2011 B&F Strategic Framework
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Key Initiatives-FY11
Reflections of the Strategies · Most Strategic for B&F to be Successful Overall (in Addition to Operational Priorities) · Need Everyone's Support · Significant Change for Users or Broad Impact on the University
1. Implement Wellness Strategies to support the well-being of the U-M Community
INDICATOR |
METRIC |
FY11 TARGET |
STATUS |
1.1 |
MHealthy participation by benefits eligible faculty and staff (as measured by unique participation in the health questionnaire during 2009, 2010 or 2011) |
Increase cumulative participation to 58% (from the cumulative rate in 2010 of 55%) |
Achieved A cumulative 77% participation rate was achieved |
1.2 |
Applicable National Health Reform benefits-related work |
2010 Open Enrollment process includes identified policies, procedures and communications which are required for health care reform legislation |
Achieved |
The Early Retiree Reinsurance Program application is submitted and approved during the application enrollment period |
Achieved |
Reflections of the Strategies · Most Strategic for B&F to be Successful Overall (in Addition to Operational Priorities) · Need Everyone's Support · Significant Change for Users or Broad Impact on the University
2. Assess, coordinate and implement major Cost-Cutting Initiatives to Support the U-M Savings Goal of $120M from General Fund, FY13 to FY17
INDICATOR |
METRIC |
FY11 TARGET |
STATUS |
2.1 |
List of identified projects by functional area |
Completion by January 1, 2011 |
Achieved Completed Sept 2010 |
2.2 |
Evaluation of business cases for the identified projects (benefits, costs and investment levels) |
Completed by June 30, 2011 |
Achieved |
2.3 |
Approval of projects and funding strategies |
Completed by June 30, 2011 |
Partially Achieved Deans and BAG required additional communication in Fall 2010 , delaying project start up |
Reflections of the Strategies · Most Strategic for B&F to be Successful Overall (in Addition to Operational Priorities) · Need Everyone's Support · Significant Change for Users or Broad Impact on the University
3. Implement a Procurement Strategic Sourcing Initiatives promoting "smarter buying" in Schools and Colleges
INDICATOR |
METRIC |
FY11 TARGET |
STATUS |
3.1 |
Spend tracking mechanism to assess progress on strategic sourcing |
Mechanism established by June 30, 2011 |
Achieved Using GeP Spend Analysis Tool & Dashboard being finalized |
3.2 |
Completion of spend analyses |
Completed for the remaining 10 schools or units (out of 28 total) |
Achieved |
3.3 |
Completion of assessment |
Completed by June 30, 2011 |
Achieved We are beyond assessment and well into implementation of IT sourcing |
Reflections of the Strategies · Most Strategic for B&F to be Successful Overall (in Addition to Operational Priorities) · Need Everyone's Support · Significant Change for Users or Broad Impact on the University
4. Define and implement IT Rationalization program
INDICATOR |
METRIC |
FY11 TARGET |
STATUS |
4.1 |
Presentation on findings and recommendations to Executive Vice Presidents (Hanlon, Pescovitz, and Slottow) |
August 30, 2010 |
Achieved |
4.2 |
List of approved initiatives |
Implementation plan in place by March 31, 2011, in coordination with Key Initiative #2 (Cost Cutting Initiative) |
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
5. Design and implement enterprise wide systems to increase efficiency and decision support
INDICATOR |
METRIC |
FY11 TARGET |
STATUS |
5.1 |
Targeted milestones |
Three major test cycles are completed by June 31, 2011 REVISED TARGET |
Achieved Vendor delayed software delivery Vendor code complete by June 30, 2011 |
5.2 |
Targeted milestones |
UM Online Directory web interface replaced by MCommunity Web Directory interface |
Not Achieved Infrastructure and software development delays resulted in a change to the go-live date to Summer 2011 |
Capacity implemented to enable U-M Microsoft accounts to be updated from the MCommunity directory by June 30, 2011 |
Achieved |
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5.3 |
Targeted milestones |
Travel Registry for individuals and groups implemented. |
Achieved |
Studio Abroad for pilot offices implemented |
Achieved |
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5.4 |
Paper department budget earnings (DBE) submittal forms |
Implementation of the unit on-line system with workflow for approvals by January 31, 2011 for pilot units. |
Achieved |
Implementation of the unit on-line system with workflow for approvals rolled out to all campus units by June 30, 2011. |
