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A Guide to Strategic Transformation At last, a blueprint for radical organizational redesign specifically geared to the nonprofit world. |
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Private Colleges and Universities
BELOIT COLLEGE
The Pappas Consulting Group Inc. was engaged to conduct a strategic
assessment of Beloit College and to recommend a series of action steps
for implementation. The review was prompted, in part, by a North
Central accreditation but was intended to provide advice on
planning/coordination; resource deployment; organization/structure;
communication; teaching/scholarship; and assessment/advancement.
The consulting team conducted extensive interviews and numerous focus
groups. In addition, they reviewed considerable documentation.
While our report focused primarily on some of the major challenges facing Beloit College, we highlighted the following strengths of the College: extraordinarily engaged and articulate students (confirmed both by the student focus group and by a national survey of student engagement, NSSE); talented and dedicated faculty that flourishes in the engaged culture; an administration that is student centered; an attractive and well maintained physical plant; strong student demand; and a balanced, albeit constrained budget.
While our report focused primarily on some of the major challenges facing Beloit College, we highlighted the following strengths of the College: extraordinarily engaged and articulate students (confirmed both by the student focus group and by a national survey of student engagement, NSSE); talented and dedicated faculty that flourishes in the engaged culture; an administration that is student centered; an attractive and well maintained physical plant; strong student demand; and a balanced, albeit constrained budget.
Our Strategic Assessment Report provided recommendations for direct action and others that addressed processes.
COLLEGE OF SAINT BENEDICT AND SAINT JOHN'S UNIVERSITY (A Coordinate University)
The Pappas Consulting Group was engaged to: (1) conduct process
analyses and reorganization design studies for all financial and
administrative functions and activities; (2) create an academic
planning model; and (3) perform a revenue diversity study to find ways
to increase non-tuition revenues.
The Pappas Consulting Group documented the full range of administrative processes conducted by the business and student services offices of these two, loosely affiliated institutions. As an integral part of that analysis, we identified and analyzed the outputs as well as the staff effort associated with each process. As a result of this particular phase of work, the Pappas Consulting Group recommended ways in which administrative processes could be streamlined and, in some cases, reengineered to more effectively and efficiently meet institutional needs and take advantage of emerging technologies.
We also assisted the institutions to develop an academic planning model to facilitate a more effective planning and budgeting process. During this phase of our work, we analyzed historical and anticipated future revenue requirements.
The Pappas Consulting Group documented the full range of administrative processes conducted by the business and student services offices of these two, loosely affiliated institutions. As an integral part of that analysis, we identified and analyzed the outputs as well as the staff effort associated with each process. As a result of this particular phase of work, the Pappas Consulting Group recommended ways in which administrative processes could be streamlined and, in some cases, reengineered to more effectively and efficiently meet institutional needs and take advantage of emerging technologies.
We also assisted the institutions to develop an academic planning model to facilitate a more effective planning and budgeting process. During this phase of our work, we analyzed historical and anticipated future revenue requirements.
During this phase, we enabled the institutions to conduct effective,
coordinated multi-year planning, using our specifically designed
academic planning model. We developed an associated revenue development
plan that incorporated significantly diversified revenue streams.
DEPAUW UNIVERSITY
DePauw University engaged the Pappas Consulting Group to determine how best to utilize technology to improve its administrative operations.
The Pappas Consulting Group assessed the following:
- the overall effectiveness and degree of automation of current business processes
- the scope of technology services and systems now installed
- the currency of those technology services and systems
- the operational difficulties encountered in utilizing these systems
- the unmet needs for technology services and systems
- the evaluation by campus personnel of the desirability and effectiveness of potential solutions to the unmet technology needs
- the hurdles foreseen in effecting change in business processing and technology at the University
The Fielding Graduate Institute, an independent graduate school
offering accredited degrees in psychology and related fields via
distance learning, engaged K. Scott Hughes & Associates and the
Pappas Consulting Group Inc. to help create a new administrative
structure that would support its mission, vision, and values during a
new phase of growth. Consultants worked with Institute faculty and
staff in teams to design paradigms for enrollment/student services,
financial accounting and reporting, payroll and purchasing, and human
resource administrative processing and services.
We developed a new model for the organization,
operations, and staffing of enrollment/student services. Although
the Institute was entrepreneurial in developing the concept of
providing graduate education to adults at their residence, the
administrative structure was organized in the traditional silos found
in most other higher education institutions (e.g., stand-alone
admissions office, financial aid, registrar, bursar, etc.). We
conducted a diagnostic review and then helped to redesign these
processes, with attendant recommendations with a team of Institute
faculty and staff.
