bf expd forum 091406 final um band

8/14/2019 Bf Expd Forum 091406 Final Um Band

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Business and FinanceExpanded Forum

B&F Strategic FrameworkLooking Back and Looking Forward

September 14, 2006


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B&F Forum Agenda

Pre-Event VOICES Poster Session

Welcome

B&F Strategic Framework Goals 1 and 2

Goal 3 - finalized

Looking Back/Looking Forward

FY2006 Key 12 Initiatives results/progress FY 2007 Key 10 Initiatives plans and metrics

Updates, BF Forum/BF Diversity Committee

Question and Answer

Closing

Break 10:00-10:15


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Creating Alignment with the Presidents Vision

Univers i ty o f Mic h igan Pres ident Co leman Apr i l , 2004

Mission

The mission of the University of Michigan is to serve the people of Michigan and theworld through preeminence in creating, communicating, preserving and applyingknowledge, art, and academic values and in developing leaders and citizens who willchallenge the present and enrich the future

Teaching, Research, Service, Patient Care

Vision Define great public University of the world

New level of excellence

Expand collaborative innovation

Strategies

Sustain academic excellence

Foster active engagement

Build collaborative learning communities Create greater access to UM academic quality


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Business & Finance: The Challenge

Purchasing Services, Stores& Business Services

Office of Financial Analysis

UNIVERSITY OFMICHIGANINVESTMENTOFFICE

B&F logo graphic cll/2006


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Strategic Framework: B&F Vision

B& F V is ion

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

Universitys businesses

Serving as fiduciaries of the University assets (physical, financial, human,

information and technology assets)

INSPIRING OUR ASPIRATIONS WHAT WE WILL DO TO SERVE THE ORGANIZATION OUR LEADERSHIP LEGAC


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Strategic Framework: B&F Mission and Motto

We partner with the Universitycommunity to provide the technical,financial, physical, information andhuman resource infrastructureessential to being one of the greatestpublic universities in the world.

WHAT WE DO THE REASON A DIVISION, UNIT OR DEPARTMENT EXISTS A MISSION IS SOMETIMES ENCAPSULATED IN A MOTTO OR SHORT SLOGAN


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Strategic Framework: B&F Mission and Motto

We partner with the Universitycommunity to provide the technical,financial, physical, information andhuman resource infrastructureessential to being one of the greatestpublic universities in 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 MAKEBLUEGO


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Strategic Framework: B&F Values

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 & ETHICAL STANDARDS GUIDANCE FOR DECISION MAKING CONSISTENCY AND ALIGNMENT BETWEEN STATED ORGANIZATIONAL VALUES AND BEHAVIORS IS VITAL


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Strategic Framework: Critical B&F Strategies

Work in collaborative manner to meet customer needs1

Leverage technology investment for strategic gains andoperational efficiency2

Attract, develop, retain and invest in highly-productive anddiverse staff3

Develop and expand programs that promote good stewardship

of our resources and protect the citizens of our community4


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Strategic Framework: Goals and Metrics

TargetsGoals Indicators Metrics

1.1 Customer satisfaction1. Become the UniversitysPROVIDER of CHOICEfor the UM services weoffer

5% improvement on overallB&F Satisfaction scores onMarch 2007 Survey

Overall Customer SatisfactionIndex scores as tracked on theB&F Customer Survey


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Strategic Framework: Goals and Metrics


1.1 Customer satisfaction1. Become the UniversitysPROVIDER of CHOICEfor the UM services weoffer

5% improvement on overallB&F Satisfaction scores (from7.53 to 7.91) on March 2007Survey

Overall Customer SatisfactionIndex scores as tracked on theB&F Customer Survey

2.1 Employee satisfaction2. Become theEMPLOYERof CHOICE for highperforming staff membersand teams

5% improvement on overallB&F Satisfaction scores (from77 to 81) on October 2006Survey

Overall Employee Satisfactionscore as tracked on the 2005Employee Survey

2.2 Performance feedback Specific feedback on6 leadership competencies

Improvement on individualgoals


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Strategic Framework: Goals continued


