Business Forum Thursday, December 7, 2017 Baker

slide1. Business Forum Thursday, December 7, 2017
Baker University Center 240<br>
slide2. Agenda Facilities Partner Group
Benefits Advisory Council
Training Advisory Council
Key Announcements<br>
slide3. Facilities Partner Group Co-Chairs:

Kelly Broughton, Assistant Dean for Research & Education Services
University Libraries

Steve Wood, Associate Vice President
Facilities Management & Safety<br>
slide4. Agenda Charge
Representatives
Goals
Service Level Agreements (SLAs)
Discussion<br>
slide5. Charge The Facilities Partner Group is charged with developing solutions to improve processes and communications between planning units and the University’s Facilities Management & Safety Department. The partner group will gather, review, and assist in the prioritization of issues related to custodial, grounds, and building maintenance and operations.<br>
slide6. Representation Steve Mack, Facilities Management & Safety
Jay North, Facilities Management & Safety
Dan Harper, College of Fine Arts
John Gilliom, College of Arts and Sciences
Dean Dupler, Heritage College of Osteopathic Medicine
Jason Farmer, Intercollegiate Athletic
Robin Krivesti, University Libraries Mark Ferguson, Campus Recreation
Dustin Kilgour, Student Affairs
Kevin Witham, Admissions
Beth Lydic, Patton College of Education
Peter Trentacoste, Residential Housing
Tina Payne, Business Service Center
Marjorie Mora, Business Service Center<br>
slide7. Facilities Partner Group Goals Strategic Goals 
Complete SLAs for all three FMS areas [Grounds Maintenance, Maintenance & Operations, and Custodial Services]
Make SLAs available to community
Define a shared understanding of responsibilities of building contacts
Create building contacts list 
Continue to evaluate and implement efficiencies in service<br>
slide8. Service Level Agreements Initiative from the Facilities Partner Group
Members identified desire to have service level agreement(s) to provide:
Communication improvements – address failings in providing information to customer; resolution of issues 
Baseline vs. billable over multiple venues/locations
Communication and responsibilities for shared or public-like spaces
Foundation of accountability
Clarification of some tensions (e.g. not a baseline service; can’t do it ourselves; can’t hire someone to do it) Solicited service level agreements from other institutions<br>
slide9. Service Level Agreement - Custodial<br>
slide10. Service Level Agreement - Custodial<br>
slide11. Service Level Agreement – M&O<br>
slide12. Service Level Agreement – M&O<br>
slide13. Service Level Agreement – Grounds Maintenance Grounds Services provide a variety of outdoor maintenance services. Primary duties include:
Turf Maintenance-periodic mowing as necessary to maintain grass at 4” or belowDamage repair due to snow removalLeaf removal per seasonal demands
Shrubbery/Woody Material-annual trimming/pruning to maintain shape and removal of dead materialMulch renewal once every 3 yearsWeed control/removal maintained seasonally
Tree Care-Tree evaluation, seasonal trimming/pruning to maintain shape and removal of dead materialHazardous tree removalTree planting Mulch renewal once every 3 yearsWeed control/removal maintained seasonally
Litter Collection-Litter pickup around building exterior and parking lots
Trash Removal-Removal of trash from exterior containers
Snow Removal-Roads, Parking Lots and Sidewalks are cleared of snow and treated to prevent ice

Grounds Services provides a variety of reimbursable services. Examples include:
New/Upgrades/Renovations of landscape beds with annuals/perennials
Maintenance of New/Upgraded/Renovated landscape beds
Lawn Damage repair not related to snow removal
Special Event Services: trash collection, temporary landscapes
Construction/Renovation related repair and/or replacement of lawns, woody material, or trees<br>
slide14. Department Specific Examples Cleaning up venue after athletic event
Department specific equipment
Autoclave

Department specific requirements
More frequent cleaning
Mandated temperature or humidity concerns<br>
slide15. Discussion Questions Do you think service level agreements will positively affect the appearance and operations of your space?
Would you find it beneficial to have a single point of contact within your building to discuss facility related issues?
What one action would you recommend to make Facilities Management and Safety more efficient?<br>
slide16. Questions? Kelly Broughton
broughtk@ohio.edu
740-593-2709

