Business Forum

1. Business Forum Thursday, December 7, 2017 Baker University Center 240

2. Agenda • Facilities Partner Group • Benefits Advisory Council • Training Advisory Council • Key Announcements

3. Facilities Partner Group Co-Chairs: Kelly Broughton, Assistant Dean for Research & Education Services University Libraries Steve Wood, Associate Vice President Facilities Management & Safety

4. Agenda • Charge • Representatives • Goals • Service Level Agreements (SLAs) • Discussion

5. Charge The Facilities Partner Group is charged with developing solutions to improve processes and communications between planning units and the University’s Facilities Management & Safety Department. The partner group will gather, review, and assist in the prioritization of issues related to custodial, grounds, and building maintenance and operations.

6. Representation Mark Ferguson, Campus Recreation Dustin Kilgour, Student Affairs Kevin Witham, Admissions Beth Lydic, Patton College of Education Peter Trentacoste, Residential Housing Tina Payne, Business Service Center Marjorie Mora, Business Service Center Steve Mack, Facilities Management & Safety Jay North, Facilities Management & Safety Dan Harper, College of Fine Arts John Gilliom, College of Arts and Sciences Dean Dupler, Heritage College of Osteopathic Medicine Jason Farmer, Intercollegiate Athletic Robin Krivesti, University Libraries

7. Facilities Partner Group Goals • Strategic Goals  • Complete SLAs for all three FMS areas [Grounds Maintenance, Maintenance & Operations, and Custodial Services] • Make SLAs available to community • Define a shared understanding of responsibilities of building contacts • Create building contacts list  • Continue to evaluate and implement efficiencies in service

8. Service Level Agreements • Initiative from the Facilities Partner Group • Members identified desire to have service level agreement(s) to provide: • Communication improvements – address failings in providing information to customer; resolution of issues  • Baseline vs. billable over multiple venues/locations • Communication and responsibilities for shared or public-like spaces • Foundation of accountability • Clarification of some tensions (e.g. not a baseline service; can’t do it ourselves; can’t hire someone to do it) Solicited service level agreements from other institutions

9. Service Level Agreement - Custodial

10. Service Level Agreement - Custodial

11. Service Level Agreement – M&O

12. Service Level Agreement – M&O

13. Service Level Agreement – Grounds Maintenance • Grounds Services provide a variety of outdoor maintenance services. Primary duties include: • Turf Maintenance-periodic mowing as necessary to maintain grass at 4” or belowDamage repair due to snow removalLeaf removal per seasonal demands • Shrubbery/Woody Material-annual trimming/pruning to maintain shape and removal of dead materialMulch renewal once every 3 yearsWeed control/removal maintained seasonally • Tree Care-Tree evaluation, seasonal trimming/pruning to maintain shape and removal of dead materialHazardous tree removalTree planting Mulch renewal once every 3 yearsWeed control/removal maintained seasonally • Litter Collection-Litter pickup around building exterior and parking lots • Trash Removal-Removal of trash from exterior containers • Snow Removal-Roads, Parking Lots and Sidewalks are cleared of snow and treated to prevent ice • Grounds Services provides a variety of reimbursable services. Examples include: • New/Upgrades/Renovations of landscape beds with annuals/perennials • Maintenance of New/Upgraded/Renovated landscape beds • Lawn Damage repair not related to snow removal • Special Event Services: trash collection, temporary landscapes • Construction/Renovation related repair and/or replacement of lawns, woody material, or trees

14. Department Specific Examples • Cleaning up venue after athletic event • Department specific equipment • Autoclave • Department specific requirements • More frequent cleaning • Mandated temperature or humidity concerns

15. Discussion Questions • Do you think service level agreements will positively affect the appearance and operations of your space? • Would you find it beneficial to have a single point of contact within your building to discuss facility related issues? • What one action would you recommend to make Facilities Management and Safety more efficient?

16. Questions? Kelly Broughton broughtk@ohio.edu 740-593-2709 Steve Wood woods1@ohio.edu 740-593-2726

17. Benefits Advisory Council Greg FialkoBenefits Director, Human Resources

18. Benefits Advisory Council (BAC) Update • BAC is currently reviewing the following for FY19, FY20, FY21: • Premium increases • Cost Sharing increases (deductible, out of pocket max, copays, etc.) • Potential cost impact of the upcoming Dependent Eligibility Verification • Domestic Partner Benefits (whether to continue offering) • Whether to provide a “health care credit” due to positive budget variances in FY16 and FY17 • The goal is to submit recommendations to Total Compensation Committee by late December • Future considerations • Care management products • High Deductible Health Plans • Place Anthem and Express Scripts contracts out for bid • Review wellness programs