3.1 Using metrics tomanage projects

3. DemonstrateBEST INCLASS leadership inmanaging Universityresources with respectto quality, cost, serviceand long term impact for

the University

The use of metrics to managethe Key Initiatives

Set specifically for eachInitiative

3.2 Effective internalimplementation andearly adoption of

relevant University-wide Initiatives

Set specifically for eachinternally-relevant initiative

Metrics specific toimplementation of KeyInitiatives and U-wide projects

within B&F

3.3 Efficiency of B&Fbusiness processes

Demonstrate improvement viaspecific metrics (time savings,quality, compliance, customer

satisfaction)

Senior staff will designate 1 2specific business processes toimprove

New fo r FY2007

Each AVP will demonstrate4 6% total savings over 3years (FY07-FY10)

Improvement in businessprocesses (including reductionor elimination of activities) inorder to self-fund innovationsor new activities


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Looking Back: FY06 12 Key Initiatives

1. Classification System

2. Healthy community

3. Investments

4. Internal controls5. Financial business processes

6. Business intelligence strategies

7. Information technology security

8. Residential Life initiative

9. Lab renovation project

10. Children's and Women's replacement hospital

11. Energy conservation

12. Targets for Employee Satisfaction/Customer Satisfaction surveys


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Looking Forward: FY07 10 Key Initiatives

1. Recruitment, retention and development of outstanding faculty and staff

2. Benefits and wellness strategies

3. Internal controls

4. Business intelligence

5. Information Technology Security Program

6. Provosts Space Utilization project

7. Residential Life initiative

8. Children's and Women's replacement hospital project

9. Energy Conservation

10. Targets for B&F Goals


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B&F Key Initiatives

Looking Back at FY06Looking Forward to FY07


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B&F Updates: Looking Back, Looking Forward

Key Initiatives: FY06 Reports, FY07 PlansLaurita Thomas

Erik Lundberg

Peggy NorgrenLaura Patterson

Break

Special Guest, Phil Hanlon

Hank Baier

Tim Slottow


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HRAA

Laurita Thomas


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Looking Back FY06: Classification System

1. Organize and launch the next stage of the classification system project

Track decentralized mapping decisions for calibration to system intent

80% compliance was observed in FY06

Implement decentralized decision authority Implement post audit review process

204 potential outliers initially identified in FY06

82 (40%) recommended for market title change in FY06

25 (12%) would result in an FLSA change

Provide expertise to units for market referenced pay system development

Employee focus group feedback on pay points and career navigation tools

80% of Ann Arbor campus job postings contain target pay range information Employee focus group feedback on Organizational Competencies design initiated

Looking Forward FY07:


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Looking Forward FY07:Recruitment, Retention and Development

1. Develop leading practices in the recruitment, retention anddevelopment of outstanding faculty and staff. Facilitate the integration of UM organizational competencies into HR programs and practices

Provide expert consulting in market referenced pay systems and practices

Initiate a pilot of career communities that will be the basis for the development and implementationof functional/technical competencies

Metrics: Three units are piloting organizational competencies for recruitment and selection

Two career communities are partnering with HRAA on the approach to develop career basedtechnical and functional competencies


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HR System Components and Timeframe

2002 2003 2004 2005 2006 2007 2008 2009 2010

Design, Implement and Stabilize CFCS

Help staff navigate CFCS

Units develop and communicatecompensation strategy

Develop and implement organizational competencies

Initially apply to recruitment/selection and professional development

Infrastructure to support model:

Central HR & unit resourcesTechnologyManagement developmentChange managementDecision model

Career Communities

Develop Technical FunctionalCompetencies

Apply to selection, development& performance management

Develop performance managementsystem


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Looking Back FY06: Healthy Community

2. Advance the goals of President Coleman's vision for a healthycommunity and create a culture that fosters employee health andwell-being.

Over 35 orientation presentations with UM managers on all campuses

Over 450 Unit Wellness Champions recruited and engaged in facilitatingcommunication

More than 8,400 faculty and staff participated in the Active U program

More than 12 million collective minutes of physical activity were logged by

participants Robust website was created for all heath and well-being information, including the

Healthwise database of over 6000 health topics

Ergonomic self-help tools were developed

Ergonomic consultations were provided to over 90 employees with medicalconditions

Targeted ergonomic solutions were implemented for high risk departments on allcampuses with the assistance of a matching fund


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HRAA

Questions and Answers


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Investment Office

Erik Lundberg


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Looking Back FY06: Investments

3. Implement strategies for investments to meet or exceed the targeted levelof return with acceptable level of risk

FY 06 GOALS

Maximize performance of the Long Term Portfolio with an appropriate level of risk:

Exceed the return of the performance benchmark by at least 0.5% annualized on a rolling three-yearbasis (equal to about $20 million p.a.).