Steve Wood
woods1@ohio.edu
740-593-2726<br>
slide17. Benefits Advisory Council Greg Fialko Benefits Director, Human Resources<br>
slide18. Benefits Advisory Council (BAC) Update BAC is currently reviewing the following for FY19, FY20, FY21:
Premium increases
Cost Sharing increases (deductible, out of pocket max, copays, etc.)
Potential cost impact of the upcoming Dependent Eligibility Verification
Domestic Partner Benefits (whether to continue offering)
Whether to provide a “health care credit” due to positive budget variances in FY16 and FY17
The goal is to submit recommendations to Total Compensation Committee by late December
Future considerations
Care management products
High Deductible Health Plans
Place Anthem and Express Scripts contracts out for bid
Review wellness programs<br>
slide19. Benefits Advisory Council Update FY2017-18 is the third year of the original BAC three-year plan to impact health care costs
The original three-year plan is projected to meet the cost containment goal of $4.2 million
Previous recommendations have included:
Premium increases
Cost sharing increases
Prescription drug advanced utilization management program implementation
Establishing new eligibility requirements for benefits
Offering new vision plans
Offering new short-term disability plans
Conducting dependent eligibility verification (began November 2017)<br>
slide20. BAC Update BAC is currently working on a new three-year plan for FY19, FY20, FY21 with a need to reduce university costs by approximately $1 million per year, or $3 million over the three year period.
BAC has maintained the original guiding principles it established:
Avoid structural deficits
Avoid Affordable Care Act Cadillac Plan Tax
Limit University’s inflationary cost of benefits to no more than 5% per year
Inflationary Costs: projected increases (trend) are consistently around 7% per year
Historical total % increase and % increase per eligible employee per fiscal year:<br>
slide21. Benefits Update Dependent Eligibility Verification Program Update
Deadline is Friday, December 22
Purpose: Ensure compliance with University plan documents and federal rules regarding who can be covered by pre-tax health plans; ensure benefits funds are dedicated only to individuals eligible for benefit plans
Partnered with HMS Inc. to perform the program
HMS has performed similar programs for University of Cincinnati, University of Toledo, Wright State University, and Youngstown State University.
Program requires employees verify the status of dependents covered by health, vision, or dental plan. Verification includes the need to submit documentation such as birth certificates, marriage licenses, 2016 tax return (with financial information redacted/blocked out), etc.
Failure to participate and certify a dependent will result in dependent losing coverage as early as February 28, 2018.<br>
slide22. Benefits Update To date, we have a 36% participation rate and 10 dependents have been voluntarily removed from University coverage
Initial letters were mailed to employee homes
If you cannot locate your letter, contact HMS at 877.473.0175 between 8 a.m and 8 p.m. Monday – Friday
HMS will assist you in obtaining your Reference Number (which was included in the initial letter)
After obtaining your reference number visit https://www.VerifyOs.com and use your reference number (along with demographic info they will request) to log in to your account.
You will be able to view/download/print your initial letter, answer questions regarding dependents, upload documents, and check the status of your dependents.<br>
slide23. Questions? Greg Fialko
Senior HR Director and Director of Benefits
fialko@ohio.edu
740-593-1639<br>
slide24. Training Advisory Council Amanda Davis, Director of Strategic Change Integration
Lewis Mangen, Director of Organizational and Talent Development<br>
slide25. Agenda Training Advisory Council – Group Information
Training Roadmap
Competency Training Framework
Learning Management System
Certification Program
Questions<br>
slide26. Training Advisory Council Charge Provide insight and guidance to support the following:
Institutional support for training and development
Elimination of systemic barriers to development
Creation of a robust structure to implement a sustainable environment for training and development
Consistent, positive and professional training and development experiences aligned with our desired culture
Methods and resources for those new to their positions
Leveraging collective resources and expertise from around the University to support professional development<br>
slide27. Representation Co-Chairs
Lewis Mangen, Organizational & Talent Development
Amanda Davis, Change Management & Communication
Administrative Senate
Wendy Rogers, Secretary and Senator (District 3, Bromley, Chubb, Pilcher House)
Eileen Theodore-Shusta, Senator-At-Large
Classified Senate
Sharon Romina, Chair, 2017-2018
Cheri Sheets, Past Chair, 2015-2016
RC Strategy
Phil Taylor, College of Business
Kari Saunier, College of Fine Arts<br>
slide28. TAC Providing Guidance on Professional Development Roadmap<br>
slide29. Six “Primary Roles” Provide Development Focus<br>
slide30. Development Categories Promote Balance People Focus
Involving, inspiring, influencing, collaborating and interacting with others to accomplish goals and build team effectiveness. Task Focus
Processing information, organizing tasks, and managing resources to deliver high-quality results in a timely manner. Self Focus
Building knowledge, awareness, and technical skills to be proficient, credible, and relevant in a field of work. Possessing characteristics that contribute to personal effectiveness Well-rounded development efforts focus on People, Tasks, and Self<br>
slide31. “Success Profiles” Highlight Success Drivers in Each Role People Focus
Involving, inspiring, influencing, collaborating and interacting with others to accomplish goals and build team effectiveness. Task Focus
Processing information, organizing tasks, and managing resources to deliver high-quality results in a timely manner. Self Focus
Building knowledge, awareness, and technical skills to be proficient, credible, and relevant in a field of work. Possessing characteristics that contribute to personal effectiveness Example: Department Supervisor Role requires these knowledge, skills and behaviors:<br>
slide32. “Success Profiles” Highlight Success Drivers in Each Role People Focus
Involving, inspiring, influencing, collaborating and interacting with others to accomplish goals and build team effectiveness. Task Focus
Processing information, organizing tasks, and managing resources to deliver high-quality results in a timely manner. Self Focus
Building knowledge, awareness, and technical skills to be proficient, credible, and relevant in a field of work. Possessing characteristics that contribute to personal effectiveness Example: Coordinators & Organizers Role requires these knowledge, skills and behaviors:<br>
slide33. Competency Dictionary Will Drive Conversation Defining critical behaviors makes it easier to talk about them Leadership
Inspiring and Motivating
Empowerment
Influencing
Visioning
Change Leadership
Talent Development
Relationships
Customer/Client Focus
Building Trust
Relationship Building
Collaboration
Teaming
Communication
Active Listening
Presentation Skills
Providing Directions & Expectations
Handling Difficult Conversation
Planning & Managing Work
Planning and Organization
Managing Work
Strategic Awareness & Alignment
Drives Results
Designing Processes
Analyzing Information
Systems Thinking
Financial Acumen
Analytical Thinking
Problem Solving
Decision Making
Flexibility & Creativity
Flexibility
Learning Agility
Innovation
Personal Characteristics
Confidence
Persistence
Self-Awareness
Professional Courage
Positive Interaction Each competency is defined
Customer/Client Focus
Establishes productive customer relationships by effectively meeting needs and taking responsibility for satisfaction
Performance Criterion
Gets first-hand customer information and uses it for improvements
Acts promptly with customers in mind
Handles upset customers by hearing the customer out, empathizing, apologizing, and taking responsibility for resolving issues Competencies can be integrated with key processes<br>
slide34. Example: A Finance Skills certificate may be earned when an employee has accumulated 15 of these badges: Certificates can be awarded when a certain number of badges have been earned.

