administrative portfolio - weeblyevelynsberry.weebly.com/uploads/5/7/6/1/57611823/... · 2018. 9....

2009 – 2014

Administrative

Portfolio

Evelyn Berry 1215 Jessie Lane

Lancaster, TX 75146 esherese@gmai l.com

(206) 290-7292

mailto:[email protected]

Table of Contents…

Introduction …………………………………………………. Page 1

Resume ………………………………………………………..

Skills and Experience ……………………………………….. Page 4

References ……………………………………………………….. Page 5

Quotes from Colleagues ……………………………………….. Page 6

work samples enclosed

Introduction…

It’s simple, running an organization involves a great deal of focus on carrying out the mission of the

organization and then there’s the "other stuff"—I manage the "other stuff"! From improving day-to-day

processes to acting as an extension of an executive, I provide innovative solutions and specialized support.

I am a seasoned professional who has the ability to build positive and enduring relationships with internal and

external stakeholders alike. I have successfully provided frontline executive-level support while exercising the

highest degree of discretion and confidentiality—especially in matters of finance and corporate change.

Throughout my career, I have demonstrated an exceptional facility for meeting organizational objectives and

demands. A natural eye for efficiency has allowed me to save both time and money for companies such as

Skanska USA, Facility Group, and Starbucks.

I offer outstanding administrative capabilities and a professional, yet personable, demeanor. I am used to

handling conflicting priorities simultaneously, I like doing it, and most importantly, I’m good at it!

Resume…

EVELYN S. BERRY 1215 Jessie Lane • Lancaster, TX 75146 (206) 290-7292 • [email protected]

QUALIFICATIONS SUMMARY

Proactive and versatile professional with experience planning, coordinating, and supporting corporate executives, programs, and initiatives—providing exceptional service to external and internal clients alike.

Demonstrated capacity to provide comprehensive support for ongoing program and workflow.

Proven record of successfully prioritizing and executing multiple projects in fast-paced environments.

Strong interpersonal and communication skills with the ability to collaborate with diverse individuals.

Skilled at developing and maintaining administrative processes that improve accuracy and efficiency.

Proficient in Microsoft Office Suite (Word, Excel, Outlook, and PowerPoint).

• Program Management • Corporate Initiatives • Event Management • Issue Resolution • Process Improvement • Financial Management • Financial Reporting • Standards Development • Customer Relations • Vendor Management • Database Management

PROFESSIONAL EXPERIENCE

UNIVERSITY OF WASHINGTON Seattle, WA Assistant to the Senior Vice President 2012 - 2014

Offered dedicated support to the Senior Vice President, managing the agenda and materials for the Finance and Asset Management Committee of the Board of Regents. Worked directly with appointed officials to set priorities and content for monthly board meetings. Monitored legislative bills that could potentially impact the university. Prepared and maintained delegations of authority for the Office of the Senior Vice President.

Proactively began collaborations with Information Technology to significantly reduce the time required to track and reassign agenda items by building a database for board meetings—allowing for one-time entry of data and automated report creation.

Selected to manage the search for a new Associate Vice President for the Office of the Treasury to included assembling panels, coordinating interviews and managing communications—acting as a liaison between the search firm and the Office of the Senior Vice President.

Quickly developed a reputation for being one of the most proficient assistants on campus.

STARBUCKS COFFEE COMPANY Seattle, WA Executive Assistant 2010 - 2012

Assisted the Senior Vice President in meeting deadlines, scheduling meetings, and resolving pressing issues. Worked directly with the public affairs team to coordinate corporate initiatives related to diversity, community, and government affairs. Prepared and managed a multi-million dollar budget. Prepared travel itineraries and expense reimbursements.

Reduced department accruals and variances by 80% by analyzing spending trends, budgeting based on the actual spend, and monitoring the budget throughout the fiscal year.

Assisted in team integration by identifying issues that warranted attention and taking advantage of opportunities for enhanced communication and information sharing.

Relied upon to coordinate project activities—ensuring goals, objectives, and timelines were met.

FACILITY GROUP Smyrna, GA Executive Assistant 2006 - 2009

Supported the Chief Executive Officer, Chief Operations Officer/President, and Chief Marketing Officer in maintaining schedules and executing special projects. Carried out a large variety of administrative functions to include creating and reviewing highly confidential materials and presentations. Regularly scheduled and hosted executive-level meetings to include preparing agendas and monitoring action items. Managed the budgets and logistics for 93 trade shows—liaising with the marketing team to ensure marketing collateral reflected the audience for a given show. Compiled and analyzed data from monthly sales reports to prepare sales managers’ presentations for quarterly sales meetings and review by executive leadership.

Relied upon by assistants throughout the organization for input and assistance due to organizational knowledge, advanced computer skills, and exceptional leadership qualities.

Selected to oversee project teams to ensure on time completion of objectives for new marketing

campaigns—increased efficiency and accountability by incorporating a web-based tracking system.

Increased efficiency and accountability by incorporating an online trade show planning system to track budgets, expenses, staff availability, and booth inventory.

SKANSKA Atlanta, GA Environmental Health & Safety Specialist 2002 - 2006

Directly assisted the Environmental Health and Safety (EHS) Director in the implementation and enforcement of the company’s EHS programs. Administered the workers’ compensation program with emphasis on accident prevention and, when necessary, rehabilitation. Maintained the utmost confidentiality in dealing with employee records and insurance information. Assisted in planning, developing, scheduling, and delivering EHS training programs.

Directly contributed to the implementation of the Injury-Free Environment initiative by successfully coordinating and hosting numerous workshops for employees all over the country.

Played key role in overhauling the workers’ compensation tracking system, working with the EHS Vice President and Information Technology to create and rollout a user-friendly, web-based system.

Streamlined office operations for marked efficiency gains by creating standardized documents, a highly accessible filing system, and a detailed workers’ compensation database.

PORT OF SEATTLE Seattle, WA

Administrative Supervisor 1999 - 2002

Provided complex administrative and project support to the Director of Public Affairs. Directed day-to-day office operations and workflow for the public affairs team. Supervised the administrative support staff—assigning work and deadlines, as well as ensuring quality standards were met. Developed and administered a multi-million dollar budget (spanning three business units). Managed accounts payable and payroll for the department.

Successfully prepared and managed a flawless multi-million dollar budget as a recently-hired, temporary employee.

Earned a promotion from temporary employee to Administrative Supervisor due to exceptional leadership, communication, and budgeting skills.

Assisted in the coordination and execution of major public relations events to include coordination of facilities, catering, entertainment, communications, professional services, and event support.

EDUCATION

AMERICAN INTERCONTINENTAL UNIVERSITY Atlanta, GA

Associates of Arts in Business Administration & Marketing 2005

Skills and Experience…

EXECUTIVE SUPPORT

C-Level Support Schedule Management Correspondence and Report Preparation

Board Coordination Inbox Management Initiative and Independent Judgment

Initiative Support Travel Arrangements Team Integration

OFFICE MANAGEMENT

Workflow Coordination Administrative Supervision

Policy and Procedure Development Team Integration

Process Improvement Recruiting Coordination

Expense Reduction New Hire On-Boarding

Inventory Management Administrative Cross-Training

Records Management Vendor Management

Database Management IT Troubleshooting

Form Creation Emergency Procedures

FINANCE

Budget Development and Management Vendor Negotiations

Budget Analysis and Forecasting Expenditure Approval

CORPORATE PROGRAMS

Tradeshows Workshops

Charitable Contributions Workers’ Compensation

Alternative Commute Training Programs

EVENT MANAGEMENT

Agenda and Program Development Contract Negotiations

Communications Travel and Lodging Coordination

Marketing Coordination On-Site Management And Registration

Venue Selection Post-Event Evaluation

MARKETING COORDINATION

Market Research Coordination of Direct Mail Campaigns

Web Surveys Coordination of Email Campaigns

PowerPoint Presentations Coordination of Promotional Materials

Case Study Templates Company Newsletters

References…

EVELYN S. BERRY 1215 Jessie Lane • Lancaster, TX 75146 (206) 290-7292 • [email protected]

V’Ella Warren Senior Vice President

University of Washington 4311 11th Avenue NE

Seattle, WA 98105 (206) 543-8765

[email protected] (supervisor at University of Washington)

Cecilia Carter

Vice President, HR Communications PepsiCo

700 Anderson Hill Road Purchase, NY 10577

(203) 253-7798 [email protected]

(supervisor at Starbucks)

Mr. Nixon E. Cawood Chief Operations Officer/President

Facility Group 2233 Lake Park Drive

Smyrna, GA 30080 (770) 500‐0867

[email protected] (supervisor at Facility Group)

Ms. Judy Sparks Founder/ CEO

Smartegies, LLC 2144 Ithica Drive

Marietta, GA 30067 (678) 641-0732

[email protected] (supervisor at Facility Group)

Mr. A.B. Robinson, Jr. Vice President, ES&H Shaw/ AREVA MOX

12 Hidden Oak Terrace Simpsonville, SC 29681

(864) 363-7242 [email protected]

(supervisor at Skanska USA)





Quotes from Supervisors and Colleagues…

“We meet last year when you were kind enough to stop by one of Charles Kennedy’s

director meetings for a “meet and greet”. I was very impressed after meet ing you and I

was wondering if you would be comfortable sharing your job description with me? I am

in the process of upgrading our high level administrat ive job descriptions and I would

love to see what the job descr iption looked l ike that attracted you .”

