business and finance expanded forum september 8, 2005 b&f strategic framework 2004-2005...

Business and Finance Expanded Forum

September 8, 2005

B&F Strategic Framework 2004-2005

“Looking Back and Looking Forward”

2B&F Forum 9/8/2005rev

B&F Forum Agenda

• Welcome• B&F Strategic Framework:

– FY05 Performance

– Updates on Goals

• Key Initiatives –results/plans; AVP area reports• FY 2006 and Beyond: Vision and Challenges• Closing


B&F Strategic FrameworkFY05 Performance Update

• Roll out B&F Strategic Framework– Validated B&F Strategic Framework with BF Expanded Forum

– Collaboratively developed engagement approach and roll out materials

– 2000+ employees attended over 45 interactive roll out sessions from 11/19/2004 to 2/1/2005

– CFO co-presented at 11 departmental all-staff Strategic Framework roll-out sessions (close to 1,000 staff members)

– Posted all Strategic Framework materials on (new) B&F Website http://www.umich.edu/~busfin/


B&F Strategic FrameworkFY05 Performance Update

• Goals and Initiatives– Conducted first ever B&F-wide Employee Satisfaction survey

– Conducted first ever comprehensive B&F Customer Survey

– Established baselines, set targets for improvement

– Began analyzing data to determine strategies/actions for improvement

– Established metrics and targets for two B&F Strategic Goals (Employer of Choice, Provider of Choice) and added a third

– Made significant progress on 12 top priority Key Initiatives for B&F


President Coleman – April, 2004 • 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

• Presidential Initiatives


High Performance Organization

1. Deep expertise• Technical

• Business

2. Understand University’s businesses• Teaching

• Research

• Service

• Patient Care

B&F Vision – 3 parts

Implemented, Fall, 2004


B&F Vision – 3 parts

3. Fiduciaries of the University assets

Information

Human

Financial

Technology

Physical



B&F Mission

• We partner with the University community to provide the technical, financial, physical, information and human resource infrastructure essential to being one of the greatest public universities in the world.



“WE MAKE BLUE GO”


Business and Finance


B&F Strategies

1. Work in collaborative manner to meet customer needs

2. Leverage technology investment for strategic gains and operational efficiency

3. Attract, develop, retain and invest in highly-productive and diverse staff

4. Develop and expand programs that promote good stewardship of our resources and protect the citizens of our community



B&F Goal 1- Employer of Choice*

• Scope and Results from B&F Employee Survey – Satisfaction Rating: 77 overall

– 75% B&F-wide participation rate (2101 surveys returned)

– 35 B&F departments collected actionable local unit data

– Data rolled out at B&F, AVP area and department level

– All data made available to all employees

* Become EMPLOYER OF CHOICE for high performing staff members and teams


B&F Goal 1- Employer of Choice

• Observations – Successes

– Opportunities


B&F Goal 1- Employer of Choice

Next Steps with Employee Survey – Phase I – Roll out results (completed)

– Phase II – Action planning and setting targets (in progress)

• Complete templates and worksheets by October 15, 2005

• Announce unit action plans to all staff by November 15, 2005

– Phase III – Implementation and tracking progress

– Phase IV – Re-survey employees; October, 2006


Employee Survey Targets

• B&F Target– 5% increase in overall B&F Employee Satisfaction score

from 77 to 81

– Priority B&F wide dimensions for improvement:

– Workload

– Communication

– Recognition


Employee Survey Targets

• Unit Specific Targets– Set a target to maintain or increase Employee Satisfaction

scores at unit level (up to 5 points)

– Set a target for each unit priority dimension and include at least one of the three B&F-wide priority dimensions


B&F Goal 2- Provider of Choice*

• Scope and Results – Survey information gathered about 34 BF core services

during May/June, 2005 – 3,408 surveys received (10,164 surveys distributed)

– Segmented Customers– Core (general UM community)

– Core Targeted (experienced the core service in the last 6 months)

– Key (extensive knowledge or significant influence)

– Mega (Deans, Chancellors and EOs)

