B&F Strategic Framework
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2011 B&F Strategic Framework

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Key Initiatives-FY11

1. Implement Wellness
Strategies to support
the well-being of
the U-M Community.
2. Assess, coordinate and implement major Cost-Cutting Initiatives to Support the U-M Savings Goal of $120M from General Fund, FY13 to FY17. 3. Implement a Procurement Strategic Sourcing Initiatives promoting "smarter
buying" in Schools and Colleges.
4. Define and implement
IT Rationalization
program.
5. Design and implement
enterprise wide systems
to increase efficiency and decision support.
6. Implement Next Gen Michigan IT Environment.
7. Create supporting infrastructure for North Campus Research Complex. 8. Promote Environmental Sustainability. 9. Implement Major Capital Projects.
10. Conduct Integrated Planning. 11. Implement Facilities Maintenance Restructuring to increase workforce productivity.

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
M-Healthy Programs

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

Achieved

A cumulative 77% participation rate was achieved

1.2
National Health Care Reform

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

Achieved

The Early Retiree Reinsurance Program application is submitted and approved during the application enrollment period

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

 

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
Comprehensive administrative services transformation strategy

List of identified projects by functional area

Completion by January 1, 2011

Achieved

Achieved

Completed Sept 2010

2.2
Completion of business cases

Evaluation of business cases for the identified projects (benefits, costs and investment levels)

Completed by June 30, 2011

Achieved

Achieved

2.3
Prioritization of projects for FY12-14

Approval of projects and funding strategies

Completed by June 30, 2011

Partially Achieved

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

Spend tracking mechanism to assess progress on strategic sourcing

Mechanism established by June 30, 2011

Achieved

Achieved

Using GeP Spend Analysis Tool & Dashboard being finalized

3.2
Unit spend analysis

Completion of spend analyses

Completed for the remaining 10 schools or units (out of 28 total)

Achieved

Achieved

3.3
IT Strategic Sourcing assessment

Completion of assessment

Completed by June 30, 2011

Achieved

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
IT Rationalization strategy

Presentation on findings and recommendations to Executive Vice Presidents (Hanlon, Pescovitz, and Slottow)

August 30, 2010

Achieved

Achieved

4.2
IT Rationalization implementation plan

List of approved initiatives

Implementation plan in place by March 31, 2011, in coordination with Key Initiative #2 (Cost Cutting Initiative)

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

 

5. Design and implement enterprise wide systems to increase efficiency and decision support

INDICATOR

METRIC

FY11 TARGET

STATUS

5.1
Donor Alumni Relationship Tool (DART)

Targeted milestones

Three major test cycles are completed by June 31, 2011

REVISED TARGET

Achieved

Achieved

Vendor delayed software delivery

Vendor code complete by June 30, 2011

5.2
Identity Management/MCommunity
(new directory)

Targeted milestones

UM Online Directory web interface replaced by MCommunity Web Directory interface

Not Achieved

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

Achieved

5.3
Global Engagement

Targeted milestones

Travel Registry for individuals and groups implemented.

Achieved

Achieved

Studio Abroad for pilot offices implemented

Achieved

Achieved

5.4
HR submittal forms

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

Achieved

Implementation of the unit on-line system with workflow for approvals rolled out to all campus units by June 30, 2011.

Achieved

Achieved

 

Paper additional pay submittal forms

Implementation of the unit on-line system with workflow for approvals by June 30, 2011 for pilot units

Achieved

Achieved

 

eRecruit

Replace the paper based hiring process for GSAs by June 30, 2011

REVISED TARGET

Achieved

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 Travel Expense Management system

Concur system in production

Complete roll-out to campus and UMHS by June 30, 2011

Achieved

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
Shared high performance computing (HPC) for research enterprise (CIRRUS Project)

Number of shared HPC cores available to researchers on the Flux Cluster

Increase from 200 to 2000 cores available by September 30,2010

Achieved

Achieved

6.2
Established Data Centers

Targeted milestones

Comprehensive Data Center 1-2-3 plan is complete

Not Achieved

Not Achieved

The plan is still being drafted

6.3
IT policy & guideline function

Targeted milestones

IT policy framework submitted to IT Council for approval by June 30, 2011

Achieved

Achieved

Prioritized list of policies to be addressed submitted to IT Council by June 30, 2011

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

 

7. Create supporting infrastructure for North Campus Research Complex

INDICATOR

METRIC

FY11 TARGET

STATUS

7.1
Document and develop written plans and where projects are implemented, complete project on time and within established budget

