Administrative Service & Productivity Task Forces

1. Administrative Service & Productivity Task Forces Briefing to the Communicators Forum March 8, 2006

2. President’s Aspiration for Administrative Operations Vision Strategies Plans Budgets “The University of Minnesota will be known as much for its service and business innovation as for its high quality research, education, and outreach.” President Robert Bruininks Inaugural Address, 2002

3. Guiding Principles / Strategic Vision / Action Areas • We will provide quality administrative services at best value to support the education, research, and service missions of a top-ranked public research university. The University’s administrative culture and services will be integrated and cross-functional in order to be: • In direct support of the academic, research, and outreach missions • User-centered, focused on meeting the needs of faculty, staff, students, and the public • Responsive, high quality, and efficient • Easily understandable and simple to use • Performance based: accountable for results and judicious with resources • Continually improving *Source: Administrative Strategic Planning Task Force- Next Steps Report to the President (May 2, 2005) & Steering Committee revisions Vision Strategies Plans Budgets

4. Guiding Principles / Strategic Vision / Action Areas • Recognize the University of Minnesota, its campuses, colleges, departments, and units as a single enterprise. • II. Embrace and achieve a culture that is committed to excellence, service, and continuous improvement. • III. Transform the “centralized vs. decentralized” administrative structure. • IV. Adopt best-practice management tools throughout the University that support fact-based decision making. • V. Focus administrative support on serving students, faculty, and academic units. • VI. Maximize opportunities for the people of the University to grow, develop, and contribute. • VII. Optimize the use of the University’s physical, financial, and technological resources. Vision Strategies Plans Budgets *Source: Administrative Strategic Planning Task Force- Report to the President (March 30, 2005)

5. Guiding Principles / Strategic Vision / Action Areas Vision Strategies Plans Budgets Administrative Action Areas = Core driver of Strategic Positioning Action Strategy = Strongly Supports Strategic Positioning Action Strategy

6. I. Single enterprise TF II. Culture TF III. Admin Structure TF IV. Best Practice Mgmt Tools TF V. Services TF VII. Optimize Resources TF Implementation Structure Vision Strategies Plans Budgets President Executive Strategic Positioning Team Administrative Service & Productivity Steering Committee [Team leader, (7) TF chairs, (2) advisors] VI. People TF Projects Projects Projects Projects Projects Projects Projects

7. Administrative Service & Productivity Steering Committee Vision Strategies Plans Budgets

8. Information People Culture In support of the University of Minnesota’s academic mission, our administrative operations will be the best among our peers, focused on service to faculty, students, staff, units, and the public, and driven by performance objectives and defined results. Organization/Structure Administrative Service & Productivity February Report Implementation

9. Administrative Service & Productivity February Report • PEOPLE • Strengthen the leadership skills of our managers, supervisors, and leaders • Invest in a “strong start” for all employees • Improve performance management systems for staff • IV. Enhance classification and compensation systems across all job families Implementation

10. Administrative Service & Productivity February Report INFORMATION Single Enterprise / Best Practice Identification and Advancement Process Internal Budget Model Enterprise Financial System Strengthen Compact Process to Integrate Planning, Performance, and Budgets Reliable Management Data Support Implementation

11. Administrative Service & Productivity February Report STRUCTURE X: New Administrative Services Model XI. Administrative Policy Review and Simplification XII. Facilities Management Transformation Implementation CULTURE XIII: Define and Foster a Culture that Propels and Reflects the University’s Aspiration

12. Timeline Sept, 2005 Oct, 2005 Nov, 2005 Dec, 2005 Jan, 2006 March, 2006 April/ May/June 2006 Feb, 2006 July, 2006 Administrative Service & Productivity Timeline Steering Committee Vision Strategies Plans Budgets Progress report and public comment period Progress report on projects, measures of success, and future projects Focus on launching foundational work Focus on refining and sequencing foundational and early success efforts Focus on progress and alignment Implementation work plans due to Steering Committee (Jan. 1) Task force kick-off / retreat (Sept. 16) Focus on developing foundational and overall implementation plans as well as launching early success projects Focus on managing a portfolio of project efforts Task Forces

13. CONCLUSION Vision Strategies Plans Budgets “The University of Minnesota will be known as much for its service and business innovation as for its high quality research, education, and outreach.”