– Overall B&F Customer Satisfaction Rating = 7.53

* Become the University’s PROVIDER OF CHOICE for the UM services we offer


B&F Service Attributes

1. Attentive to customer needs (listens) mean rating = 7.60

2. Understands customer needs mean rating = 7.45

3. Responds in a timely manner to customer requests/questions mean rating = 7.49

4. Understands and explains University policies and procedures mean rating = 7.38

5. Communicates service standards mean rating = 7.28

6. Demonstrates functional/technical expertise mean rating = 7.69

7. Communicates service change effectively mean rating = 7.25

8. Implements service change effectively mean rating = 7.26

9. Adapts to changing customer needs mean rating = 7.03

10. Easily accessible mean rating = 7.39

11. Leverages technology to improve service mean rating = 7.56

12. Provides friendly and courteous service mean rating = 8.20



highest scores



























lowest scores




2. Understands customer needs mean rating = 7.45*



5. Communicates service standards mean rating = 7.28*




9. Adapts to changing customer needs mean rating = 7.03*




*lowest scores with highestcorrelation to satisfaction


B&F Goal 2- Provider of Choice

Next Steps with Customer Survey– Phase I – Share Customer Survey results

(September-November, 2004)• With B&F staff• With UM Community

– Phase II – Coordinated B&F action planning• Create methods for coordinated “deeper dive” understanding and

action planning; “learn from others”; identify quick wins • Small team makes recommendations by November 1, 2005

– Phase III – Core services identify and implement actions– Phase IV – Re-survey customers; February/March, 2007


Customer Survey Target

• BF Target = – 5% increase in overall B&F mean customer

satisfaction score (from 7.53 to 7.91)

– Specific Focus for service attributes improvement(2) Understanding of customer needs

(5) Communication of service standards

(9) Adaptability to changing customer needs


Customer Survey:Accountability and Action Planning

Findings

CustomerSurvey

Dialogue

Programs

Articulate the U of M Provider of Choice Brand

− Service Difference

− Quality Difference

− Other performance metrics

Survey development and administration

− Identify important questions from customer survey

− Create new questions or data gathering processes based on desire for deeper understanding

Report Survey Findings

− Report data at BF, AVP level, and dept level (as available)

− Provide verbatims, as available, to provide deeper understanding

− Identify gaps between desired and current state

Action Planning− Identify necessary

changes

− Develop transition management strategy and structure

− Ensure interventions are specific, relevant, and integrated

Strategies

We Make Blue Go


B&F FY05: 12 Key Initiatives

1. Implement Classification System – Laurita Thomas

2. Support the President’s Health Initiative – Laurita Thomas

3. Strengthen internal controls and improve financial management of units– Peggy Norgren 4. Define the framework for BF “Strategic Integrated Consulting” service for the

University – Laura Patterson 5. Develop a strategy for delivering business intelligence that is agreed upon by the

schools and colleges, health system and administrative units – Laura Patterson 6. Improve the security of the University’s information technology resources – Laura

Patterson 7. Establish the priorities for Central Campus Planning and successfully launch the

priority projects – Hank Baier

8. Exploit e-Business opportunities – Laura Patterson

9. Support the Residential Life Initiative – Hank Baier 10. Implement strategies for investments to maintain the level of return– Erik Lundberg

11. Develop Voice of the Staff Initiative – Laurita Thomas

12. Implement recommendations from the lab renovation project and related initiatives to enhance accountability for construction costs per square foot for appropriate stakeholders– Hank Baier


B&F FY06 –12 Key Initiatives

1. Organize and launch the next stage of the Classification System Project - Laurita Thomas

2. Advance the goals of President Coleman's vision for a healthy community and create a culture that fosters employee health and well-being by implementing three major areas of activity during FY 2006: 1) leadership and community engagement; 2) the promotion of physical activity; and 3) an enhanced ergonomics program - Laurita Thomas

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

4. Strengthen internal controls and improve the financial management of units - Peggy Norgren 5. Improve targeted financial business processes for improved controls and better customer

service - Peggy Norgren 6. Implement business intelligence strategy recommendations that were agreed upon by the

schools and colleges, Health System, and administrative units – Laura Patterson 7. Design and implement an information technology security framework for providing robust,

scaleable, and innovative solutions to protect the University’s information resources – Laura Patterson

