Business and Finance
Expanded Forum
B&F Strategic
Framework
September 11, 2008
0
September 11 B&F Forum Agenda
8-8:30 Table Displays
 Welcome, Kudos, Introductions
 B&F Strategic Framework FY08, FY09
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–

Goals 1, 2 and 3
Key Initiatives
Updates

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
1
Break 10:00-10:15
B&F Forum/B&F Diversity Committee
Q and A with Senior Staff
Closing
Peggy Norgren, AVP Finance
2
Business and Finance
EVPCFO Tim Slottow
Strategic Framework
FY08 Report
FY09 Plans
3
Creating Alignment with President
Coleman’s Vision for the University

Mission
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–

Vision
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
Define great public University of the world
Achieve a new level of excellence
Expand collaborative innovation
Strategies
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–
–
4
The mission of the University of Michigan is to serve the people of Michigan and
the world through preeminence in creating, communicating, preserving and
applying knowledge, art, and academic values and in developing leaders and
citizens who will challenge the present and enrich the future
Teaching, Research, Service, Patient Care
Sustain academic excellence
Foster active engagement
Build collaborative learning communities
Create greater access to UM academic quality
Business & Finance: The Challenge
UNIVERSITY OF MICHIGAN INVESTMENT OFFICE
5
Strategic Framework: B&F Vision

6
We will become a high-performance organization
by:
–
Being known for our deep expertise (both technical and
business)
–
Demonstrating our understanding of the University’s
businesses
–
Serving as fiduciaries of the University assets (physical,
financial, human, information and technology assets)
INSPIRING  OUR ASPIRATIONS
OUR LEADERSHIP LEGACY

WHAT WE WILL DO TO SERVE THE ORGANIZATION

Strategic Framework:
B&F Mission and Motto
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”
7
WHAT WE DO  THE REASON A DIVISION, UNIT OR DEPARTMENT EXISTS 
A MISSION IS SOMETIMES ENCAPSULATED IN A MOTTO OR SHORT SLOGAN
Strategic Framework: B&F Values

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8
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
Business and Finance Goal #1
PROVIDER OF CHOICE
How can we do the best
possible job serving
University customers
and stakeholders in a
manner consistent with
our vision?
9
Strategic Framework: Goal 1 FY08
Goal 1
1. Become the University’s PROVIDER of CHOICE for the
UM services we offer
Indicators
1.1 Customer
Satisfaction
R Status
1.2 Coordination
of Customerimpacting
initiatives and
improvements
10
R Status
Metrics
Customer Satisfaction
Improvement Process
Achieved.
Review of initiatives,
timetables and customer
impacts during CFO Senior
Staff meetings and B&F
Forum meetings to
minimize customer impact
Achieved.
Targets
2009 Customer Survey targets set (AVP/unit)
Related action plan(s) created and
communicated to appropriate AVP staff
Monthly review during CFO Senior Staff
meetings beginning in Sept, 2007
“Pop Up” reviews of new upcoming
initiatives held during B&F Forum
sessions
B&F Customer Survey
FY08 Action Plans- Highlights




11
F&O - Improved service level documents; broadened Plant Communication to
customers; AEC conducted stakeholder interviews; PTS participated in Voices
for closer link to customers.
FINANCE – Developed strategic approach to shift AVPF culture; completed
ZingTrain-led training for Sr. Staff; rolled out “Finance Steps for Great
Customer Service” to all staff.
MAIS – Improved eResearch Help Desk Tier 1 support; automated the access
request process through the OARS project; pursued a new framework for
customer communications; increased user input through the HR Process
Improvement Advisory Group; reorganized to expand products and services in
Business Intelligence.
UHR - Revision of the UHR home page; customer service training; joint annual
meetings by Staff HR Services and HRD with unit customers; partnered with
MAIS to implement HR metrics tools; developed a balanced scorecard for UHR
to track customer satisfaction with other key indicators of effectiveness.
Strategic Framework: Goal 1 FY09
Goal 1
1. Become the
University’s
PROVIDER of
CHOICE for the
UM services we
offer
Indicator
Customer
Satisfaction
Metric
Customer
Satisfaction
improvement scores
track on bi-annual
Customer survey
Overall Customer
Satisfaction
Improvement Process
12
Target
Maintain or increase the
B&F Overall Customer
Satisfaction Score in
March, 2009 Customer
Survey (7.3 = 2007
mean)
Evaluate “dissatisfaction
scores” by unit and
Overall B&F for use in
FY11 Customer
Satisfaction Goal setting
and action planning
Business and Finance Goal #2
EMPLOYER OF CHOICE
How can we become
the best possible
employer for enabling
and supporting the
highest performance
from individuals and
teams?
13
Strategic Framework: Goal 2 FY08
Goal 2
Indicator
2.1 Employee
Satisfaction
2. Become the EMPLOYER of CHOICE for high
performing staff members and teams
Metrics
Next Survey 3/08
Overall Employee
Satisfaction Index scores
as tracked on the biannual B&F Customer
Survey
Employee Satisfaction
Improvement Process
14
Targets
B&F Overall Employee Satisfaction
score remains the same or
improves
R Status
Achieved.
All units have action plans prior to the
March 2008 survey to sustain or
improve their scores towards a goal
of 73 by the fourth survey, March
2010
R Status
Achieved.
FY08 B&F Employee Survey - Overall