We worked in partnership with the client who was responsible for implementation. We helped the team document the enrollment process flow, note the problems, delineate the “fixes”, and reorganize operations and staff jobs. The new model displayed enrollment as a continuum from pre-admission through graduation. It replaced stand-alone offices with one “front office” for student-related recruitment and retention tasks, and a “back room” for processing. The Enrollment Team presented its recommendations to the Transformation Committee (chaired by the President) and received approval for implementation. The Pappas Consulting Group authored the final document containing the diagnostic review and recommendations for restructuring.
We worked in partnership with the client who was responsible for implementation. We helped the team document the enrollment process flow, note the problems, delineate the “fixes”, and reorganize operations and staff jobs. The new model displayed enrollment as a continuum from pre-admission through graduation. It replaced stand-alone offices with one “front office” for student-related recruitment and retention tasks, and a “back room” for processing. The Enrollment Team presented its recommendations to the Transformation Committee (chaired by the President) and received approval for implementation. The Pappas Consulting Group authored the final document containing the diagnostic review and recommendations for restructuring.
GRADUATE THEOLOGICAL UNION
The Graduate Theological Union is a consortium of: nine schools of
theology; a Jewish Institute; the Archbishop Athenagoras
Institute as well as several other institutes on the study of Buddhism,
women, etc. The multiple governing Boards of this consortium
required that we design a process to include a multiple of constituents
with frequently divergent institutional and consortium perspectives.
As part of the GTU planning process, the Pappas Consulting Group conducted an assessment of the organization structure and staffing of consortial services. The purpose of this diagnostic study was to determine whether the administrative infrastructure in place supported the GTU in the most efficient and effective way possible and to recommend appropriate and necessary changes.
We further conducted a satisfaction survey of GTU consortial services. The purpose of the survey was to evaluate user perceptions of the common services being provided through the GTU Consortium. The specific services included in the survey were: accounting services; common registrar; computer cooperative; faculty aid; institutional research; and library. The surveys helped to measure general overall satisfaction with the services being provided. Satisfaction was judged in terms of the quality, accuracy, timeliness, and customer orientation of the services.
As part of the GTU planning process, the Pappas Consulting Group conducted an assessment of the organization structure and staffing of consortial services. The purpose of this diagnostic study was to determine whether the administrative infrastructure in place supported the GTU in the most efficient and effective way possible and to recommend appropriate and necessary changes.
We further conducted a satisfaction survey of GTU consortial services. The purpose of the survey was to evaluate user perceptions of the common services being provided through the GTU Consortium. The specific services included in the survey were: accounting services; common registrar; computer cooperative; faculty aid; institutional research; and library. The surveys helped to measure general overall satisfaction with the services being provided. Satisfaction was judged in terms of the quality, accuracy, timeliness, and customer orientation of the services.
Our expertise and counsel enabled the GTU to resolve and codify such
issues as the structure of the planning process, timelines,
deliverables, and a communications plan. PCG collated all of the
detailed action plans and drafted the final document that became the
institution’s written strategic plan.
Grinnell College, a small, selective private liberal arts college in
Grinnell, Iowa engaged the Pappas Consulting Group over a period of
approximately a year and a half to review and make recommendations to
strengthen many of its student and administrative operations.
Initially, The Board engaged our services. Subsequently, the Acting President and then the newly appointed President engaged the Pappas Consulting Group to conduct a successive series of diagnostic reviews. Among the divisions examined were: Communications and Public Relations; Enrollment (Admissions and Financial Aid); Development and Alumni Relations; Human Resources; Faculty/Academic Department Support; and Food Service. Each of the reviews resulted in comprehensive and very specific recommendations for improving efficiency and effectiveness, as well as detailed action plans to implement the recommendations. We worked closely with an evolving set of senior administrators during the course of these studies. In each case, recommendations and action plans were presented to the College’s President and senior management team for approval.
Initially, The Board engaged our services. Subsequently, the Acting President and then the newly appointed President engaged the Pappas Consulting Group to conduct a successive series of diagnostic reviews. Among the divisions examined were: Communications and Public Relations; Enrollment (Admissions and Financial Aid); Development and Alumni Relations; Human Resources; Faculty/Academic Department Support; and Food Service. Each of the reviews resulted in comprehensive and very specific recommendations for improving efficiency and effectiveness, as well as detailed action plans to implement the recommendations. We worked closely with an evolving set of senior administrators during the course of these studies. In each case, recommendations and action plans were presented to the College’s President and senior management team for approval.
