Transition Advisory Team

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July 22, 2013, Final Meeting Presentation

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  • Need for consolidation
  • Need for consolidation
  • Transition Advisory Team

    1. 1. LSU TRANSITION ADVISORY TEAM July 22, 2013| 2:00 p.m. to 4:00 p.m. | Energy, Coast & Environment Building
    2. 2. Dr. William “Bill” Jenkins Chairman, LSU Transition Advisory Team WELCOME
    3. 3. Dr. Christel Slaughter SSA Consultants AGENDA REVIEW
    4. 4. Agenda  Presentation of Transformation Priorities  LSU2015 Vision, Tenets, and Foundational Issues  Next Steps 4
    5. 5. Dr. Christel Slaughter SSA Consultants Transformation Priorities
    6. 6. Dr. William “Bill” Jenkins, Dr. Lester W. Johnson Co-Chairs, Academic Subcommittee Transformation Priorities: Academic Subcommittee
    7. 7. Escalators to Excellence 7  The Academic Subcommittee compiled a list of study topics that combines aspiration with practicality and suggests the creation of task forces to recommend and encourage bold reforms. These task forces should be:  Faculty driven and representative of various campuses and administrators, and  Utilize the institutional knowledge and expertise of the Academic Subcommittee as appropriate.
    8. 8. Escalators to Excellence (continued) 8 1. The relation of system and statewide curricula to campus missions 2. The definition of “academic”, i.e., classroom, laboratory work, field work, service, and other alternatives 3. Working conditions and required resources for education-delivering professionals 4. System and statewide course numbering and articulation 5. Professional education: developing curricula that relate to law, medicine, engineering, education, graduate study, etc.
    9. 9. Escalators to Excellence (continued) 9 6. Reaching out to businesses to bring the academic project onto industrial or work sites using multiple education delivery methods, including online 7. Stimulate dual degree programs at the advanced level 8. Maximizing the role of Agriculture and Extension education outreach 9. Graduate and professional education in Louisiana: promoting advanced study of the kind that increases income and tax revenues
    10. 10. Escalators to Excellence (continued) 10 10. Basic research: promoting the academic project (including the recruitment of students) in important fields that enjoy limited economic visibility 11. Finding new systems for faculty vetting, approval, and management of quickly-changing curricula 12. Maintaining tenure so as to encourage innovative research and an academic culture committed to critical thinking but also allowing flexible, rolling, and non-traditional contracts
    11. 11. Dr. James W. “Jim” Firnberg Chair, Research and Discovery Subcommittee Transformation Priorities: Research and Discovery Subcommittee
    12. 12. Building a Globally Competitive LSU Research Enterprise 12
    13. 13. Building a Globally Competitive LSU Research Enterprise (continued)  Create the infrastructure required to capture LSU’s $250 to $350M share of competitively funded research support dollars  Stabilize the faculty $12 to $55M  Provide a new level of investment in research faculty $40 to $200M  Add graduate students  Expand undergraduate research  Strengthen administrative support 13
    14. 14. Focus Research on Priority Areas  As LSU builds its research enterprise, investments that are focused in targeted areas will allow for clustering of researchers and discoveries that will produce significant returns on those investments over time.  Coastal and Environmental Science and Engineering  Biological, Biotechnological, and Biomedical Research  Energy  Computation and Digital Media  Arts and Humanities  Agricultural and Natural Resources 14
    15. 15. Lt. Gen. Russel L. Honoré, Carroll Suggs Co-Chairs, Student Experience Subcommittee Transformation Priorities: Student Experience Subcommittee
    16. 16. Recruit Aggressively for All Campuses 16  Increase undergraduate and graduate student populations consistent with campus missions  Compete for top students nationally and internationally to raise graduation rates and increase revenue from out-of-state tuition (A&M campus)  Additional resource needs  Expand recruiting staff  The investment in one recruiter is recouped with addition of three out-of- state students or six in-state students (A&M example)  Increase the availability of scholarships  Provide technical assistance to all campuses  Opportunities such as undergraduate research or global experiences
    17. 17. Improve Student Retention and Graduation Rates 17  Maintain and enhance the student environment that promotes retention and graduation through quality resources, supports, opportunities, and ease of navigation  Key areas of opportunity  Financial aid  Residential dorms  Facilities such as libraries and recreational centers  Activities and environment that promote campus community  Student-friendly navigation tools  Early identification and intervention to address student difficulty
