Business Manager Meeting Omni Hotel April 18, 2007

1. Yale University Supporting Yale TogetherReporting Relationship between Business Managers and Finance & Administration Business Manager Meeting Omni Hotel April 18, 2007

2. Agenda: April 16, 2007 8:30 – 9:00 Coffee 9:00 – 9:15 Welcome and overview (Andy Hamilton & Shauna King) 9:15 – 9:45 Introductions (All) 9:45 – 10:15 Business Operations (Steve Murphy) 10:15 – 10:30 Q&A

3. Today’s Discussion: Five Key Questions for Change • Why are we doing this? • What does it look like? • What does it mean to me? • What will be done to support me? • What is expected of me?

4. What is changing? • All Business Managers (lead department administrators) will have a reporting line to the Vice President for Finance & Administration, beginning on July 1, 2007. • This extends and formalizes a model that has worked with great success in the Yale School of Medicine and on Science Hill. • Principles • Every activity on campus with a business component will have a connection to a Business Manager. • Every Business Manager on campus will have a connection to the Vice President for Finance & Administration.

5. YSM and Science Hill experience Vice President Finance & Administration Shauna King Dean Yale School of Medicine Deputy Dean F&A Jaclyne Boyden • Demonstrated Benefits: • Stronger voice at the table • Consistency, standardization • Shared services • Resources to assist departments in need (temporary backfills; project implementation) • Support for doing the right thing • Professional, talent, and career development Deputy Provost Science & Technology Sr. Director, Bus. Operations David Gingerella Dean, Director, Chair Chair Lead Department Administrators Lead Department Administrators

6. What does it look like? (Organization Chart) Vice President Finance & Administration Shauna King Dean Associate Vice President Business Operations Stephen Murphy Yale School of Medicine Deputy Dean F&A Jaclyne Boyden Deputy Provost Deputy Provost Dean Dean Science & Technology Sr. Director, Bus. Operations David Gingerella FAS & Provost’s Office Sr. Director, Bus. Operations Julie Grant Other Academic & Support Sr. Director, Bus. Operations NEW Officers Sr. Director, Bus. Operations NEW Yale Law School Assoc. Dean F&A Mark Templeton Yale School of Management Assoc. Dean, F&A and Chief Admin. Officer Diane Palmeri Yale School of Medicine Asst. Dean, Finance Carrie Capezzone Dean, Director, Chair Dean, Director, Chair Dean, Director, Chair Officer or Unit Lead Chair Lead Department Administrators Lead Department Administrators Lead Department Administrators Lead Department Administrators Lead Department Administrators

7. Why are we making this change? • Full partners (“Supporting Yale Together”) • Involve Business Managers in central-decision making so that department and administrative staff become full partners in identifying common and unique needs and then designing policies, procedures, and tools to meet those needs. • Department leaders (Deans, Directors, Chairs) define “what” support they need. Business Managers and central staff together figure “how” best to provide it. • Move past “us” and “them” so that department and central staff are responsible together as full partners for providing high quality support to faculty, students, and staff. • Support for Business Managers (compliance and internal controls) • Ensure Business Managers have support and resources for ‘doing the right thing.’ • Community of professionals • Ensure the continued growth and development of business administrators • through improved recruiting, training, communication, professional • development, career development opportunities.

8. What are the benefits for you? • For faculty, students and staff • Easier and more integrated administrative tools and support. • Less time and frustration associated with administrative tools and support. • For department leadership • Additional financial and business expertise to support decision-makers • Improved compliance with and clarity of policies and procedures • Business Office that is connected with the entire Yale community of business professionals (hiring, training, performance management, professional development). • For Business Managers • Stronger voice in what changes are made, when, and how • Help and support for ‘doing the right thing’ when conflicts arise. • Better training and career development opportunities • Improved communication among departments and central staff • Increased sharing of best practices • Greater consistency and fairness regarding roles, responsibilities, compensation, and performance issues.

9. Vision (“Hearts and Minds” edition) • Faculty, Deans, Directors, Chairs • “If ABC hadn’t spent the summer building a budget spreadsheet, he could have written another book. I’d rather he write a book.” • “I don’t really know what my business office does. I’m glad someone else will (…vis-à-vis professional development and process improvement).” • For Business Managers • “Charges always hit the right place…right the first time…and fast.” • “I don’t have to check and double-check that my (HR, facilities, IT, budget, financial, parking…) request has been completed. I know where it stands at all times, and it’s done quickly, and right the first time.” • “The system reminds me what is due and when…I don’t have to look twenty different places to know what’s happening and what I have to do.”

10. This IS…IS NOT

11. What happens next? April 18 Announcement to business office staff and F&A •  Business Operations web site live (www.yale.edu/fa/businessoperations) April 20 Meeting of all business managers (discuss opportunities and priorities) •  Two new Senior Director positions posted April 23-May 31 Weekly brown-bag lunch: understanding; alignment; opportunities • FAS & Provost’s Office, Other Academic & Support Units, Officer Units April 23-May 31 1-on-1 meetings with: i) Sr Director, Bus. Ops.; and ii) HR Generalist • FAS & Provost’s Office, Other Academic & Support Units, Officer Units May (tbd) 1-2 day retreat of Business Operations Leadership Team • Assessment of progress to date; plan to address organizational change issues; • priority improvement areas August (tbd) 1-2 day retreat of all Business Managers • Assessment of progress to date; plan to address organizational change issues; • priority improvement areas

12. Checking in… • Five key questions for change that everyone impacted will need answered: • Why are we doing this? • What does it look like? • What does it mean to me? • What will be done to support me? • What is expected of me? • We hope you are beginning to understand the answers to each of these questions. • Group and individual discussion over the coming weeks are intended to provide a variety of opportunities for you to understand the answers to these and other questions you might have more fully. These questions are natural and healthy. • Discuss these changes with each other and your staff…learning, sharing, building a community of professionals.

13. Q&A • Use note cards to write down three items: • Questions about… • Concerned about… • Excited about… • Note cards will be collected in a few minutes. We’ll answer a few now, and use all of them for group discussions and a Frequently Asked Questions (FAQ) document.

14. Finally… • General email announcement will go to business office staff and F&A later today • Speak with your staff before the announcement, if possible. • Please take your information package on the way out • Copy of this presentation • Copy of the announcement • Frequently asked questions (FAQs) • Summary document on understanding change • Business Manager directory • Thank you…for your time and leadership • We look forward to seeing you on Friday