A badge can be issued for a training event, demonstrated skill, or other achievement. Certificates Will Create Interest and Build Skills A collection of knowledge, skills and behaviors can be rewarded with a certificate Budget Packet & Reconciliation
Campus Budgeting
Fund Balance Workshop
COA Fundamentals
Reporting Fundamentals
Grant Fundamentals
Accounting with the New COA
Manager Self-Service Costing
Payment Dashboard
Individual Compensation Distribution Reporting Analytics
Bobcat Buy
Workforce
Concur
PCard
Purchase Orders
Cash Management
Signature Authority
Sub-certification
Costing Budget<br>
slide35. Questions? Amanda Davis
davisa6@ohio.edu
(740) 593-9581

Lewis Mangen
mangen@ohio.edu
(740) 593-1627

professionaldevelopment@ohio.edu<br>
slide36. Payroll Year End Announcements Bridget Driggs, Payroll Operations Manager<br>
slide37. Agenda Winter Break Closure
Payroll Calendar for Calendar Year 2018
2018 IRS Limits
Tax Year End Reminders<br>
slide38. Winter Break Closure Administrative Employees:
Less than 1 year of service will be paid for 3 days of WBC – Do not enter time in Absence Management.
1 year or more of service – will be paid for 2 days for WBC, and 1 vacation day. The vacation accrual for December 31 will be used to cover the third day. The employee will not see an accrual and employee will not need to enter time in Absence Management.
Admin Hourly Employees:
Less than 1 year of service will be paid for 3 days of WBC
Timesheet should use pay code “other” with WBC in the comment field
1 year of continuous service: 2 WBC days paid, 1 vacation day used for the third day
Use pay code “other” and enter WBC in the comment field for the 2 days
Use the pay code “vacation” for the third day<br>
slide39. Biweekly Employees (Classified Non-Bargaining Unit & FOP):

Less than 10 years of service: 3 WBC days paid
Timesheet should use pay code “other” with WBC in the comment field
10 years or more of service: 2 WBC days paid, 1 vacation day used for the third day
Use pay code “other” and enter WBC in the comment field for the 2 days
Use the pay code “vacation” for the third day