19. Benefits Advisory Council Update • FY2017-18 is the third year of the original BAC three-year plan to impact health care costs • The original three-year plan is projected to meet the cost containment goal of $4.2 million • Previous recommendations have included: • Premium increases • Cost sharing increases • Prescription drug advanced utilization management program implementation • Establishing new eligibility requirements for benefits • Offering new vision plans • Offering new short-term disability plans • Conducting dependent eligibility verification (began November 2017)

20. BAC Update • BAC is currently working on a new three-year plan for FY19, FY20, FY21 with a need to reduce university costs by approximately $1 million per year, or $3 million over the three year period. • BAC has maintained the original guiding principles it established: • Avoid structural deficits • Avoid Affordable Care Act Cadillac Plan Tax • Limit University’s inflationary cost of benefits to no more than 5% per year • Inflationary Costs: projected increases (trend) are consistently around 7% per year • Historical total % increase and % increase per eligible employee per fiscal year:

21. Benefits Update Dependent Eligibility Verification Program Update • Deadline is Friday, December 22 • Purpose: Ensure compliance with University plan documents and federal rules regarding who can be covered by pre-tax health plans; ensure benefits funds are dedicated only to individuals eligible for benefit plans • Partnered with HMS Inc. to perform the program • HMS has performed similar programs for University of Cincinnati, University of Toledo, Wright State University, and Youngstown State University. • Program requires employees verify the status of dependents covered by health, vision, or dental plan. Verification includes the need to submit documentation such as birth certificates, marriage licenses, 2016 tax return (with financial information redacted/blocked out), etc. • Failure to participate and certify a dependent will result in dependent losing coverage as early as February 28, 2018.

22. Benefits Update • To date, we have a 36% participation rate and 10 dependents have been voluntarily removed from University coverage • Initial letters were mailed to employee homes • If you cannot locate your letter, contact HMS at 877.473.0175 between 8 a.m and 8 p.m. Monday – Friday • HMS will assist you in obtaining your Reference Number (which was included in the initial letter) • After obtaining your reference number visit https://www.VerifyOs.com and use your reference number (along with demographic info they will request) to log in to your account. • You will be able to view/download/print your initial letter, answer questions regarding dependents, upload documents, and check the status of your dependents.

23. Questions? Greg Fialko Senior HR Director and Director of Benefits fialko@ohio.edu 740-593-1639

24. Training Advisory Council Amanda Davis, Director of Strategic Change Integration Lewis Mangen,Director of Organizational and Talent Development

25. Agenda • Training Advisory Council – Group Information • Training Roadmap • Competency Training Framework • Learning Management System • Certification Program • Questions

26. Training Advisory Council Charge Provide insight and guidance to support the following: • Institutional support for training and development • Elimination of systemic barriers to development • Creation of a robust structure to implement a sustainable environment for training and development • Consistent, positive and professional training and development experiences aligned with our desired culture • Methods and resources for those new to their positions • Leveraging collective resources and expertise from around the University to support professional development

27. Representation • Co-Chairs • Lewis Mangen, Organizational & Talent Development • Amanda Davis, Change Management & Communication • Administrative Senate • Wendy Rogers, Secretary and Senator (District 3, Bromley, Chubb, Pilcher House) • Eileen Theodore-Shusta, Senator-At-Large • Classified Senate • Sharon Romina, Chair, 2017-2018 • Cheri Sheets, Past Chair, 2015-2016 • RC Strategy • Phil Taylor, College of Business • Kari Saunier, College of Fine Arts

28. TAC Providing Guidance on Professional Development Roadmap

29. Six “Primary Roles” Provide Development Focus

30. Development Categories Promote Balance Well-rounded development efforts focus on People, Tasks, and Self People Focus Involving, inspiring, influencing, collaborating and interacting with others to accomplish goals and build team effectiveness. Task Focus Processing information, organizing tasks, and managing resources to deliver high-quality results in a timely manner. Self Focus Building knowledge, awareness, and technical skills to be proficient, credible, and relevant in a field of work. Possessing characteristics that contribute to personal effectiveness

