Transcript Customer Satisfaction Survey

Business and Finance
Expanded Forum
B&F Strategic Framework
“Looking Back and Looking Forward”
September 14, 2006
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
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Break 10:00-10:15
Creating Alignment with the President’s Vision
University of Michigan President Coleman – April, 2004
Mission
 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
Vision
 Define great public University of the world
 New level of excellence
 Expand collaborative innovation
Strategies
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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
Purchasing Services, Stores
& Business Services
Office of Financial Analysis
B&F logo graphic cll/2006
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Strategic Framework: B&F Vision
B&F Vision
We will become a high-performance organization by:
 Being known for our deep expertise (both technical and business)
 Demonstrating (via assessment and service) our understanding of the
University’s businesses
 Serving as fiduciaries of the University assets (physical, financial, human,
information and technology assets)
INSPIRING  OUR ASPIRATIONS
OUR LEADERSHIP LEGAC
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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.
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 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”
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 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
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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
Strategic Framework: Goals and Metrics
Goals
1. Become the University’s
PROVIDER of CHOICE
for the UM services we
offer
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Indicators
1.1 Customer satisfaction
Metrics
Overall Customer Satisfaction
Index scores as tracked on the
B&F Customer Survey
Targets
5% improvement on overall
B&F Satisfaction scores on
March 2007 Survey
Strategic Framework: Goals and Metrics
Goals
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Indicators
Metrics
Targets
1. Become the University’s
PROVIDER of CHOICE
for the UM services we
offer
1.1 Customer satisfaction
Overall Customer Satisfaction
Index scores as tracked on the
B&F Customer Survey
5% improvement on overall
B&F Satisfaction scores (from
7.53 to 7.91) on March 2007
Survey
2. Become the EMPLOYER
of CHOICE for high
performing staff members
and teams
2.1 Employee satisfaction
Overall Employee Satisfaction
score as tracked on the 2005
Employee Survey
5% improvement on overall
B&F Satisfaction scores (from
77 to 81) on October 2006
Survey
2.2 Performance feedback
Specific feedback on
6 leadership competencies
Improvement on individual
goals
Strategic Framework: Goals continued
Goals
3. Demonstrate BEST IN
CLASS leadership in
managing University
resources with respect
to quality, cost, service
and long term impact for
the University
New for
FY2007
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Indicators
Metrics
Targets
3.1 Using metrics to
manage projects
The use of metrics to manage
the Key Initiatives
Set specifically for each
Initiative
3.2 Effective internal
implementation and
early adoption of
relevant Universitywide Initiatives
Metrics specific to
implementation of Key
Initiatives and U-wide projects
within B&F
Set specifically for each
internally-relevant initiative
3.3 Efficiency of B&F
business processes
Senior staff will designate 1 – 2
specific business processes to
improve
Demonstrate improvement via
specific metrics (time savings,
quality, compliance, customer
satisfaction)
Improvement in business
processes (including reduction
or elimination of activities) in
order to self-fund innovations
or new activities
Each AVP will demonstrate
4 – 6% total savings over 3
years (FY07-FY10)
Looking Back: FY06 – 12 Key Initiatives
1.
Classification System
2.
Healthy community
3.
Investments
4.
Internal controls
5.
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.
Provost’s 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 FY06
Looking Forward to FY07
B&F Updates: Looking Back, Looking Forward
Key Initiatives: FY06 Reports, FY07 Plans
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Laurita Thomas
Erik Lundberg
Peggy Norgren
Laura Patterson
» Break
– Special Guest, Phil Hanlon
– Hank Baier
– Tim Slottow
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HRAA
Laurita Thomas
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
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Looking Forward FY07:
Recruitment, Retention and Development
1. Develop leading practices in the recruitment, retention and
development 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 implementation
of 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 based
technical 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 communicate
compensation strategy
Develop and implement organizational competencies
Initially apply to recruitment/selection and professional development
Infrastructure to support model:
•Central HR & unit resources
•Technology
•Management development
•Change management
•Decision model
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Career Communities
Develop Technical Functional
Competencies
Apply to selection, development
& performance management
Develop performance management
system
Looking Back FY06: Healthy Community
2. Advance the goals of President Coleman's vision for a healthy
community and create a culture that fosters employee health and
well-being.
