Transition Advisory Team

LSU TRANSITION ADVISORY TEAMJuly 22, 2013| 2:00 p.m. to 4:00 p.m. | Energy, Coast & Environment Building

Dr. William “Bill” JenkinsChairman, LSU Transition Advisory Team

WELCOME

Dr. Christel SlaughterSSA Consultants

AGENDA REVIEW

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Agenda

Presentation of Transformation Priorities LSU2015 Vision, Tenets, and Foundational Issues Next Steps


Transformation Priorities

Dr. William “Bill” Jenkins, Dr. Lester W. JohnsonCo-Chairs, Academic Subcommittee

Transformation Priorities:Academic Subcommittee

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Escalators to Excellence

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.

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Escalators to Excellence (continued)

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 articulation5. Professional education: developing curricula that relate

to law, medicine, engineering, education, graduate study, etc.

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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 level8. Maximizing the role of Agriculture and Extension

education outreach9. Graduate and professional education in Louisiana:

promoting advanced study of the kind that increases income and tax revenues

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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

Dr. James W. “Jim” FirnbergChair, Research and Discovery Subcommittee

Transformation Priorities:Research and Discovery Subcommittee

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Building a Globally Competitive LSU Research Enterprise

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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

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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

Lt. Gen. Russel L. Honoré, Carroll SuggsCo-Chairs, Student Experience Subcommittee

Transformation Priorities:Student Experience Subcommittee

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Recruit Aggressively for All Campuses

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

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Improve Student Retention and Graduation Rates 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

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Expand Focus on Serving Non-Traditional Students 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

William M. Comegys III, William L. “Bill” SilviaCo-Chairs, Operations and Technology Subcommittee

Transformation Priorities:Operations and Technology Subcommittee

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Pilot Procurement Code, Implement eProcurement and Conduct Spend Analysis

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

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Capture Risk Management Savings

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

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Project a Single, Globally Competitive LSU

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

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Project a Single, Globally Competitive LSU (continued)

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Project a Single, Globally Competitive LSU

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Establish a Service Model Research Corporation (Foundation)

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

G. Lee Griffin, Clarence P. Cazalot, Jr.Co-Chairs, Finance and Revenue Subcommittee

Transformation Priorities:Finance and Revenue Subcommittee

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Generate New Revenue

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

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Generate New Revenue (continued)

Build foundation assets and endowments across LSU’s multiple foundations through stronger affiliation agreements and focused efforts in institutional advancement

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Generate New Revenue (continued)

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Build and Maintain a Big Data Strategic Initiative

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

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Modernize Enterprise Information Systems

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

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Network Bandwidth: Connecting All Campuses

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

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Build an IT Governance Model

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

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Streamline HR Decision Making

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

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Streamline HR Decision Making (continued)

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

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Adopt Revised Permanent Memoranda (PMs) 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


LSU2015 Vision, Tenets,and Foundational Issues

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LSU2015 Vision Statement and Tenets

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

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Four Foundational Issues

1. High-Performance Culture2. Management Model3. Funding4. Academic Program and Faculty Productivity Evaluation

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Review Process

The Transition Advisory Team recommends the LSU Board of Supervisors receives quarterly progress updates on adopted transformation priorities.


Next Steps

Transition Advisory Team

Education

Transcript of Transition Advisory Team