~Patr ic ia L . Co laizzo , D irector , Fac i l i t ies Employee S erv ices , Un ivers ity of Washington

“ESTPs are practical , observant, fun -loving, spontaneous r isk-takers with an excellent

abi l ity to quickly improvise an innovative solution to a problem. They’re enthusiastic

and fun to be with, and are great motivators. If an ESTP recognizes their real talents

and operates within those realms, they can accomplish truly excit ing things. That

sounds l ike a terr if ic group to be in, Evelyn .”

~Sara M. Voogt, Program Manager , Univers i ty o f Washington

“Evelyn is proactive and assertive. She continuously takes the in it iat ive to understand

and improve on our business processes and cadence.

Fol lowing the team assimilat ion meeting, she recommended and executed

meetings and structure to improve team engagement and integration.

Developed a working relationship with the f inance team. Led our team through

the budgeting process for AOP, c leaned up outstanding items and invoices and

created an integrated budget for the group. She keeps me on target for monthly

and quarterly targets and reports with my direct reports. She also arranged

meetings to train the team on forecasting and managing the budget to forecast .

Works hard at learning our business and the different funct ional services we

provide (government affairs issues, community s ervice, etc.)

She is f r iendly! Everyone loves working with her and my external contacts also

give posit ive feedback on how she manages incoming requests with expediency

and accuracy .”

~Ceci l ia Carter , 2011 360⁰ Performance Review, Starbucks

“What are Evelyn’s top strengths? Evelyn gets things done. Whether it relates to

confirming something in Cecil ia ’s calendar or addressing something in Ceci l ia ’s inbox; or

trouble shooting an issue ; reconcil ing budget items, I have confidence that when I

request something of Evelyn she wil l get it done. She seems to continually go beyond

the specif ic item request to antic ipate your addit ional needs. It is very typical that she

checks in to make sure the issue/item is completely addressed. Putting the customer

f irst is one of her greatest demonstrated strengths/competencies. I a lso appreciate her

professional ism and maturity.”

~Anonymous, 2011 360⁰ Performance Rev iew, S tarbucks

Agendas…

An assortment of agendas—each designed to

address group needs and frequently asked

questions specific to the group.

(designed by Evelyn)

AGENDA State of Washington Tour Introduction to Lean in Finance & Facilities (F2) Wednesday, February 27, 2013 8:30 a.m. – 12:00 p.m.

State of Washington Tour Coordinators:

KayLyne Newell, Office of the Governor [email protected] (360) 902-0849 Shar Hawley, Military Department (Onsite Coordinator) [email protected] (360) 480-7069

University of Washington Tour Participants:

Charles Kennedy, Associate Vice President, Facilities Services [email protected] (206) 685-1428 Katy Folk-Way, Associate Director, Creative Communications [email protected] (206) 543-3481 Kay Doherty, Parking Supervisor 3 [email protected] (206) 221-2391 Kirsten DeFries, Director of Campus Services, GCA [email protected] (206) 543-2597 Steven Roberts, Manager, Mailing Services [email protected] (206) 616-9011 Mark Conley, Procurement Services Director [email protected] (206) 543-4211 Sara Voogt, Program Improvement Manager [email protected] (206) 295-3149 Vincent Lau, Assistant Director of Operational Excellence, F2 [email protected] (206) 685-1345

Time Topic Location

8:30am – 9:00am Welcome (hosted by: Charles Kennedy)

Purchasing & Accounting Bldg. 3917 University Way NE, 118

9:00am – 9:30am Lean in Grant and Contract Accounting (hosted by: Kirsten DeFries)

Purchasing & Accounting Bldg. 3917 University Way NE

9:30am – 9:50am Lean in Procurement Services (hosted by: Mark Conley)

Purchasing & Accounting Bldg. 3917 University Way NE

9:50am – 10:00am walk to Transportation Services

10:00am – 10:20am Lean in Transportation Services (hosted by: Kay Doherty)

Transportation Services 3745 15th Ave NE

10:20am – 10:40am walk to Creative Communications

10:40am – 11:00am Lean in Mailing Services (hosted by: Steven Roberts)

Publications Services Bldg. 3900 Seventh Avenue NE

11:00am – 11:20am Lean in Printing Services (hosted by: Mark Conley and Katy Folk-Way)

Publications Services Bldg. 3900 Seventh Avenue NE

11:20am – 12:00pm Closing and Q&A (all presenters from the day are welcome)

F2 Lean Central Publications Services Bldg. 3900 Seventh Avenue NE







STEAM MEETING – AGENDA Wednesday, March 5, 2014 Creative Communications, Lean Center 1:00 p.m. – 3:30 p.m.

Participants: Ann Anderson; Sue Camber; Richard Chapman; Richard Cordova; Ruth Johnston; Charles Kennedy; Chris Malins; LuAnn Stokke; V’Ella Warren; Barbara Wingerson Known Absences: Dave Anderson

1. Welcome and Announcements

2. Lean Center "Obeya" Room Concept

3.

Leader Standard Work:

Leader Activities

Standard Work Systems

Expectations of Managers And Leaders Reporting to AVPs

Huddle Behaviors

4. Guiding Principles Discussion

5.

Program Changes:

Report-Outs

Role of Facilitators and Coaches

Notes: The next STEAM gathering takes place on Thursday, April 3 at Creative Communications, Lean Center.

Agenda Monthly Field Leadership Call.doc Last Updated: 3/17/2014 9:08 PM

MONTHLY FIELD LEADERSHIP CALL (Strategy Conference Room, #9215)

Tuesday, September 14, 2010 7:00 – 9:00 AM (PST)

Dial In: (866) 444-1161

Code: 1257575# Leader Pin: *7244# (press 1 to start)

AGENDA Standing Attendees: Andy Adams; Angela Lis; Badger Godwin; Barbara Dekeyser; Bill Transue; Dom Boivin; Doug Satzman; Jim Spillane; Jim Terry; Michele Jenkins; Mike Malanga; Rob Sopkin; Shavondelia Brown; Steve Johannesen Optional Attendees: Mark Wesley; David Ruehr Topic ONLY Attendees: Carrie Boyle; Christine James; Donise Brown; Heidi Derment

TIME TOPIC LEAD ATTENDEES

1 7:00am – 7:20am (20 mins) Partner Resources Angela L. All

2 7:20am – 7:35am (15 mins) Clover Update Carrie B. All

3 7:35am – 7:45am (10 mins) MOL Project Update Heidi D. All

4 7:45am – 8:00am (15 mins) FSM EMEA Rollout Badger G. All

5 8:00am – 8:15am (15 mins) GMIP Goals Mike M. All

6 8:15am – 8:30am (15 mins) October GSDLT Mike M. All

7 8:30am – 8:40am (10 mins) 2012 Store Count Mike M. All

8 8:40am – 8:50am (10 mins) Global Pro Forma Jim T. All

9 8:50am – 9:00am (10 mins) Q4 R&M/Capital Mike M./Jim T. All

Agenda - GSDLT.doc Last Updated 3/17/2014 9:05 PM

GLOBAL STORE DEVELOPMENT LEADERSHIP TEAM (GSDLT) MEETING

SSC Seattle, WA (Muan Jai 4 SE) Tuesday, October 12th – Thursday, October 14th 2010

ATTENDEES: Andy Adams; Angela Lis, Arthur Rubinfeld; Badger Godwin; Bill Transue; David Ruehr; Sarah King ;Dawn Clark; Dayna Zamansky; Dom Boivin; Doug Satzman; Jim Spillane; Mark Wesley; Michael Malanga; Nancy Kauffman; Rob Sopkin; Tim Pfeiffer

10

/11

TRAVEL DAY

MO

N

OC

T 1

2

TU

ES

DA

Y

8:00am – 8:30am Meeting Kick-Off (Arthur R.)

Design, Vision, & Execution (Tim P., Bill T.)

8:30am – 9:00am - Design Concepts and Field Org Overview (Angela L., Bill T., Tim P.)

9:00am – 9:30am - New Store Concepts (Koni B.)

9:30am – 10:00am - Starbucks Express (Steve J.)

10:00am – 10:15am BREAK…

Design, Vision, & Execution Cont… (Tim P., Bill T.)

10:15am – 10:45am - Brand Elevation Strategy (Eric J.)

10:45am – 11:15am - Alternate Store Formats (Barbara D.)

11:15am – 11:35am 2011 – 2013 Pipeline Update – US East (Rob S.)

11:35am – 11:55am 2011 – 2013 Pipeline Update – US West (Jim S.)

12:05pm – 1:00pm LUNCH (location tbd)…

1:00pm – 1:30pm Project Management Office (John C.)

1:30pm – 5:00pm Where the Work Gets Done – Decision Making Exercise (Angela L., Liz M.)

5:00pm – Until DINNER & EVENING ON YOUR OWN…

OC

T 1

3

WE

DN

ES

DA

Y

8:30am – 10:30pm Talent Management (Angela L.)

10:30am – 10:45am BREAK…

10:45am – 12:00pm Talent Management Cont… (Angela L.)

12:00pm – 2:00pm LUNCH & DISC DISCUSSIONS (Arthur R., Angela L.)

2:00pm – 5:00pm Change Management (Offsite w/ Arthur R.)

6:00pm – 8:00pm TEAM DINNER (location tbd)…

OC

T 1

4

TH

UR

SD

AY

8:30am – 9:00am Howard Schultz (Howard S.)