Administered in March, 2008; 80% participation (2293 employees)
Overall B&F Job Satisfaction increased from 71 to 72
Statistically significant increases in dimensions from 2005-2008
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–
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–
–
–
–
–
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Statistically significant decrease
–
15
Resources/Environment (largest increases, 4-5 pts)
Task Significance (largest increases, 4-5 pts)
Compensation (largest increases, 4-5 pts)
Upper Management (largest increases, 4-5 pts)
Climate
Autonomy/Involvement
Workload
Recognition
Co-workers
Benefits
Advancement (-3 pts)
Results from March, 2008 Employee Survey
and Related Action Plans





16
F&O – Satisfaction score decreased from 71 to 70; response
rate went from 73%-72%; action plans and department updates
available at: http://www.umich.edu/~facops/
FINANCE – Satisfaction score remained at 72; response rate
went from 82%-79%; six point action plan for improved
communication;.
MAIS –Satisfaction score increased from 70 to 73; response
rate went from 92%-89%; MAIS and ITSS completed extensive
action plans.
UHR – Satisfaction score increased from 76 to 79; response
rate went from 92%-96%; action plans on file.
Investment Office - Satisfaction score decreased from 88 to 85;
response rate went from 91%-85%; action plan on file.
Crucial Confrontations Update


445 from a list of 480 B&F leaders completed the Crucial
Confrontations program
Continuous tracking on Employee Survey Items
(Index score change from 2005-2008)
–
–
–

My supervisor deals effectively with poor performance (Index score from 57-58)
My supervisor gives me constructive feedback on my performance (Index score from 67 to 68)
Work is distributed fairly in my workgroup (Index from 63-64)
Evaluations
–
–
All class evaluation scores averaged 5 or higher (on a 6 pt scale)
Six-week post skills assessment shows increase in all vital behaviors
(largest increases)
I have the skills and tools I need to effectively deal with poor performance
I feel confident about giving constructive feedback to others
I am competent at holding others accountable for meeting deadlines
I am effective at effectively addressing behaviors that violate B&F Values.