HOFSTRA UNIVERSITY
Hofstra University requested the assistance of the Pappas Consulting Group in several areas. These included:
Review of Enrollment and Student Services Processes and Organizational Structure
We reviewed all functional areas related to recruitment, admissions, financial aid, registrar, and student accounts in order to significantly improve “customer service” while creating greater efficiencies in processing and leveraging financial aid.
The result of this study led to one of the early “one stop shops for student services”, in which offices and processes were consolidated, streamlined, and redesigned to provide comprehensive service to students and more efficient transaction processing. We reduced the “shuffle” from enrollment office to enrollment office that many students experience, particularly during registration.
A Comprehensive Review of Human Resource Policies and Compensation Program
Review of Enrollment and Student Services Processes and Organizational Structure
We reviewed all functional areas related to recruitment, admissions, financial aid, registrar, and student accounts in order to significantly improve “customer service” while creating greater efficiencies in processing and leveraging financial aid.
The result of this study led to one of the early “one stop shops for student services”, in which offices and processes were consolidated, streamlined, and redesigned to provide comprehensive service to students and more efficient transaction processing. We reduced the “shuffle” from enrollment office to enrollment office that many students experience, particularly during registration.
A Comprehensive Review of Human Resource Policies and Compensation Program
We performed a review of the University’s human resource policies and
procedures, as well as its compensation program. The study
entailed the examination of job analysis questionnaires given to
administrative staff; individual and group interviews, and peer a
institution survey.
We provided a new, complete, and codified Compensation Program for administrative employees. This included pertinent policies, pay plan, program tiers, position evaluation criteria, salary bands and ranges, adjustments, administration, and a delineated appeals process. The document also enumerated compensation program procedures.
Review of Department Chairs’ Compensation Policies and Practices
We conducted a study and made recommendations with regard to how the
University should compensate Department Chairs. Policies and
practices differed among the University’s schools as well as within
departments among the schools. We surveyed existing Department
Chair compensation policies and practices of eight peer institutions
that were identified by Hofstra.
The results of this study determined actual practices, how those practices were perceived and compared with other institutions, and what changes needed to be made to enable equity and provide incentives. A specific workplan for implementation was provided.
The results of this study determined actual practices, how those practices were perceived and compared with other institutions, and what changes needed to be made to enable equity and provide incentives. A specific workplan for implementation was provided.
Study of Clerical/Support Organization and Staff Loading
We were asked to focus on three issues pertaining to the clerical/support structure of the University:
- to what extent are administrators, faculty, and secretarial/clerical staff utilizing available technology, and how has, or could, technology change the nature and number of secretarial/clerical positions?
- what are the major work cycles at Hofstra (peak and reduced work activity periods) and what can be done to smooth work flows and utilize staff more productively?
- for each position under study, how much of the job is administrative and how much is clerical?
This study resulted in a detailed classification/reclassification plan
for all administrative and clerical positions. The plan included
factors to evaluate the classification of new or modified positions.
We enumerated eight different technology initiatives and ranked the importance of implementing each in order to assist the University in setting priorities. We demonstrated how implementation of these technology initiatives would foster opportunities for consolidation of positions in the clerical areas. Further detailed recommendations addressed how to reconfigure staff or reallocate work distribution to even out activity cycles.
We enumerated eight different technology initiatives and ranked the importance of implementing each in order to assist the University in setting priorities. We demonstrated how implementation of these technology initiatives would foster opportunities for consolidation of positions in the clerical areas. Further detailed recommendations addressed how to reconfigure staff or reallocate work distribution to even out activity cycles.
J.A. AND KATHRYN ALBERTSON FOUNDATION (College of Idaho)
The J.A. and Kathryn Albertson Foundation engaged
the Pappas Consulting Group to perform a comprehensive assessment of
Albertson College of Idaho (ACI). The objective of the assessment
study was to gain an extensive understanding of the administrative and
academic organization, operation, and outcomes of Albertson College in
order to respond to the two fundamental questions posed by the
Foundation.
- Is Albertson College of Idaho a viable institution worth continued support?
- What are the cost parameters and operating expectations that need to be met in order for the College to be on a solid financial footing, able to operate without continued support from the Foundation?
We gained a better understanding of the context for the study by examining historical information about major milestones and trends over the past 25-30 years (e.g., College leadership, accreditation status, endowment levels, tuition price levels, enrollment levels, and Albertson Family and Foundation support).
We undertook further analytics to determine the long-term viability of the College under different scenarios.
KECK GRADUATE INSTITUTE OF APPLIED LIFE SCIENCES
The President of Keck Graduate Institute of Applied Life Sciences (KGI)
hired the Pappas Consulting Group to review the senior management
structure due to the retirement of the Vice President for
Administration and Planning and a vacancy in the Vice President for
Science and Research position. We were also engaged to review the
decision-making structures of the Institute. This overall review
included an examination of extensive documentation and a series of
individual and focus group meetings.
