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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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Public Colleges and Universities
ALABAMA STATE UNIVERSITY
The Board of Trustees of Alabama State University
engaged the Pappas Consulting Group to review the organizational and
operational structure of the institution in light of the growth in
staff during a simultaneous period of decline in student
enrollment. The issue of “right size” and “right structure” to
meet the University’s current mission and future vision was the primary
objective of this review.
We employed the following action steps to guide organizational restructuring and redesign to improve day-to-day operations:
- Assessed the organizational structure of the University and recommended structural changes to fulfill the University’s mission most effectively.
- Studied the number of staff positions in each administrative unit of the University and recommended where the number may be too large or too small to efficiently and effectively carry out the mission of the institution and of the respective unit.
- Reviewed the job title and functions of each staff position in the administrative units and recommended where job titles and functions could be realigned to achieve maximum efficiency.
- Conducted a comprehensive assessment of all administrative processes and recommended changes that improved efficiency, productivity, quality, and cost-effectiveness.
We have conducted six assignments for this
multi-campus, public research university. We undertook a review of the
provision of administrative services among the University’s four
geographically dispersed campuses to determine the degree to which
services should be centralized or distributed to the campuses. During
the course of this work, we researched best practices at a number of
public research universities and their systems.
We also were engaged to review the Human Resources office to assess its organizational structure and business practices and determine the degree to which the Main campus Human Resources operations should be providing services to the three other campuses of the University.
We also have conducted various organizational redesign and process reengineering studies for administrative technology support services, capital construction and planning as well as risk management, facilities management and the administrative services department resident in the division of Facilities Planning and Management. All of these studies have looked at the manner and degree to which services should be provided at the local level as well as from an enterprise-wide perspective, given the arrival of a new President with a vision for "a new American University".
All of this work was conducted within the context of the University’s aggressive strategic planning and positioning efforts.
We also were engaged to review the Human Resources office to assess its organizational structure and business practices and determine the degree to which the Main campus Human Resources operations should be providing services to the three other campuses of the University.
We also have conducted various organizational redesign and process reengineering studies for administrative technology support services, capital construction and planning as well as risk management, facilities management and the administrative services department resident in the division of Facilities Planning and Management. All of these studies have looked at the manner and degree to which services should be provided at the local level as well as from an enterprise-wide perspective, given the arrival of a new President with a vision for "a new American University".
All of this work was conducted within the context of the University’s aggressive strategic planning and positioning efforts.
Administrative Services
As a result of our work with ASU, the University adopted a new Administrative Services model that will serve the
University’s anticipated enrollment growth without necessarily
requiring proportional funding increases. The Pappas Consulting
Group worked with the Administrative Services Taskforce for the purpose
of recommending an organizational structure for providing
administrative services for the three campuses of the University, and
the technology infrastructure needed to support the expansion of
services.
The Pappas Consulting Group worked with the Administrative Services Taskforce to:
- complete a high level “As Is” review of the existing Administrative Services organizational structure to determine potential growth related problems;
- assess the existing technology infrastructure and identify potential improved efficiencies to support the expansion of services;
- develop a high level “To Be” conceptual organizational structure that:
- reflects potentially revised high level (e.g., purchasing) approval processes;
- identifies the staffing to support anticipated future transaction flow; and
- will support significant growth with limited resources.
- assess changes required for the utilization of existing technology that would further accommodate the proposed “To Be” environment; and
- identify barriers that needed to be addressed to implement changes and meet the challenges of anticipated growth in student and related support services.
The Pappas Consulting Group conducted a diagnostic
review of the capital planning and construction unit within the
facilities management division of Arizona State University (ASU).
The diagnostic review included structure, staffing, business processes in place, technology/information systems support (including the web page), as well as the unit’s policies and procedures manual. The final report of findings and recommendations, to which was attached an implementation plan for actions based on the resulting recommendations from the study, included such topics as:
Human ResourcesThe diagnostic review included structure, staffing, business processes in place, technology/information systems support (including the web page), as well as the unit’s policies and procedures manual. The final report of findings and recommendations, to which was attached an implementation plan for actions based on the resulting recommendations from the study, included such topics as:
- Organizational structure/personnel, including assessment of current unit organizational structure and capabilities in the area of facilities planning and construction (including a high-level look at any consultants currently retained by ASU for facilities planning and construction); interaction with other administrative departments to coordinate reporting requirements and information; etc.
- Capital planning, including methodologies for planning, reporting, and supervising ASU capital projects; etc.
- Construction project management, including methodologies for project planning and definition of project scope, cost estimation, architectural design and engineering services, project bidding and selection of contractors, change orders, and compliance with construction contract specifications.