17
Reinforcing the use of your skills
Strategic Framework: Goal 2 FY09
Goal 2
2. Become the
EMPLOYER of
CHOICE for high
performing staff
members and
teams
18
Indicator
Employee
satisfaction
Metric
Completing target
and action plans
Target
Unit targets set and
action plans in place to
achieve increase in B&F
Overall Satisfaction
from 72 to 73 in March
2010 survey
Timetable for B&F Surveys
2006
October,
2006
Employee
Survey
2007
2008
2009
2010
March,
2007
March,
2009
March,
2011
Customer
Survey
Customer
Survey
Customer
Survey
March,
2008
Employee
Survey
March,
2010
Employee
Survey
Surveys are now on a two-year, alternating cycle
19
2011
Business and Finance Goal #3
BEST IN CLASS LEADERSHIP
How can we
demonstrate Best in
Class leadership with
regard to managing the
University’s resources?
20
Strategic Framework: Goal 3 FY08
Goal 3
3. Demonstrate BEST IN CLASS LEADERSHIP in
managing University resources with respect to quality,
cost, service and long term impact for the University
Indicator
3.1 Effective internal
(B&F)
implementation
and early adoption
of relevant
University-wide
Initiatives
21
Metrics
Wellness
RStatus
Delayed.
Internal controls
RStatus
Targets
All B&F members of the B&F Forum participate in
the e-learning training programs addressing
workplace stress, mental health and substance
misuse
0% of B&F units respond “No” in any category on
Achieved. the September 2007 unit certification
IT Security
IT risk assessments performed on at least 5 B&F
R Status Achieved. units
Diversity Blueprints
B&F develops a plan of action for the B&F
RStatus
Report
response to the Faculty and Staff Subcommittee
Achieved. Report of Diversity Blueprints by January 15,
2008
Strategic Framework: Goal 3 FY08
Goal 3
Indicator
3.2 Budget
22
3. Demonstrate BEST IN CLASS LEADERSHIP in
managing University resources with respect to quality,
cost, service and long term impact for the University
Metrics
Implement cost
reductions to base
operating budget
through efficiencies in
order to self-fund
innovations or new
initiatives
Targets
4-6% total savings from FY07-FY09
RStatus
Report
Achieved.
Strategic Framework: Goal 3 FY09
Goal 3
3.Demonstrate
BEST IN CLASS
LEADERSHIP
in managing
University
resources with
respect to quality,
cost, service and
long term impact
for the University
Indicators
3.1 Effective internal
implementation
and early adoption
of relevant
University-wide
Initiatives
3.2 Leadership
Training
Metrics
Targets
Support B&F Key Initiatives
Complete E Training
All members of B&F Forum
addressing workplace
complete by Sept 30, 2008.
stress
“Know Your Numbers”
At least 40% benefits-eligible B&F
Wellness Screenings
staff participate in free screening
B&F Leadership
Academy
First year B&F Leadership
Academy Pilot program is
launched with at least 20
participants
June program evaluations
reflect 4 mean score
satisfaction on 1-5 scale
3.3 Budget
Implement cost reductions
to base operating budget
through efficiencies in
order to self-fund
innovations or new
initiatives
4-6% total savings
during FY07-FY09
FY08 Leadership Academy
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24
Implementing a program in response to the
Succession Planning/Leadership
Development/Knowledge Transfer Study Team.
B&F making a significant investment
Targeting talented mid-level managers/supervisors
and/or leaders with broad scope responsibilities
Pilot Leadership Academy class, assembling to begin
in February.
20-24 participants will meet from February –
November, 2009
See brochure. Visit the Leadership Academy display
table. Talk to a team member..
FY08 - 9 Key Initiatives
1.
2.
3.
4.
5.
6.
7.
8.
9.
25
Recruitment, retention and development
Benefits and wellness strategies
Internal controls
Business intelligence
Information technology security program
Enterprise systems
Provost’s space utilization project
Capital projects
Environmental and energy initiative
FY09 9 Key Initiatives
1.
2.
3.
4.
5.
6.
7.
8.
9.
26
Develop benefits strategies to assure effective stewardship of
university resources.
Implement wellness strategies to support the well-being of the UM
community.
Strengthen internal controls and improve the financial management
of units.
Increase the use of academic analytics and business intelligence
across the University.
Design and implement enterprise wide systems (e-Research and
DART).
Support the Provost’s space utilization project.
Implement energy reduction in existing buildings.
Implement major capital projects.
Implement B&F actions in support of UM diversity Blueprints.
B&F Key Initiatives
Reports for FY08
Plans for FY09
–Laurita
Thomas
–Greg Tewksbury
–Laura Patterson
–Hank Baier
–Catherine Lilly
–Erik Lundberg
27
University HR
AVP Laurita Thomas
28
FY08: Recruitment, Retention and
Development
1. Develop leading practices in the recruitment, retention and
development of outstanding faculty and staff
Indicator
Develop products and services that enhance campus performance management
practices and result in improved hiring decisions, performance measurement and
feedback to staff, and enhanced clarity in communicating performance
expectations by managers and supervisors.
Metric
Survey of participating managers.
Target
Participating managers report a positive increase in the effectiveness of their
performance management practices and outcomes.
29
RStatus
Achieved.
30
Performance Management
Best Practices