Achieve top quartile performance versus other Colleges and Universities over time.

Maximize the performance of the University Bank with an appropriate level of risk:

Exceed the return of the performance benchmark by at least 0.25% on a rolling three-year basis(equal to about $4 million p.a.).

Exceed the return of 90-Day T-bills by at least 2.0% over rolling three-year periods (equal to about$40 million p.a.).

Maximize the performance of the financial reserves of Veritas and M-CARE as well as the deferredgift vehicles:

Exceed the return of the respective performance benchmark over rolling-three year periods.


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Investment Office



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AVPF

Peggy Norgren


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L ki F d FY I l C l


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Looking Forward: FY07 Internal Controls

3. Strengthen internal controls and improve the financial management ofunits

Have units identify and remedy internal control gaps for the employment

process Train units to perform internal controls gap analysis

Work with units to either implement missing control or to identify a mitigating internal control

Get units to document responsibility for controls

Metric:100% of certifying units have identified control gaps and have plans to remedy them

Identify practical guide for control points for various Purchasing functions PCards

Travel and Expenses

Non-PO Vouchers

Purchase Orders

Marketsite Orders

Service Unit Billing

Metric:Internal Controls Adequacy Matrices developed for Purchasing functions

L ki F d FY07 I t l C t l ( td)


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Looking Forward: FY07 Internal Controls (contd)

3. Strengthen internal controls and improve the financial management ofunits

Identify central business process changes to improve controls around

purchasing Develop business plan for implementation of expense reporting module

Assess alternative policies for improved controls around travel and expenses possibility of per diems,

Identify alternative options around PCard

Identify changes to Service Unit Billing requirements to ensure improved controls Identify key management control reports for units around purchasing activity

Develop detailed plan for implementation of improved central control points aroundpurchasing

Metric:Business plan completed and implementation plan developed

L ki F d FY07 I t l C t l ( td)


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Looking Forward: FY07 Internal Controls (contd)

3. Strengthen internal controls and improve the financial management ofunits.

Make improvement to Employment Process Controls

Develop policies with HRAA regarding incentive compensation plans; requirements forperformance management reviews

Develop user friendly version of the Gross Pay Register to ensure proper activitywithout substantial manual calculation

Implement incentive compensation pay codes; eliminate incentive pay through other

mechanisms Develop key managerial control reports for the employment process through the

advice of a working group

Metric:Improvements Completed

L ki B k FY06 Fi i l B i P


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Looking Back FY06: Financial Business Processes

5. Improve targeted financial business processes for improved controlsand better customer service

Implementing Bank Restructuring project which allows online cash receipts and localdrop box or armored car service for streamlined deposit process for units

Expanded journal entry pilot which allowed ALL units to generate upload files for directentry into system

Implemented web based effort certification

Piloted online time and entry; also offered local data entry of timesheets for thoseresponsible for timekeeping in a unit

Launched working group to determine ways to eliminate Form G by utilizing existingprocesses for more effective business controls, elimination of duplicate ways to do thesame business, and to ensure better compliance


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AVPF



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Break

Voices Posters still on display


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Space Utilization Initiative

a presentation by

Phil Hanlon, Associate Provost forAcademic and Budgetary Planning

What is the Space Initiative?


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What is the Space Initiative?

Broad, campus-wide effort to better understand and, ultimately,better use space and facilities

Phased, interactive and inclusive process

Guided by focus on healthy growth and continued excellence inacademics and research

Why Undertake this Initiative?


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Why Undertake this Initiative?

Direct the greatest resources toward our core academicmission

Support a healthy pace of growth and innovation in ouracademic enterprise

Ensure that faculty and students have access to the bestinstructional and research technology

Reasons to Act Now


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Reasons to Act Now

Rapidly rising energy and building costs

Falling state support

Environmental stewardship

Improved information technology

Robust growth over the last decade

Background and Charge


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Background and Charge

Spring 2006

Office of the Provost holds focusgroups to discuss strategies formoving forward

Input from focus groups results ina set of recommendations

endorsed by the ExecutiveOfficers

December 2005

Regents summit on future of GFbudget demonstrates need to find

new revenue streams and dealwith increasing costs

Eight Components of the Space Initiative


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Eight Components of the Space Initiative