8. Support the Residential Life initiative - Hank Baier

9. Implement recommendations from the lab renovation project and related initiatives - Hank Baier

10. Support Children's and Women's replacement hospital project - Hank Baier

11. Lead Energy Conservation - Hank Baier

12. Implement actions to achieve the targets set for the Employee Satisfaction Survey and Customer Satisfaction Survey - all


B&F Updates

• FY05 Key Initiatives – Results

• FY06 Key Initiatives – Plans

• AVP area Goals and Challenges• Hank Baier

• Erik Lundberg

• Peggy Norgren

• Laura Patterson

• Laurita Thomas





3. Strengthen internal controls and improve financial management of units– Peggy Norgren 4. Define the framework for BF “Strategic Integrated Consulting”service for the










B&F FY05: (12) Lab Renovation Project and Initiatives


B&F FY05: (7) Priorities for Central

Campus Planning • Biology• School of Information • Libraries• Interdisciplinary collaborations• Business and Law Schools• Division of Kinesiology • Student Life and Student Services


New Monroe-Tappan Wing

New Student Center / “Front Door”

Legal Research

Library

Hutchins Hall

Monroe Avenue

Sta

te S

tree

tT

appan Avenue

Smith Underground

Library

Law School Addition


Observatory Lodge Renovations


B&F FY05: (9) Residential Life Initiatives

• Infrastructure Improvements - $49M

• Major RenovationsWest Quad Mosher Jordan/Hill Dining Center

• New FacilitiesNorth Quad


North Quad Site


North Quad: Conceptual Design


202 South Thayer Building


Mosher-Jordan Renovation and Hill Dining Center


B&F FY06 –12 Key Initiatives1. Organize and launch the next stage of the Classification System Project - Laurita Thomas2. Advance the goals of President Coleman's vision for a healthy community and create a culture that fosters employee health

and well-being by implementing three major areas of activity during FY 2006: 1) leadership and community engagement; 2) the promotion of physical activity; and 3) an enhanced ergonomics program - Laurita Thomas


4. Strengthen internal controls and improve the financial management of units - Peggy Norgren 5. Improve targeted financial business processes for improved controls and better customer service - Peggy Norgren 6. Implement business intelligence strategy recommendations that were agreed upon by the schools and colleges, Health System,

and administrative units – Laura Patterson 7. Design and implement an information technology security framework for providing robust, scaleable, and innovative

solutions to protect the University’s information resources – Laura Patterson

8. Support the Residential Life initiative - Hank Baier

9. Implement recommendations from the lab renovation project and related initiatives - Hank Baier

10.Support Children's and Women's replacement hospital project - Hank Baier

11.Lead Energy Conservation - Hank Baier

12.Implement actions to achieve the targets set for the Employee Satisfaction Survey and Customer Satisfaction Survey - all


F&O FY06 – BF Key Initiatives

(Added)

• Lead Energy Conservation Effort

• Support Children’s and Women’s Hospital Project


Gulfport, Mississippi


Children’s and Women’s Hospital


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% on a rolling three-year basis.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.Exceed the return of 90-Day T-bills by at least 2.0% over rolling three-year periods.

Maximize the performance of the financial reserves of M-CARE and Veritas as well as the deferred gift vehicles:Exceed the return of the respective performance benchmark over rolling-three year periods.

B&F FY05: (10) Implement strategies for investments to maintain the level of return


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

Goal: Exceed the return of the performance benchmark by at least 0.5 percent on a rolling three-year basis.The goal of exceeding the benchmark by 0.5 percent annualized for the past three years equals about $55 million more than if performance had matched that of the benchmark.

The actual performance exceeded benchmark by 3.3 percent annualized for the past three years, which equals about $375 million more than if performance had matched that of the benchmark.

Goal: Achieve top quartile performance versus other Colleges and Universities over time.Actual performance for the past 3 years was among top 5 percent of all college and university endowments, which is about $360 million better than if at the bottom of the top quartile and about $525 million better than the average college and university endowment.


