2010 B&F Strategic Framework
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Key Initiatives-FY10
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
1. Implement key Risk Management Initiatives
INDICATOR |
METRIC |
FY10 TARGET |
STATUS |
1.1 |
Compliance process. |
IPEDS Codes: all Faculty & Staff have an opportunity to validate or update their race/ethnicity; accurate reporting by November 2010. |
Achieved |
1.2 |
Compliance process. |
Achieve a 90% response rate to the series of Audit communications regarding documentation for dependents enrolled in benefits. |
Pending |
1.3 |
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. |
On Target |
1.4 |
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. |
On Target |
Complete E-Verify process for all current active staff by deadline. |
On Target |
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1.5 |
Implement program and begin providing services for campus. |
Program is approved and funded. |
On Target |
Assessment has been performed in at least one unit on campus. |
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
2. Implement wellness strategies to support the well-being of the UM community
INDICATOR |
METRIC |
FY10 TARGET |
STATUS |
2.1 |
Faculty and Staff participation rate. |
50% of UM faculty and staff are practicing healthy behaviors as measured by participation in any MHealthy program. |
Attention Needed |
2.2 |
Faculty and Staff sub-committee review process. |
Sub-committee recommendations are submitted by March, 2010. |
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
3. Support Campus-wide Administrative Efficiency Efforts
INDICATOR |
METRIC |
FY10 TARGET |
STATUS |
3.1 |
Data collection and analysis completed. |
December 31, 2009. |
Achieved |
3.2 |
Administrative Services Transformation strategy for FY11-FY12 completed. |
March 31, 2010. |
On Target |
3.3 |
Shared Services implemented in Finance & HR for Fleming offices. |
March 31, 2010. |
On Target |
3.4 |
Recommendations and implementation roadmap completed. |
June 30, 2010. |
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
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 |
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. |
On Target |
4.2 |
Dollars spent through strategic contracts. |
Assessment to be completed by March 31, 2010. |
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
5. Complete IT Rationalization.
INDICATOR |
METRIC |
FY10 TARGET |
STATUS |
5.1 |
Development of plan for consolidation of ITS data centers. |
Approach for consolidating 5 ITS data centers developed and approved. |
On Target |
|
Development of plan for consolidation of campus servers/data centers. |
Plan for resolving short term data center needs developed and approved. |
On Target |
5.2 |
Targeted milestones for tiered storage met. |
At least two storage offerings in production by May 31, 2010. |
On Target |
5.3 |
Number of VDI machines expanded. |
Virtual Sites expanded by 200 VDI machines by 11/1/09. |
Achieved |
|
Campus VDI in production by target date. |
Campus VDI in production by June 30, 2010. |
On Target |
5.4 |
Establishment of service rates. |
Rates established and communicated for tiered storage and desktop virtualization services. |
Attention Needed |
|
Development of IT Funding model. |
Recommendations for University's IT funding model are developed. |
In Progress |
5.5 |
Number of assessment reports delivered to deans. |
Assessments for 10 schools, colleges and major units completed and assessment reports provided to deans. |
On Target |
5.6 |
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. |
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
6. Design and Implement Enterprise-Wide Systems.
INDICATOR |
METRIC |
FY10 TARGET |
STATUS |
6.1 |
Targeted milestones met. |
Beta version available for user acceptance testing as follows:
|
On Target |
6.2 |
Targeted milestones met. |
Web Prospect file format developed by February 1, 2010. |
Attention Needed |
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Web Application file format developed by March 1, 2010. |
Attention Needed |
6.3 |
Targeted milestones met. |
CTools software modifications required for stabilization completed by October 1, 2009. |
Achieved |
|
|
CTools achieves 98% system availability in FY10. |
On Target |
6.4 |
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. |
Attention Needed |
6.5 |
Implementation Process. |
Project delivered by June 30, 2010 and on or under budget. |
On Target |
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At least 80% of the design features requested by stakeholders have been incorporated. |
Achieved |
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100% of units have been provided a consultation and access to readiness tools. |
On Target |
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At least 80% of the units have utilized the checklist to review/redesign business processes in preparation of eRecruit go-live. |
Pending |
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Data conversion from eMploy to eRecruit allows departments to access existing records. |
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
7. Effectively Implement Information and Technology Services (ITS)
INDICATOR |
METRIC |
FY10 TARGET |
STATUS |
7.1 |
Organizational Structure stable and communicated to employees. |
New organization charts completed and communicated. |
On Target |
7.2 |
IT Governance Committee formed. |
Steering Committee charged and meeting regularly. |
On Target |
|
Domain Stewards active. |
Domain Stewards named and engaged in IT planning. |
On Target |
7.3 |
Unified financial plan. |
FY11 budgets fully integrated. |
On Target |
|
Identified efficiencies, reductions, and reinvestments identified. |
Budget reduction targets identified. |
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
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 |
a) Evaluation by Executive Officers. |
Provide a comprehensive one year of ownership summary by June 30, 2010. |
On Target |
b) Implementation of projects to support NCRC as occupation becomes known and progresses. |
Participate in projects and provide regular updates to NCRC leads. |
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
9. Promote Environmental Sustainability.
INDICATOR |
METRIC |
FY10 TARGET |
STATUS |
9.1 |
Hold Planet Blue open houses in 30 buildings. |
June 30, 2010. |
On Target |
|
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. |
On Target |
9.2 |
Staffing Plan. |
Announcement by October 31, 2009. |
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
10. Implement Major Capital Projects.
INDICATOR |
METRIC |
FY10 TARGET |
STATUS |
10.1 |
Construction documents complete. |
Mar 2010 |
On Target |
10.2 |
Complete exterior envelope enclosure. |
Nov 2009 |
Achieved |
|
Start residential furniture installation. |
Jun 2010 |
On Target |
10.3 |
Complete exterior envelope enclosure. |
Jan 2010 |
Achieved |
|
Final Design and bid package review of new project to complete shell space. |
May 2010 |
On Target |
10.4 |
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 |
On Target |
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Demolish and remove old press box. |
Jan 2010 |
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
11. Conduct Integrated Master Planning
INDICATOR |
METRIC |
FY10 TARGET |
STATUS |
11.1 |
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. |
On Target |
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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. |
Attention Needed |
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
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. |
On Target |
Measureable • Imply Priorities • Broadly Encompassing • Scorecard • Drive Initiatives and Projects • Results on Measures Tracked Year-to-Year
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. |
On Target |
Measureable • Imply Priorities • Broadly Encompassing • Scorecard • Drive Initiatives and Projects • Results on Measures Tracked Year-to-Year
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 |
E-verify. |
Complete E-verify process for all current and active B&F staff by deadline. |
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. |
Attention Needed |
3.2 |
2009 B&F Leadership Academy Action Learning Projects. |
Evaluate recommendations from 2009 B&F Leadership Academy Action Learning teams and document prioritized actions. |
Achieved |
3.3 |
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. |
On Target |
3.4 |
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. |
Finance: Achieved |
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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. |
Finance: |
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
University Mission
| University Mission |
President's Vision
| President's Vision |