Complete renovation project for BEC/OTT (Building 520)

September 30, 2010

Achieved

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

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
Integrated Assessment (IA) to establish long term goals for campus operations sustainability

Present draft goals to Executive Sustainability Council

March 31, 2011

Not Achieved

Not Achieved

Project delayed to allow Exec Council more time to review

8.2
Alternative Energy: identify, evaluate, and implement alternative energy sources for campus

Establish website to promote wind energy RECs from DTE Stoney Corners Wind Farm

December 31, 2010

Not Achieved

Not Achieved

Website is now available-still working on technical issues related to reliability

8.3
Green Transportation: identify methods to green the U-M vehicle fleet

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

Achieved

Study now under review

8.4
Green Purchasing: identify and implement methods to promote green purchasing standards and policies

Implement a standardized paper supplier program and a system to track purchase of recycled content materials

May 31, 2011

Achieved

Achieved

 

Create a sustainable copier policy and select a standard supplier

May 31, 2011

Achieved

Achieved

8.5
Increase the use of Green IT options to promote energy conservation

Implementation of 200 additional virtual servers (500 currently in use)

June 30, 2011

Achieved

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

Not Achieved

Change management, education and system conflicts required more resources than had been allocated

8.6
AEC Sustainable building construction standards and policies

Status report on projects in design or construction summarizing sustainable features

June 30, 2011

Achieved

Achieved

8.7
Planet Blue Teams for energy reduction in 66 Planet Blue buildings (as evaluated by the methodology used for the pilot buildings)

Hold Planet Blue open houses in 29 buildings

June 30, 2011

Achieved

Achieved

 

Achieve and maintain 5% reduction in energy consumption for 66 completed buildings using end of FY11 energy consumption data

June 30, 2011

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

 

9. Implement Major Capital Projects

INDICATOR

METRIC

FY11 TARGET

STATUS

9.1
Residential Life Initiative-Lloyd

Schematic Design documents

Completed by October 31, 2010

Achieved

Achieved

9.2
Children and Women's

Furniture and equipment installation

Started by April 30, 2011

Achieved

Achieved

 

Shell space construction

Started by December 31, 2010

Achieved

Achieved

9.3
Contractor Safety

Communication Plan for implementation of U-M "Safety First" Contractor employee recognition program

In place by February 28, 2011

Achieved

Achieved

9.4
Enhance cellular infrastructure

Business Plan

Funding request finalized by December 31, 2010

Partially Achieved

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
Master Facility and Land Use Planning

Comprehensive draft Master Plan for all five Ann Arbor campuses

Present draft Master Plan to EO's by June 30,2011

Achieved

Achieved

10.2
Master IT plan for U-M

Strategic plan in development

Mission domain strategies complete

Not Achieved

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
North Campus Pilot (North Campus region)

Pilot implemented

October 31, 2010

Achieved

Achieved

 

Compliance to Work Schedules

75% by end of pilot

Achieved

Achieved

 

% Available Work Hours Scheduled

90% by end of pilot

Achieved

Achieved

 

% Work Orders linked to Equipment and Systems

80% by end of pilot

Achieved

Achieved

 

% Proactive Maintenance Work

65% by end of pilot

Achieved

Achieved

11.2
Plan

Planning document prepared for remaining regions

December 31, 2010

Achieved

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

Achieved

Finance:
Achieved

Achieved
UHR:
Achieved

Achieved
ITS:
Achieved

Achieved
F&O:
Achieved

 

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)

Achieved

B&F Overall
Achieved

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.

Achieved

Finance:
Achieved

Achieved
UHR:
Achieved

Achieved
ITS:
Achieved

Achieved
F&O:
Achieved

 

Action Plans implemented in response to 2010 B&F Employee Survey data

Progress on action plans reported by June 30, 2011

Achieved

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

B&F Strategic Sourcing Initiatives

Managed Print and Copy Program complete

Achieved

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)

 

 

Office Supplies standardization complete

Achieved

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

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

Achieved

A cumulative 75% participation rate was achieved in B&F

3.2
Budget

Cost Reductions

4-6% total savings from FY11-13

Achieved

Achieved

A reduction of 10.6% over the 3 year period ($17.6M reduction)

3.3
Diversity

B&F Hiring Process

Common B&F search/hiring checklist implemented by January 1, 2011

Achieved

Achieved

An audit performed in June, 2011 demonstrates appropriate use of the checklist.

Achieved

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

We Make BLUE GO

University Mission

University Mission

President's Vision

President's Vision