    18. 18. Expand Focus on Serving Non-Traditional Students 18  Creating value for the non-traditional students of the future  Availability of quality online courses  Dedicated staff resources  Investment in faculty for course development  Utilize Coursera in a blended model of education  A 24/7/365 university with Saturday and evening course offerings  Experiential learning and competency assessments for course credit  Support system for first generation college and English as a second language students  Blending high school and/or work with college credit  Attracting non-completers with innovative solutions
    19. 19. William M. Comegys III, William L. “Bill” Silvia Co-Chairs, Operations and Technology Subcommittee Transformation Priorities: Operations and Technology Subcommittee
    20. 20. Pilot Procurement Code, Implement eProcurement and Conduct Spend Analysis 20  The Division of Administration and the Board of Regents have approved LSU as the initial qualifying institution to adopt a Pilot Procurement Code  LSU has purchased the license and implementation services for an electronic procurement system; “go live” in July for the LSU campus and Shared Services institutions  Making this eProcurement system available to all LSU institutions would require additional software licensure to enable all institutions to operate under one system  Utilize the spend analysis tools available with LSU’s membership with the Education Advisory Board and their sourcing and spend analytic staff  Estimated savings: $30M over five years
    21. 21. Capture Risk Management Savings 21  Risk management is an area that needs additional study and holds promise for significant cost savings  LSU A&M, System, and Law compare favorably with other universities on total recordable cases; however, rates of major industries are considerably better than LSU  Industry experts in Louisiana have offered to help LSU develop a more robust safety program and thereby reduce expenses, lost time, etc.  Establish a group of subject-matter experts to investigate loss trends, patterns, and opportunities for improvement, as well as autonomies created by the Grad Act 2.0
    22. 22. Project a Single, Globally Competitive LSU 22  LSU has an opportunity to build a stronger, more consistent brand that reflects LSU’s unique strengths and contributions  Adopt a “hub and spokes” model to execute branding, strategic communications, and governmental relations across the LSU enterprise  Speak with one coherent voice but listen with many ears (campuses)  Centralized brand management with a coherent web presence  Leverage statewide footprint to promote a single set of legislative priorities supported by all campuses  Reestablish a federal office to promote LSU on the national stage, shape public policy, and serve as an expert resource  Requires a plan, timeline, budget, and coordinated approach
    23. 23. Project a Single, Globally Competitive LSU (continued) 23
    24. 24. Project a Single, Globally Competitive LSU 24
    25. 25. 25 Project a Single, Globally Competitive LSU (continued)
    26. 26. 26 Project a Single, Globally Competitive LSU (continued)
    27. 27. Establish a Service Model Research Corporation (Foundation) 27  Commercialization is a race to the market; first to market is everything and there are no prizes for second place  LSU should reinvent its commercialization and technology transfer system to include:  A new level of leadership commitment to commercialization and technology transfer  A new service model research foundation (to support onsite campus resources) that will be designed to proactively and efficiently deliver the technical administrative services (marketing, legal, etc.) vital to building a top tier commercialization and tech transfer system  The foundation’s operating budget should be self-sustaining and should grow with the total license and royalty revenues
    28. 28. G. Lee Griffin, Clarence P. Cazalot, Jr. Co-Chairs, Finance and Revenue Subcommittee Transformation Priorities: Finance and Revenue Subcommittee
    29. 29. Generate New Revenue 29  Identify and evaluate innovative opportunities to generate new revenue  Monetizing assets (parking, residence halls, etc.)  Turning cost centers into revenue producers (campus health center, administrative services, energy, bandwidth, computational capacity, etc.)  Differential instructional cost and distance learning  Asset conversion (property, buildings, etc.)  Joint venture real estate developments  Develop an advisory team of independent experts  Corporate sponsored research and discovery, customized coursework, training, and consulting
    30. 30. Generate New Revenue (continued) 30  Build foundation assets and endowments across LSU’s multiple foundations through stronger affiliation agreements and focused efforts in institutional advancement