- Long range master planning, including how options are assessed for inclusion in a capital plan; relationship to the University strategic plan; etc.
- Financial planning, including integration with overall division planning; linkage to budget process; etc.
Arizona State University (ASU) engaged the Pappas
Consulting Group to conduct a high-level diagnostic review of the
services provided by the Human Resources department to assist campus
decision makers as they prepared to appoint a new Assistant Vice
Provost for Human Resources.
The Pappas Group conducted interviews with selected members of the campus community and virtually all members of the main campus Human Resources department for the purpose of:
The Pappas Group conducted interviews with selected members of the campus community and virtually all members of the main campus Human Resources department for the purpose of:
- collecting information from users and providers on their perceptions of the type, level and quality of services provided by the Human Resources department; and
- providing guidance to the search committee and the Vice Provost for Administrative Services with regard to the type of qualifications and experience that would prepare a new Assistant Vice Provost for Human Resources.
The Pappas Consulting Group conducted a survey of
13 universities that, for the most part, undertake basic research as
part of their mission. The purpose of the survey was to gather
information on the methods other universities use to manage
intellectual property generated from their research activities.
Particular focus was on the extent other universities are engaged in
holding equity positions in start-up companies spun off from
university-based research. The Pappas Consulting Group:
- Developed a survey instrument that inquired about the status of research foundations at other universities and how those research foundations were used to manage intellectual property and foster technology transfer.
- Identified 13 research universities that had a broad range of experience with technology transfer. The participating universities represented the spectrum of ways that are being used to manage intellectual property.
- Invited representatives of each of the selected campuses to participate in the survey. All those invited agreed to participate.
- E-mailed the survey in advance and conducted a pre-scheduled, 45-minute telephone interview, going over each of the questions on the survey instrument.
- Summarized the results of the survey and developed a set of recommendations for possible ASU action.
The results of the survey enabled ASU to create a not-for-profit entity
to manage its intellectual property and technology transfer
initiatives.
Administrative Services Information Technology
The ASU Vice Provost for Administrative Services
sought to restructure the technology support provided to the various
operating departments within the VPAS organization. This
restructuring included the organization of technology support
personnel, the functional services provided, staffing assignments,
server deployment, as well as development and support of
VPAS-customized software applications. The objective of this
restructuring was to implement effective mechanisms for planning future
technologies, their functional use by VPAS, and their integration
within VPAS and, where appropriate, with the ASU community as a whole.
The Pappas Consulting Group was subsequently engaged to review the organizational and support structure of the departmental technology units to determine if a revised structure would be more appropriate to meeting VPAS’s future technology needs.
The Pappas Consulting Group delivered:
The Pappas Consulting Group was subsequently engaged to review the organizational and support structure of the departmental technology units to determine if a revised structure would be more appropriate to meeting VPAS’s future technology needs.
The Pappas Consulting Group delivered:
- A governance structure for management guidance and oversight of technology planning, development and support functions.
- A listing of technology service and support functions to be performed, and the organizational unit(s) to which they would be assigned, including: VPAS technical personnel; VPAS functional personnel; and where appropriate other non-VPAS personnel.
- An organizational chart at the unit level (versus employee) for a new technology support structure within VPAS.
- A written evaluation of the results, outcomes, and required adjustments to the technology support structure upon conclusion of the project.
The Pappas Consulting Group was engaged by the
Division of University Services to conduct a review of the department
of Risk Management.
Our first assignment was to conduct an organizational study of the department. We did so by reaching out to members of the ASU community at large, including chief academic officers, Deans (as well as their assistants), incumbents responsible for academic research regulatory activities, and members of the departments within the Division of Facilities Planning and Management all of whom are clients or users of Risk Management Services. In addition, we interviewed each member of the Risk Management department.
Upon conclusion of that first phase, we spoke with a number of Principal Investigators and members of various University Committees charged with academic research regulatory activities (biological, animal and human subjects) and radiation research.
Our first assignment was to conduct an organizational study of the department. We did so by reaching out to members of the ASU community at large, including chief academic officers, Deans (as well as their assistants), incumbents responsible for academic research regulatory activities, and members of the departments within the Division of Facilities Planning and Management all of whom are clients or users of Risk Management Services. In addition, we interviewed each member of the Risk Management department.
Upon conclusion of that first phase, we spoke with a number of Principal Investigators and members of various University Committees charged with academic research regulatory activities (biological, animal and human subjects) and radiation research.
After that second phase of work, the Pappas
Consulting Group made a series of organizational and process related
recommendations that impacted the entire University.