Best Practices from across the UM
UM Organizational Competencies
Tools and Resources for Managers and
Supervisors
Integrated into the Foundations of Supervision
Program
“Lunch and Learn” Events and Communication
Accessible from the UHR Homepage
www.umich.edu/~hrd/performancemanagement/index.html
FY08 – Benefits and Wellness
2. Integrate the benefits and wellness strategies to assure
effective stewardship of university resources and support the
well-being of the UM community.
Indicator
2.1 Obtain approval and funding for a 5-year strategic plan to optimize the health
and well-being of faculty, staff, dependents and retirees, maximize the value
of our health care resources and contain health-related costs.
Metric
Strategic Plan approved.
Target
Plan established and early implementation of key objectives in process
according to the strategic plan timeline.
32
RStatus
Report
Achieved.
Components of Strategic Plan






Leadership support
Supportive
environment, culture &
infrastructure
Communication
Data management &
evaluation
Program coordination
Benefit design &
incentives






Wellness assessments
with follow-up coaching
Targeted risk reduction
Disease management
Disability management
Demand management
Innovation
CREATING A CULTURE OF HEALTH

Educate, motivate and empower employees to make
good healthcare decisions

Maintain the health of the well

Improve the health of those at risk

Help manage the health of those with chronic disease or
disability
34
34
FY08 – Benefits and Wellness
2. Integrate the benefits and wellness strategies to assure
effective stewardship of university resources and support the
well-being of the UM community.
Indicator
2.2 Offer enhanced management, supervisory and human resources training in
addressing workplace stress, mental health and substance misuse.
Metric
E-learning training program offered to UM managers, supervisors and HR
professionals.
Target
5% of UM managers, supervisors and HR Professionals have participated in the
e-learning training.
35
RStatus
Report
Achieved.
FY08 – Benefits and Wellness
2. Integrate the benefits and wellness strategies to assure
effective stewardship of university resources and support the
well-being of the UM community.
Indicator
2.3 Successfully integrate a health claims data warehouse to enable us to better
plan and evaluate our health improvement and cost management strategies.
Metric
Data warehouse vendor selected and initial implementation accomplished.
Target
Data warehouse vendor selected and database implemented.
36
RStatus
Report
Achieved.
FY09 – Benefits Strategies
1. Develop benefits strategies to assure effective stewardship of
university resources
Indicator
Develop benefits
strategies to assure
effective stewardship
of university
resources.
37
Metric
Target
Implementation plan
of EVP approved
recommendations
from COSHB and the
Committee on Vesting
Options for the
Retirement Savings
Plan is developed.
The implementation
plan will be developed
by May 30, 2009 for
implementation by
January 1, 2010.
2008 HHVI BENCHMARK:
U-M Health Plan Financial Efficiency
The financial efficiency of U-M’s plans
Health Plans
may be a better comparative measure
than per employee costs. Financial
Index (FI) removes the cost
differences caused by three main
factors:
• Population demographics (including
dependent coverage);
• Richness of plan design; and
• Geographic location.
U of M
What is left is a measure of how
effectively you are delivering health
Financial Index
113.4%
105.5%
care to your employees. An FI greater
Enrollment
34,325
479,798
than 100% reflects better-thanaverage financial efficiency.
38
University
Sector
25,000+
99.8%
Fortune
500
Labor
Market
HHVI
99.8%
100.0%
100.0%
2,858,818
5,673,589
3,483,969 3,740,558
2008 BENEFIT INDEX BENCHMARKS
(Average = 100.0 for Comparator Group of 27 Peers)
300
U-M Benefits - Employer Paid Value
229
200
107
106
114
112
99
100
54
0
0
ALL BENEFITS
Retirement
Income
Health Care
Actives*
Health Care
Retirees**
Paid Time Off
Death
Long-term
Disability
Dependent
Tuition
*Active Health Care: includes medical, drugs, dental, vision, hearing and spending accounts
•Retiree Health Care: includes medical, drugs dental, vision, spending accounts and Medicare Part B reimbursement
39
2008 HHVI BENCHMARK:
Annual Health Costs Per Active Employee
Total Average Annual Health Costs
Total Costs
University
of Michigan
University
Sector
All HHVI
Overall Cost Sharing
University
of Michigan
University
Sector
All HHVI
Employee Costs *
$
1,661
$
2,678
$
3,299
20%
30%
33%
Employer Costs **
$
6,578
$
6,347
$
6,600
80%
70%
67%
Total Costs
$
8,239
$
9,025
$
9,899
100%
100%
100%
* Employee Costs = co-premiums for health insurance coverage, plus out of pocket costs for co-pays, deductibles
and coinsurance for medical services and prescription drugs.
** Employer costs = employer’s co-premium for health insurance.
40
40
BENEFITS - STRATEGIC DIRECTION:
Executive Vice Presidents’ Conclusions

