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Facilities Management 2013 Manager Enrichment Program U.Va.’s Strategic Planning Initiatives Colette Sheehy Vice President for Management and Budget December.

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Presentation on theme: "Facilities Management 2013 Manager Enrichment Program U.Va.’s Strategic Planning Initiatives Colette Sheehy Vice President for Management and Budget December."— Presentation transcript:

1 Facilities Management 2013 Manager Enrichment Program U.Va.’s Strategic Planning Initiatives Colette Sheehy Vice President for Management and Budget December 11,

2 Agenda Mission Strategic Planning Efforts New Internal Financial Model Organizational Excellence 2

3 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. U.Va.’s Mission Statement 3

4 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 4 U.Va.’s Approach to Planning

5 1 Enrich and strengthen the University’s distinctive residential culture 2 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 4Assemble and support a distinguishing faculty 5 Steward the University’s resources to promote academic excellence and affordable access 5 Five Pillars of the Strategic Plan

6 Mission Statement Management and Budget provides support services and innovative solutions enabling the University to deliver high- quality 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. 6 Management and Budget Mission and Vision Statements

7 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 Strategic Plan Principles for Implementation 7

8 New Internal Financial Model Realized efficiencies (Organizational Excellence) Enrollment Growth Philanthropy Corporate Partnerships Strategic Plan Funding Sources 8

9 New Internal Financial Model Aligning Resources with Strategic Priorities 9

10 1.Conceptual framework 2.The model 3.Primary points of debate 4.Current status New Financial Model - Context 10

11 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 11

12 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 12

13 Organizational Excellence A formal program and institutional value to Engage. Simplify. Enable the Mission. 13

14 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 14

15 World-class EFFICIENCY High Low High EFFECTIVENESS EFFICIENCY World-class EFFECTIVENESS Seek high effectiveness and high efficiency Effectiveness should not be compromised for efficiency. Look for opportunities to scale, reduce duplication, streamline, and sunset. Aspiring to World-Class and Globally Distinguished Performance 15

16 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 16

17 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 17

18 18 Engage. Simplify. Enable the Mission.

19 19.


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