We provided recommendations to:
- insure the success of the organization
- maximize the effectiveness of the President
- expand collaboration
- increase accountability
- reduce administrative cost while increasing administrative flexibility
- maximize existing talent wherever possible
The Pappas Consulting Group worked closely with this private Catholic
(Jesuit) institution with an academic health center for a two year
period. Our original charge was to assist the outgoing President,
through the auspices of the Strategic Coordinating Committee, and the
Senior Vice President, to initiate a multi-year business redesign
process.
Redesign for Results
Our first phase of work, entitled Redesign for Results, entailed
selecting two key processes for redesign which would have an impact on
large segments of the Loyola population and demonstrate the benefits of
the project. We established two redesign work teams: one to
assess, develop an action plan for, and redesign the student billing
process; and the other to examine purchasing and roll-out of the new
procurement card to selected University administrators, faculty, and
staff. These projects were successfully completed. During
the course of this phase, we conducted and submitted to the Strategic
Coordinating Committee an Environmental Assessment of the institution
and its readiness for change. This report became the basis for
continuing efforts during a period of senior management transition at
the University.
Redesign of Services to Students
During this phase of work, which commenced in the Spring of 2001, we
conducted a diagnostic review of enrollment processes and
programs/service delivery within the Student Affairs Division.
Once again, the objective was to find opportunities for greater
productivity/cost reduction while simultaneously enhancing services to
students. The diagnostic review led to the implementation of
three major action plans:
- Organizational redesign of the entire Student Affairs Division
- Redesign of academic support processes (i.e., academic advising, learning assistance, tutorial and career services, and internship services)
- Redesign of Student Life and the delivery of those services, including staff configuration and staff loading.
Residence Life
As an outgrowth of the Services to Students Redesign, the Pappas
Consulting Group was asked to provide interim leadership for the
residence life department for a three month period, pending the hiring
of a new Residence Life Director and other key staff in that
department. We supervised all operations, established and
implemented an action calendar to prepare the residence halls for the
start of the Fall term, and administered the roommate match process for
the new semester. We trained staff and worked closely with
administrators during the new student orientation program in the
summer. We additionally developed a long-term plan for facilities
and deferred maintenance for Residence Life.
Financial and Budget Processes
Concurrently, we assisted the University in reviewing and redesigning
key financial processes. We helped to overhaul the University’s
Chart of Accounts and worked with the Senior Vice President on the
review and redesign of the budget process.
MILLS COLLEGE
Mills College engaged us to examine enrollment, academic support, and
other student services areas at a time when it was undergoing a
broadening of direction to focus on “reentry women”. The purpose
of our study was to redesign these services, as necessary, to meet the
needs of nontraditional students. We worked with a team of
College faculty and staff to design paradigms for enrollment/student
services, financial accounting and reporting, payroll and purchasing,
and human resource administrative processing and services.
The Pappas Consulting Group focused on developing a new model for the organization, operations, and staffing of enrollment/student services. These services at Mills were organized in traditional, stand-alone offices, each responsible for a narrow slice of the full enrollment process. We helped the enrollment team assess their current operations and services and then took them through sessions to redesign these processes in a new organizational and operational structure.
The Pappas Consulting Group focused on developing a new model for the organization, operations, and staffing of enrollment/student services. These services at Mills were organized in traditional, stand-alone offices, each responsible for a narrow slice of the full enrollment process. We helped the enrollment team assess their current operations and services and then took them through sessions to redesign these processes in a new organizational and operational structure.
The resulting report of the enrollment team streamlined work steps in
enrollment processes and developed a new service delivery system. Ours
was a peer relationship with the client, who presented the results to
the college president. The new model focused on enrollment as a
continuum from pre-admission through graduation. It replaced
stand-alone offices with one “front office” for student-related
recruitment and retention tasks, and then a “back room” for
processing. The Pappas Consulting Group wrote the final document
containing the diagnostic review and recommendations for restructuring.
NIAGARA UNIVERSITY
The Pappas Group examined the potential impact on
Niagara University caused by the location of the adjacent power plant
and transmission farm. The Study was one part of a multi-part effort to
assess the economic consequences of the electric power facility
location. The focus was to evaluate and document the effect the power
facility had on Niagara University as an educational institution. The
Study examined the possible impact of the power facility using
Benchmark Analysis and Fixed and Variable Revenue and Cost Analysis.