9:00am – 9:30am John Culver (John C.)

9:30am – 9:50am 2011 – 2013 Pipeline Update – Canada (Dom B.)

9:50am – 10:10am 2011 – 2013 Pipeline Update – Latin America (Dom B.)

10:10am – 10:25am BREAK…

10:25am – 10:55am FMS/ EMEA (Kelley C.)

10:55am – 11:15am 2011 – 2013 Pipeline Update – Asia (Andy A.)

11:15am – 11:45am Licensed Store Model & Growth Vision (Doug S.)

11:45pm – 1:00pm LUNCH (location tbd)…

1:00pm – 1:20pm 2011 – 2013 Pipeline Update – EMEA (Mark W.)

1:20pm – 1:40pm 2011 – 2013 Pipeline Update – UK (David R.)

1:40pm – 2:00pm Global Business Model (Barbara D.)

2:00pm – 2:30pm Closing Comments (Arthur R.)

10

/15

TRAVEL DAY

FRI

Spreadsheets…

A special project involving a series of

spreadsheets designed to look at store

development at the country level and rolled

up to the regional level.


ASIAPACIFIC‐RegionalSummaryProposed Headcount based on Growth Spans

NEW STORES & RENOVATIONS:FY10 FY11 FY12 FY13

Actuals Strat Plan Strat Plan Strat Plan

NEW STORES (gross) 0 0 0 0

EXISTING STORES 0 0

TOTAL STORES (year end) 0 0 0 0

FY10 FY11 FY12 FY13


TOTAL RENOVATIONS 0 0 0 0

HEADCOUNT: FY10 FY11 FY12 FY13

Actuals Proposed Proposed Proposed

executivestore development director store development mgr asset mgr/store materialsJV/LS directorconstruction & facilities mgr

Subtotals 0.0 0.0 0.0 0.0

design directorsr design mgrdesign mgrsr production designerproduction designer

Subtotals 0.0 0.0 0.0 0.0

design directorsr design mgrdesign mgrsr production designerproduction designer

Subtotals 0.0 0.0 0.0 0.0

Subtotals 0.0 0.0 0.0 0.0

NEW PARTNERS (gross) 0.0 0.0 0.0

EXISTING PARTNERS 0.0 0.0 0.0 0.0

TOTAL PARTNERS (year end) 0.0 0.0 0.0 0.0

construction mgr/project mgrconstruction repfacilities mgrfacilities rep

sr construction mgr/sr project mgr

Existing Total Partners within all APAC MBUs (RSC and RDC excluded)store development director store development mgr asset mgr/store materialsreal estate rep

design mgrsr design mgr

New Store Count for Entire Region Company Owned Licensed Stores Joint Ventures

Regional Design Center (Vietnam)

Regional Design Center (Korea)

Regional Support Center (Japan)

MajorRenovations for Entire Region

Minor

APAC Summary Page 1 of 4

ASIAPACIFIC‐Japan



Licensed Stores


EXISTING STORES 0 0 0


FY10 FY11 FY12 FY13





store development mgr 0.0 0.0 0.0 0.0JV/LS account executive (1:each JV/LS partnership) 0.0 0.0 0.0 0.0

Subtotals 0.0 0.0 0.0 0.0

NEW PARTNERS (gross) 0.0 0.0 0.0 0.0



Note: No FMS in this Market

Note: No information on renewals

Proposed Headcount based on Growth Spans (Joint Ventures)

New Store Count Company Owned

Joint Ventures

Renovations Major Minor

Partners Located @ MBU

Note: Assuming all positions in JV/LS market with the exception of account executives will reside at regional support

center/regional design center going forward.

Note: No information on number of partnerships

Japan Page 2 of 4

ASIAPACIFIC‐Korea



Licensed Stores


EXISTING STORES 0 0 0 0


FY10 FY11 FY12 FY13





store development director 0.0 0.0 0.0 0.0store development mgr 0.0 0.0 0.0 0.0real estate rep 0.0 0.0 0.0 0.0sr construction mgr/sr project mgr 0.0 0.0 0.0 0.0construction mgr/project mgr 0.0 0.0 0.0 0.0construction rep 0.0 0.0 0.0 0.0JV/LS account executive (1:each JV/LS Partnership) 0.0 0.0 0.0 0.0

Subtotals 0.0 0.0 0.0 0.0







Minor




Proposed Headcount based on Growth Spans (Joint Ventures)


Joint Ventures

Renovations Major

Korea Page 3 of 4

ASIAPACIFIC‐Vietnam



Licensed Stores 0 0 0 0


EXISTING STORES 0 0 0 0


FY10 FY11 FY12 FY13





JV/LS account executive (1:each JV/LS Partnership) 0.0 0.0 0.0 0.0Subtotals 0.0 0.0 0.0 0.0






Minor





Proposed Headcount based on Growth Spans (Licensed Stores)


Joint Ventures

Renovations Major

Vietnam Page 4 of 4

Travel…

Travel tools created to assist in administrative

planning and executive organization. The

envelop is created to make for easy travel for

the executive—providing all pertinent

information in an easily accessible format.

Enclosed are all confirmations, directions, etc.

and it’s later used to store all travel related

receipts.


JOHN DOE San Francisco, CA (Mon, November 19 – Tue, November 20, 2012)

DEPARTING FLIGHT

Alaska Airlines (800) 252-7522 Airline Locator: LSRFC; Flight # 224; Seat 7C

Mon, 11/19 Departs Arrives

SEA 7:20am SFO 9:27am

Transportation to Hotel (13.7 mi): Take BART to Powell St Station; Walk to Hotel: Start out going southwest on Market St toward Cyril Magnin St/5th St N; Turn left onto 5th St; Turn left onto Howard St; Hotel is on the left.

LODGING

Intercontinental Hotel Confirmation #: 6761068 888 Howard Street; San Francisco, CA 94103 phone: (415) 616-6500; fax: (415) 616-6621

Check-In Check-Out

Mon, 11/19 3:00pm Tue, 11/20 12:00pm

Transportation to Oakland Airport (18.47 mi): Take Bart from Powell St Station; Exit at Coliseum/Oakland Airport Station; Take AirBART Shuttle to Airport.

RETURN FLIGHT

Alaska Airlines (800) 252-7522 Airline Locator: LSRFC, Flight #351, Seat 7C

Tue, 11/20 Departs Arrives

OAK 2:20pm SEA 4:17pm

CONTACTS

Office Cell Travel Agency (800) 397-7304 N/A Evelyn Berry (206) 685-4386 (206) 290-7292 Joanne Matson (206) 685-3499 (206) 355-0545

ConferenceandTravelPlanningChecklistforJOHNDOE

EVENT: EDUCATION ADVISORY BOARD Business Affairs Forum ‐ CBO Roundtable Washington, DC

WHO: Chief Business Officers of Large Universities –by member request, each meeting will be

limited to 30 participants and attendance is limited to the senior‐most business executive

to encourage rich and strategic discussion.

WHAT: See 2013 National Meeting Series document enclosed and flagged. WHEN: Dinner Monday, June 4, 2013 Vidalia Restaurant

5:00 p.m. – 7:00 p.m.

Forum Tuesday, June 4, 2013 Advisory Board Company Offices

8:30 a.m. – 4:00 p.m.

WHERE: Advisory Board Company Offices 2445 “M” Street NW Washington, DC Phone: (202) 266‐6400 Fax: (202) 266‐6870

CONTACT: Megan Norris Education Advisory Board (202) 568‐7001 [email protected] [email protected]

Conference Registration

Airline Reservation

Hotel Reservation

Late Arrival Request Allergen Friendly

Late Departure Request

Rental Car Reservation

6/3 Dinner Registration

Travel Envelop

Federal Express Label

Federal Express Label

Corporate Program

Management…

Planning tools and communications used to

manage the Finance and Asset Management

Committee for the Board of Regents.

Documents (in order): Critical Dates Schedule,

Regent Briefing Confirmation, Draft Agenda;

Presentation Confirmation, Meeting Notes.

(structured and designed by Evelyn)

BOARD OF REGENTS

2014 Critical Dates Schedule

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec9 13 13 10 8 12 10 14 11 9 13 11

142

Gerb*

142

Gerb*UWT

142

Gerb*

142

Gerb*

142

Gerb*

CSE

Allen Ctr

142

Gerb*

142

Gerb*

UW

Tower

142

Gerb*

UW

Tower

FAM - Draft Agenda Review 12/9 1/13 2/10 3/5 4/7 5/1 6/16 7/2 8/18 9/3 10/1 11/3

BOR - Planning Internal 12/10 1/14 2/14 3/14 4/11 5/9 6/24 7/11 8/19 9/12 10/10 11/14

BOR - Planning External 12/131/16 or

1/172/14 3/14 4/14 5/12 6/24

7/11 or

7/16

8/20 or

8/21TBD TBD

11/14 or

11/17

FAM - Item Deadline 12/18 1/27 2/24 3/24 4/21 5/27 6/23 7/23 8/25 9/22 10/27 11/18

FAM - Item Review 12/20 1/31 2/28 3/31 4/24 5/29 6/26 7/25 8/28 9/25 10/30 11/21

BOR - Item Deadline 12/27 2/3 3/3 3/31 4/28 6/2 6/30 8/4 8/29 9/29 11/3 12/1

BOR - Press Meeting 1/2 2/5 3/5 4/2 4/30 6/4 7/2 8/6 9/3 10/1 11/5 12/3

BOR - Board Mailing 1/2 2/6 3/6 4/3 5/1 6/5 7/3 8/7 9/4 10/2 11/6 12/4

April, August, & December Regent meetings will be cancelled, circumstances permitting.