Achieved |
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Paper additional pay submittal forms |
Implementation of the unit on-line system with workflow for approvals by June 30, 2011 for pilot units |
Achieved |
|
eRecruit |
Replace the paper based hiring process for GSAs by June 30, 2011 REVISED TARGET |
Achieved Steering committee requested, and leadership supported a change to the FY11 target due to complexities and business cycles. Replace the paper based hiring process for non-student temps by June 30, 2011. |
5.5 |
Concur system in production |
Complete roll-out to campus and UMHS by June 30, 2011 |
Achieved In Feb 2011 |
Reflections of the Strategies · Most Strategic for B&F to be Successful Overall (in Addition to Operational Priorities) · Need Everyone's Support · Significant Change for Users or Broad Impact on the University
6. Implement Next Gen Michigan IT Environment
INDICATOR |
METRIC |
FY11 TARGET |
STATUS |
6.1 |
Number of shared HPC cores available to researchers on the Flux Cluster |
Increase from 200 to 2000 cores available by September 30,2010 |
Achieved |
6.2 |
Targeted milestones |
Comprehensive Data Center 1-2-3 plan is complete |
Not Achieved The plan is still being drafted |
6.3 |
Targeted milestones |
IT policy framework submitted to IT Council for approval by June 30, 2011 |
Achieved |
Prioritized list of policies to be addressed submitted to IT Council by June 30, 2011 |
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
7. Create supporting infrastructure for North Campus Research Complex
INDICATOR |
METRIC |
FY11 TARGET |
STATUS |
7.1 |
Complete renovation project for BEC/OTT (Building 520) |
September 30, 2010 |
Achieved |
|
Complete programming and conceptual design for Health Services Research Group (Building 16) and submit for Regents project approval |
January 31, 2011 REVISED TARGET |
Achieved May 2011 Regents approval |
|
Complete marketing plan of NCRC Building 550 |
January 31, 2010 1/11 TARGET REVISED |
Project withdrawn On hold per NCRC Executive Director |
Reflections of the Strategies · Most Strategic for B&F to be Successful Overall (in Addition to Operational Priorities) · Need Everyone's Support · Significant Change for Users or Broad Impact on the University
8. Promote Environmental Sustainability
INDICATOR |
METRIC |
FY11 TARGET |
STATUS |
8.1 |
Present draft goals to Executive Sustainability Council |
March 31, 2011 |
Not Achieved Project delayed to allow Exec Council more time to review |
8.2 |
Establish website to promote wind energy RECs from DTE Stoney Corners Wind Farm |
December 31, 2010 |
Not Achieved Website is now available-still working on technical issues related to reliability |
8.3 |
Complete study of Plant fleet to identify means to convert to greener fuels or reduce number/types of vehicles in fleet |
May 31, 2011 |
Achieved Study now under review |
8.4 |
Implement a standardized paper supplier program and a system to track purchase of recycled content materials |
May 31, 2011 |
Achieved |
|
Create a sustainable copier policy and select a standard supplier |
May 31, 2011 |
Achieved |
8.5 |
Implementation of 200 additional virtual servers (500 currently in use) |
June 30, 2011 |
Achieved 723 virtual servers in use, an increase of 266 over the 457 in use at the beginning of FY11, and 23 more than the target |
Increase from 50% to 80% in the use of power saving settings of computers that utilize ITS' Computer Power and Patch Management service (resulting in increased energy reductions) |
May 31, 2011 |
Not Achieved Change management, education and system conflicts required more resources than had been allocated |
|
8.6 |
Status report on projects in design or construction summarizing sustainable features |
June 30, 2011 |
Achieved |
8.7 |
Hold Planet Blue open houses in 29 buildings |
June 30, 2011 |
Achieved |
Achieve and maintain 5% reduction in energy consumption for 66 completed buildings using end of FY11 energy consumption data |
June 30, 2011 |
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
9. Implement Major Capital Projects
INDICATOR |
METRIC |
FY11 TARGET |
STATUS |
9.1 |
Schematic Design documents |
Completed by October 31, 2010 |
Achieved |
9.2 |
Furniture and equipment installation |
Started by April 30, 2011 |
Achieved |
Shell space construction |
Started by December 31, 2010 |
Achieved |
|
9.3 |
Communication Plan for implementation of U-M "Safety First" Contractor employee recognition program |
In place by February 28, 2011 |
Achieved |
9.4 |
Business Plan |
Funding request finalized by December 31, 2010 |
