieved
Comments

 

Campus VDI in production by target date.

Campus VDI in production by June 30, 2010.

In Progress

On Target
Comments

5.4
Funding and recharge model

Establishment of service rates.

Rates established and communicated for tiered storage and desktop virtualization services.

In Progress

Attention Needed
Comments

 

Development of IT Funding model.

Recommendations for University's IT funding model are developed.

In Progress

In Progress
Comments

5.5
Unit assessment

Number of assessment reports delivered to deans.

Assessments for 10 schools, colleges and major units completed and assessment reports provided to deans.

In Progress

On Target
Comments

5.6
B&F Network Consolidation

Number of B&F Staff on campus network Number of B&F Exchange Servers.

100% of B&F staff moved to campus network.

100% of B&F Exchange Servers shutdown.

In Progress

On Target
Comments

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

In Progress

In Progress

6. Design and Implement Enterprise-Wide Systems.

INDICATOR

METRIC

FY10 TARGET

STATUS

6.1
DART

Targeted milestones met.

Beta version available for user acceptance testing as follows:

  • Constituent - January 31, 2010.
  • Revenue - March 31, 2010.
  • Campaign/Annual Fund/Prospect - June 30, 2010.

In Progress

On Target
Comments

6.2
Student Application for Admission

Targeted milestones met.

Web Prospect file format developed by February 1, 2010.

In Progress

Attention Needed
Comments

 

Web Application file format developed by March 1, 2010.

In Progress

Attention Needed
Comments

6.3
CTools Stabilization

Targeted milestones met.

CTools software modifications required for stabilization completed by October 1, 2009.

In Progress

Achieved
Comments

 

CTools achieves 98% system availability in FY10.

In Progress

On Target
Comments

6.4
Concur Travel Expense Management System

Deployment Strategy Defined (including communications/ training plans).

Pilot of the system to select schools and central areas allows us to move to campus-wide deployment by June 30, 2010.

In Progress

Attention Needed
Comments

6.5
eRecruit

Implementation Process.

Project delivered by June 30, 2010 and on or under budget.

In Progress

On Target
Comments

 

At least 80% of the design features requested by stakeholders have been incorporated.

In Progress

Achieved

 

100% of units have been provided a consultation and access to readiness tools.

In Progress

On Target

 

At least 80% of the units have utilized the checklist to review/redesign business processes in preparation of eRecruit go-live.

In Progress

Pending

 

Data conversion from eMploy to eRecruit allows departments to access existing records.

In Progress

Pending

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

In Progress

In Progress

7. Effectively Implement Information and Technology Services (ITS)

INDICATOR

METRIC

FY10 TARGET

STATUS

7.1
ITS Organization

Organizational Structure stable and communicated to employees.

New organization charts completed and communicated.

In Progress

On Target
Comments

7.2
ITS Governance

IT Governance Committee formed.

Steering Committee charged and meeting regularly.

In Progress

On Target
Comments

Domain Stewards active.

Domain Stewards named and engaged in IT planning.

In Progress

On Target
Comments

7.3
ITS Financial Integration

Unified financial plan.

FY11 budgets fully integrated.

In Progress

On Target
Comments

Identified efficiencies, reductions, and reinvestments identified.

Budget reduction targets identified.

In Progress

On Target
Comments

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

In Progress

In Progress

8. Partner with NCRC leads to create supporting infrastructure (financial, IT, human resource, and facility) to prepare the people and facilities to meet the needs for intended uses.

INDICATOR

METRIC

FY10 TARGET

STATUS

8.1
Provide expertise, an understanding of needs, and maintain transparency of progress and costs.

a) Evaluation by Executive Officers.

Provide a comprehensive one year of ownership summary by June 30, 2010.

In Progress

On Target
Comments

b) Implementation of projects to support NCRC as occupation becomes known and progresses.

Participate in projects and provide regular updates to NCRC leads.