*Full Board in Allen Library, Peterson Room

Finance and Asset Management Committee (FAM)

Board & Committee Meeting Dates and Deadlines

2014 FAM Critical Dates Schedule - Internal.xlsx

Last Updated 3/12/2014 3:39 PM

Page 1 of 1

1

Evelyn Berry

From: Evelyn BerrySent: Friday, June 14, 2013 3:09 PMTo:Cc: Joan Goldblatt; Shelley Tennant; Paul E. Jenny; Linda R. Eskenazi; V'Ella Warren; Joanne

Matson; 'Sue Caspell'Subject: BoR Confirmation of Briefings on Monday, June 24 at 3:00 p.m.

HelloRegentsBlakeandSimon,Wehavebeenabletoconfirmatimeforyourbriefingson andthe

asoutlinedbelow.Materialsforthemeetingwillcomeunderseparatecover.CallInformation:Monday,June24,20133:00p.m.–5:00p.m.Dial‐In(MetroSeattleandInternational):(206)315‐1785Dial‐In(LongDistance;U.S.andCanada):(800)379‐6841ParticipantEntryCode:167991#Participants:V’EllaWarren,SeniorVicePresidentPaulJenny,ViceProvost,PlanningandBudgetingDougBreckel,AssociateVicePresident,TreasuryOfficeChrisMalins,Sr.AssociateTreasurer,TreasuryOfficeBillStarkey,AssociateTreasurer,TreasuryOfficeAsalways,letmeknowifyouhavequestions.Thanks,Evelyn Berry Assistant to the Senior Vice President Office of the Senior Vice President

Roosevelt Commons 4311 11th Avenue NE, Suite 600 Campus Mailbox 354998 Seattle, WA 98105 206.685.4836 [email protected]

For Internal Use OnlyDo Not Distribute

Item Description Time I/A Discussion Leader (s) Add'l Participants

F-1 Report of Contributions - May 2013 IWalt Dryfoos, Associate Vice President, Advancement Services

Connie Kravas, Vice President, University Advancement

F-2Grant and Contract Awards Summary - April

2013A Ana Mari Cauce, Provost and Executive Vice President

F-3 Actions Taken Under Delegated Authority I Richard Chapman, Associate Vice President, Capital Projects Office

F-4 Red Flag Rule ImplementationRed Flag Rules per APS 35.2

policy (6) (b) and (e)I

Susan Camber, Associate Vice President, Research and Student Fiscal

Administration

Sue Clausen, Associate Vice President, Medical Affairs/Chief Compliance Officer,

UW Medicine

F-5Adopting Proposed Amendments to WAC

478-136-041, “Alcoholic Beverage Policy.”A

Stephanie Rempe, Sr. Associate Athletic Director, Intercollegiate Athletics

Scott Woodward, Director of Athletics, Intercollegiate Athletics


F-6Architectural Commission Student

Membership Appointment

(No PowerPoint; No Audio; No

Video; No Internet)5 A

John Schaufelberger, Interim Dean, College of Built Environments

Rebecca G. Barnes, University Architect, Office of Planning and Budgeting

F-7UW Seattle - Approve East Campus Event

Parking Rate Revisions



Charles Kennedy, Associate Vice President, Facilities Services

Josh Kavanagh, Director, Transportation Services, Facilities Services

F-8Cobb Building - Approve Exercise of

Purchase Option and Financing Plan



Todd Timberlake, Chief Real Estate Officer

Tom Schappacher, Assistant Director-Finance, Real Estate Office

Bill Starkey, Associate Treasurer, Treasury

Chris Malins, Sr. Associate Treasurer,

Treasury

F-9

UW Tacoma "University YMCA" - Approve

Use of the Internal Lending Program, Adopt

the Project Budget, Delegate Authority to

Award D/B Contract; and Approve Execution

of the Lease

(YES PowerPoint; No Audio; No


Harlan Patterson, Vice Chancellor for Finance & Administration, Administrative

Services, UW Tacoma

Eric Smith, Director, Major Projects Group, Capital Projects Office


Debra Friedman, Chancellor, UW Tacoma

Todd Timberlake, Chief Real Estate Officer

Chris Malins, Sr. Associate Treasurer,

Treasury

F-10

UW Bothell Student Activity Center -

Approve Use of the Internal Lending

Program, Adopt the Project Budget,

Approve the Use of Alternative Public

Works, and Delegate Authority to Award

GC/CM Contract



Marilyn Cox, Vice Chancellor for Administration and Planning, UW Bothell

Steve Tatge, Sr. Project Manager, Capital Projects Office

Chris Malins, Sr. Associate Treasurer, Treasury


Wayne Sugai, Assistant Treasurer, Treasury

REGULAR AGENDA

Item Number & Title

Draft 2 (June20, 2013)

FINANCE, AUDIT AND FACILITIES COMMITTEE Thursday, July 11, 2013

Gates Commons, Room 691, Computer Science and Engineering

CONSENT AGENDA

Item Number & Title

Items due to Evelyn June 24, 2013

Page 1 of 2


REGULAR AGENDA

Item Number & Title

F-11 Annual Bond Resolution(No PowerPoint; No Audio; No

Video; No Internet)10 A Chris Malins, Sr. Associate Treasurer, Treasury

Wayne Sugai, Assistant Treasurer, Treasury

Ruchi Aggarwal, Assistant Treasurer, Treasury


F-12 Enterprise Risk Management Annual Report(YES PowerPoint; No Audio; No

Video; No Internet)30 I

V'Ella Warren, Senior Vice President

Ana Mari Cauce, Provost and Executive Vice President

F-13 EPIC Clinic Roll-Out(YES PowerPoint; No Audio; No

Video; No Internet)10 I

Johnese Spisso, Chief Health Center Officer, UW Medicine

Wendy Giles, Clinical Applications Director, UW Medicine IT Services

James Fine, MD Chair-Laboratory Medicine & Chief Information Office, UW

Medicine IT Services

Executive Session (to discuss with legal

counsel representing the University,

litigation or potential litigation to which the

University is, or is likely to become, a party,

when public knowledge regarding the

discussion is likely to result in an adverse

legal or financial consequences to the

University)

Sound Transit Mitigation


Video; No Internet)

10 Richard Chapman, Associate Vice President, Capital Projects Office

TOTAL: 115 minsChanges Since Draft 1:1. Change to Title on UW Seattle Parking Item 6/202. Change to Title on Cobb Building Item 6/203. Addition of Additional Participant on Annual Bond Item 6/20

Page 2 of 2

1

Evelyn Berry

From: Evelyn BerrySent: Tuesday, July 02, 2013 2:29 PMTo: Harlan F. Patterson; Eric C. Smith; Bill StarkeyCc: Debra Friedman; Todd Timberlake; Christopher Malins; Nancy PryorSubject: July 11, 2013 BoR Meeting - Confirmation of FAF Committee Presentation...Attachments: F-9 UW Tacoma Student Center.docx; F-9.1 Attachment Summary Project Budget.pdf;

F-9.2 Attachment Base Case Proforma.pdf

Importance: High

DearHarlan,Eric,andBill,ThetimingforthenextBoardofRegents’meetingissetperbelow.PleasenotethatyourPowerPointpresentationisduetomeonMonday,July8atnoon.Also,attachedforyourinformation,isthefinalitemandattachmentssubmittedtotheBoard.Thursday,July11,2013GatesCommons,Room691,ComputerScienceandEngineeringItem: F‐9UWTacoma“UniversityYMCA”StudentCenterProject–AdoptProjectBudget,Approve

UseofInternalLendingProgram,DelegateAuthoritytoAwardAlternativePublicWorksDesign/BuildContractingMethod,andApproveExecutionofLease

StartTime: 10:15a.m.(15minutes)

A/VNeeds: YESPowerPoint;NoAudio;NoVideo;NoInternet

Presenters: HarlanPattersonEricSmithBillStarkey

Remembertoarriveatleast15minutesearly!Thanks,EBEvelyn Berry Assistant to the Senior Vice President Office of the Senior Vice President


1

Evelyn Berry

From: [email protected] on behalf of Evelyn Berry <[email protected]>

Sent: Wednesday, July 24, 2013 1:22 PMTo: ''[email protected]' ([email protected])'; Todd Timberlake; Keith FergusonCc: K. Sandelin; Floline Bradley; Amee PatelSubject: [STEAMplus] July 11, 2013 BoR Jottings..Attachments: Summary of Focus Group Themes, Regent Jordan.pdf; ATT00001.c

WhoaNelly…it’sbeenanincrediblybusythreeweeks!TheJuly11thBoRmeetingprovedtobebusyaswell.Wewere10minutesaheadofschedule…then20…then30!Roundingupthepresenterswasquiteatask.Nevertheless,themeetingwaseducationalandinformative,asalways.Here’swhatIcaught…

ACADEMIC&STUDENTAFFAIRS

InternationalStudentFee(UWSeattleandUWBothell)

In response to the rapid increase in international students at UW Seattle and UW

Bothell, representatives from both campuses presented separately, for approval, the

establishment of an International Student Fee. These fees were approved and will be

directly tied to the services offered to international students for improved orientation

and career services (including the processing of visas).