Six specific criteria were selected and used to estimate the impact on the performance of Niagara University as a higher education institution. The six criteria chosen were: Admissions Statistics: Applications, Offers, Acceptances, New Enrollments; SAT Scores; Enrollment Levels; Retention and Graduation Rates; Alumni Giving Rates; and Endowment Level and Growth. The approach was laid out in four separate phases that systematically built the case for lost income in the past and potential lost future income due to the presence of NPP. The Pappas Group compared Niagara’s historic performance to five peer institutions; created alternative scenarios; computed historical and future lost income; and communicated results.
Six specific criteria were selected and used to estimate the impact on the performance of Niagara University as a higher education institution. The six criteria chosen were: Admissions Statistics: Applications, Offers, Acceptances, New Enrollments; SAT Scores; Enrollment Levels; Retention and Graduation Rates; Alumni Giving Rates; and Endowment Level and Growth. The approach was laid out in four separate phases that systematically built the case for lost income in the past and potential lost future income due to the presence of NPP. The Pappas Group compared Niagara’s historic performance to five peer institutions; created alternative scenarios; computed historical and future lost income; and communicated results.
NORTHEASTERN UNIVERSITY
The President and the Trustees of Northeastern University (NEU)
committed to converting the institution from a quarter to a semester
system effective the fall of 2003.
In order to assess the University’s progress in fulfilling that
objective, the President and Provost, in consultation with other
members of the University’s senior management team, appointed a Peer
Review Committee of higher education professionals and consultants to
assess the University’s progress to date and to identify those action
steps that need to be undertaken to ensure successful
implementation. Dr. Alceste T. Pappas, President and CEO of the
Pappas Consulting Group served as the Team’s facilitator.
The Peer Review Team submitted a written report to the President and Provost. This report constituted the Team’s findings and recommendations. Special consideration was given to all administrative, market, systems, business and logistical aspects of the conversion.
The Peer Review Team submitted a written report to the President and Provost. This report constituted the Team’s findings and recommendations. Special consideration was given to all administrative, market, systems, business and logistical aspects of the conversion.
NORWICH UNIVERSITY
The Pappas Consulting Group conducted a
study of the classification and wage/salary program for non-faculty
positions at the University.
We reviewed all current documentation pertaining to the non-faculty classification and compensation program; conducted a series of interviews and focus groups with stakeholders across the campus; and studied comparable positions.
The result of this consultancy was a complete revision and updating of the classification/compensation program, including policies. In addition, we developed new position descriptions and an enhanced evaluation plan. The University implemented these PCG products.
We reviewed all current documentation pertaining to the non-faculty classification and compensation program; conducted a series of interviews and focus groups with stakeholders across the campus; and studied comparable positions.
The result of this consultancy was a complete revision and updating of the classification/compensation program, including policies. In addition, we developed new position descriptions and an enhanced evaluation plan. The University implemented these PCG products.
OREGON GRADUATE INSTITUTE OF SCIENCE AND TECHNOLOGY
The Oregon Graduate Institute of Science and Technology, a free
standing private institution dedicated to scientific and technological
research and offering the Ph.D. and master degrees, initially engaged
us to review and reengineer all central and departmental administrative
processes.
We assembled functional experts in teams to conduct a comprehensive and detailed analysis of the existing organizational structure, operations, staffing, business and administrative processes, and enrollment services of the Institute. We further assessed the core curriculum to ascertain opportunities for the Institute to position itself better and become more attractive to potential students, faculty, donors, and employers. The latter became part of an internal and external scan for the purpose of developing institutional strategic planning.
We assembled functional experts in teams to conduct a comprehensive and detailed analysis of the existing organizational structure, operations, staffing, business and administrative processes, and enrollment services of the Institute. We further assessed the core curriculum to ascertain opportunities for the Institute to position itself better and become more attractive to potential students, faculty, donors, and employers. The latter became part of an internal and external scan for the purpose of developing institutional strategic planning.
Each of the consultant teams prepared a diagnostic report of findings
and recommendations. These reports were presented to a Steering
Committee, comprised of senior administrators, academic deans, and
faculty for adoption and implementation.
The initial diagnostic review resulted in a number of recommendations relating to current operations, business practices, and enrollment services that the Institute Steering Committee accepted and slated for implementation. Many of the recommendations were designed to result in administrative cost savings for the Institute.
This preliminary work further led to our facilitation of a strategic planning process which enabled the Institute to assess realistically where it stood—and where it wanted to be—in the higher education marketplace.
The initial diagnostic review resulted in a number of recommendations relating to current operations, business practices, and enrollment services that the Institute Steering Committee accepted and slated for implementation. Many of the recommendations were designed to result in administrative cost savings for the Institute.