 Over 35 orientation presentations with UM managers on all campuses
 Over 450 Unit Wellness Champions recruited and engaged in facilitating
communication
 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 medical
conditions
 Targeted ergonomic solutions were implemented for high risk departments on all
campuses with the assistance of a matching fund
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Looking Forward: FY07 – 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
FALL 2006
 Conduct Faculty and staff interest survey
 Continue engagement, training & support of managers and wellness champions
– Wellness champion training events and “tool kit”
– “More experienced” manager training special events
 Launch “Get in the Game” fall incentive program promoting physical activity & healthy eating, with MHealthy
Tailgate kick-off events
 Promote “Ergo Challenge” departmental incentive and recognition program (Nov 06)
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WINTER 2007
Offer Active U II, extended to families
Explore options to enhance fitness center access such as discounts or reimbursement based on utilization
Promote Healthy Eating Initiative, with vending and food services
Continue medical ergo assistance
Work with Purchasing & Interior Design on equipment selection guidelines
Development of mental health and student health initiatives
Metric:
Evaluate the various initiatives for participation rates, satisfaction and outcomes
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HRAA
Questions and Answers
Investment Office
Erik Lundberg
Looking Back FY06: Investments
3. Implement strategies for investments to meet or exceed the targeted level
of 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-year
basis (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 deferred
gift vehicles:
Exceed the return of the respective performance benchmark over rolling-three year periods.
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Looking Back FY06: Investments
3. Implement strategies for investments to meet or exceed the targeted level
of return with acceptable level of risk
FY ’06 Accomplishments
Maximize performance of the Long Term Portfolio with an appropriate level of risk:
Exceed the return of the performance benchmark by at least 0.5% annualized on a rolling threeyear basis - AHEAD BY 4.5% ANNUALIZED
Achieve top quartile performance versus other Colleges and Universities over time - 18.6% VS.
15.6% (Median is 14.0%) ANNUALIZED
Maximize the performance of the University Bank with an appropriate level of risk:
Exceed the return of the performance benchmark by at least 0.25% on a rolling three-year basis AHEAD BY 3.5% ANNUALIZED
Exceed the return of 90-Day T-bills by at least 2.0% over rolling three-year periods – AHEAD BY
5.3% ANNUALIZED
Maximize the performance of the financial reserves of Veritas and M-CARE as well as the deferred
gift vehicles:
Exceed the return of the respective performance benchmark over rolling-three year periods –
VERITAS WELL AHEAD (~4%), M-CARE JUST AHEAD
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Investment Office
Questions and Answers
AVPF
Peggy Norgren
Looking Back FY06: Internal Controls
4. Strengthen internal controls and improve the financial management
of units
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Developed practical tools around appropriate internal
controls for the employment process
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Identified processes within the employment process and some of the
risks inherent in the process
Identified the control points and what should be done at those points
Created framework for units to do a gap analysis and identified
changes that are required to have a strong control environment
around internal controls
Looking Back FY06: Internal Controls (cont’d)
4. Strengthen internal controls and improve the financial management
of units
 Implemented Unit Certification Process that requires each VP, Dean or
Major Director to certify to:
 Unit following Fiscal Responsibilities SPG and Statement of Stewardship
 Review of financial performance and affirmation that they fairly represent their
unit’s activities
 Reviewed summary of University Audit reports from the last year regarding
operations within their unit and are taking appropriate action to implement
appropriate controls
 Developed their unit’s Conflict of Interest and Commitment policy and
implementing it within their unit.
 Appointed an IT security liaison and are committed to ensuring a secure IT
environment.
 Committed to implementation of internal controls around financial processes
with attention to the employment process for the coming year.
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Looking Forward: FY07 – Internal Controls
3. Strengthen internal controls and improve the financial management of
units
 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
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PCards
Travel and Expenses
Non-PO Vouchers
Purchase Orders
Marketsite Orders
Service Unit Billing
 Metric:
Internal Controls Adequacy Matrices developed for Purchasing functions
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Looking Forward: FY07 – Internal Controls (cont’d)
3. Strengthen internal controls and improve the financial management of
units
 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 around
purchasing
 Metric:
Business plan completed and implementation plan developed
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Looking Forward: FY07 – Internal Controls (cont’d)
3. Strengthen internal controls and improve the financial management of
units.