ASUW and FIUTS (Foundation for International Understanding through Students)

support the establishment of these fees, while GPSS would like to see the fees

supported by the entire student population. The Board also heard comments of

opposition during the public comment period from an international student stating

that the fees are unfair given that most international students do not use the services

the new fees are intended to cover.

http://www.washington.edu/regents/meetings/2013/july/docs/a‐4


ICANCAAComplianceReport

ICA representatives, Scott Woodward, Kyle Pifer, and Shondell Reed gave the Regents

an overview of their NCAA compliance efforts. The Regents and President Young were

very pleased with the attention paid to NCAA compliance and the efforts to educate

ICA staff on a regular basis. Approximately 90% of our citations were voluntarily

reported by coaches (no major infractions; 39 secondary in 2011‐12; 23 secondary in

2012‐13).


2

FINANCE&FACILITIES

StudentMemberAppointmenttoArchitecturalCommission

The Regents approved the appointment of a new student member for the

Architectural Commission. Laura Marie Hall, a student of the College of Built

Environments, will begin her service on the commission this fall.

http://www.washington.edu/regents/meetings/2013/july/docs/f‐6

UWSeattleEastCampusSpecialEventParkingRates

Charles Kennedy and Josh Kavanagh brought forward, for approval, the 2013‐14

parking rates for east campus special events. Transportation services worked

collaboratively with ICA to develop rates that will simplify the rate structure for east

campus events and allow for a self‐sustaining game day parking program. The new

rates were approved.


CobbBuildingPurchaseOption

UW Real Estate received approval to exercise the purchase option for the Cobb

Building. Todd Timberlake and Tom Schappacher shared why it’s important to take

advantage of this option now. They also talked about the operating plan for the

building once UW gains control. Chris Malins talked about the financing plan for this

purchase. Apparently, taxable general revenue bonds will finance this purchase, as

Metro Tract revenues are excluded from the ILP. The purchase is anticipated to be

finalized in November 2014.


UWTacomaandUWBothellStudentCenters

UW Tacoma and UW Bothell were before the Regents to obtain the final approvals

needed to move forward on their respective student centers. The Regents approved

the project budgets, financing plans, and other requests related to contracting

methods, etc.



ERMAnnualReport

V’Ella, Ana Mari, and Ann Anderson did an amazing job queuing up a very robust

discussion around the ERM Annual Report. The focus was on (1) Maturing the

“Culture of Compliance”, (2) Improving the Safety of the Community, (3) Transforming

Administrative Structure, (4) Strengthening ERM Fundamentals, (5) Identifying Top

Risks Timeline, and (6) Top Risks 2013‐14.

The Regents and others around the table had lots of great questions, comments, and

suggestions. Regent Smith described the report as both important and impressive. He

3

also noted that he would like to see more time on the agenda for ERM next

year. Regent Ayer said he was impressed with the work done to date and that he

would like to see “safety” at the top of the list.

The ERM team made note of all of the great suggestions and comments and agreed to

look into incorporating what makes sense. More great work to come!http://www.washington.edu/regents/meetings/2013/july/docs/f‐12

UWMedicine,EpicClinicDeploymentProjectUpdate

UW Medicine is transitioning their records to an electronic records system. The EPIC

Electronic Health Record (EHR) system is known for being user‐friendly as well as being

the best fully integrated system—encompassing clinical information, registration,

scheduling, and billing. Johnese Spisso and team talked about progress to date and

the incentives for having this project completed by 2015.


JOINT

UWMedicineBoardAnnualPatientSafetyandQualityCommitteeReport

UW Medicine is walking the walk according to their rankings set by the University

HealthSystem Consortium’s (UHC) Quality and Accountability Performance

Scorecard. Paul Ramsey, Johnese Spisso, and Kimberley McNally, Chair of UW

Medicine Board Patient Safety and Quality Committee, shared metrics to show how

UW Medicine compares to the other 100 academic healthcare facilities in the

nation. UHC measures performance in several areas. Overall, Harborview Medical

Center is #23 of 101 and the UW Medical Center is #31 of 101. UW Medicine is

meeting and exceeding goals and may well be one of the Top 10 by next year.


FULLBOARDPublicComment–FossilFuelDivestment

UW students and alumni came before the Board during the public comment period in

support of fossil fuel divestment at the UW. Last month, each student spoke for two

minutes, sharing a bit about how the use of fossil fuels has affected them personally

and why institutions have a responsibility to invest in solutions for climate

change. This month, they came forward with facts and figures and also made it very

clear that they would come to every meeting until they’re able to engage in a working

dialogue with the Regents.

President’sReport

President Young congratulated V’Ella and team for our Lean accomplishments and the

4

reputation we’re gaining as a result. To date, we’ve hosted or connected with 40

different entities, 12 of which were universities, and we were hosted by Regent

Shanahan for an exclusive Lean visit at Boeing. GO LEAN!!!

President Young also talked at length about the accomplishments and the future of the

Center for Commercialization (C4C). The inventions reported and patent applications

have increased. The center also launched a record of 17 start ups in FY2013—and the

list goes on! The great work they’re doing in C4C has placed UW among the Top 5

schools for commercialization, alongside MIT.

http://depts.washington.edu/uwc4c/news‐events/university‐of‐washington‐launches‐

a‐record‐17‐start‐up‐companies‐in‐fy13‐places‐uw‐with‐top‐five‐universities‐for‐

commercialization/

The passing of Brewster Denny, founder of the Evans school…

http://www.washington.edu/news/2013/06/25/brewster‐denny‐founding‐dean‐and‐

civic‐leader‐dies‐at‐88/

UWIT won the Campus Tech Innovators Award for their Room Availability software…

http://campustechnology.com/microsites/innovators‐microsite/home.aspx

The Faculty Tour will resume this year…

http://www.washington.edu/news/2013/06/20/uw‐revives‐faculty‐field‐tour/

StudentandFacultyLeadershipReports

The Regents welcomed the new student leadership to the table for their first BoR

meeting as leaders of their respective organizations. Michael Kutz, President ASUW;

Christopher Lizotte, President GPSS; and Peter Pentescu, President of ASUWT, shared

their top goals for the 2013‐14 academic year—among other things, tuition and

financial aid are front in mind for all. Student Regent, Kiana Scott, and ASUWB

President, Talwinder Singh, were unable to make the meeting.

Faculty Senate Chair, Jim Gregory, thanked the Regents, President Young, and Provost

Cauce for allowing him to facilitate the communication between the administration

and the faculty during the 2012‐13 academic year. Jim will passing the baton to John

(Jack) Lee, Professor of Mathematics, who is also the 2012‐13 Faculty Senate Vice

Chair.

As promised, the summary report of the Student Regent Focus Groups conducted

earlier this year is attached. If you recall, former Student Regent, Chris Jordan,

organized a series of meetings that focused on themes developed by the Regents and

allowed the students to have honest, in‐depth discussions with the Regents about the

issues that are important to them. The hope is that the results in the report will help

administrators develop ways to improve the student experience.

5

Miscellaneous

Regent Cole took a moment to invite and congratulate members of the UW Police

Department for the great work they did in the recent capture of a potential terrorist—

noting that we should take more time to herald the things that go right.

Evelyn Berry Assistant to the Senior Vice President Office of the Senior Vice President


Project Structure…

Communications, process, and tools

developed in response to a request with a

very short timeline. This project involved

scheduling four candidates, for an Associate

Vice President position— each for a full day

of panel interviews (4 panels; 30

participants).


1

Evelyn Berry

From: V'Ella WarrenSent: Wednesday, January 08, 2014 12:07 PMTo: Jeanette Henderson; Randy Hodgins; Paul E. Jenny; Gary R. Quarfoth; Jack G. Johnson;

Karin NyropCc: Carol Haire; Amanda O. Rich; Linda R. Eskenazi; Jennifer C. Johnston; Rachel Northquist;

Mary L. Taylor; Evelyn BerrySubject: Panel Interviews for AVP, Treasury Position...

Dear all, As you may know, I am currently conducting a search for Doug Breckel’s replacement. During the first round of interviews, I asked a few key people from my team to interview candidates. For the second round, I will host each candidate for a full day of panel interviews and I would like to invite you to serve on a panel comprised of Treasury Process Partners. There will be four candidates and interviews will begin during the week of January 13. If you will be able to serve in this capacity, please have your assistant respond with your availability via the Doodle link below. Evelyn Berry is coordinating this search for our office and will connect with you under separate cover with details and expectations. Thank you for your consideration. V’Ella http://www.doodle.com/dh2g4t6pzzvwk6e4

1

Evelyn Berry

From: Evelyn BerrySent: Thursday, January 16, 2014 2:51 PMTo: Ann Anderson; David M. Anderson; Susan Camber; Richard Cordova; Keith Ferguson;

Ruth A. Johnston; Charles Kennedy; Todd Timberlake; Jeanette Henderson; Randy Hodgins; Paul E. Jenny; Jack G. Johnson; Karin Nyrop; Gary R. Quarfoth; Paul S. Ishizuka; ROBERT T. LUBIN; Robert Sasaki; 'Pam Schreiber ([email protected])'; Johnese Spisso; Elizabeth Cherry; Lisa Edlin; Jeff Follman; Judy Peterson; Ann Sarna; Bill Starkey