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

Goal: Exceed the return of the performance benchmark by at least 0.25% on a rolling three-year basis.The goal of exceeding the benchmark by 0.25 percent annualized for the past three years equals about $15 million more than if performance had been at benchmark.

The actual performance exceeded benchmark by 2.1 percent annualized for the past three years, which equals about $135 million more than if performance had been at benchmark.

Goal: Exceed the return of 90-Day T-bills by at least 2.0% over rolling three-year periods.The goal of exceeding 90-Day T-bills by 2.0 percent annualized for three years equals about $120 million, or about $40 million annually.

The actual performance exceeded 90-Day T-bills by 5.9 percent annualized for the past three years, which equals about $360 million, or about $120 million annually.


Objective: Maximize the performance of the financial reserves of M-CARE and Veritas as well as the deferred gift vehicles

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

Performance for M-CARE reserves was 2.8 percent annualized for the past three years, which was 0.2 percent annualized above the benchmark, or about $250,000 when compared to benchmark performance.

Performance for Veritas reserves was 8.6 percent annualized for the past three years, which was 2.8 percent annualized ahead of its benchmark, or about $14 million when compared with benchmark performance.

The CRTs returned 10.3 percent annualized for the past three years, compared to 10.9 percent for the benchmark.

The Gift Annuity program returned 8.6 percent annualized for the past three years, compared to 6.0 percent for the benchmark.

The Donor Pooled Income Fund returned 10.3 percent annualized for the past three years, compared to 8.9 percent for the benchmark.



1. Organize and launch the next stage of the Classification System Project - Laurita Thomas2. Advance the goals of President Coleman's vision for a healthy community and create a culture that fosters

employee health and well-being by implementing three major areas of activity during FY 2006: 1) leadership and community engagement; 2) the promotion of physical activity; and 3) an enhanced ergonomics program - Laurita Thomas


4. Strengthen internal controls and improve the financial management of units - Peggy Norgren 5. Improve targeted financial business processes for improved controls and better customer service - Peggy

Norgren 6. Implement business intelligence strategy recommendations that were agreed upon by the schools and

colleges, Health System, and administrative units – Laura Patterson 7. Design and implement an information technology security framework for providing robust, scaleable, and

innovative solutions to protect the University’s information resources – Laura Patterson 8. Support the Residential Life initiative - Hank Baier 9. Implement recommendations from the lab renovation project and related initiatives - Hank Baier 10. Support Children's and Women's replacement hospital project - Hank Baier 11. Lead Energy Conservation - Hank Baier



B&F FY06: (3) Implement strategies for investments to maintain the level of return

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% on a rolling three-year basis.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.Exceed the return of 90-Day T-bills by at least 2.0% over rolling three-year periods.

Maximize the performance of the financial reserves of M-CARE and Veritas as well as the deferred gift vehicles:Exceed the return of the respective performance benchmark over rolling-three year periods.


B&F FY05: (3) Strengthen internal controls and improve financial management

– Unit certification of FY05 financial results • Adherence to Fiscal Responsibility SPG

• Adherence to Stewardship Document

• Review of financial results and understanding of results

– Identification of Internal Controls process to document and assess effective controls

– Select Hotline service for “whistleblower” – Improve internal controls awareness and education– Setup Internal Controls Advisory Group



1. Organize and launch the next stage of the Classification System Project - Laurita Thomas2. Advance the goals of President Coleman's vision for a healthy community and create a culture that

fosters employee health and well-being by implementing three major areas of activity during FY 2006: 1) leadership and community engagement; 2) the promotion of physical activity; and 3) an enhanced ergonomics program - Laurita Thomas


4. Strengthen internal controls and improve the financial management of units - Peggy Norgren

5. Improve targeted financial business processes for improved controls and better customer service - Peggy Norgren

6. Implement business intelligence strategy recommendations that were agreed upon by the schools and colleges, Health System, and administrative units – Laura Patterson

7. Design and implement an information technology security framework for providing robust, scaleable, and innovative solutions to protect the University’s information resources – Laura Patterson