This preliminary work further led to our facilitation of a strategic planning process which enabled the Institute to assess realistically where it stood—and where it wanted to be—in the higher education marketplace.
PACE UNIVERSITY
Budget System Review
The Pappas Consulting Group reviewed Pace University’s budget system
with an emphasis on how the University could use its resources to meet
its strategic objectives and empower and hold accountable users of the
system (deans and vice presidents) to manage their programs.
This study resulted in a confidential memorandum to the newly appointed President. Our recommendations included: maintaining one position control database (integrated with the budget system); taking a more conservative approach to budgeted salary costs by including in each department’s budget all approved positions as well as filled positions; elimination of certain reporting forms and renaming/reformatting others; the identification of necessary systems support; and specific training. We further were able to offer University leadership a candid appraisal of the way in which users were accessing and utilizing financial and budgetary information for decision making.
This study resulted in a confidential memorandum to the newly appointed President. Our recommendations included: maintaining one position control database (integrated with the budget system); taking a more conservative approach to budgeted salary costs by including in each department’s budget all approved positions as well as filled positions; elimination of certain reporting forms and renaming/reformatting others; the identification of necessary systems support; and specific training. We further were able to offer University leadership a candid appraisal of the way in which users were accessing and utilizing financial and budgetary information for decision making.
The University adopted the Pappas Consulting Group recommendations.
Enrollment Management Organization Structure Review
The Pappas Consulting Group has conducted a number of budget, financial
management and change management studies on behalf of the University.
In addition, the President of the University engaged the Pappas
Consulting Group to examine the organizational structure the division
of Enrollment Management and Student Life to determine the optimal
design for both effectiveness and cost efficiency. The review was
made more complex by the multi-campus nature of this private
University, as well as its mix of traditional and non-traditional
students in the 100+ academic programs and 3,000+ courses offered.
The scope of work encompassed the in-depth study of the offices reporting to the Executive Vice President for Enrollment Management and Student Life: Admissions; Enrollment Services; Financial Aid; Student Accounts; Registrar Services; Academic Scheduling; Student Information Systems; Athletics; Dean for Students; Compliance; Student Development; Residential Life and Auxiliary Services (food services, housing).
The scope of work encompassed the in-depth study of the offices reporting to the Executive Vice President for Enrollment Management and Student Life: Admissions; Enrollment Services; Financial Aid; Student Accounts; Registrar Services; Academic Scheduling; Student Information Systems; Athletics; Dean for Students; Compliance; Student Development; Residential Life and Auxiliary Services (food services, housing).
St. Leo University engaged the Pappas Consulting Group to review and
restructure the Registrar’s Office and operations and review related
registration processes at the CDL sites in preparation for the Datatel
Colleague 14 system installation. The ultimate goal was to ready
the University for radical changes in the way business processes and
services were conducted, focusing on customer-service, distribution and
sharing of information, and efficient administration.
SAINT MARY'S COLLEGE
Review of Senior Administrative Structure
Saint Mary’s College engaged the Pappas Consulting Group to conduct a
review of the senior administrative organizational structure of the
College; to assess the efficacy of the current structure given the
ever-growing demands on the President’s time to engage actively in
fundraising, development and positioning the College in the external
marketplace; and to understand the role and relationship of the
Congregation of the Holy Cross in the College’s governance and Board
structure.
We distributed questionnaires to selected Trustees and members of the campus community and all members of the senior administrative group in preparation for interviews with those who received the questionnaires. Questionnaires were completed and returned, in confidence, to PCG.
The purpose of these questionnaires and follow-up interviews was: (a) to collect information from interviewees on their perceptions of the senior administrative organizational structure and its effectiveness; (b) to collect information from interviewees on their perceptions of the relationship of the Congregation of the Holy Cross and the College; and (c) to provide findings and recommendations to the President.
We distributed questionnaires to selected Trustees and members of the campus community and all members of the senior administrative group in preparation for interviews with those who received the questionnaires. Questionnaires were completed and returned, in confidence, to PCG.
The purpose of these questionnaires and follow-up interviews was: (a) to collect information from interviewees on their perceptions of the senior administrative organizational structure and its effectiveness; (b) to collect information from interviewees on their perceptions of the relationship of the Congregation of the Holy Cross and the College; and (c) to provide findings and recommendations to the President.
Skills Assessment
The Saint Mary’s Board of Trustees authorized the Pappas Consulting
Group to conduct a study to: (1) identify the skills sets and
management style(s) required for the vacant positions of the Chief
Fiscal Officer and the Chief Academic Officer; and (2) lay the
foundation for a performance evaluation of the President.