In Progress

On Target
Comments

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

In Progress

In Progress

9. Promote Environmental Sustainability.

INDICATOR

METRIC

FY10 TARGET

STATUS

9.1
Energy Reduction in Buildings

Hold Planet Blue open houses in 30 buildings.

June 30, 2010.

In Progress

On Target
Comments

 

Energy reduction in all 36 Planet Blue buildings (30 buildings from FY09 plus 6 pilot buildings) as evaluated by the methodology used for the pilot buildings.

Achieve and maintain 5 percent reduction in energy consumption for those 36 buildings using end of FY10 energy consumption data.

Achieved

On Target
Comments

9.2
Create a new focus on environmental sustainability

Staffing Plan.

Announcement by October 31, 2009.

In Progress

Achieved
Comments

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

In Progress

In Progress

10. Implement Major Capital Projects.

INDICATOR

METRIC

FY10 TARGET

STATUS

10.1
Couzens Hall

Construction documents complete.

Mar 2010

In Progress

On Target

10.2
North Quad

Complete exterior envelope enclosure.

Nov 2009

In Progress

Achieved

 

Start residential furniture installation.

Jun 2010

Achieved

On Target

10.3
Children's and Women's Hospital

Complete exterior envelope enclosure.

Jan 2010

In Progress

Achieved

 

Final Design and bid package review of new project to complete shell space.

May 2010

Achieved

On Target

10.4
Stadium Expansion and Renovation

Close out of early trade contractor work contracts. (Structural steel fabrication and erection, site preparation, utilities, foundations, North end zone buildings and elevators).

May 2010

In Progress

On Target

 

Demolish and remove old press box.

Jan 2010

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

In Progress

In Progress

11. Conduct Integrated Master Planning

INDICATOR

METRIC

FY10 TARGET

STATUS

11.1
Master Planning

Coordination of presentation to executive officers including short-term and long-term plans by student affairs, health system, academic affairs, and research.

Have presentations by each group given to executive officers by February, 2010.

In Progress

On Target

 

Preliminary Framework Master Plan that consolidates short-term and long-term priorities for each group and athletics. Framework plan to outline electrical infrastructure and transportation planning to support priorities.

Framework master plan update, including land use planning, created by June 30, 2010.

Achieved

Attention Needed
Comments

B&F Goals-FY10

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

In Progress

In Progress

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

INDICATOR

METRIC

FY10 TARGET

STATUS

Customer Satisfaction.

Completing targets and action plans.

Unit targets and action plans in place by June 2010 to maintain or improve Overall Customer Satisfaction average score of 7.5 on the March 2011 Customer Survey.

In Progress

On Target
Comments

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

In Progress

In Progress

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

INDICATOR

METRIC

FY10 TARGET

STATUS

Employee Satisfaction.

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

Increase B&F Overall Employee Satisfaction from 72 to 73 in the Spring 2010 Employee Survey.

In Progress

On Target
Comments

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

In Progress

In Progress

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

FY10 TARGET

STATUS

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

E-verify.

Complete E-verify process for all current and active B&F staff by deadline.

In Progress

Achieved

 

Participation rates.

Engage at least 60% of benefits eligible B&F staff in practicing healthy behaviors as measured through participation in any MHealthy program.

In Progress

Attention Needed
Comments

3.2
Leadership Training

2009 B&F Leadership Academy Action Learning Projects.

Evaluate recommendations from 2009 B&F Leadership Academy Action Learning teams and document prioritized actions.

In Progress

Achieved
Comments

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 FY10 - FY12.

In Progress

On Target

3.4
Diversity

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, 2010.

In Progress

Finance: Achieved

UHR: Achieved

ITS: Achieved

F&O: Achieved

 

 

For those positions, each AVP shall take significant and conscious management action by June 2010, aimed at achieving applicant and interview pools which are more diverse; and increasing overall diversity.

In Progress

Finance:
On Target

UHR:
On Target

ITS:
On Target

F&O:
On Target

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 Univeristy 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