8. Support the Residential Life initiative - Hank Baier 9. Implement recommendations from the lab renovation project and related initiatives - Hank Baier 10. Support Children's and Women's replacement hospital project - Hank Baier 11. Lead Energy Conservation - Hank Baier

12. Implement actions to achieve the targets set for the Employee Satisfaction Survey and Customer Satisfaction Survey - all


B&F FY06: (4) Strengthen internal controls and improve financial management

• Document internal controls for major processes

• Identify significant internal controls issues and implement changes to improve controls

• Expand annual certification to include certification of internal controls at unit level

• Continue internal controls awareness program


B&F FY06: (5) Improve financial business processes for improved controls and better customer service

• Improve processes for ease of use for the customer– Direct journal entry

– E-Pro procurement

– Direct timesheet entry

• Improve controls by having consistent process for similar transactions– Form G process

– Travel and hosting claims

– Appointments?


AVPF FY06: Goals and Challenges

• External focus: AVPF units assisting the University– Supporting strong fiscal management in units

– Leveraging technology to most effectively and efficiently meet the goals of the organization

– Identify ways to ensure seamless delivery of service to units for projects which span the expertise of B&F units

– Communications, communications, communications


AVPF FY06: Goals and Challenges

• Internal focus: Ensuring high performing AVPF team– Implement fully restructured Purchasing organization

– Build on the implementation of the Classification model through alignment of

• Competencies

• Performance management

• Staff development

• Recognition

• Compensation practices

– Balance strong compliance responsibility with service to the University community


FY 05: Framework for Strategic Consulting

• Used Nichols Arboretum-Matthaei Botanical Gardens project to test the concept

• Conducted lessons learned• Developed options for the framework; none

selected• Agreed to remove from FY06 Key Initiatives

list• Will complete two projects in FY06 to further

investigate the feasibility of this service


FY 05: Strategy for Business Intelligence

• Worked with AIMS to deliver recommended strategy for Business Intelligence– Create a Business Intelligence Leadership Center– Increase education and awareness– Assess current BI environment and recommend

next steps– Deliver several key BI applications that support

specific management objectives


FY 05: Security of Information Technology Resources

• Conduct quarterly scans for vulnerabilities• Deployed products for worm detection and mitigation• Developed self-assessment tool for determining unit level of security risk• Developed and offered security administrator training for unit system administrators• Delivered several user education and awareness programs and communications,

including response to Marketscore spyware• Established Incident Response Oversight Team• Initiated project to develop University-wide data classification scheme for the

University’s data resources for driving IT security policy and investments.• Completed forensic analyses on compromised machines• Masked all but last four digits of SSN in Human Resources/Student Administration

search functionality• Placed all BFIT managed servers & half of B&F desktops (~1050) behind virtual

firewall. • Plant Ops and AEC are currently in test mode. An additional 750 desktops will be

behind the virtual firewall when they move forward.• Completed test of technical recovery of MAIS architecture in the event of a disaster• Encrypted the majority of interfaces to M-Pathways systems


FY05: Exploit e-Business Opportunities

• E-Research for tracking approvals for human subjects research

• Web grade submission

• Status of application for admission

• On-line permission to enroll from waitlists

• Time-sheet direct entry

• E-learning for MAIS training

• Pay advice suppression

• EFT advice print suppression

• E-pay (on-line pay stub)

• Automated financial work list notification

• E-benefits (for open enrollment and new hires)

• Emergency contact information

• Student billing

• Financial aid awards

• On-line Promissory notes for Perkins loans

• 1098T tax notices

• Parent on-line access to student’s information, if student gives permission electronically

• e-Procurement



1. Organize and launch the next stage of the Classification System Project - Laurita Thomas2. Advance the goals of President Coleman's vision for a healthy community and create a culture that fosters employee health

and well-being by implementing three major areas of activity during FY 2006: 1) leadership and community engagement; 2) the promotion of physical activity; and 3) an enhanced ergonomics program - Laurita Thomas