1) Information Delivery

2) Instructional Space

3) Energy Usage

4) Capital Projects Guidelines

5) Budgetary Incentives

6) Shared Technology

7) Facilities Maintenance and Upkeep

8) Communication

Management of the Initiative


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Management of the Initiative

Organizational Structure Executive Sponsors

Steering Committee

Project Manager and Office

Subproject Teams

Timing Years one and two: study of current situation, development of plan, IT

infrastructure, communications Years three and four: implementation

Year five: evaluation and consideration of next steps

Looking Forward: FY07 Space Utilization


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Looking Forward: FY07 Space Utilization

6. Support the Provosts Space Utilization Project

Provide space utilization information to campus using existing data andreports to determine gaps in information

Enhance the space management and classroom scheduling systems tocollect missing data

Deliver space utilization information, projected space needs, and financialanalysis using business intelligence tools and systems

Support the development of new business processes for improved spacemanagement


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Space UtilizationInitiative

Phil Hanlon



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MAIS and ITSS

Laura Patterson

Looking Back FY06: Business Intelligence


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g g

6. Implement business intelligence strategy recommendations Form a BI Leadership Center

Implemented a BI Website and Blog

Implementing the BI Council (in progress)

Implementing the Council of Experts (in progress)

Develop BI standards that align technologies Selected Business Objects Web Intelligence as the standard reporting tool

Encourage the pursuit of multiple BI projects Initiated the Web Reporting project (in progress)

Initiated several BI application projects (in progress)

Initiated the Business Objects Upgrade (in progress)

Looking Forward: FY07 Business Intelligence


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g g

4. Implement Business Intelligence strategic recommendations thatwere agreed upon by the schools and colleges, Health System, andadministrative units

Recommendation

Form a BI Leadership Center

Upgrade Business Objects to the Web

Implement a Web reporting system

Metric

At least 15 people are actively participating inthe BI Council

At least 30 people are participating in periodicinformation sharing events through the BICommunity of Experts

XIR2/WebI is in production and reports areconverted

The old version of Business Objects is no longerused

Web reporting is in production with content tosupport internal controls and financial reports forfaculty (PIs)

Looking Back FY06: Information Security


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7. Design and implement an information technology security framework

Developed and rolled out the security program to units on campus(in progress)

Developed and approved an incident response policy, proceduresand tracking system

Implemented the virtual firewall

Trained 50 security administrators Initiated security risk assessments in units with GLBA data

Implemented new tools for prevention, detection and reaction tosecurity incidents

Conducted quarterly vulnerability scans and reported vulnerabilitiesto units

Looking Forward: FY07 Information Security


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5. Implement the Information Technology Security Program

Metric

At least 30 units participate in the firstround of security planning workshops

At least 50% of the participating unitscomplete a security plan by October 1.

100% of the participating units

complete a security plan by June 30,2007.

At least 100 trained securityadministrators are employed at theUniversity on June 30, 2007.

Action

Establish a distributed organization

with shared security responsibilities

Looking Forward: FY07 Information Security


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5. Implement the Information Technology Security Program (contd)Metric

The 30 units that participated in securityplanning workshops have assigned anincident response coordinator.

The same 30 units have implementedincident management procedures andcommunicated the procedures within theirunit.

Data Stewards (Provost, CFO, EVPMA)have approved revisions to SPG 601.12and the related data classificationguidelines by June 30, 2007.

A university-wide security plan is developedby consolidating available unit plans byNovember 1, 2006 and is updated withsubsequent unit plans by July 1, 2007.

Action

Implement a University-wide incidentmanagement policy and procedures by June

30, 2007

Increase the protection of personal privateinformation (PPI)

Publish a University-wide security plan


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MAIS



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Facilities and Operations

Hank Baier

Looking Back FY06: Residential Life


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8. Support the Residential Life initiative

MAJOR PROJECTS

West Quadrangle Residence Hall 2005 Infrastructure Updates

- $12.2M - SEP 2005

Mosher-Jordan Hall Renovation and Hill Dining Center- $65.1M - Design approval: SEP 2005

Bursley Hall 2006 Infrastructure Updates and Dining Improvements

- $12M - Project approval: SEP 2005

Oxford Housing Life Safety Improvements- $3.9M - Project approval: SEP 2005

North Quad Residential and Academic Complex-Project approval: JAN 2005- New goal - signature design: MAR 2006