31. “Success Profiles” Highlight Success Drivers in Each Role Example: Department Supervisor Role requires these knowledge, skills and behaviors: Leadership Relationships Communication • Inspiring and Motivating • Empowerment • Leading by Example • Influencing • Talent Development • Accountability for Self and Team • Building Trust • Customer/Client Focus • Collaboration • Demonstrate Empathy • Managing Conflict • Provide Directions & Expectations • Active Listening • Handling Difficult Conversations • Persuasive Writing • Presentation Skills People Focus Involving, inspiring, influencing, collaborating and interacting with others to accomplish goals and build team effectiveness. Task Focus Processing information, organizing tasks, and managing resources to deliver high-quality results in a timely manner. Planning & Managing Work Analyzing Information Flexibility & Creativity • Drives Results • Planning and Organization • Quality Orientation • Managing Work • Analytic Thinking • Systems Thinking • Strategic Awareness • Financial Acumen • Designing Processes • Flexibility • Adaptability • Innovation Self Focus Building knowledge, awareness, and technical skills to be proficient, credible, and relevant in a field of work. Possessing characteristics that contribute to personal effectiveness Personal Characteristics Tools & Technology Job-Specific Expertise • University software packages and systems • BobcatBUY • Excel, Outlook • Payroll • Confidence • Persistence • Self Awareness • Action Orientation • Composure • Positive Interaction • Policy awareness and compliance • Institutional knowledge • Benchmarking / best practices / trends

32. “Success Profiles” Highlight Success Drivers in Each Role Example: Coordinators & Organizers Role requires these knowledge, skills and behaviors: Leadership Relationships Communication • Accountability for Self and Team • Cultural Competence • Customer/Client focus • Relationship Building • Teaming • Consulting and Advising • Demonstrate Empathy • Persuasive Writing • Active Listening • Handling Difficult Conversations • Presentation Skills People Focus Involving, inspiring, influencing, collaborating and interacting with others to accomplish goals and build team effectiveness. Task Focus Processing information, organizing tasks, and managing resources to deliver high-quality results in a timely manner. Planning & Managing Work Analyzing Information Flexibility & Creativity • Planning and Organizing • Self Productivity • Analytic Thinking • Systems Thinking • Researching Information • Adaptability Self Focus Building knowledge, awareness, and technical skills to be proficient, credible, and relevant in a field of work. Possessing characteristics that contribute to personal effectiveness Personal Characteristics Tools & Technology Job-Specific Expertise • University software packages and systems • MS Office applications • Learning Agility • Attention to Detail • Advocacy • Composure • Positive Interaction • Knowing how work gets done • Knowledge of University structure & environment • Understanding of policies

33. Competency Dictionary Will Drive Conversation Defining critical behaviors makes it easier to talk about them • Leadership • Inspiring and Motivating • Empowerment • Influencing • Visioning • Change Leadership • Talent Development • Relationships • Customer/Client Focus • Building Trust • Relationship Building • Collaboration • Teaming • Communication • Active Listening • Presentation Skills • Providing Directions & Expectations • Handling Difficult Conversation • Planning & Managing Work • Planning and Organization • Managing Work • Strategic Awareness & Alignment • Drives Results • Designing Processes • Analyzing Information • Systems Thinking • Financial Acumen • Analytical Thinking • Problem Solving • Decision Making • Flexibility & Creativity • Flexibility • Learning Agility • Innovation • Personal Characteristics • Confidence • Persistence • Self-Awareness • Professional Courage • Positive Interaction • Each competency is defined • Customer/Client Focus • Establishes productive customer relationships by effectively meeting needs and taking responsibility for satisfaction • Performance Criterion • Gets first-hand customer information and uses it for improvements • Acts promptly with customers in mind • Handles upset customers by hearing the customer out, empathizing, apologizing, and taking responsibility for resolving issues Competency Dictionary Competencies can be integrated with key processes Development Plans Performance Discussions Talent Review Retention Job Descriptions and Postings Interviewing & Selection

34. Certificates Will Create Interest and Build Skills A collection of knowledge, skills and behaviors can be rewarded with a certificate Leadership • Inspiring and Motivating • Empowerment • Influencing • Visioning • Change Leadership • Talent Development Certificates can be awarded when a certain number of badges have been earned. A badge can be issued for a training event, demonstrated skill, or other achievement. Human Capital Administration & Planning Compliance Finance Skills Planning & Managing Work Example: A Finance Skills certificate may be earned when an employee has accumulated 15 of these badges: • Planning and Organization • Managing Work • Strategic Awareness & Alignment • Drives Results • Designing Processes • Budget Packet & Reconciliation • Campus Budgeting • Fund Balance Workshop • COA Fundamentals • Reporting Fundamentals • Grant Fundamentals • Accounting with the New COA • Manager Self-Service Costing • Payment Dashboard • Individual Compensation Distribution • Reporting Analytics • Bobcat Buy • Workforce • Concur • PCard • Purchase Orders • Cash Management • Signature Authority • Sub-certification • Costing Budget Job-Specific Expertise • Policy and Regulatory Compliance • Institutional Knowledge • Statistical Knowledge • Accountancy Skills • Budgeting & Forecasting Skills • Financial Systems