4. Strengthen internal controls and improve the financial management of units - Peggy Norgren 5. Improve targeted financial business processes for improved controls and better customer service - Peggy Norgren

6. Implement business intelligence strategy recommendations that were agreed upon by the schools and colleges, Health System, and administrative units – Laura Patterson

7. Design and implement an information technology security framework for providing robust, scaleable, and innovative solutions to protect the University’s information resources – Laura Patterson

8. Support the Residential Life initiative - Hank Baier 9. Implement recommendations from the lab renovation project and related initiatives - Hank Baier 10. Support Children's and Women's replacement hospital project - Hank Baier 11. Lead Energy Conservation - Hank Baier



FY06: Implement BI Strategy Recommendations

• Create a BI Leadership Center with resources from central offices, schools/colleges and MAIS

• Establish BI communications, collaboration and coordination– BI website– BI collaboration tools/site

• Establish BI infrastructure, standards and methodology• Select BI tools (management reporting, push technology,

alerts, dashboards, analytics)• Deliver several BI projects

– Management reports, course demand planning, campaign metrics, CLC HR metrics


FY 06: Implement a University-wide Security Framework

• Increase University awareness of and participation in ITSS security program

• Continue unit system administrator training in security tools and administration to create a distributed security workforce

• Implement Incident Management and Reporting Program• Implement Risk Assessment, Mitigation Planning, and

Auditing• Implement University-wide network scanning and reporting• Implement virtual firewall service by extending the same

technology in use by B&F• Implement two factor authentication


MAIS FY06Goals and Challenges

• MAIS Strategic Plan• Business Intelligence Initiatives• Increased Consulting to Units and the Health System• Oracle/PeopleSoft Merger• 65 projects and initiatives currently underway

– Applicant Management– e-Research phase II: Proposal Management (MPRIME)– Customer Relationship Management for Student Recruitment– Parallel data center– Two factor authentication– HE 8.9 Upgrade Planning (FY07 implementation)– PeopleSoft Integration Technologies– DAC Replacement Proposal







schools and colleges, health systems and administrative units – Laura Patterson 6. Improve the security of the University’s information technology resources – Laura






12. Implement recommendations from the lab renovation project and related initiatives to enhance accountability for construction costs per square for appropriate stakeholders– Hank Baier


Classification Mapping

Classification Project Scorecard Classification Project Scorecard

# Employees

% Mapped

% Single Incumbe

nt

# of Employees in Scope of Project: 18,719 2.7%

Benchmark Positions: 15,166 81.0% 2.3%

Slotted Positions: 3,471 18.5% 4.1%

Pending Positions: 82 0.4% 0.0%

Classification Mapping – Working Title

# Employees

% of Approved Positions

Working Titles Differing From Market Title:

8,579 45.2%

Working Titles Utilizing Legacy Titles: 1,964 10.3%


Classification Mapping – Career Family Navigator Usage

Classification Project Scorecard Classification Project Scorecard


LaVaughn Palma-DavisSenior Director Health and Well BeingInitiatives

Laurita ThomasAssociate VP HR

(Connects to the next level of organization)

EVPs

MHCI

MHCI Task ForceR. Kelch, Chair

LisaRudgers

EVPWGHSteering Committee

Voices of StaffHealth & Wellness

Structure for EVPWGH: Upper Structure


Structure for EVPWGH: Lower Structure

LaVaughnPalma-DavisSenior Director -University Health and Well-Being Initiatives

Virtual Cabinet(Implementation Lead Team)Lead from each task group plus Dearborn & Flint representatives

SpecialEvents

Walking Program

TBDProgramEvaluation

Communication & Website

OrganizationalDevelopment/Training

ErgonomicsProgram

Administrative Assistant

Voices of Staff

MHCI

Planning, Integration,Leadership and Engagement andEvaluation

Project ManagerIntern

B&F FY05: (11) Develop Voices

Think broadly about and generate ideas concerning benefits for employees. Offer creative visions of benefits that go beyond medical packages by including ideas about voluntary benefits such as legal, vision, long-term care, car and home owners insurance, and/or discount card programs where group purchasing power may be beneficial. Discussions might include: Offering ideas about the mix of such programs at U-M; articulating thoughts about potential new discount, voluntary benefit, or other programs that might be greatly utilized (e.g., identity theft insurance, etc.); providing information and ideas about the programs that employees most value; considering potential new ways to communicate with employees about rewards and benefits. The Rewards and Benefits network will offer their ideas about the spectrum of benefits, discounts and advantages available to U-M employees.

