Supporting Yale Together

Reporting Relationship between Business Managers and Finance & Administration

Supporting Yale Together

Reporting Relationship between Business Managers and Finance & Administration

Business Manager MeetingOmni HotelApril 18, 2007

Business Manager MeetingOmni HotelApril 18, 2007

Yale University

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

April 18, 2007 3

Today’s Discussion: Five Key Questions for Change

1. Why are we doing this?

2. What does it look like?

3. What does it mean to me?

4. What will be done to support me?

5. What is expected of me?

April 18, 2007 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.

Principles1. Every activity on campus with a business component will have a

connection to a Business Manager.2. Every Business Manager on campus will have a connection to the Vice

President for Finance & Administration.

April 18, 2007 5

YSM and Science Hill experience

Yale School of MedicineDeputy Dean F&A

Jaclyne Boyden

Dean, Director,

Chair

Vice PresidentFinance & Administration

Shauna King

Science & TechnologySr. Director, Bus. Operations

David Gingerella

Lead Department Administrators

Lead Department Administrators

Dean

Deputy Provost

Chair

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

April 18, 2007 6

What does it look like? (Organization Chart)

Yale School of MedicineDeputy Dean F&A

Jaclyne Boyden

Deputy Provost

Dean, Director,

Chair

Dean, Director,

Chair

Vice PresidentFinance & Administration

Shauna King

Associate Vice PresidentBusiness Operations

Stephen Murphy

Yale School of MedicineAsst. Dean, FinanceCarrie Capezzone

OfficersSr. Director, Bus. Operations

NEW

Science & TechnologySr. Director, Bus. Operations

David Gingerella

Yale School of ManagementAssoc. Dean, F&A

and Chief Admin. OfficerDiane Palmeri

FAS & Provost’s OfficeSr. Director, Bus. Operations

Julie Grant

Yale Law SchoolAssoc. Dean F&AMark Templeton

Lead Department Administrators

Lead Department Administrators

Lead Department Administrators

Lead Department Administrators

Dean Dean

Dean

Officer or Unit Lead

Dean, Director,

Chair

Deputy Provost

Chair

Other Academic & SupportSr. Director, Bus. Operations

NEW

Lead Department Administrators

April 18, 2007 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.

April 18, 2007 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.

April 18, 2007 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.”

April 18, 2007 10

This IS…IS NOTThis IS about… This IS NOT about…

…process improvement, internal controls, and professional development.

…any one of these goals alone.

…connecting. …centralizing.

…enhancing Business Manager relationships with your Deans/Directors/Chairs and your departments.

…diluting these relationships.

…clients driving priorities and solutions. …creating another layer of bureaucracy.

…giving departments a stronger voice at the table.

…giving ‘central’ or ‘departments’ the only voice.

…being full partners in providing support to faculty, students, and staff.

…continuing an “us” vs “them” dynamic.

…HOW we provide the support departments need (how we buy, pay, hire, process).

…WHAT support departments need (that is a decision for Deans, Dir.’s & Chairs).

…standardizing wherever possible. …standardizing where unique needs exist.

…ensuring fairness, consistency, and better opportunities for business managers.

…dictating all business staffing decisions.

…finding common solutions & improving operations

…taking over the management of your department business office.

April 18, 2007 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; opportunitiesFAS & 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 GeneralistFAS & Provost’s Office, Other Academic & Support Units, Officer Units

May (tbd) 1-2 day retreat of Business Operations Leadership TeamAssessment of progress to date; plan to address organizational change issues; priority improvement areas

August (tbd) 1-2 day retreat of all Business ManagersAssessment of progress to date; plan to address organizational change issues; priority improvement areas

April 18, 2007 12

Checking in…• Five key questions for change that everyone impacted will need

answered:1. Why are we doing this?2. What does it look like?3. What does it mean to me?4. What will be done to support me?5. 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.

April 18, 2007 13

Q&A

• Use note cards to write down three items:1. Questions about…2. Concerned about…3. 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.

April 18, 2007 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 out1. Copy of this presentation2. Copy of the announcement3. Frequently asked questions (FAQs)4. Summary document on understanding change5. Business Manager directory

• Thank you…for your time and leadership

• We look forward to seeing you on Friday