 Make improvement to Employment Process Controls
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Develop policies with HRAA regarding incentive compensation plans; requirements for
performance management reviews
Develop user friendly version of the Gross Pay Register to ensure proper activity
without 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
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Looking Back FY06: Financial Business Processes
5. Improve targeted financial business processes for improved controls
and better customer service
 Implementing Bank Restructuring project which allows online cash receipts and local
drop box or armored car service for streamlined deposit process for units
 Expanded journal entry pilot which allowed ALL units to generate upload files for direct
entry into system
 Implemented web based effort certification
 Piloted online time and entry; also offered local data entry of timesheets for those
responsible for timekeeping in a unit
 Launched working group to determine ways to eliminate Form G by utilizing existing
processes – for more effective business controls, elimination of duplicate ways to do the
same business, and to ensure better compliance
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AVPF
Questions and Answers
Break
Voices Posters still on display
Space Utilization Initiative
a presentation by
Phil Hanlon, Associate Provost for
Academic and Budgetary Planning
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 in
academics and research
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Why Undertake this Initiative?
Direct the greatest resources toward our core academic
mission
Support a healthy pace of growth and innovation in our
academic enterprise
Ensure that faculty and students have access to the best
instructional and research technology
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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
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Background and Charge
 December 2005
Regents’ summit on future of GF
budget demonstrates need to find
new revenue streams and deal
with increasing costs
 Spring 2006
Office of the Provost holds focus
groups to discuss strategies for
moving forward
Input from focus groups results in
a set of recommendations
endorsed by the Executive
Officers
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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
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Management of the Initiative
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Organizational Structure
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Timing
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Executive Sponsors
Steering Committee
Project Manager and Office
Subproject Teams
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
6. Support the Provost’s Space Utilization Project
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Provide space utilization information to campus using existing data and
reports to determine gaps in information
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Enhance the space management and classroom scheduling systems to
collect missing data
•
Deliver space utilization information, projected space needs, and financial
analysis using business intelligence tools and systems
•
Support the development of new business processes for improved space
management
Space Utilization
Initiative
Phil Hanlon
Questions and Answers
MAIS and ITSS
Laura Patterson
Looking Back FY06: Business Intelligence
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)
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Looking Forward: FY07 – Business Intelligence
4. Implement Business Intelligence strategic recommendations that
were agreed upon by the schools and colleges, Health System, and
administrative units
Recommendation
 Form a BI Leadership Center
 Upgrade Business Objects to the Web
 Implement a Web reporting system
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Metric
• At least 15 people are actively participating in
the BI Council
• At least 30 people are participating in periodic
information sharing events through the BI
Community of Experts
• XIR2/WebI is in production and reports are
converted
• The old version of Business Objects is no longer
used
• Web reporting is in production with content to
support internal controls and financial reports for
faculty (PIs)
Looking Back FY06: Information Security
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, procedures
and 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 to
security incidents
• Conducted quarterly vulnerability scans and reported vulnerabilities
to units
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Looking Forward: FY07 – Information Security
5. Implement the Information Technology Security Program
Action
 Establish a distributed organization
with shared security responsibilities
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Metric
• At least 30 units participate in the first
round of security planning workshops
• At least 50% of the participating units
complete a security plan by October 1.
• 100% of the participating units
complete a security plan by June 30,
2007.
• At least 100 trained security
administrators are employed at the
University on June 30, 2007.
Looking Forward: FY07 – Information Security
5. Implement the Information Technology Security Program (cont’d)
Action
 Implement a University-wide incident
management policy and procedures by June
30, 2007
• Increase the protection of personal private
information (PPI)
• Publish a University-wide security plan
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Metric
• The 30 units that participated in security
planning workshops have assigned an
incident response coordinator.
• The same 30 units have implemented
incident management procedures and
communicated the procedures within their
unit.
• Data Stewards (Provost, CFO, EVPMA)
have approved revisions to SPG 601.12
and the related data classification
guidelines by June 30, 2007.
• A university-wide security plan is developed
by consolidating available unit plans by
November 1, 2006 and is updated with
subsequent unit plans by July 1, 2007.