The primary objective was to pave the way for an appropriate search for the College’s Chief Academic Officer and the College’s Chief Financial and Administrative Officer, and to consequently make the Administrative Council a more cohesive, deliberative decision making and implementation body.
SAVANNAH COLLEGE OF ART AND DESIGNThe primary objective was to pave the way for an appropriate search for the College’s Chief Academic Officer and the College’s Chief Financial and Administrative Officer, and to consequently make the Administrative Council a more cohesive, deliberative decision making and implementation body.
The Pappas Consulting Group was engaged to provide
strategic planning, facilitation and assessment assistance to the
Savannah College of Art and Design (SCAD). SCAD is remarkable in the
annals of American higher education. In just twenty seven years
from the date of its founding, it has served as a major force in the
development of a curriculum rich in the arts, design and technology
while creatively and painstakingly preserving the historic district in
Savannah, Georgia. The College’s success has transformed its founding
as a single campus institution to a two campus institution and a site
in Lacoste, France. Further campus development here in the United
States and overseas along with its burgeoning enrollment growth pose
unique opportunities for the College.
Strategic Planning
In order to be optimally prepared for its SACS accreditation site visit, the Savannah College of Art and Design engaged the Pappas Consulting Group to facilitate the institution’s first-ever formal strategic planning process in the fall of 2006. The emerging plan was presented at the June 2007 Board meeting in order to implement the articulated goals for the 2007-2008 academic year and set the course for the 2007-2008 operating budget. The SCAD Strategic Plan was released in September of 2007.
The Pappas Consulting Group developed and conducted a series of planning workshops/retreats as part of this planning process. We reached out to undergraduate as well as graduate students, faculty, staff and selected alumni as well as employers to glean their perceptions of SCAD. Interviews, focus groups and electronic surveys were utilized throughout. We also identified strategic initiatives and goals for the College that will drive the service requirements for SCAD Group Inc., the for-profit arm of the College currently in formation.
Administrative Redesign
As an outgrowth of the SCAD Strategic Plan, the College has embarked upon a significant Administrative Redesign (ARD) initiative. This initiative is currently underway with the objective of reviewing administrative processes within the College to enhance services, improve efficiencies, and to accommodate the existing campuses and address future expansion plans. We are currently providing project management, design, and implementation assistance to SCAD’s ARD project teams in the areas of Enrollment Management, Academic Support Services, and Budget Development. Additional project teams will be identified later this year.
Strategic Planning
In order to be optimally prepared for its SACS accreditation site visit, the Savannah College of Art and Design engaged the Pappas Consulting Group to facilitate the institution’s first-ever formal strategic planning process in the fall of 2006. The emerging plan was presented at the June 2007 Board meeting in order to implement the articulated goals for the 2007-2008 academic year and set the course for the 2007-2008 operating budget. The SCAD Strategic Plan was released in September of 2007.
The Pappas Consulting Group developed and conducted a series of planning workshops/retreats as part of this planning process. We reached out to undergraduate as well as graduate students, faculty, staff and selected alumni as well as employers to glean their perceptions of SCAD. Interviews, focus groups and electronic surveys were utilized throughout. We also identified strategic initiatives and goals for the College that will drive the service requirements for SCAD Group Inc., the for-profit arm of the College currently in formation.
Administrative Redesign
As an outgrowth of the SCAD Strategic Plan, the College has embarked upon a significant Administrative Redesign (ARD) initiative. This initiative is currently underway with the objective of reviewing administrative processes within the College to enhance services, improve efficiencies, and to accommodate the existing campuses and address future expansion plans. We are currently providing project management, design, and implementation assistance to SCAD’s ARD project teams in the areas of Enrollment Management, Academic Support Services, and Budget Development. Additional project teams will be identified later this year.
SETON HALL UNIVERSITY
Seton Hall University, a Catholic University in South Orange, New
Jersey, engaged the Pappas Consulting Group to conduct a comprehensive
analysis and redesign of administrative processes and services.
The University excluded the academic processes of teaching and research.
Our functional experts reviewed the processes, organization, staffing, and infrastructure support of:
- student and enrollment services;
- finance and accounting;
- human resources; and
- University affairs.
In conducting this diagnostic, we also examined basic organization and
staffing, planning, policies and regulations, technology, and physical
infrastructure in place to support operations. This approach led
our consultants to the assessment of nearly every organizational unit
in the institution, outside of the classroom. Our methodology
included, in addition to the traditional document review, a desk audit
of certain processes, and interviews, process mapping and a proprietary
work measurement tool called SPANS (Structured Productivity Analysis
System).
