Transcript Internal Financial Model

Facilities Management
2013 Manager Enrichment Program
U.Va.’s Strategic Planning Initiatives
Colette Sheehy
Vice President for Management and Budget
December 11, 2013
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Agenda
• Mission
• Strategic Planning Efforts
• New Internal Financial Model
• Organizational Excellence
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U.Va.’s Mission Statement
The University of Virginia is a public institution
of higher learning guided by a founding vision of
discovery, innovation, and development of the full
potential of talented students from all walks of
life. It serves the Commonwealth of Virginia, the
nation, and the world by developing responsible
citizen leaders and professionals; advancing,
preserving, and disseminating knowledge; and
providing world-class patient care.
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U.Va.’s Approach to Planning
Synthesizing three efforts focused on multi-year planning:
Strategic Plan
Assess strengths and weaknesses, set priorities, and chart
course for UVa’s future
Financial Plan
Establish dynamic, sustainable financial framework and
foundation for Strategic Plan
State Six-Year Plan
Respond directly to objectives of the Higher Education
Opportunity Act
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Five Pillars of the Strategic Plan
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Enrich and strengthen the University’s distinctive
residential culture
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Strengthen the University’s capacity to advance
knowledge and serve the Commonwealth of Virginia,
the nation, and the world through research, scholarship,
creative arts, and innovation
3
Provide educational experiences that deliver new levels
of student engagement
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Assemble and support a distinguishing faculty
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Steward the University’s resources to promote academic
excellence and affordable access
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Management and Budget
Mission and Vision Statements
Mission Statement
Management and Budget provides support services and
innovative solutions enabling the University to deliver highquality education, research, public service, and healthcare.
Vision Statement
To be a prudent steward of University resources and a valued
partner in achieving teaching, research, service and
healthcare excellence.
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Strategic Plan
Principles for Implementation
• Conform actions to values
• Commitment to access & affordability
• Serve the Commonwealth
• Leverage technology
• Pursue continuous improvement
• Collaboration as an institutional hallmark
• Enhance global perspective and presence
• Align resources with priorities
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Strategic Plan Funding Sources
• New Internal Financial Model
• Realized efficiencies (Organizational Excellence)
• Enrollment Growth
• Philanthropy
• Corporate Partnerships
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New Internal Financial Model
Aligning Resources with
Strategic Priorities
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New Financial Model - Context
1. Conceptual framework
2. The model
3. Primary points of debate
4. Current status
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New Financial Model - Outcomes
• Transparency
• Cost-knowledgeable culture
• Entrepreneurship and creativity
• Greater control over planning
• More responsibility for improving performance
• Decision-making informed by complete financial
picture
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New Financial Model – Our Role
• Support the mission of the University
• Achieve efficient use of resources
• Contribute to strategic investments
• Align goals to support the University Strategic
Plan
• Coordinate and align multiple planning efforts
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Organizational Excellence
A formal program and institutional value to
Engage. Simplify. Enable the Mission.
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Organizational Excellence
Strategy 14: Organizational Excellence
A formal “Organizational Excellence” program to enable the
achievement of institutional strategic goals and priorities – excellence
in education, research, and scholarship – and leverage institutional
core strengths and distinctions through resource alignment and
optimization
Guiding Principles
• Academic and administrative collaboration
• Data-driven and results-oriented
• Structure for ongoing impact, not episodic
Design
• Blends elements of continuous improvement programs and
operational excellence programs
• Comprehensive – spans academic and administrative
• Links to and enables strategic priorities
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Aspiring to World-Class and
Globally Distinguished Performance
High
• Seek high
effectiveness and
high efficiency
EFFECTIVENESS
World-class
EFFECTIVENESS
Low
World-class
EFFICIENCY
EFFICIENCY
High
• Effectiveness should
not be compromised
for efficiency.
• Look for
opportunities to
scale, reduce
duplication,
streamline, and
sunset.
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Benchmarking Study - Administrative Services
Scope: Human Resources, Information Technology, Procurement,
Finance, Research Administration, Student Services
(Facilities and Development forthcoming)
Purpose: To learn about our effectiveness and efficiency in delivering
administrative support services through:
• Current state assessment of processes
• Stakeholder feedback about the quality of services
• Performance comparisons against higher education peers and
industry
Data will allow us to:
• develop baselines for monitoring performance
• identify areas of high performance
• identify areas of opportunity for improvement
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How can you contribute?
• Efforts informed by employee participation in Paying
Forward Campaign, Strategic Planning workgroups and
forums, surveys, etc.
• Contribute to Organizational Excellence projects (e.g.
serve on teams, provide feedback, contribute to data
collection)
• May be selected to provide feedback on one of the
administrative services through a benchmarking survey
• Lead improvement efforts in your department
• Look for ways to streamline and simplify work
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Engage. Simplify. Enable the Mission.
http://organizationalexcellence.virginia.edu
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