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MOSHER-JORDAN HALL AND HILL DINING CENTER



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LIFE SAFETY PROJECTS

Looking Forward: FY07 Residential Life


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7. Support the Residential Life initiative Frieze Building Demolition

North Quad Design Approval

Mosher-Jordan Hall renovation/Hill Dining Center Bid/Award Approval

Mary Markley Hall Infrastructure Upgrades

Stockwell Hall Renovation Approval

Bursley Hall 2006 Infrastructure Upgrades and Dining Improvements

Oxford Housing Life Safety

Looking Back FY06: Lab Renovation


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9. Implement recommendations from the lab renovation project andrelated initiatives

Develop a project preparation and management package

Design and implement an annual training session

Conduct a pilot program to bid CS against outside contractors

Pre-design and potentially pre-build labs

Explore A&E alternative project-delivery methods and processimprovements

Study the average time between major renovations of labs

Initiate a pilot program in which life-cycle costs are tracked for several labswith different quality standards

Review by each school/college of recruitment process and relationship tothe design process and construction process

Develop benchmarks and best practices around cost, time, incentivepolicies, and processes at comparable institutions

Looking Back FY06: Childrens and Womens


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10. Support Children's and Women's replacement hospital project

Looking Back FY06: Childrens and Womens


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Design approval: Feb 2006 Budget: $525M

450 participants worked on programming, planning and design

LEED certification goal added

Implemented Health System Transportation Alternatives Committee

Looking Forward: FY07 Childrens and Womens


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Regents approval to bid/award

Begin construction

Owner changes and project tracking system

Executive team meetings

Looking Back FY06: Energy Conservation


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11. Lead Energy Conservation Energy Reduction Committee outreach activities

Poster Campaign Campus wide

Operational scheduling changes- Rackham, School of Music, Dennison

Energy Fest

Building control upgrades (ECM summaries)

31 energy conservation projects

Re-commissioning of buildings/energy audits Reaffirm 28 buildings are operating as designed

performed Energy Audit, and ECM analysis for 70% of 2005 buildings

Re-commissioned work for 60% of 2005 buildings.

Looking Forward: FY07 Energy Conservation


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9. Lead Energy Conservation

Trend energy consumption BTU/SF

Trend total energy consumption

Trend energy costs/SF

ISR energy study, phase I

Identify sustainable energy use


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F&O


Looking Back FY06: Targets for B&F Surveys


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12. Implement actions to achieve the targets set for the EmployeeSatisfaction Survey and Customer Satisfaction Survey

Employee Survey Action Plans submitted during April-June, 2005by 35 units

Over 200 actions steps or plans for further study documented

62 concrete actions reported as of April, 2006

Communication

Workload

Recognition

Customer Satisfaction Survey:Service Attribute Results


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66Highest scores

Service Attributes Mean Rating

1. Attentive to customer needs (listens) 7.60

2. Understands customer needs 7.45

7.497.38

7.28

7.697.25

7.26

7.03

7.39

7.56

8.20

3. Responds in a timely manner to customer requests/questions4. Understands and explains University policies and procedures

5. Communicates service standards

6. Demonstrates functional/technical expertise7. Communicates service change effectively

8. Implements service change effectively

9. Adapts to changing customer needs

10. Easily accessible

11. Leverages technology to improve service

12. Provides friendly and courteous service


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Customer Satisfaction Survey:Service Attribute Results


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68Lowest scores

Lowest scores withhighest r to satisfactionHighest scores

Service Attributes Mean Rating1. Attentive to customer needs (listens) 7.60

2. Understands customer needs 7.45

7.497.38

7.28

7.697.25

7.26

7.03

7.39

7.56

8.20

3. Responds in a timely manner to customer requests/questions4. Understands and explains University policies and procedures

5. Communicates service standards

6. Demonstrates functional/technical expertise7. Communicates service change effectively

8. Implements service change effectively

9. Adapts to changing customer needs

10. Easily accessible

11. Leverages technology to improve service

12. Provides friendly and courteous service

Key Findings from Customer Survey Data Analysis


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Responsiveness1Competence and Decision Making

2Service Levels and Staffing3Communication Skills4

Responsibility

5Understanding and Adapting6

Response to Customer Survey: Action Planning


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The following Action Steps were planned by 4 or more units within B&F Implementing customer service training