    31. 31. Generate New Revenue (continued) 31
    32. 32. Build and Maintain a Big Data Strategic Initiative 32  Build and maintain a big data strategic advantage that attracts top students, faculty, researchers, and entrepreneurs  ROI to LSU  Faculty recruitment and retention  Creation of new knowledge  Technology transfer  Collaborative research and larger grants  Approximate cost: $5M capital and $1M annual for storage and qualified IT and library staff
    33. 33. Modernize Enterprise Information Systems 33  Avoid potential catastrophic failure of university processes  A modern suite of enterprise information systems would facilitate efficient and effective day-to-day operations and collaboration across the University  Adopt hosted/outsourced IT system support models  A multi-source, phased approach  The first phase will cost approximately $6M to $8M for acquisition/implementation (including infrastructure)  A recurring cost of $2.5M to $3M per year
    34. 34. Network Bandwidth: Connecting All Campuses 34  The Louisiana Optical Network Initiative (LONI) sought to connect research institutions via high speed/high capacity fiber optic cable to facilitate cross-campus research and collaboration  Not all LSU campuses have adequate bandwidth to connect to LONI or take advantage of LSU’s shared services, including:  LSU Shreveport, LSU Alexandria, LSU Eunice, and Pennington Biomedical Research Center  Investment estimate  $5.5M to $7.5M capital  $25,000 annually
    35. 35. Build an IT Governance Model 35  Develop and implement an IT governance model that supports the realigning and reorganizing of LSU  The organizational model should allow for each campus to have sufficient autonomy to carry out its respective mission and to address the unique needs of the campus, while keeping in mind the goal “…to build a single, statewide globally competitive LSU”  LSU’s senior leadership and key stakeholders from the campuses must be involved in this governance model to ensure that IT strategies and plans deliver needed support to achieve the LSU2015 vision
    36. 36. Streamline HR Decision Making 36  Redevelop LSU’s HR function into a new model that allows for greater equity and efficiency and will enhance LSU’s ability to compete for the best and brightest  Eliminate bottlenecks at the system and chancellor levels  Delegate approvals and authority while providing adequate oversight  Require Board reporting and President’s approval for transactions at the executive level, for chancellors and head coaches/athletic director
    37. 37. Streamline HR Decision Making (continued) 37  Recommendations include delegating authority to Chancellors for all actions involving unclassified employees with a few exceptions, including:  Appointments with base salaries above $250,000  Vice Chancellors and other campus-wide executive level appointments must be approved by President  Appointment and termination of tenured faculty, as well as granting tenure to an existing faculty member or promotions in faculty rank must be approved by the President
    38. 38. Adopt Revised Permanent Memoranda (PMs) 38  Permanent Memoranda (PMs) provide recommendations, guidelines, minimum criteria, and operating procedures  Proposed PM revisions would:  Allow the Board of Supervisors to maintain focus on governance and strategic goals  Provide guidance for administration and staff in day-to-day management activities  Reflect best practices including the promotion of a flatter organization  Offer easy access, clear direction, and regular updates with all campuses having a seat at the table
    39. 39. Dr. Christel Slaughter SSA Consultants LSU2015 Vision, Tenets, and Foundational Issues
    40. 40. LSU2015 Vision Statement and Tenets 40  LSU will be a statewide, integrated university, recognized by peer institutions, faculty, students, and employers for its high level of academic achievement, focused research excellence, commitment to service, rich culture, and bold enterprise. To this end, LSU will:  Build a faculty and learning environment that inspires academic excellence  Provide a student experience that supports lifetimes of success and understanding  Produce collaborative and cross-unit discoveries that solve Louisiana’s and the world’s most pressing challenges  Fuel Louisiana’s economic development  Build a cohesive, accountable, and sustainable operating model for the 21st century
    41. 41. Four Foundational Issues 41 1. High-Performance Culture 2. Management Model 3. Funding 4. Academic Program and Faculty Productivity Evaluation
    42. 42. Review Process 42  The Transition Advisory Team recommends the LSU Board of Supervisors receives quarterly progress updates on adopted transformation priorities.
    43. 43. Dr. Christel Slaughter SSA Consultants Next Steps

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