Cc: Linda Moran; PEGGY S. SMITH; Phoebe Ambrosia; Tamara Young; K. Sandelin; Katya Y. Lobanova; Debra A. Hanna; Carol Haire; Amanda O. Rich; Linda R. Eskenazi; Jennifer C. Johnston; Mary L. Taylor; Janis Marks; R. Million; '[email protected]'; Nina Keaney; 'MARILYN I. BOWEN ([email protected])'; Shay W. Berryhill; Katrina Day

Subject: Materials for AVP, Treasury Interviews...Attachments: Job Description - AVP Treasury.pdf; Panel Information Sheet.pdf; Candidate Packet -

Chris Malins 012114.pdf; Candidate Packet - Sherilyn Anderson 012214.pdf; Candidate Packet - Michael Palumbo 012314.pdf

Importance: High

Dear all, Thank you for agreeing to assist with the selection process for the Associate Vice President, Treasury position. Attached, please find the job description, panel information sheet, and candidate packets (for candidates 1-3) for your reference. The panel information sheet provides more information on the panels related to potential participants and format. You will find each candidate’s schedule, profile, and resume in the candidate packet. It is our intent to provide complete confidentiality to all candidates during this process, so please do not share the candidate names or materials with others not included in this email. If you have a schedule change that allows you to participate in an interview, just let me know. As always, let me know if you have questions. Happy interviewing! EB Evelyn Berry Assistant to the Senior Vice President Office of the Senior Vice President


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Interview Schedule

Wednesday, January 22, 2014

Applicant Name:

Position Applied for: Associate Vice President, Treasury

UW Contact: Evelyn Berry

(206) 685-4836 OR (206) 714-6807

[email protected]

Interview Location: Roosevelt Commons Treasury Office, Suite 600 4311 11th Avenue NE Seattle, WA 98105 Directions to UW Treasury Office When you get to the 6th Floor, ask for Evelyn Berry

UW Participants: Participants from Finance & Facilities (F2)Leadership Panel List

Participants from Treasury Customers Panel List

Participants from Treasury Process Partners Panel List

Participants from Treasury Staff Panel List

Time Topic Location

START Patty’s Eggnest Wallingford 1715 N. 45th Street Seattle, WA 98103

7:00 - 8:00 Breakfast w/Keith Ferguson Patty’s Eggnest Wallingford

8:00 - 9:30 BREAK

9:30 - 10:30 Interview w/Treasury Staff Roosevelt Commons, 6th Floor

10:30 - 11:30 Interview w/Customer and Process Partners Roosevelt Commons, 4th Floor

11:30 - 1:00 Lunch w/Richard Cordova TBD

1:00 - 2:00 Interview w/Finance & Facilities Leadership Roosevelt Commons, 6th Floor

2:00 - 3:00 Interview w/Dean Torkelson Roosevelt Commons, 4th Floor

3:00 - 3:15 BREAK

3:15 - 4:15 Interview w/V’Ella Warren and Doug Breckel Roosevelt Commons, 4th Floor


Panel Listings:

(for the interviews, there will be 3-4 participants from each panel, based on availability)

Finance & Facilities (F2) Leadership (1 hour)

1. Ann Anderson, AVP and Controller

2. Dave Anderson, Exec Dir Health Sciences Admin

3. Sue Camber, AVP Research and Student Fiscal Admin

4. Richard Chapman, AVP Capital Projects

5. Richard Cordova, Exec Dir of Audits

6. Keith Ferguson, Chief Investment Officer

7. Ruth Johnston, AVP F2 Administration

8. Charles Kennedy, AVP Facilities Services

9. Todd Timberlake, Chief Real Estate Officer

10. Barbara Wingerson, Exec Dir, Finance and Admin

Treasury Customers (1 hour)

1. Paul Ishizuka, Financial Officer, UW Med

2. Rob Lubin, Assoc Dir, Housing and Food Services

3. Robert Sasaki, Sr. Assoc Athletic Director

4. Pam Schreiber, Director, Housing and Food Services

5. Johnese Spisso, Chief Health System Officer, UW Med

Treasury Process Partners (1 hour)

1. Jeanette Henderson, Exec Dir Real Estate

2. Randy Hodgins, Vice President, External Affairs

3. Paul Jenny, Vice Provost, Planning and Budgeting

4. Jack Johnson, Chief of Staff, Office of the President

5. Karin Nyrop, Assistant Attorney General

6. Gary Quarfoth, Assoc Vice Provost, Planning and Budgeting

Treasury Staff (1 hour)

1. Elizabeth Cherry, Exec Dir Risk Management

2. Lisa Edlin, Associate Treasurer

3. Jeff Follman, Associate Controller

4. Judy Peterson, Senior Consultant

5. Ann Sarna, Associate Treasurer

6. Bill Starkey, Associate Treasurer

7. Dean Torkelson, Consultant (one-on-one)

PANEL GUIDELINES

Before the Interview

Outline the game plan for the interview with the panel before the meeting starts—

assign questions (if you wish) and advise the panel to take notes, and interject with

probing follow-up questions when appropriate.

During the Interview

Brief welcome and introductions.

Ask one or two questions to get the interview started. The remainder of the

questions can come from the group—they more than likely have some of their own

questions in mind.

Ensure a flow is maintained during the interview and keep to time schedule (55

minutes total for each candidate).

Allow the candidate at least 10 minutes at the end of the interview to ask questions

to the panel and possibly provide additional qualification information not

previously covered.

End with a closing statement, including thanking the candidate for their time and

a realistic expectation for the follow-up schedule (the week of 2/10 or 2/17).

After the Interview

After the candidate has been escorted out, lead the panel members in discussion

and evaluation of the candidate. Each panel member should be prepared to

discuss their thoughts.

Capture attendees for each interview.

INTERVIEW QUESTIONS

Internal Candidate

1. Why are you a fit for this position?

2. What are your passions? How do your passions tie to the mission of the university?

3. You understand the requirements of the job and the culture of the university. If

you were the successful candidate in this search, what would you do differently as

it relates to…

Revision and Execution…

Newsletter created for internal communications.

This project involved taking a prototype of a

newsletter created by a consultant and

revamping to the Senior Vice President’s liking.

The content was taken from the original

newsletter and various other internal

documents; given one voice and a new look that

impressed the Senior Vice President and

President of the University! Documents (in

order): Before Newsletter and After Newsletter.


Dear Colleagues,

As many of you know, we’ve embraced and implemented Lean across F2.

You may be familiar with Washington State government’s focus on process improvement—retiring Governor Gregoire and incoming Governor Jay Inslee cited Lean as the proven methodology for driving out waste (e.g., waiting, excess processing, services, that don’t meet customer expectations) from agency programs.

Finance & Facilities has similar functions to many of those agencies—and we are actively engaged with Lean—but at the university level. What is unique in our context is our primary emphasis on Lean as a way to build an engaged, highly motivated and positive workforce—a team that is excited about supporting students, faculty, and staff.

We are over two years into this, and I’m more firmly convinced than ever that—for us—it’s working.

Lean stimulates employees—It energizes people , and jobs become more fruitful and fulfilling.

Lean facilitates collaboration—People come together in collaborative partnership teams that solve problems for the greater good. These teams include faculty, administrators, and even students.

Lean fosters responsibility—Our organizational culture is more positive and interactive, and fosters ownership and responsibility among employees.

Lean helps us reach our goals—Whatever we do with Lean is intended to remove the friction and barriers that too often prevent us from getting things done and reaching our goals.

Why We’re Involved With LeanBy V’Ella Warren

F2 Senior Vice President

Lean removes complexity—Our Lean journey is designed to make things work better, more smoothly, and more easily in an increasingly complicated and complex university.

And Lean expands transparency—Our work in Lean is transparent; it tracks progress, ideas and roadblocks as it untangles the knots of the work environment.

The following document highlights our Lean transition. Page 2 outlines a few of our unprecedented results—at the 3-year mark, we have achieved significant improvements in many areas. Pages 3 and 4 highlight some of the insights coming from leaders in areas where Lean has really taken hold and matured quickly. Page 5 is a brief Q&A on Lean, specifically, the unique implementation of Lean in F2.

This first report also focuses in—from the perspectives of our Lean sponsors—on aspects that make teams successful—from collaboration to common language, and from motivation to experimenting with the way work has always been done. We conclude with even more achievements across our organization.

Thank you all—for your Lean efforts, and for your meaningful contribution to F2’s success. We invite you to learn more, and look forward to your continued participation!

F I N A N C E & FAC I L I T I E S

2 Finance & Facilities

UW MASTER CONTRACTS—Purchasing Services achieved savings of $84 million from January

2009-June 2012 via purchases made through university-wide contracts.

MATERIALS MANAGEMENT—The FS Stores/Shops Materials Management Process Lean team

has improved “materials delivered by the date needed” from 46% to 90%.

DIRECT-DEPOSIT—The Payroll Office improved direct-deposit participation, saving $10,000

per month. And, for the 6 months ended July 2012, the Travel Office and Procurement Services

made 25,467 direct deposits, yielding $50,000 in savings.

COPY SERVICES—Overtime costs are down by over 44% in the printing and copy production

areas of Creative Communications.

CITATION APPEALS—The Commuter Services Citation Appeals Lean team reduced the cycle

time for resolution of parking citation appeals from an average of 56 days to 3-10 days.

CAMPUS PARKING OPERATIONS—The Commuter Services Parking Enforcement Lean team

has worked in conjunction with Parking Operations staff to reduce parking citations dismissed

due to officer error by 58%.