Changes in health care cost sharing between the
University and its faculty, staff and retirees are necessary.
–


41
New aggregate health cost sharing target of 70% University and
30% faculty, staff and retirees average.
The University will examine the vesting and waiting
periods of its retirement savings plan for future hires.
Continue commitment to creating a culture of health and to
sustaining benefit principles of quality, choice, affordability,
and market-competitive plans.
NEW BENEFIT COMMITTEES:
Charged by Executive Vice Presidents & Associate Vice
President for Human Resources

Formation of two committees:
–
Committee on Sustainable Health Benefits
Scope includes:
•
Health co-premium sharing
Health plan out-of-pocket costs
Mitigating financial impact of changes on lower salary employees
Part-time benefits
Retiree benefits
Health opt-out cash
•
•
•
•
•
–
–
42
September-November 2008: Committee Meetings
December 2008: Recommendations
NEW BENEFIT COMMITTEES:
Charged by Executive Vice Presidents & Associate Vice
President for Human Resources

Formation of committees cont’d:
–
Committee to Study Vesting Options for the Retirement
Savings Plan
o
Scope includes:
•
Examining options for waiting or vesting periods for faculty/staff
hired after changes are implemented
• Options
• 6 or 12 month waiting period
• 5 year cliff vesting
–
–
September-November 2008: Committee Meetings
December 2008: Recommendations
43
FY09 – Wellness Strategies
2. Implement wellness strategies to support the well-being of the
UM community.
Indicator
Expert Committees:
• COSHB
• Committee to Study
Vesting Options
44
Metric
Target
Implementation plan
of EVP approved
recommendations
from COSHB and the
Committee on Vesting
Options for the
Retirement Savings
Plan is developed.
At least 30% of benefits
eligible staff will participate
in a free and confidential
MHealthy “Know Your
Numbers” Wellness
Screening by June 30,
2009.
Finance
Interim AVPF
Greg Tewksbury
45
FY08 – Internal Controls
3. Strengthen internal controls and improve the financial
management of Employment, Procurement and Cash Handling
Indicator
3.1 FY2007 Unit Certification.
Metric
Certification requirements completed and turned into AVPF.
Target
All units agree to sign certification and turn into AVPF by October 2007
Less than 15% of responses on the October 2007 certification are “no” in any
category
46
RStatus
Report
Achieved.
FY08 – Internal Controls
3. Strengthen internal controls and improve the financial
management of Employment, Procurement and Cash Handling
Indicator
3.2 Controls evaluated and expectations shared for employment, procurement
and cash handling.
Metric
Internal control adequacy matrix available to units for control purposes.
Target
3 matrices utilized for 2008 certification:
Status
 Employment matrix updated
Report
 Cash Handling matrix completed
 Initial Procurement matrix drafted with process changes
planned/PCard section of matrix completed
R
47
Achieved.
FY09: Internal Controls
3. Strengthen internal controls and improve the financial
management of units
Indicator
48
Metric
3.1 FY2008 Unit
Certification of
Internal Controls
Certification
requirements completed
and turned into AVPF
3.2 Controls
evaluated, and
expectations shared
for additional cash
handling and journal
entries certifications
Internal Control
adequacy matrix
available to units for
control purposes.
Target
All units agree to certification requirements,
sign certification and turn into AVPF by Sept.
2008
4 matrices will be made available for FY
2009 certification:
• Employment.
• PCard.
• Cash Handling.
• Journal Entries.
FY09: Internal Controls
3. Strengthen internal controls and improve the financial
management of units
Indicator
3.3 Human Subject Fee
payment process
reviewed
3.4 Travel and
expense policies and
controls are
improved
49
Metric
Alternative model proposed
for paying research
participants that assures
confidentiality, yet is IRS
compliant.
Project plan and structure
supported by EO’s that defines
key milestones:
• Business Process Design.
• Software implementation.
• Related Policy development.
Communication plan and
responsibilities.
Target
Implementation of the proposed new model (pilot)
with one unit before larger campus roll-out.
Draft of supporting policy documents
completed.
Project Plan implementation for FY 09:
• Project organizational structure in place.
• Business process design drafted.
• Review of any changes to supporting
policy changes completed.
Transition of P-Card from GE Capital to
