The Transition Advisory Team met to discuss transformation priorities for LSU. They reviewed recommendations from subcommittees on academics, research, student experience, operations/technology, and finance. The recommendations included increasing research funding, focusing research on priority areas, improving student recruitment and retention, expanding online courses, streamlining procurement, and generating new revenue sources. Next steps include the Board of Supervisors receiving quarterly updates on progress implementing the transformation priorities.
Changing the Conversation: Making the Case for Funding Deferred Maintenance [...Sightlines
We are at a unique point in the history of managing higher education campuses. Two historic waves of building construction, 1955-1975, and 1995-2010 are increasing demands for capital investments at a time when resources available are limited. Traditional strategies for funding deferred maintenance (DM) will not work in the future. There is just too much backlog to be addressed at the time life cycles of newer buildings are coming due.
Facilities leaders know that there is a cost of waiting to fund DM projects: higher capital costs, program disruption and higher operational costs. But making the case to senior management for funding facilities sooner rather than later is a challenge as they try to balance funding facilities vs. funding faculty salaries and increase student financial aid.
In this session, participants learn from facilities leaders from California public and private campuses who have worked with Sightlines to package the DM needs into investment portfolios and successfully make the case for funding.
Academic excellence through improved ecosystem and faculty engagement (4)Thanikachalam Vedhathiri
Engineering institutes have to establish an improved academic ecosystem for faculty development. Without such transformations, the faculty members can not become leaders who have to focus on graduate students, consultancy projects, interdisciplinary research, intellectual property development, and internal revenue generation.
Changing the Conversation: Making the Case for Funding Deferred Maintenance [...Sightlines
We are at a unique point in the history of managing higher education campuses. Two historic waves of building construction, 1955-1975, and 1995-2010 are increasing demands for capital investments at a time when resources available are limited. Traditional strategies for funding deferred maintenance (DM) will not work in the future. There is just too much backlog to be addressed at the time life cycles of newer buildings are coming due.
Facilities leaders know that there is a cost of waiting to fund DM projects: higher capital costs, program disruption and higher operational costs. But making the case to senior management for funding facilities sooner rather than later is a challenge as they try to balance funding facilities vs. funding faculty salaries and increase student financial aid.
In this session, participants learn from facilities leaders from California public and private campuses who have worked with Sightlines to package the DM needs into investment portfolios and successfully make the case for funding.
Academic excellence through improved ecosystem and faculty engagement (4)Thanikachalam Vedhathiri
Engineering institutes have to establish an improved academic ecosystem for faculty development. Without such transformations, the faculty members can not become leaders who have to focus on graduate students, consultancy projects, interdisciplinary research, intellectual property development, and internal revenue generation.
Current narratives in HE are moving beyond a narrow focus on securing employment for students to include them developing a wider and more holistic set of 'attributes'. This brief presentation summarises this trend and explore some of the challenges and future trends that may result.
A presentation to the Alliance for Permanent Access to the Records of Science on the ongoing work of the Blue Ribbon Task Force on Sustainable Digital Preservation and Access
Brian Yolitz, MnSCU Associate Vice Chancellor of Facilities
This presentation will focus on and answer questions about the MnSCU system’s legislative capital bonding request.
Current narratives in HE are moving beyond a narrow focus on securing employment for students to include them developing a wider and more holistic set of 'attributes'. This brief presentation summarises this trend and explore some of the challenges and future trends that may result.
A presentation to the Alliance for Permanent Access to the Records of Science on the ongoing work of the Blue Ribbon Task Force on Sustainable Digital Preservation and Access
Brian Yolitz, MnSCU Associate Vice Chancellor of Facilities
This presentation will focus on and answer questions about the MnSCU system’s legislative capital bonding request.
Bridging the Silos: Creating Sustainable Research Infrastructure with Implications for Digital Scholarship - presentation given at the Educause Mid-Atlantic Regional Conference Jan 2010, Baltimore MD. Referenced by inside higher ed here:
http://www.insidehighered.com/news/2010/01/18/silos
Take Control of Your Facilities: Explore the Tools for Creating a New Convers...Sightlines
With the expansion in college and university square footage, physical assets make up a greater portion of institutional wealth than ever before with values several times most endowments. However, with the ongoing needs brought about by a larger footprint, and challenges to operating and capital funding alike, it has never been so important to have an effective partnership between the CFO and Chief Facilities Officer.
Learn how institutional leader are utilizing a new breed of facilities intelligence solutions to provide the same level of analytical rigor to facilities that most institutions already have for financial assets.
