DRAFT 2-28

F&A Priorities Team
Two Tier Retreat
January 17, 2005

Team Members: Eron Brennan, Laurie Carr, Lisa Donovan, Meg McClellan, John Pereira, Steve Sadler.

Goal:  Provide a road map for how F&A should set its high level priorities and give some feedback as to what the high level priorities should be.  Do not define a detailed process; rather focus on a practical approach to determining priorities.

Background:  At the two tier retreat on January 17, 2005, we were given a summary of the potential “F&A Key Initiatives.”  We also heard from several F&A customers about what our priorities should be. The common themes from customers were:  Improved communication; better financial tools; efficient, available, better training on F&A procedures; understand and/or reduce overhead; help with the reorganization; and assistance with the space planning process.

We propose the following approach for F& A to determine its high level priorities. 

A.   F & A Management Team Approach

1. Determine short-term and long-term priorities by department and roll up into priorities for all of F&A.  Common goals will emerge, and determine priorities from these goals.  (See process for Departmental Approach below.)
2. F&A Management Council (FMC) reviews and set priorities based on the following criteria and “bottom to top” feedback from the departments.
   1. How does the action item align with F&A’s strategic plan or a specific need, or theme?  Directly or peripherally?
   2. What are the urgent needs of a customer or the organization? Do we need to fix something right way? -- it will take priority over a short or long term goal.
   3. Will the action produce measurable or noticeable results?  How will we, or our customers/partners know that something has taken place?  (Don’t be shy about going for immediate, measurable success, low hanging fruit.)
   4. What is the scope of the impact that the action item will have?  Will there be a specific detailed impact on a small portion of our operations or customer base, or a more global impact (within the broad UCAR Community – NCAR, UOP)?
   5. Is there a financial impact that would limit the extent to which the action item could be carried out?  It may be better to postpone an action if it cannot be fully implemented.
3. Determine the priorities and send it back to all of F&A “top to bottom” via K. Schmoll.
4. After all departments have weighed in, FMC should discuss and come to general agreement on the priorities and make recommendations to K. Schmoll. 
5. K. Schmoll will then determine the final priorities and work with individual directors to implement.
6. The priorities should be reviewed quarterly to reassess, and the process of setting priorities should be evaluated once a year for effectiveness.

B.  Departmental Approach

1. Identify who within the department is in the best position to understand or determine the needs to be prioritized.  Assemble a team of those in the know.
2. Determine department priorities using same process as set for in section A.2.  In addition, departments should define and prioritize customers/partners.  Who should benefit from the strategy, who are you trying to please?  For example: President’s Council, UMC, Administrators, Scientists, NSF, Regulatory, F&A.
3. Each departmental team should share the results with the rest of the department and get some majority level of agreement.
4. Once each department has come to agreement, the director should bring his/her documentation and justification to FMC.  Included should be cost benefit analysis and resource requirements.  (Go back to A.1.)

C. Communication Strategy to communicate F&A’s priorities

1. Internal.  K Schmoll could provide all of F&A with an update of current hot topics, major projects, upcoming events and short-term and long-term priorities as determined by the FMC.  That would bring better support and understanding of stresses and timelines each F&A department faces. (Town meetings, F&A Two Tier Retreat, all F&A emails)
2. External.  Have the different functional areas of F&A “promote” what “we can do for you.”  Invite ourselves to Administrator meetings.  Give Administrators a heads-up of what’s coming down the line, what to expect, notify them of changes, include them in the change process, etc.
3. External. Another approach would be to conduct an educational series on the functional areas of F&A for the organization; what we do, discuss procedures that cause problems, review procedures that are redundant and cumbersome.  (Similar to leadership academy?)
4. External.  Present priorities and updates to the UMC on an annual or as-needed basis.