American Express completed with enhanced
controls.
MAIS and ITSS
AVP Laura Patterson
50
FY08 – Business Intelligence
4. Implement Business Intelligence Strategic recommendations
that were agreed upon by the schools and colleges, Health
System, and administrative units
Indicator
4.1 BI products and services are in production.
Metric
Web reporting is in production for financial users.
Target
Information on employment/payroll internal controls is provided to organization certifiers
Project budget summary reports are available to research faculty and research assistants
Source/use statements and statement of activity for all funds are available to all financial
managers.
51
Report
R Status Not
Achieved.
RStatus
Report
FY08 – Business Intelligence
4. Implement Business Intelligence Strategic recommendations
that were agreed upon by the schools and colleges, Health
System, and administrative units
Indicator
4.2 Staff from academic, administrative and health system units actively participate in the BI
Community.
Metric
Participation in the BI Community exceeds FY07 levels.
Target
The BI Community of Experts holds at least 8 major BI events with at least 30
participants
Achieved.
Status
R
50% of people who visit the BI Website will return for a subsequent visit
52
Status
Not Achieved.
FY08 – IT Security
5.Implement the Information Technology Security Program
Indicator
5.1 Information Technology security management and practices are part of units’
standard operating procedures.
Metrics
IT security risk considerations are
integrated into the unit decisionmaking processes.
Security metrics provide useful
information to unit and executive
leadership to influence process
improvements.
53
Targets
95% of units on the AVPF Certification List have submitted a
security plan that has been approved by the Dean or Director.
R Status
Partially Achieved.
A major college collaborates with ITSS to complete a risk
assessment cycle.
R Status
Partially Achieved.
Security metrics are established and reported to executive
sponsors and deans two times during the year.
RStatus
Achieved.
FY08 – Enterprise-Wide Systems
6. Design and implement enterprise wide systems (e-Research
and development)
NEW FOR FY08
Indicator
6.1 eResearch System.
Metric
eResearch is in production and available to researchers and research administrators.
Target
eResearch Proposal Management Phase I is stable and available to all
researchers and research administrators.
Production functionality includes ePAF, Grants.gov, award notification, & data
warehouse.
54
RStatus
Report
Not Achieved.
FY08 – Enterprise-Wide Systems - cont
6. Design and implement enterprise wide systems (e-Research
and development)
NEW FOR FY08
Indicator
6.2 Contributor Relations/Fundraising System.
Metric
Contributor Relations/Fundraising System is in development on target for
implementation in FY09.
Target
Software selected and contract signed.
Capital and production support funding approved.
Software development is in progress.
55
R Status
Partially Achieved.
FY08 – Space Utilization
7. Support the Provost’s Space Utilization Project
Indicator
7.1 Deliver class and event scheduling and space utilization information.
Metrics
Enterprise-wide class and
event scheduling system.
Targets
Software solution selected and in development.
RStatus
Classroom utilization data.
Classroom utilization metrics are defined and are being
developed.
R Status
56
Achieved.
Partially Achieved.
Level of participation in BI events.
FY09 – Business Intelligence
4. Increase the use of academic analytics and business
intelligence across the University
Indicator
4.1 BI Products are in
production.
4.2 Staff from the health
System and academic units
are actively collaborating in
the BI Community.
4.3 Small schools leverage
business intelligence.
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Metric
Content delivered in M-Reports
Level of participation in BI
events.
Level of BI engagement by small
schools.
Target
At least four HR key performance indicators
are included in MReports.
Annual space utilization scorecard and
trending reports are available in MReports.
Dean’s dashboard version 1.0 is in production.
At least four self-managed networking
groups have been established and have
met at least once.
Rapid deployment team supports projects
at least four schools.
FY09 – Enterprise-Wide Systems
5. Design and implement enterprise wide systems (e-Research
and DART)
Indicator
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Metric
Target