Webinar attendees will leave with an understanding of national trends affecting physical plant and how a new conversation can be created on your campus to assess performance, discover opportunities, and create lasting change.
Partnership & Collaboration in Moodle Development: Making it WorkJohn Whitmer, Ed.D.
Presentation by Kathy Fernandes (CSU Office of the Chancellor), Andrew Roderick (San Francisco State University), and John Whitmer (CSU Office of the Chancellor)
US West Coast MoodleMoot 2011 (July 2011, Rohnert Park, CA)
As an open source application, Moodle has strong potential for collaborative partnerships, support services, and code development. This presentation will describe one year in the life of California State University Moodle Collaborations. Over the past year, the CSU has developed a governance process and established a new organizational culture while working on code development, training materials, migration tool, and expertise collaboration. We will discuss the balance of central coordination and campus leadership, technical issues and opportunities, and plans for the future.
Running head RECOMMENDATIONS, STRATEGIES AND STANDARDS 6.docxjeanettehully
Running head: RECOMMENDATIONS, STRATEGIES AND STANDARDS 6
RECOMMENDATIONS, STRATEGIES, AND STANDARDS
Deanna Buchanan
Southern New Hamphsire University
Recommendations
Recommendations are made for a group of people or an individual, and this is done for a particular purpose. Recommendations are made to improve certain areas that may not be running accordingly, and this helps to improve performance.
Specific recommendations that would lead to the improvement of the academic program.
The group of people who were giving recommendations found put that there was a difference between the learning centers and the learners in these centers. There was a difference between schools owned privately and those owned by members of the society, and this also leads to a different mode of offering education. One of the recommendations is to teach students to use technology and thus gain engineering skills as well as use mathematical concepts in making innovations. The creation of the curriculum should be an obligation of all the people involved, and this helps in engaging everybody in decision making. The learners should dedicate their actions to learning, and the management should support the students so that they can give their best and thus achieve the best results.
a) General recommendations
Criticism of the efficiency of education should be made based on academic excellence and the degree of learners. Learners who have excelled have good results, and a good understanding of concepts learned in class. They also apply these concepts in their day to day lives. Various ways of giving knowledge as well as criticizing should be used.
The STEM (science, technology, engineering, and mathematics) should be used to assign objectives and to understand the process. Nobody can apply or use a method they do not understand, and this means that one has to study it well before using the concepts to be creative and innovative. Innovation leads to advancement in science, technology, economy and even personal growth. Teachers should ensure they enhance the process they use in teaching and also reward students they teach in their institutions by offering them opportunities to further their studies.
b) Recommendations to the academic department managers, supervisors of various bodies, and department heads.
The leadership of various departments should provide conditions favorable for the students to contribute towards the improvement and growth of the institution by publishing results of research that they do, and this helps to show to the world what the institution is doing in terms of research. This attracts financiers and helps to advance the students career-wise and in their personal life. The institution management should come up with programs that enhance innovation among the students. The programs should be related to the four areas in STEM.The administration should also dedicate resources for the improvement of the overall educational status — for example, ...
Learn@UW Executive Committee Roadmap Presentation, July 2014Tanya Joosten
I chaired a strategic visioning process as a member of the Learn@UW Executive Committee for UW System in 2013-2014. See https://www.wisconsin.edu/systemwide-it/projects/academic-roadmap/ for more information.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
6. Dr. William “Bill” Jenkins, Dr. Lester W. Johnson
Co-Chairs, Academic Subcommittee
Transformation Priorities:
Academic Subcommittee
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. 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. 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. 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. Dr. James W. “Jim” Firnberg
Chair, Research and Discovery Subcommittee
Transformation Priorities:
Research and
Discovery Subcommittee
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. 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. Lt. Gen. Russel L. Honoré, Carroll Suggs
Co-Chairs, Student Experience Subcommittee
Transformation Priorities:
Student Experience
Subcommittee
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. 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. 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. William M. Comegys III, William L. “Bill” Silvia
Co-Chairs, Operations and Technology Subcommittee
Transformation Priorities:
Operations and
Technology Subcommittee
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. 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. 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
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. G. Lee Griffin, Clarence P. Cazalot, Jr.
Co-Chairs, Finance and Revenue Subcommittee
Transformation Priorities:
Finance and
Revenue Subcommittee
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. 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
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. 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. 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. 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. 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. 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. 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
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. Four Foundational Issues
41
1. High-Performance Culture
2. Management Model
3. Funding
4. Academic Program and Faculty Productivity Evaluation
42. Review Process
42
The Transition Advisory Team recommends the LSU Board of
Supervisors receives quarterly progress updates on adopted
transformation priorities.