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A Progression of Cost Savings Initiatives


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Leaders from two Huron Education clients – Georgia Tech and Northern Kentucky University – described to large audiences at the annual meeting of the National Association of College and University Business Officers (NACUBO) initiatives they have undertaken that are resulting in greater efficiency and administrative cost reductions.

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A Progression of Cost Savings Initiatives

  1. 1. The Relentless Pursuit ofInstitutional EffectivenessSteven G. Swant, Georgia Institute of TechnologyLisa Sills, Georgia Tech Research InstituteAmir Rahnamay-Azar, Georgia Institute of TechnologyDavid Moore, Georgia Institute of TechnologyWilliam Jenkins, Huron Consulting
  2. 2. Agenda From Institute Strategic Plan to Strategic Business and Operations Framework...  Background and Process  Overview of Framework Panel Discussion  Creating shared goals  Sharing a common understanding of “business”  Where we go from here Open Q&A
  3. 3. Georgia Tech in Brief Students •20,941 – Fall 2011 •67% undergraduate, 33% graduate •8,500+ housed in campus housing Academics •1,048 faculty •5,399 degrees conferred (2011) •Six Colleges, Library, Professional Education Research •$568M research expenditures (FY2011) •2,905 awards Operations •400 acre campus in Atlanta - 237 buildings, 14.7M gsf •$1.287B revenues (FY2011) •6,317 staff Source: 2011 Georgia Tech Fact Book
  4. 4. Context at the Time Bottom line… A recognition that the environment was changing…rapid and meaningful change was ahead  Recession… State funding reductions  Leadership change… key executive positions; new strategic plan initiative  Larger enterprise… requiring greater sophistication in process, tools, people, etc.
  5. 5. Strategic Vision and Plan: 2035 Vision and Mission Statements… “Georgia Tech will define the technological research university of the 21st century…” Georgia Tech… will realize our motto of “Progress and Service” through effectiveness and innovation… We will be leaders…
  6. 6. Strategic Vision and Plan: 2035 Underlying Values…  Integrity  Excellence  Impact  Innovation  Entrepreneurship  Leadership  Community
  7. 7. Strategic Vision and Plan: 2035  Emphasis… act as “One Georgia Tech”  Goals: 1. Be Among the Most Highly Respected Technology- Focused Learning Institutions in the World 2. Sustain and Enhance Excellence in Scholarship and Research 3. Ensure That Innovation, Entrepreneurship, and Public Service are Fundamental Characteristics of Our Graduates 4. Expand Our Global Footprint and Influence to Ensure That We Are Graduating Good Global Citizens 5. Relentlessly Pursue Institutional Effectiveness
  8. 8. A Simple Statement… but with Many Definitions  Executive VP assigned sponsorship  Goal 5: Relentlessly Pursue Institutional Effectiveness  All aspects of our “business” …including academic and research operations  Requires a common definition and conversation  Right people, tools and culture
  9. 9. From an attitude of Continuous Improvementto new culture of Relentless Institutional Pursuit ofEffectiveness 2010’s • “Take It to the Desktop” 2000’s • Strategic Resource • Administrative Allocation Study Systems • Targeted Process 1990’s Improvements Improvements • Continuous • Internal Consulting Improvement Function • Administrative Excellence Task Force
  10. 10. Initial Expectations for the Framework… A requirement for strong and regular communications Shared standards and methods Mutual accountability Shared expectations and ownership Shared understanding of our goals and mission
  11. 11. Essential Steps Based on common Values Strategic Developed Guiding Principles Values to underpin and guide decision-making and action Guiding Principles Best results when all parties have Functional Knowledge Functional of how a university works Knowledge When successful… a Culture Change Culture Change
  12. 12. Framework DevelopmentIdentified a cross-institutional WorkingGroup… tasked to initiate the “conversation andengagement”  …solicit input from campus  …draft initial framework document  …“socialize” concepts and principles  …propose actions going forward
  13. 13. Basis of a Framework… Critical Guiding PrinciplesFinal Draft… People Partnership Communication Accountability Infrastructure Others? …continuing discussions
  14. 14. Basis of a Framework… Other ConclusionsThe Right Culture starts with apartnership…  Create a Bold Vision… and thoughtful plans  Continuously Raise the Bar… continuous assessment and improvement of our processes and practices…create a “learning organization”  Acquire Great People… the importance of attracting, retaining, inspiring, developing the best people, with the most needed skills  Prioritize… what is most important ??
  15. 15. Basis of a Framework… Other ConclusionsImpact to date… Changed the campus dialogue… New basis for performance management discussions and reviews… Increased communications… advisory, consultative, and governance Sharpened current process improvement initiatives… administrative systems; e- procurement; etc.
  16. 16. Basis of a Framework… Other ConclusionsFollow on Actions… IT Governance initiative… resourcing; enterprise system refresh, etc. “People…” strategy discussions; project plans; etc. Research Administration… process and support improvements
  17. 17. PANEL DISCUSSION Strategic Business and Operations Framework web site:
  18. 18. Wrap-up Strategic Business and Operations Framework is a culture change – doing the right business the right way Critical success factors –  A desire for change  The freedom and discipline to be a learning organization  Managing expectations of the community; this is a process / conversation – not a deliverable Goal – to create the best platform for academic and research success
  19. 19. QUESTIONS?