5.1 Progress on eResearch
System Implementation.
Status of eResearch system
implementation.
eResearch Proposal Management is in
production and available to all researchers
and research administrators.
Production functionality includes electronic
Proposal Approval Form, electronic
submission to federal agencies, electronic
award notification, and a data warehouse.
5.2 Progress on the Donor
and Alumni Relationship
Tool (DART) system.
Status of DART implementation.
Software licensed.
Project funded.
Software implementation is under way.
FY09 – Provost’s Space Utilization
6. Support the Provost’s Space Utilization Project.
Indicator
6.1 Utilization data are
driving decisions on space
allocation.
59
Metric
Target
Utilization of enterprise-wide
class and event scheduling
system.
Users are able to view classes and
scheduled events in classrooms
through an on-line calendar viewer.
Utilization of research space
productivity information.
Utilization trend reports and research
space reports showing expenditures
and indirect cost recovery per square
foot are available.
Break
Table displays still
available
60
Facilities and Operations
AVP Hank Baier
61
FY08 – Major Capital Projects
8. Implement Major Capital Projects (Residential Life Initiative,
Children and Women’s, Stadium)
Indicators
Metrics
8.1 Children and Women’s
(C&W) Schedule
- Completion of construction
documents for total building.
- Steel erection complete (east and
mid section).
January 2008 Achieved.
8.2 Michigan Stadium Schedule
Utilities & foundations completed.
May 2008
Partially achieved.
8.3 North Quad Schedule
- Completion of construction
documents for all bid packages.
- Construction completion for
foundation.
May 2008 Achieved.
8.4 Renovate Mosher Jordan Halls Substantial completion.
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Targets
8.5 Renovate Stockwell Hall
Regent approval to bid & award.
June 2008
Partially achieved.
May 2008
Partially achieved.
June 2008 Achieved.
May 2008 Achieved.
Mott Children’s and Women’s
Hospital
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Michigan Stadium Expansion and
Renovation
6
North Quad Residential and Academic
Complex
65
Substantial completion: June 2008
66
Stockwell Hall Renovation
67
FY08 – Environmental and Energy Initiative
9. Begin six point Environmental and Energy Initiative
Indicator
Report.
Metrics
68
Targets
Produce first annual environmental report and make
available to the public.
November 2007
+ Partially achieved.
Wolverine Teams have performed building energy use
assessments, engaged building occupants as identified in
the methodology, and implementation is underway for five
pilot buildings (Fleming, ISR, Chemistry, Space Research
and Rackham).
November 2007
Wolverine Teams have performed building energy use
assessments, engaged building occupants as identified in
the methodology, and implementation is underway in 12
additional buildings.
June 2008
Not achieved.
+ Partially achieved.
Planet Blue Energy Assessments
Five Pilot Buildings
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Planet Blue Energy Assessments
Five Pilot Buildings
70
FY09 – Energy Reduction
7. Energy reduction in existing buildings.
Indicator
Planet Blue Team.
Metric
Hold leadership and kick off
meetings in 30 buildings.
June 2009.
In those 30 buildings, evaluate and
document potential energy savings
by relocating identified servers to a
central location.
June 2009.
For the servers identified in 2 above,
develop a plan to relocate each to a
central location.
Number of departmental servers
relocated to one of the MAIS data
centers.
71
Target
June 2009.
The Fleming Building servers are relocated to
MAIS ASB and the Fleming Building server
room no longer exists by June 2009.
FY09 – Major Capital Projects
8. Implement Major Capital Projects (Residential Life Initiative,
Children and Women’s, Stadium, Ross School of Business)
Indicator
Target
Residential Life Initiative 8.1 Stockwell Hall.
Infrastructure (MEP) ready for final
inspection.
June 2009
Residential Life Initiative 8.2 North Quad.
Completion of structural steel erection.
December 2008
8.3 Children and
Women’s Hospital.
Structural steel completion.
December 2008
Overhead coordination plan completed.
April 2009
Turn over site to Athletics for first home games.
August 30, 2008
Turn over for UM Commencements.
May 2, 2009
Project completion.
December 2008
8.4 Stadium Expansion and
Renovation.
8.5 Ross School of Business.
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Metric