Another key feature of this project was the close working relationship
we developed with assigned “co-consultants” from Seton Hall
staff. These staff literally became our working partners in
collecting, analyzing, and presenting data for the formulation of
findings and recommendations.
Our assessment resulted in a comprehensive report on administrative operations, with focus on critical processes. We were able to help the institution select five priority processes for redesign, including undergraduate student enrollment management, procurement, human resources, graduate admissions, and registration.
UNIVERSITY OF CHICAGOOur assessment resulted in a comprehensive report on administrative operations, with focus on critical processes. We were able to help the institution select five priority processes for redesign, including undergraduate student enrollment management, procurement, human resources, graduate admissions, and registration.
The purpose of this consulting engagement was to identify
administrative process redesign opportunities to result in at least $8
million in cost savings after the University had already initiated a $2
million reduction in the administrative structure. A further
objective was to identify means of improving service to students,
faculty, staff, and other University constituents.
We reviewed financial, human resource, purchasing/accounts payable,
enrollment, academic support, auxiliary, and development (fund raising)
policies, processes, and structures in the College, the division and in
the President’s Office.
The recommendations called for the provision of these administrative and support services at the originating unit, with responsibility assigned to professionals who would perform in accordance with documented practices and be held accountable. This resulted in the reduction or elimination of detailed processing in the Central Comptroller’s Office and the establishment of Local Transaction Centers (LTC) at the Colleges.
The recommendations called for the provision of these administrative and support services at the originating unit, with responsibility assigned to professionals who would perform in accordance with documented practices and be held accountable. This resulted in the reduction or elimination of detailed processing in the Central Comptroller’s Office and the establishment of Local Transaction Centers (LTC) at the Colleges.
The outcome was the identification of $12-$15 million in potential
savings in procurement, finance, facilities, student services,
auxiliaries, and development. We assisted in the implementation
of these recommendations and LTCs during a second phase of work.
UNIVERSITY OF HARTFORD
The Pappas Consulting Group worked with the University of Hartford to
develop a strategic plan for the Hartford College of Women (The
College) within the broader context of the University of Hartford and
its enterprise-wide strategic planning efforts.
The objective of this consultation was to work with a Strategic Planning Committee comprised of College Trustees, members of the Board of Regents, alumnae, students and staff to determine the optimal strategic direction for the College. Our consultancy enabled the University, the College Board of Trustees as well as the Board of Regents to make strategic allocation decisions for the 2004-2005 academic year.
The objective of this consultation was to work with a Strategic Planning Committee comprised of College Trustees, members of the Board of Regents, alumnae, students and staff to determine the optimal strategic direction for the College. Our consultancy enabled the University, the College Board of Trustees as well as the Board of Regents to make strategic allocation decisions for the 2004-2005 academic year.
UNIVERSITY OF NEW HAVEN
The Pappas Consulting Group was engaged to perform
an overall comprehensive diagnostic review of IT planning, operations
and deployment at the University of New Haven. The deliverable
from this review was an assessment report that provided senior
leadership with a structured basis for determining future IT
directions, strategies and services appropriate for, and integrated
with, the overall environment and directions of the University.
The diagnostic review evaluated:
The diagnostic review evaluated:
- scope and state of currently installed technologies
- expectations of users for IT support and services
- positioning of IT within executive priorities and planning
- adequacy of University and IT plans to address user expectations
- evaluation of current plans for IT acquisition/development/deployment
- evaluation of current significant IT projects with respect to project controls, quality assurance and risk, and strategic integration
- service model in place for the delivery of centralized and distributed IT services
- staffing, skill sets, and training needs for both central and distributed IT staff
- general evaluation of IT skill levels and usage in user community
- governance structures in place for establishing IT directions and prioritizing project commitments
In parallel with this diagnostic assessment, the
Pappas Consulting Group was engaged to analyze and restructure the
University's project for replacing their student system with the
Sunguard-SCT Matrix ERP system. We provided assistance in:
- Guiding the operational system design for the Matrix implementation
- Facilitating the establishment of an Executive Steering Committee for the project
- Developing project plans and timelines for all phases of the remaining project, and monitoring results
- Assisting technical staff and operational users with the development of formal test plans
- Providing a post-project implementation review report
The Pappas Consulting Group was subsequently
engaged to focus on developing appropriate planning steps for advancing
information technology at UNH, and enhancing the required support
structures necessary to maintain such technology. These activities were
based upon the findings in the IT Assessment Report:
- Assist user directors with developing an Operational Vision
- Begin the formulation of an IT Service Model for UNH
- Guided the priority planning for longer-term major IT projects
- Provide general IT consulting services to the Vice President of Finance upon request
- Provide ongoing general advising and consulting services to the CIO