MAIS
Questions and Answers
Facilities and Operations
Hank Baier
Looking Back FY06: Residential Life
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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Looking Back FY06: Residential Life
MOSHER-JORDAN HALL AND HILL DINING CENTER
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Looking Back FY06: Residential Life
LIFE SAFETY PROJECTS
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Looking Forward: FY07 – Residential Life
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
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Looking Back FY06: Lab Renovation
9. Implement recommendations from the lab renovation project and
related 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 process
improvements
 Study the average time between major renovations of labs
 Initiate a pilot program in which life-cycle costs are tracked for several labs
with different quality standards
 Review by each school/college of recruitment process and relationship to
the design process and construction process
 Develop benchmarks and best practices around cost, time, incentive
policies, and processes at comparable institutions
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Looking Back FY06: Children’s and Women’s
10. Support Children's and Women's replacement hospital project
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Looking Back FY06: Children’s and Women’s
10. Support Children's and Women's replacement hospital project
 Design approval: Feb 2006
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Budget: $525M
 450 participants worked on programming, planning and design
 LEED certification goal added
 Implemented Health System Transportation Alternatives Committee
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Looking Forward: FY07 – Children’s and Women’s
8. Support Children's and Women's replacement hospital project
 Regents approval to bid/award
 Begin construction
 Owner changes and project tracking system
 Executive team meetings
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Looking Back FY06: Energy Conservation
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.
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Looking Forward: FY07 – Energy Conservation
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
Questions and Answers
Looking Back FY06: Targets for B&F Surveys
12. Implement actions to achieve the targets set for the Employee
Satisfaction Survey and Customer Satisfaction Survey
 Employee Survey Action Plans submitted during April-June, 2005
by 35 units
 Over 200 actions steps or plans for further study documented
 62 concrete actions reported as of April, 2006
– Communication
– Workload
– Recognition
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Customer Satisfaction Survey:
Service Attribute Results
Service Attributes
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Mean Rating
1. Attentive to customer needs (listens)
7.60
2. Understands customer needs
7.45
3. Responds in a timely manner to customer requests/questions
7.49
4. Understands and explains University policies and procedures
7.38
5. Communicates service standards
7.28
6. Demonstrates functional/technical expertise
7.69
7. Communicates service change effectively
7.25
8. Implements service change effectively
7.26
9. Adapts to changing customer needs
7.03
10. Easily accessible
7.39
11. Leverages technology to improve service
7.56
12. Provides friendly and courteous service
8.20
Highest scores
Customer Satisfaction Survey:
Service Attribute Results
Service Attributes
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Mean Rating
1. Attentive to customer needs (listens)
7.60
2. Understands customer needs
7.45
3. Responds in a timely manner to customer requests/questions
7.49
4. Understands and explains University policies and procedures
7.38
5. Communicates service standards
7.28
6. Demonstrates functional/technical expertise
7.69
7. Communicates service change effectively
7.25
8. Implements service change effectively
7.26
9. Adapts to changing customer needs
7.03
10. Easily accessible
7.39
11. Leverages technology to improve service
7.56
12. Provides friendly and courteous service
8.20
Lowest scores
Customer Satisfaction Survey:
Service Attribute Results
Service Attributes
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Mean Rating
1. Attentive to customer needs (listens)
7.60
2. Understands customer needs
7.45
3. Responds in a timely manner to customer requests/questions
7.49
4. Understands and explains University policies and procedures
7.38
5. Communicates service standards
7.28
6. Demonstrates functional/technical expertise
7.69
7. Communicates service change effectively
7.25
8. Implements service change effectively
7.26
9. Adapts to changing customer needs
7.03
10. Easily accessible
7.39
11. Leverages technology to improve service
7.56
12. Provides friendly and courteous service
8.20
Highest scores
Lowest scores
Lowest scores with
highest r to satisfaction
Key Findings from Customer Survey Data Analysis
Responsiveness
Competence and Decision Making
Service Levels and Staffing
Communication Skills
Responsibility
Understanding and Adapting
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Response to Customer Survey: Action Planning
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 to
build on what worked well and identify continuous improvements
 Increasing/ enhancing the use of service level agreements to clarify customer-business unit
expectations
Customer Survey Coordination Committee
June, 2006 (Summary Report to EVPCFO Senior Staff)
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Looking Forward: FY07 – Targets for B&F Goals
10. Implement actions to achieve the targets set for B&F Goals
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1
Become the University’s PROVIDER of CHOICE for the UM services
we offer
2
Become the EMPLOYER of CHOICE for high performing staff
members and teams
3
Demonstrate BEST IN CLASS leadership in managing University
resources with respect to quality, cost, service and long term impact
for the University
Timetable for Future B&F Surveys
2006
October,
2006
Employee
Survey
2007
2008
2009
2011
March,
2007
March,
2009
March,
2011
Customer
Survey
Customer
Survey
Customer
Survey
March,
2008
Employee
Survey
Moving to a two-year, alternating cycle.