EVPCFO Senior Staff Team
Catherine Lilly
73
FY09 – Implement Diversity Plan
9. Implement B&F Specific Actions in Support of UM Diversity
Blueprints.
Indicator
9.1 Recruitment and
Selection
74
Metric
Diversity review, analysis
and planning for open
positions (includes
representation of applicant
pool, interview pool and final
selection).
Target
Series of positions identified and targeted
by each AVP (including but not limited to
Affirmative Action goal positions) by
January 1, 2009.
For those positions, each AVP shall
take significant and conscious
management action by June 2009 to
achieve applicant and interview pools
which are more diverse, resulting in a
more diverse workforce.
FY09 – Implement Diversity Plan
9. Implement B&F Specific Actions in Support of UM Diversity
Blueprints.
Indicator
75
Metric
Target
9.2 Retention
Retention interviews.
Retention Interview Pilot implemented in each AVP
unit and evaluation performed on the process.
9.3 Climate
Participation in B&F diversity
programming.
20% B&F Staff participate in B&F Diversity Committee
events or programs, including the Diversity Learning
Community (Passport Project) and MLK Convocation.
Tracking on diversity
spend.
Annual report issued to AVPF and CFO will show
trend in diversity spend and recommended
strategies for increase.
Campus Commitment
training.
Campus Commitment training will occur during a
B&F Expanded Forum session with at least 70%
attendance.
Investment Office
Erik Lundberg
76
Implement strategies for investments to meet or exceed the
targeted level of return with acceptable level of risk
FY ’08 GOALS
Maximize performance of the Long Term Portfolio with an appropriate
level of risk:
Exceed the return of the performance benchmark by at least 0.4%
annualized on a rolling three-year basis (equal to about $30 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 0.2% on
a rolling three-year basis (equal to about $3 million p.a.).
Exceed the return of 90-Day T-bills by at least 2.0% over rolling threeyear periods (equal to about $30 million p.a.).
Maximize the performance of the financial reserves of Veritas and the
deferred gift vehicles:
Exceed the return of the respective performance benchmark over
rolling-three year periods.
Implement strategies for investments to meet or exceed the
targeted level of return with acceptable level of risk
FY ’08 Accomplishments
Maximize performance of the Long Term Portfolio with an appropriate
level of risk:
Exceed the return of the performance benchmark by at least 0.4%
annualized on a rolling three-year basis - AHEAD BY +4.8%
ANNUALIZED
Achieve top quartile performance versus other Colleges and
Universities over time - 16.0% VS. 11.4% (Median is 10.2%)
ANNUALIZED
Maximize the performance of the University Bank with an appropriate
level of risk:
Exceed the return of the performance benchmark by at least 0.2% on
a rolling three-year basis - AHEAD BY +3.6% ANNUALIZED
Exceed the return of 90-Day T-bills by at least 2.0% over rolling threeyear periods – AHEAD BY +4.8% ANNUALIZED
Maximize the performance of the financial reserves of Veritas and the
deferred gift vehicles:
Exceed the return of the respective performance benchmark over
rolling-three year periods – VERITAS WELL AHEAD: ~5%
2008-2009
Updates
79
B&F Forum Agenda Topics for FY09
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
September 11, 2008 (Expanded Forum) – Strategic Framework

October 9, 2008 (Expanded Forum) - VP Royster Harper

November 13, 2008 – All Hazards Planning update (tentative)

December 11, 2008 (Expanded Forum) – Holiday Celebration

February 8, 2008 –Improving Customer Satisfaction (tentative)

March 12, 2009 (Expanded Forum) – President Coleman –
(pending confirmation)

April 9, 2009 (Expanded Forum) – Campus Commitment Training

May 21, 2009 (NEW DATE) (Expanded Forum) – Better
Understanding the Schools and Colleges
B&F Diversity Committee Update for FY09

BFDC FY09 Theme:
“Community: Diversity Enriches & Stories Connect”


Watch for launch of the B&F Diversity Learning
Community and Passport Project
2009 B&F MLK Convocation
January 19, 2009 from 1-3:00 (reception to follow) at Rackham
Main Speaker – Carole Simpson

See BFDC flyer for other events during the year
respect, collaboration and appreciation of our differences and similarities
bfdiversity@umich.edu
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Business and Finance
Q/A with Senior Staff
82
Keep Up The Great Work!
Thanks to you and your
staff for what
you do every day!
83