35. Questions? Amanda Davis davisa6@ohio.edu (740) 593-9581 Lewis Mangen mangen@ohio.edu (740) 593-1627 professionaldevelopment@ohio.edu

36. Payroll Year End Announcements Bridget Driggs, Payroll Operations Manager

37. Agenda • Winter Break Closure • Payroll Calendar for Calendar Year 2018 • 2018 IRS Limits • Tax Year End Reminders

38. Winter Break Closure • Administrative Employees: • Less than 1 year of service will be paid for 3 days of WBC – Do not enter time in Absence Management. • 1 year or more of service – will be paid for 2 days for WBC, and 1 vacation day. The vacation accrual for December 31 will be used to cover the third day. The employee will not see an accrual and employee will not need to enter time in Absence Management. • Admin Hourly Employees: • Less than 1 year of service will be paid for 3 days of WBC • Timesheet should use pay code “other” with WBC in the comment field • 1 year of continuous service: 2 WBC days paid, 1 vacation day used for the third day • Use pay code “other” and enter WBC in the comment field for the 2 days • Use the pay code “vacation” for the third day

39. Biweekly Employees (Classified Non-Bargaining Unit & FOP): • Less than 10 years of service: 3 WBC days paid • Timesheet should use pay code “other” with WBC in the comment field • 10 years or more of service: 2 WBC days paid, 1 vacation day used for the third day • Use pay code “other” and enter WBC in the comment field for the 2 days • Use the pay code “vacation” for the third day • Biweekly Employees (AFSCME): • The Bargaining Unit will be given an additional two (2) days off with pay to be designated as “Winter Break Closure” days. Timesheet should use pay code “other” with WBC in the comment field. • Bargaining Unit Employees will use their Birthday holiday, vacation, compensatory time, or personal leave for the third non-holiday day the University is closed during Winter Break Closure.

41. Payroll Calendar for Calendar Year 2018 • Available on the Payroll website: https://www.ohio.edu/hr/payroll/payroll_calendar.cfm

42. 2018 IRS Limits • 401(k) Plan EmployeeLimit: $18,500 • 401(k), 403b, or 457 Catch-Up (over 50 years old): $6,000 • 403(b) Employee Limit: $18,500 • 457 Employee Limit: $18,500 • Total Employee and Employer Contributions: $55,000

43. Tax Year End Reminders • Make sure your address is accurate in My Personal Information • Payroll will send an email out on or before December 15 to remind all employees • For electronic delivery of W2s • Log in to My Personal Information • Other Misc. Information • OU Electronic Consent • Select “Update” (if it is not “Yes”) • Mark this Y for yes • Click “Apply” • Click on “Next” at the bottom of the screen • Review and Click “Submit”

44. Questions? Bridget Driggs Payroll Operations Managerdriggsb@ohio.edu

45. Capital Project Process and System Development Rachel Patrick, Project Manager Finance and Administration

46. Capital Project Process and System Development • A new Project Initiation Form (PIF) and Project Authorization Request (PAR) process is live with a new Project Initiation Guidance webpage • e-Builder, system for capital project implementation, will go live February 1, 2018 with 15 pilot projects • Processes that will utilize the system include, but are not limited to, the following: • Vendor selection • Contract approval • Change order processing • Billings (internal and external) • Project close-out • Design review • Who will utilize e-Builder? • Architecture, Design and Construction • Capital Project Finance • Clients • Vendors • To help facilitate efficient project flow from planning to implementation, business processes and guiding documentation will be finalized and approved • Other System Development: • Capital Planning Database, a central repository for capital plan data and project projections, is scheduled to go live April 1, 2018

47. Financial System Enhancements Leigh Casal, Change Management AssociateFinance & Administration Renee Mascari, Project Management TeamInformation Technology

48. Agenda • Project Update • OBI Financial Dashboards and Pages • Training update • Go Live Preparation • Questions

49. Project update • On target for December 12 go live • Object Lookup, Conversion Lookup and Cost Center Lookup available in OBI and is open to all faculty/staff via Finance Lookups Dashbord • Mail Barcode application now requires new account string • REMINDER: The final run of FMS Reports occurred for November close. Reports are being replaced in OBI and available via Financial Dashboards

50. OBI Financial Dashboards & Pages Access determined by Planning Unit CFAO Available to all Faculty & Staff *Currently available. Others will be available on 12/12