Enhancing unit websites

Increasing the amount of proactive customer communication

Increasing training to customers on procedures, unit processes, and/or services More clearly defining and publishing responsiveness and operational standards for both staff and

customers

Developing/enhancing a single point of contact role

Implementing an account rep/relationship manager strategy

Increasing onsite interviews with customers to proactively understand unit needs

Conducting additional customer surveys for added detail on customer needs and perceptions

Conducting lessons learned debriefing sessions with customers after service events or projects tobuild on what worked well and identify continuous improvements

Increasing/ enhancing the use of service level agreements to clarify customer-business unitexpectations

Customer Survey Coordination CommitteeJune, 2006 (Summary Report to EVPCFO Senior Staff)

Looking Forward: FY07 Targets for B&F Goals


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10. Implement actions to achieve the targets set for B&F Goals

Become the Universitys PROVIDER of CHOICE for the UM services

we offer1

Become the EMPLOYER of CHOICE for high performing staffmembers and teams2

Demonstrate BEST IN CLASS leadership in managing Universityresources with respect to quality, cost, service and long term impactfor the University

3

Timetable for Future B&F Surveys


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October,2006

EmployeeSurvey

March,2007

CustomerSurvey March,

2008

EmployeeSurvey

March,2010

EmployeeSurvey

March,2009

CustomerSurvey

March,2011

CustomerSurvey

2006 2007 2008 2009 2010 2011

Moving to a two-year, alternating cycle.


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B&F Goal 2- Provider of Choice FY07


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Next Steps for 2007 Customer Survey

Phase I Implement Customer Survey (Time 2)March 2007

Phase II Report Out Results Spring, 2007

Phase III Action planning and setting targetsSummer 2007

Phase IV Implementation and trackingSummer 2007 March 2009

Resurvey March, 2009


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Looking Forward: FY07 Information Technology SecurityInternal (B&F) Implementation


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5. Implement the Information Technology Security ProgramMetric

B&F has named a security liaison and formeda Security Committee.

By June 30, 2007 the Committee has met atleast six times and published meetingminutes.

The B&F Security Committee has developedan internal B&F incident response policy andprocedure.

The Security Committee has communicatedthe policy and procedures to all members ofB&F.

B&F staff are successfully executingprocedures that comply with SPG 601.25 forresponding to security incidents.

Action

Name a Security Liaison and IncidentResponse Coordinator

Comply with SPG 601.25, InformationTechnology Incident Management

EXAMPLE


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B&F Goal 3- Best in Class FY07


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Next Steps for Best in Class (contd)

3.3 Metrics/targets for improvement of specific internal processes

Examples of processes that have been targeted: HRAA: Improve temporary appointment process

MAIS: Increase discretionary work effort for new projects andenhancements

F&O: Streamline Plant Ops order fulfillment process AVPF: Improve P-Card and AP processes

IO: Revamp documentation procedures in response to newaudit standards

B&F Forum Agenda Topics for FY07


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September 14, 2006 (Expanded Forum) Strategic Framework

November 9, 2006 Business Continuity/Pandemic Planning

December 7, 2006 (Expanded Forum) Simple Reflections: Holiday

CelebrationFebruary 8, 2007 (Expanded Forum) - Supporting the UM Research

Enterprise

March 8, 2007 (Expanded Forum) Aligning with the Provost

April 12, 2007 Human Capital Planning in BF: SuccessionPlanning/Leadership Development

May 10, 2007 (Expanded Forum) Better Understanding the Schools and

Colleges

MARKYOUR

CALENDARS

B&F Diversity Committee Update for FY07


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Mission (revised) The mission of the B&F Diversity Committee is to support the Business and Finance

organization in collaborating effectively to achieve our goals through maximizing respect,understanding and appreciation of our differences and similarities

Motto:

Respect, Appreciation, Collaboration

Goals Demonstrate the value of diversity

Enable the B&F organization to respond effectively to the changing demographics within theUniversity community

Provide education and awareness activities Improve communication

Model effective behaviors

Promote values that lead to good interpersonal relationships and a successful organization

Vision To become an organization where individuals and groups achieve success by maximizing eachindividuals contribution

[email protected]


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Business and FinanceOverall



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FY06 was a phenomenal year!

Thank-you to you and yourteams for what you do every

day

bf expd forum 091406 final um band

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