INVOICING SUPPLIERS—The UW’s Accounts Payable unit now delivers on-time payment

in 95% of all cases; and invoice discrepancy-resolution, which used to average 45 days, now

averages 14 days.

A Pragmatic Way to Boost People, Productivity and Engagement

Lean

3

What’s the Best Part of Your Lean Job?

“It’s really being able to step back and see what happens when the energy and creativity of the team are unbridled.”

What’s the Most Challenging Part of Your Lean Job?

“Keeping up with the team. There’s a need for touch points with senior leadership, and, as the lean movement takes hold, we have to make certain that we’re continuing to provide support to the teams. This can be challenging.

How Has Lean Changed Your Team or Organization?

“Some folks, who were quiet stalwarts, have evolved. Their potential for leadership wasn’t clear before Lean, but now it is. These people have opportunities, thanks to their Lean journey.”

Lean Has Unleashed Our Energy and Creativity

By Josh Kavanagh

Transportation Services F2


“The best part is the excitement that has occurred. Three years ago, the department was under threat of a shut down. Then we started to do Lean. People felt there had to be a change that was quick and thorough. One of the most amazing things was that all the higher-ups came in to see us. That was a big deal that spoke volumes about the opportunity we had and the success we could achieve.”


“The most challenging thing is that we tend to over-think. Sometimes, we’re trying to perfect things before we try them.”


“Everyone has a voice and everyone can contribute. This has changed our culture. People really feel they can put their ideas forward and they’ll be acted upon. Before Lean, there were good ideas that weren’t voiced or acted upon.”

Lean Has Given Us a Voice

By Katy Folk-Way C2 Copy Services F2


“It’s being able to pull all the different work groups focused on parking and enforcement together, and to have them see how one group interacts with the others. There’s a new collaboration, and it’s happening every day.”


Even with Lean, there are some issues that are not easy to fix. Some are too political, or too big, or they involve too many departments that aren’t doing Lean. The key is picking off a piece of a problem and doing what you can to fix it.”


“There were managers who used to do things the old way. That has changed. They appreciate listening, collaborating and sharing with the teams much more now.”

Lean Has Helped Us Listen, Share and Collaborate

By Mariann Woodland

Parking Enforcement F2

Lean changes day-to-day work and the services delivered to Campus in a positive way.

We asked several unit leaders how their jobs have changed as a result.

Share With Us a Team Story Where Lean Has Made Things Better.

“The Purchasing Work Flow team comes to mind, because the team struggled with their value stream map, and they then had a very heart-to-heart strategic conversation about buying for the university and how much they could change it. They really looked at all the fundamentals of changing everything they did. They didn’t limit themselves. It was a powerful experience. They took a 360-degree view of the purchasing process. They wanted to understand why things were expensive and slow. Now, the entire organization is involved in this effort, and they’re really going strong. The key was a willingness to truly self-examine and then act.”

What Impact Has Lean Had on F2?

“We’ve gotten a common standard and a common way to meet the standard. Initially, we thought people would rally around performance metrics, but not every employee connected with that. Lean is a more emotional and personally relevant experience. It’s about where it hurts. It impacts people directly. It’s about how they work, and their hearts and minds. Now, we’re trying to connect Lean improvements and culture with metrics and results. It’s not like it was at first, when we tried to just focus on metrics. It’s about people working and achieving better things every single day.

”What Is the Future of Lean For F2?

“We know that the perception of Lean in the public sector is changing. Some people thought Lean was just for manufacturing companies, but are learning that it can be used in every sector. In terms of adoption, we need to be effective, and then people will come to us. They’ll find us, because Lean is very valuable.”

Lean Has Built Collaborative Partnerships That Solve Problems

By LuAnn Stokke Director of Operational Excellence F2


Now that you’re equipped with the “who,” “what,” and “why” of Lean, what about

the “how”? We asked Lean’s sponsors to share what they see across the dozens of

teams and hundreds of employees engaged so far…


“I have three examples. From a people process improvement perspective, and from a budget savings perspective, I like the Creative Communications case study. They went from deficit to surplus, and that’s a good thing. But I also like the Grant & Contract Accounting story, because they got their backlog down, and their new responsiveness has opened eyes on our campus. Lastly, I’m impressed by the change in Transportation Services. They now work very collaboratively and cross-functionally. They have three divisions and are partnering very well.”


“Lean enables our organization to have a much-needed common language. We are such a diverse and large organization, and executing in similar ways and sharing a vision just pulls us together. We now have a greater understanding and appreciation of each other’s work. It’s great.”

What Is the Future of Lean For F2?

“We’re looking to create a successful model. We can offer a primer for others—whether it’s in higher education, or in the governmental sector. And one of the reasons is that we have such a cross-section of people in our organization. We have knowledge workers and wrench-turners, buyers and real estate developers, construction management and financial management. It’s all here.”

Lean Has Given Us a Common Language

By Charles Kennedy Associate Vice President / Facilities F2

7

Tell us a team story where Lean has made things better.

“I have three. First, there’s Creative Communications. We started early in this area. And the people here really took to lean. When I mention people, it’s important to note that we have a wide range here—from truck drivers to graphic designers; from newer employees to those that have been with us for a number of years. They have all helped transform this organization, and they have all helped make it a self-sustaining organization, after nearly falling off a fiscal cliff.

They now recognize they have to market their services to the university community. They have come to understand they have to know their customer. In the beginning, this concept wasn’t part of their business model. They thought that if only university leadership would compel campus to use their services, all would be well. Now, they get it. Now, they talk to customers, understand what’s important to them and try to link their capabilities with customer needs and strategies. This is a major change and they’re having fun with it.

My next choice is a tie between Procurement Services and Grant & Contract Accounting. GCA integrated streams of process and huddles, and showed what can come of this. Procurement Services has come together as a unit previously separated by their functional silos. Lean helped this come to pass by helping them refocus their efforts as a group, rapidly identify potential improvements, such as expanding on-line procurement tools, and ultimately, completely update the way the university buys goods and services. Now, they huddle, struggle, develop new ideas, and meet goals—all as a group.”

Lean Has Helped Us Move Rapidly Toward Our Vision

By Ann Anderson Associate Vice President / Financial Management F2 & Controller / University of Washington


“We are definitely changing as a culture in terms of recognizing and internalizing our mission, in terms of understanding why we’re here, and in terms of rapidly moving toward our vision. Lean has brought renewed energy to our change efforts. But we still have a long way to go. That said, the organization is seeing the results of change, and it feels and is more productive, as well as exciting. As leaders, we are working to show a constancy of purpose, and we’re much more visible to the organization. I also think in our own Lean journey, we’ve moved from cheerleading to much more honest feedback.”


“We’ve done some hard work, and results are starting to come to fruition, and the campus can see these results and they tell us they like them!. We’re beginning to engage with the campus more, in a very positive way, which is important. We want them to know that much of our change is the result of using the Lean approach and that it works. So, the journey continues. I’d also add that we’re actively engaging in Lean with other universities in Washington and with state agencies. Everyone wants to learn. But the challenge for us at F2 is going to be sustaining the overall momentum and keeping everything fresh. That’s the challenge, yet the rewards are well worth the effort.

9


“I have three that I can think of: Citation Appeals; Creative Communications, or C2; and Grant & Contract Accounting (GCA), but I’ll focus on GCA here, because they drove audacious change and reorganized all their work teams at the same time.

GCA is a department of 50, and we were about a year into it, and things just collapsed. We had bad information. The visual systems didn’t work. And management did not realize how bad it all was.

We brought a team in and used Lean tools and principles to put the right resources to work, and to implement the right Lean ways to make things work. We put information on the Web, and began dealing with the significant backlog of work. Now, they’re processing budgets the same day they’re received. And they’re leveling out the workload and flow. There’s also a moving pool of human resources and they’re re-thinking the way they work.

It was bold. Nobody backed away when things weren’t working. They stayed committed. People learned from failure and got stronger. And we used Lean to solve the issues.”


“When you face change or cutbacks from the outside, it’s very easy to feel as though you have no control over your professional life. It’s no fun to cut quickly and unwind what you and others have put together over time.

But Lean has allowed us to take our current and future professional lives into our own hands. We are not just waiting for the next budget cut while our people become stressed by increased workloads. We are engaging the creativity of people from all parts of our organization, and it’s energizing. We feel excited. Great ideas are coming from everywhere within F2 now. And I mean custodians, painters, accountants, designers—everyone.

I’d also say that people outside F2, our customers, increasingly feel they can count on us for a good job. They don’t need to worry or check up on us. We are solid players. And they realize that we’re using resources wisely.

Finally, and most importantly, I think that our people feel more valued, and they’re more likely to stay with us. I like that idea a lot.”


“We’ll keep rolling out Lean inside F2 and complete that process. We’re not yet fully rolled out in Facilities. And we want to be robust in Treasury, too.

Then, I think our managers who are used to being problem solvers need to become mentors and coaches.

And, in terms of the vision, I believe we aren’t at the end yet. Administrators in higher education are under pressure, as we are, and they’ll hopefully look to us as a model.

I also hope that what we’re doing will allow our university to attract and retain the best teachers and researchers and students. If our services reduce the administrative burden of our campus customers and are cost effective, the UW will be able to invest more into teaching and research rather than administration. I want us to be seen as a competitive advantage for the UW.

In the end, we just need to keep innovating. We just need to stay focused on change.”