Rewards & Benefits

Explore innovative ways to bring people to their work site and provide efficient options to meet their transportation needs while at work. Articulate creative ideas to help the University address traffic congestion, parking needs and alternatives that would be better for the environment. Discussions might include: Identification of potential ways to better ensure availability of employee parking and/or shuttle services to work locations and other areas of the University; examination of alternative options to parking (e.g.,use of virtual meeting technology, mass transit, etc.); consideration of potential safety/security issues and disabilityaccommodations.

Parking & Transportation

Investigate potential ways to promote work-life balance and healthy choices. Discussions might include: Generating suggestions about workplace flexibility; thinking creatively about using existing resources to promote health improvement/healthy lifestyles among employees; considering waysto adopt existing U-M research; gathering information and ideas for the optimum coordination of existing resources (e.g., for child and elder care).

Health and Wellness includes work-life balance

Think about the working relationship between faculty and staff and offer ideas for enhancing communication among and between these two important communities. Discussions might include: Consideration of the unique role of staff in a premier public research university; exploration of the work-life concerns of faculty members and where they may intersect with staff; development of ideas on the possibilities and options for integrating staff more fully into the lives of academic departments.

Faculty and Staff Communications

Explore the employee perspective on desired approaches to performance management as well as means to integrate recognition into daily work life. Discussions might include: Consideration of specific programs or awareness communications; gathering information on best practices; profiling success stories with great impact at U-M.

Employee Recognition and Performance Management

Generate ideas that could help foster systems to promote career development at U-M. Consider the potential ways we can help employees to build skills and advance their careers through discernable career paths. Discussions might include: Offering staff perspectives about potential barriers to continuing education for employees; generating ideas for enhancing career development (e.g., mentoring, etc.); suggestingpotential ways to use the Career Family Classification System to discover career options/opportunities; reflecting on the best ways to offer ideas to employees on creating and understanding career paths.

Career Development(includes professional development and classification system)

TOPIC DEFINITIONNETWORK TOPICS

Think broadly about and generate ideas concerning benefits for employees. Offer creative visions of benefits that go beyond medical packages by including ideas about voluntary benefits such as legal, vision, long-term care, car and home owners insurance, and/or discount card programs where group purchasing power may be beneficial. Discussions might include: Offering ideas about the mix of such programs at U-M; articulating thoughts about potential new discount, voluntary benefit, or other programs that might be greatly utilized (e.g., identity theft insurance, etc.); providing information and ideas about the programs that employees most value; considering potential new ways to communicate with employees about rewards and benefits. The Rewards and Benefits network will offer their ideas about the spectrum of benefits, discounts and advantages available to U-M employees.

Rewards & Benefits

Explore innovative ways to bring people to their work site and provide efficient options to meet their transportation needs while at work. Articulate creative ideas to help the University address traffic congestion, parking needs and alternatives that would be better for the environment. Discussions might include: Identification of potential ways to better ensure availability of employee parking and/or shuttle services to work locations and other areas of the University; examination of alternative options to parking (e.g.,use of virtual meeting technology, mass transit, etc.); consideration of potential safety/security issues and disabilityaccommodations.

Parking & Transportation

Investigate potential ways to promote work-life balance and healthy choices. Discussions might include: Generating suggestions about workplace flexibility; thinking creatively about using existing resources to promote health improvement/healthy lifestyles among employees; considering waysto adopt existing U-M research; gathering information and ideas for the optimum coordination of existing resources (e.g., for child and elder care).

Health and Wellness includes work-life balance

Think about the working relationship between faculty and staff and offer ideas for enhancing communication among and between these two important communities. Discussions might include: Consideration of the unique role of staff in a premier public research university; exploration of the work-life concerns of faculty members and where they may intersect with staff; development of ideas on the possibilities and options for integrating staff more fully into the lives of academic departments.