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2010
March,
2010
Employee
Survey
B&F Goal 1- Employer of Choice FY07
Next Steps for 2006 Employee Survey
 Survey Liaisons identified: September 1-18
 Liaison Kick-Off Sessions: September 29, October 5
 Employee Survey Open: October 16-27, 2006
Please hold paper-based sessions October 16-20, 2006
 Survey Results Analyzed: November, 2006
 Initial B&F Results to EVPCFO Senior Staff:
December, 2006
 B&F Wide Summary Document distributed: early
January 2007
 Unit Results available (Meeting in a Box Materials):
late January-February, 2007
 Unit Results distributed/action planning: FebruaryMarch, 2007
 Action plans due: Spring 2007
 Implementation and Tracking: Spring 2007 - Spring
2008
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B&F MLK Convocation, 2006
B&F Goal 2- Provider of Choice FY07
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 targets
Summer 2007
 Phase IV – Implementation and tracking
Summer 2007 – March 2009
 Resurvey March, 2009
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B&F Goal 3 - Best in Class FY07
Next Steps for Best in Class
 3.1 Metrics and Targets for B&F 10 Key Initiatives
 3.2 Targets for internal B&F implementation and early adoption of B&F 10
Key Initiatives (where applicable) and university-wide projects
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•
Internal implementation of B&F 10 Key Initiatives 1, 2, 3, 5, 9
•
Internal implementation of University-wide projects
–
Track and improve “time to fill”
–
Finalize and implement Conflict of Interest/Conflict of Commitment
policies
–
Finalize and implement tech tools policy
–
Implement direct time and labor entry
Looking Forward: FY07 – Information Technology Security
Internal (B&F) Implementation
5. Implement the Information Technology Security Program
Action
 Name a Security Liaison and Incident
Response Coordinator
Metric
 B&F has named a security liaison and formed
a Security Committee.
 By June 30, 2007 the Committee has met at
least six times and published meeting
minutes.
 Comply with SPG 601.25, Information
Technology Incident Management
 The B&F Security Committee has developed
an internal B&F incident response policy and
procedure.
 The Security Committee has communicated
the policy and procedures to all members of
B&F.
EXAMPLE
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 B&F staff are successfully executing
procedures that comply with SPG 601.25 for
responding to security incidents.
Looking Forward: FY07 – Information Technology Security
Internal (B&F) Implementation (cont’d)
5. Implement the Information Technology Security Program (cont’d)
Action
 Develop a unit security plan (a plan for
B&F)
Metric
 By November 1, 2006 Business and Finance
has established a RECON assessment plan
and schedule for information systems in B&F.
 By June 30, 2007 B&F has completed a
RECON assessment for all BFIT central
systems and one B&F unit system.
 Implement good security practices
EXAMPLE
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 BFIT has moved 100% of remaining B&F
servers and desktops behind virtual firewall.
(Only exception will be those locations that do
not have adequate network infrastructure –
such as Investment Office – those will move
when network infrastructure is available.)
B&F Goal 3- Best in Class FY07
Next Steps for Best in Class (cont’d)
 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 and
enhancements
•
•
•
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F&O: Streamline Plant Ops order fulfillment process
AVPF: Improve P-Card and AP processes
IO:
Revamp documentation procedures in response to new
audit standards
B&F Forum Agenda Topics for FY07
 September 14, 2006 (Expanded Forum) – Strategic Framework
 November 9, 2006 – Business Continuity/Pandemic Planning
 December 7, 2006 (Expanded Forum) – Simple Reflections: Holiday
Celebration
 February 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: Succession
Planning/Leadership Development
 May 10, 2007 (Expanded Forum) – Better Understanding the Schools and
Colleges
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B&F Diversity Committee Update for FY07
 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 the
University 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 each
individual’s contribution
[email protected]
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Business and Finance
Overall
Questions and Answers
FY06 was a phenomenal year!
Thank-you to you and your
teams for what you do every
day