Lean Has Helped Us Stay Strong in Tough Times

By V’Ella Warren F2 Senior Vice President


1

Transforming Finance and Facilities (F2) through Lean

Winter 2013

Welcome to the Lean Newsletter! By V’Ella Warren Senior Vice President

Welcome to our first ever edition of the Lean Newsletter!

This is an exciting time in Finance & Facilities (F2). We have made

tremendous strides since the introduction of Lean in 2010. We started out

with two pilot areas with the idea that Lean would help us rethink the way

we do business and build an engaged, highly motivated, and positive

workforce. We are over two years into this, and I’m more firmly convinced

than ever that—for us—it’s working!

With over 100 formal teams launched, we have had many opportunities to

engage the campus in our improvements, and we have impacted about 150

individuals so far by inviting them to actively participate on our teams. Their

insights and willingness to share personal experiences of how our broken

processes have impacted their work are “gifts” that we acknowledge as

what’s termed ‘customer voice’— a core tenet of Lean thinking.

In this issue we will recognize our incredible progress and highlight some

insights coming from F2 leaders in areas where Lean has really taken hold

and matured quickly. We will also take a look at our Lean transition from the

perspective of our Lean program sponsors. In future issues we will get to the

heart of Lean – the people who implement critical changes, and those who

benefit from them.

Thank you all for your Lean efforts, and for your meaningful contribution to

F2’s success. We invite you to learn more, and look forward to your

continued participation!

What would you like to see in this newsletter? Please send your story ideas or comments to [email protected].

Lean streamlines day-to-day

work activities and processes

for an organization. It engages

the staff and encourages

everyone to identify and solve

problems…

Lean stimulates employees—Our people

are energized. Jobs are becoming more

fruitful and fulfilling.

Lean facilitates collaboration— We

(faculty, administrators, and students) come

together in collaborative partnerships that

solve problems for the greater good.

Lean fosters responsibility—Our

organizational culture is more positive and

interactive. It fosters ownership and

responsibility among employees.

Lean helps us reach our goals—Our Lean

journey is intended to remove the friction and

barriers that too often prevent us from

getting things done and reaching our goals.

Lean removes complexity—Our Lean

journey is designed to make things work

more efficiently in an increasingly complex

university.

Lean expands transparency—Our work in

Lean is transparent; it tracks progress, ideas

and roadblocks as it untangles the knots of

the work environment.

DID YOU KNOW

?

Governor Jay Inslee cited Lean as the proven

methodology for driving out waste (e.g.,

waiting, excess processing, services and

products that don’t meet customer

expectations) from agency programs.

2

Lean Has Given Us a Common

Standard and a Way to Meet

the Standard By LuAnn Stokke, Director of Operational

Excellence

“We’ve have a common standard and a

common way to meet the standard.

Initially, we thought people would rally

around performance metrics, but not

every employee connected with that.

Lean is a more emotional and personally

relevant experience. It’s about where it

hurts. It impacts people directly. It’s about

how they work, and their hearts and

minds. Now, we’re trying to connect Lean

improvements and culture with metrics

and results. It’s not like it was at first,

when we tried to just focus on metrics. It’s

about people working and achieving

better things every single day.”

Lean Has Given Us a Much-

Needed Common Language Charles Kennedy, Associate Vice President,

Facilities Services

“Lean enables our organization to have

a much-needed common language. We

are such a diverse and large

organization, and executing in similar

ways and sharing a vision just pulls us

together. We now have a greater

understanding and appreciation of each

other’s work. It’s great!”

Lean Has Gotten Us Ahead of

the Curve Sue Camber, Associate Vice President, Research

and Student Fiscal Services

“For the first time, everyone in F2 is using

the same approach and has the same goals.

We’re not moving at the same pace, and

we’re all at different stages of the journey,

but we are speaking the same language.

We’re starting to talk about improving the

organization in the same way. We are

building an organizational culture together,

using the same framework.

Our colleagues like what we’re doing. They

see our success, and they want to do the

things we’re doing.”

Lean Has Helped Us Stay

Strong in Tough Times V’Ella Warren, Senior Vice President

“When you face change or cutbacks from

the outside, it’s very easy to feel as

though you have no control over your

professional life. It’s no fun to cut quickly

and unwind what you and others have

put together over time.

Lean has allowed us to take our

professional lives into our own hands.

We are not just waiting for the next

budget cut while our people become

stressed by increased workloads. We are

engaging the creativity of people from all

parts of our organization, and it’s

energizing. Great ideas are coming from

everywhere within F2. And I mean

custodians, painters, accountants,

designers—everyone.

Our customers increasingly feel they can

count on us for a good job and they

realize that we’re using resources wisely.

I think that our people feel more valued,

and they’re more likely to stay with us. I

like that idea a lot.”

“Lean is a more emotional and personally

relevant experience. It’s about where it hurts.

It impacts people directly. It’s about how they

work, and their hearts and minds.”

We asked our Lean program sponsors to share what they see across the dozens of teams and hundreds of employees engaged so far. Here are some of their responses…

Leading with LEAN

“From the moment we arrived at UW, I knew the trip was going to cement in our minds how to use Lean in a university setting: the Lean room at F2 blew me away. Then, V’Ella, Charles, Doug, Ruth, and Sue began to share with us the high-level overview of Lean at UW —needless to say, I was impressed.” Jess D. Cisco Staff Development Coordinator Cornell University

CORNELL UNIVERSITY VISITS

University of Washington

3

Learning to LEAN

Lean changes day-to-day work and the services delivered to Campus in a positive way. We asked several unit leaders how their jobs have

changed as a result…

What’s the Best Part of Your Lean Job? “It’s really being able to step back and see what happens when the energy and creativity of the team are unbridled.” ~Josh Kavanagh Transportation Services

What’s the Best Part of Your Lean Job? “The best part is the excitement that has occurred. Three years ago, the department was under threat of a shutdown. Then we started to do Lean. People felt there had to be a change that was quick and thorough. One of the most amazing things was that all the higher-ups came in to see us. That was a big deal that spoke volumes about the opportunity we had and the success we could achieve.” ~ Katy Folk-Way Copy Services

How Has Lean Changed Your Team? “There were managers who used to do things the old way. That has changed. They appreciate listening, collaborating and sharing with the teams much more now.” ~ Mariann Woodland Parking Enforcement

What’s the Most Challenging

Part of Your Lean Job? “We are trying to make everybody ready, to cross-train on everything. With a heavy workload on one team, we’ll pull from a team with less work. We change priorities in real time.” ~ Meg Russ Grant and Contract Accounting

What’s the Most Challenging Part of Your Lean Job? “We’re learning about a new way of working. But it’s hard to get over the hump when it comes to actually making the change and really transitioning. There are many tough moments. But then you realize you have control over the process, and you keep going forward.” ~Mark McKenzie Citation Appeals

How Has Lean Changed Your Team? “People communicate more effectively... Before Lean, people were protective of their stuff and what they liked. Now we have an effective team effort. We have broken down and neutralized silos… They are customer focused. We run like a business, not like a state agency from the 1970’s.” ~Steven Roberts Mailing Services

4

Since Finance and Facilities’ Lean journey began, Lean has helped us to save both time and money. Significant improvements and savings from Lean projects conducted to date include…

SOLE-SOURCE PROCUREMENTS—The process for sole-source (noncompetitive) procurement is now

20% faster.

(RESEARCH) EQUIPMENT INVENTORY—The process for transferring out equipment has been

reduced in time and complexity by 66%.

PROCUREMENT REFORM—UW’s Controller Ann Anderson is leading a group of procurement

experts from Washington’s colleges and universities to assist the State Department of Enterprise

Services to reform statewide procurement. The goal: to develop a risk-based matrix that will allow

Washington to better utilize limited resources.

GRANT & CONTRACT ACCOUNTING—A backlog of 1,129 budget set-ups is now at zero; Federal-

sponsor reporting backlogs have been reduced by 90%; the backlog of unbilled research is down to

$2.6 million, from a high of $15 million; and the backlog of budget closings has dropped from 5,478

to 700.

UW MASTER CONTRACTS—Purchasing Services achieved savings of $84 million from January 2009-

June 2012 via purchases made through university-wide contracts.

MATERIALS MANAGEMENT—The Facilities Services Stores/Shops Materials Management Process

Lean team has improved “materials delivered by the date needed” from 46% to 90%.

DIRECT-DEPOSIT—The Payroll Office improved direct-deposit participation, saving $10,000 per

month. And, for the 6 months ended July 2012, the Travel Office and Procurement Services made

25,467 direct deposits, yielding $50,000 in savings.

COPY SERVICES—Overtime costs are down by over 44% in the printing and copy production areas of

Creative Communications.

CITATION APPEALS—The Commuter Services Citation Appeals Lean team reduced the cycle time for

resolution of parking citation appeals from an average of 56 days to 3-10 days.

CAMPUS PARKING OPERATIONS—The Commuter Services Parking Enforcement Lean team has

worked in conjunction with Parking Operations staff to reduce parking citations dismissed due to

officer error by 58%.

INVOICING SUPPLIERS—The UW’s Accounts Payable unit now delivers on-time payment in 95% of

all cases; and invoice discrepancy-resolution, which used to average 45 days, now averages 14 days.

Have an Idea? We encourage all employees to share ideas, big and small, for improving efficiency. If you have an idea, please share it with us at [email protected]

Want to See Lean in Action? Contact us via email at [email protected] for a tour of “Lean Central”.

Cutting Out the Fat with LEAN