Faculty and Staff Communications

Explore the employee perspective on desired approaches to performance management as well as means to integrate recognition into daily work life. Discussions might include: Consideration of specific programs or awareness communications; gathering information on best practices; profiling success stories with great impact at U-M.

Employee Recognition and Performance Management

Generate ideas that could help foster systems to promote career development at U-M. Consider the potential ways we can help employees to build skills and advance their careers through discernable career paths. Discussions might include: Offering staff perspectives about potential barriers to continuing education for employees; generating ideas for enhancing career development (e.g., mentoring, etc.); suggestingpotential ways to use the Career Family Classification System to discover career options/opportunities; reflecting on the best ways to offer ideas to employees on creating and understanding career paths.

Career Development(includes professional development and classification system)

TOPIC DEFINITIONNETWORK TOPICS

B&F FY05: Voices



1. Organize and launch the next stage of the Classification System Project - Laurita Thomas

2. Advance the goals of President Coleman's vision for a healthy community and create a culture that fosters employee health and well-being by implementing three major areas of activity during FY 2006: 1) leadership and community engagement; 2) the promotion of physical activity; and 3) an enhanced ergonomics program - Laurita Thomas


4. Strengthen internal controls and improve the financial management of units - Peggy Norgren 5. Improve targeted financial business processes for improved controls and better customer service - Peggy Norgren 6. Implement business intelligence strategy recommendations that were agreed upon by the schools and colleges, Health System,

and administrative units – Laura Patterson 7. Design and implement an information technology security framework for providing robust, scaleable, and innovative

solutions to protect the University’s information resources – Laura Patterson 8. Support the Residential Life initiative - Hank Baier 9. Implement recommendations from the lab renovation project and related initiatives - Hank Baier 10. Support Children's and Women's replacement hospital project - Hank Baier 11. Lead Energy Conservation - Hank Baier



HRAA FY06: Goals and Challenges

• Achieving Excellence in Service Delivery

• Complete HR strategic planning that articulates an enterprise-wide HR vision for 2006-2010

• Develop multi-year benefits planning strategies

• Support the continuing development of an inclusive and diverse UM work and learning environment



• Develop and formalize approaches that strengthen University labor/management processes

• Update and contemporize academic policies

• Maximization of investments in technology and process efficiency

• Engaging the Workforce to achieve high levels of contribution



• Enacting Business Intelligence supported by Decision Data

• Building the HR Community


B&F Goals

• B&F Targets– 5% increase in overall B&F employee satisfaction score

from 77 to 81Priority B&F wide dimensions for improvement: • Workload • Communication• Recognition

– 5% increase in overall B&F customer satisfaction mean score from 7.5 to 7.9 Specific focus for service attributes improvement• (2) Understanding of customer needs • (5) Communication of service standards• (9) Adaptability to changing customer needs


FY06 B&F Strategic Framework

• Added B&F New Goal–Demonstrate BEST IN CLASS leadership in

managing University resources, with respect to quality, cost, service and long term impact for the University

–Measurements, metrics and targets to be identified during FY06


FY06 Challenges -1

• Develop sustainable operating budget with declining state appropriations

• Respond to uncertainty and volatility in capital markets over time

• Stabilize the new classification system and implement next phases

• Address rising costs of employee health benefits Excerpted from FY05 CFO Regents Presentation


FY06 Challenges - 2

• Meet continuing demand for new space while maintaining quality of existing facilities and infrastructure

• Improve the security of our information technology resources

• Maintain focus on environmental stewardship

• Deliver first-class patient care and research while maintaining excellent financial health of Hospitals and Health Center

Excerpted from FY05 CFO Regents Presentation


Closing

FY05 was a phenomenal year thanks to you and

your teams!

business and finance expanded forum september 8, 2005 b&f strategic framework 2004-2005...

Documents

bf slide

bf strategies

bf departments

bf mission

bf goal

new bf website http

bfwide participation

strategic framework