Partially Achieved Unanticipated contracting complexities required external expertise to advise on market, deal points and to validate pricing, caused delay. Extenet contract signed in FY11. |
Reflections of the Strategies · Most Strategic for B&F to be Successful Overall (in Addition to Operational Priorities) · Need Everyone's Support · Significant Change for Users or Broad Impact on the University
10. Conduct Integrated Planning
INDICATOR |
METRIC |
FY11 TARGET |
STATUS |
10.1 |
Comprehensive draft Master Plan for all five Ann Arbor campuses |
Present draft Master Plan to EO's by June 30,2011 |
Achieved |
10.2 |
Strategic plan in development |
Mission domain strategies complete |
Not Achieved The Teaching & Learning Domain hasn't completed their strategy; they have asked for an extension |
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
11. Implement Facilities Maintenance Restructuring to increase workforce productivity
INDICATOR |
METRIC |
FY11 TARGET |
STATUS |
11.1 |
Pilot implemented |
October 31, 2010 |
Achieved |
Compliance to Work Schedules |
75% by end of pilot |
Achieved |
|
% Available Work Hours Scheduled |
90% by end of pilot |
Achieved |
|
% Work Orders linked to Equipment and Systems |
80% by end of pilot |
Achieved |
|
% Proactive Maintenance Work |
65% by end of pilot |
Achieved |
|
11.2 |
Planning document prepared for remaining regions |
December 31, 2010 |
Achieved |
B&F Goals-FY11
| Provider of Choice | Employer of Choice | Best in Class Leadership |
Measureable · Imply Priorities · Broadly Encompassing · Scorecard · Drive Initiatives and Projects · Results on Measures Tracked Year-to-Year
1. Become the University's Provider of Choice
for the U-M services we offer.
INDICATOR |
METRIC |
FY11 TARGET |
STATUS |
Customer Satisfaction. |
Action Plans implemented in response to B&F 2009 Customer Survey |
Progress on action plans reported by January 30, 2011 |
Finance: |
|
Overall Customer Satisfaction 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 2011 B&F Customer survey (7.5 = B&F mean score in 2009) |
B&F Overall Finance: Increased from 7.34 to 7.44 UHR: Increased from 7.44 to 7.63 ITS: Decreased from 7.82 to 7.71 F&O: Increased from 7.15 to 7.38 |
Measureable · Imply Priorities · Broadly Encompassing · Scorecard · Drive Initiatives and Projects · Results on Measures Tracked Year-to-Year
2. Become the Employer of Choice for high-performing staff members and teams
INDICATOR |
METRIC |
FY11 TARGET |
STATUS |
Employee Satisfaction |
Targets and action plans based on results of the 2010 B&F Employee Survey |
The goal is to achieve an increase in the B&F Overall Satisfaction score from 72 to 73 in the March 2012 B&F Employee Survey.) Unit targets set and action plans in place by November 30, 2010. |
Finance: |
|
Action Plans implemented in response to 2010 B&F Employee Survey data |
Progress on action plans reported by June 30, 2011 |
Achieved |
Measureable · Imply Priorities · Broadly Encompassing · Scorecard · Drive Initiatives and Projects · Results on Measures Tracked Year-to-Year
3. Demonstrate Best in Class Leadership in managing University Resources with respect to quality, cost, service and long term impact for the University.
INDICATOR |
METRIC |
FY11 TARGET |
STATUS |
3.1 |
B&F Strategic Sourcing Initiatives |
Managed Print and Copy Program complete |
Achieved Program was implemented within B&F (Procurement, HR, Treasury, Risk, Fleming SSC, Investments, Campus Computing Sites, AEC, Central/Medical Parking and Transportation, PBS, OSEH, DPS) |
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|
Office Supplies standardization complete |
Achieved OfficeMax has worked with UM to substitute brand name products with generic ones |
|
Environmental Sustainability in B&F |
Sustainable Office Program (including checklists and recommendations) rolled out to B&F staff by November 1, 2010 |
Achieved |
|
M-Healthy Participation |
B&F cumulative participation will increase from 58% to 60% (as measured by counting each individual that participated in the health questionnaire in 2009 or 2010 or 2011) |
Achieved A cumulative 75% participation rate was achieved in B&F |
3.2 |
Cost Reductions |
4-6% total savings from FY11-13 |
Achieved A reduction of 10.6% over the 3 year period ($17.6M reduction) |
3.3 |
B&F Hiring Process |
Common B&F search/hiring checklist implemented by January 1, 2011 |
Achieved |
An audit performed in June, 2011 demonstrates appropriate use of the checklist. |
FINANCE: Achieved UHR: Achieved ITS: Achieved F&O: 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 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 |