Biweekly Employees (AFSCME):
The Bargaining Unit will be given an additional two (2) days off with pay to be designated as “Winter Break Closure” days. Timesheet should use pay code “other” with WBC in the comment field.
Bargaining Unit Employees will use their Birthday holiday, vacation, compensatory time, or personal leave for the third non-holiday day the University is closed during Winter Break Closure.<br>
slide41. Payroll Calendar for Calendar Year 2018 Available on the Payroll website:
https://www.ohio.edu/hr/payroll/payroll_calendar.cfm<br>
slide42. 2018 IRS Limits 401(k) Plan Employee Limit: $18,500
401(k), 403b, or 457 Catch-Up (over 50 years old): $6,000
403(b) Employee Limit: $18,500
457 Employee Limit: $18,500
Total Employee and Employer Contributions: $55,000<br>
slide43. Tax Year End Reminders Make sure your address is accurate in My Personal Information
Payroll will send an email out on or before December 15 to remind all employees
For electronic delivery of W2s
Log in to My Personal Information
Other Misc. Information
OU Electronic Consent
Select “Update” (if it is not “Yes”)
Mark this Y for yes
Click “Apply”
Click on “Next” at the bottom of the screen
Review and Click “Submit”<br>
slide44. Questions? Bridget Driggs
Payroll Operations Managerdriggsb@ohio.edu<br>
slide45. Capital Project Process and System Development Rachel Patrick, Project Manager Finance and Administration<br>
slide46. Capital Project Process and System Development A new Project Initiation Form (PIF) and Project Authorization Request (PAR) process is live with a new Project Initiation Guidance webpage
e-Builder, system for capital project implementation, will go live February 1, 2018 with 15 pilot projects
Processes that will utilize the system include, but are not limited to, the following:
Vendor selection
Contract approval
Change order processing
Billings (internal and external)
Project close-out
Design review
Who will utilize e-Builder?
Architecture, Design and Construction
Capital Project Finance
Clients
Vendors
To help facilitate efficient project flow from planning to implementation, business processes and guiding documentation will be finalized and approved
Other System Development:
Capital Planning Database, a central repository for capital plan data and project projections, is scheduled to go live April 1, 2018<br>
slide47. Financial System Enhancements Leigh Casal, Change Management AssociateFinance & Administration
Renee Mascari, Project Management TeamInformation Technology<br>
slide48. Agenda Project Update
OBI Financial Dashboards and Pages
Training update
Go Live Preparation
Questions<br>
slide49. Project update On target for December 12 go live
Object Lookup, Conversion Lookup and Cost Center Lookup available in OBI and is open to all faculty/staff via Finance Lookups Dashbord
Mail Barcode application now requires new account string
REMINDER: The final run of FMS Reports occurred for November close. Reports are being replaced in OBI and available via Financial Dashboards<br>
slide50. OBI Financial Dashboards & Pages Available to all Faculty & Staff Access determined by Planning Unit CFAO *Currently available. Others will be available on 12/12<br>
slide51. Systems available during cutover<br>
slide52. Systems unavailable during cutover<br>
slide53. Systems unavailable during cutover<br>
slide54. Training Financial Approvers: 9/28 – 10/2: COMPLETE
Chart of Accounts Fundamentals: 10/19 - 10/27 COMPLETE
Grants Accounting Fundamentals: 10/24 – 11/2 COMPLETE
Accounting with the new COA: 11/27 – 12/1 COMPLETE
Casual User Systems & Tools: 12/5 - 12/11 IN PROGRESS
Function Deep Dive: 12/7 – 12/11
Report Fundamentals: 12/13 – 12/18
Internal Awards Set-up: February
Faculty Training: February

RECURRING SCHEDULE AFTER GO LIVE Invitations based on CFAO/Change Network discretion<br>
slide55. COA & Grants Fundamentals Training Feedback COA Fundamentals Training Completed (10/19-10/27)
334 out of 409 attended
Quality of Training:
42% = Excellent
46% = Good
10.4% = Average
0.6% = Poor
Grants Fundamentals Training Completed (10/24-11/2)
180 out of 270 attended
Quality of Training:
23% = Excellent
69% = Good
8% = Average
0% = Poor<br>
slide56. Go Live Preparation for campus Owned by Project Team
Website: FAQS, PPTS, QRGS, Forms: In Progress
Direct Emails:
FinanceNews distribution list daily update
Go Live Message from Deb on 12/12
Articles in Compass & Business Matters
Open Labs: Scheduled<br>
slide57. Support Path for Campus<br>
slide58. COA Resources COA Website:
https://www.ohio.edu/finance/coa/

All COA information posted on website
Utilize site to check on COA project news and updates.
FAQs
Change Network
Segment overviews

Questions?
Email COA@ohio.edu<br>
slide59. Next Business Forum Thursday, February 15, 2018 10 a.m.-12 p.m.
HRTC 141-45<br>