CHEYNEY UNIVERSITY OF PENNSYLVANIA
The Pappas Consulting Group was engaged to conduct
a diagnostic review of Cheyney University’s enrollment management
functions. The most compelling recommendations that emanated from
this initial review were to:
- Improve recruitment and enrollment practices and strategies to generate more freshmen, transfer, and graduate students; and
- Strengthen first-year student retention and graduation rates.
We conducted interviews of Cheyney University faculty, staff and administrators who had recruitment and/or
retention responsibilities. We completed numerous process flow
charts of recruitment processes related to admissions, financial aid
and registration. From our initial “As Is” diagnostic review,
seventy-three recommendations were developed to address practices that
were adversely affecting enrollment management outcomes. Where no
practices were evident, policies and procedures were put in
place. Existing activities were streamlined and/or strengthened.
While developing our recommendations, in the second phase of our work, we stayed within existing resources and staffing parameters (e.g., collective bargaining agreements). We changed practices in order to improve enrollment management results. Throughout our engagement, we were careful to avoid making recommendations that could potentially mitigate the positive cultural attributes that make Cheyney University a unique learning environment. Our enrollment management recommendations created strategies for:
While developing our recommendations, in the second phase of our work, we stayed within existing resources and staffing parameters (e.g., collective bargaining agreements). We changed practices in order to improve enrollment management results. Throughout our engagement, we were careful to avoid making recommendations that could potentially mitigate the positive cultural attributes that make Cheyney University a unique learning environment. Our enrollment management recommendations created strategies for:
- Structured marketing and student recruitment;
- Early and continuous advising programs that focus on “at risk” students;
- First-year student “intervention” programs;
- Integrated academic and out-of-classroom programs to improve the University’s overall learning environment; and
- Greater faculty involvement in both recruitment and retention.
The Pappas Consulting Group has facilitated two
strategic planning retreats for the College of New Jersey in recent years.
The President of the College and her senior management team had done much to set and clarify the strategic direction of the College. During that planning period, there had been significant turnover in Board membership. The College was eager to optimize the Board’s talents and make the Board as effective and efficient a collective as possible. The Pappas Consulting Group was engaged to design a day and a half Board retreat to address such matters and design practical solutions for implementation. We identified new and creative ways to address the structure of the Board that rendered the Board:
The President of the College and her senior management team had done much to set and clarify the strategic direction of the College. During that planning period, there had been significant turnover in Board membership. The College was eager to optimize the Board’s talents and make the Board as effective and efficient a collective as possible. The Pappas Consulting Group was engaged to design a day and a half Board retreat to address such matters and design practical solutions for implementation. We identified new and creative ways to address the structure of the Board that rendered the Board:
- grounded in the strategic direction of the institution and its continuous planning efforts without managing it from a day-to-day perspective
- collectively knowledgeable and informed about future initiatives requiring their support, both psychic and financial
- nimble and responsive to strategic initiatives
- an informed decision maker as a collective; and
- engaged in meaningful decision making at the continuous planning and policy levels.
The Pappas Consulting Group was engaged to conduct
a faculty compensation analysis and to develop a faculty pay plan for
Georgia College and State University, a COPLAC institution.
The purpose of this project was to:
The purpose of this project was to:
- Conduct a faculty compensation analysis to ensure GC&SU has a competitive market based approach to pay for all faculty members and administrative leaders.
- Study all forms of faculty compensation including annual contract pay, promotion and tenure increases and summer pay.
- Develop a total compensation pay plan that provides a competitive pay structure based on regional and national comparators.
The compensation study addressed existing wage
compression issues and how to ensure
GC&SU’s competitive position in the labor market in order to hire and
retain valued faculty.
GEORGIA INSTITUTE OF TECHNOLOGY, THE UNIVERSITY OF GEORGIA, GEORGIA STATE UNIVERSITY, MEDICAL COLLEGE OF GEORGIA
The Pappas Consulting Group was engaged to provide
counsel to Georgia Tech, the University of Georgia, Georgia State
University, and the Medical College of Georgia related to the
responsibility and accountability for capital projects and
leases. The work was divided into three distinct phases:
- Investigation of the processes and effectiveness of the current systems for managing capital projects (project definition through delivery) and leases at each institution.
- Definition of an appropriate model of authority, responsibility, and accountability that could be delegated to institutional presidents in order to maximize effectiveness and efficiency in the design, construction and delivery of capital projects and leases. Develop the model based on good management practices in a delegated but responsible and accountable organizational framework. Outline reports that a Governing Board could expect in such an effective delegation model.
- Development of a strategy to pursue recommended solutions.
We conducted interviews with representatives of
each of the four major research universities; mapped the current
processes of capital budget development, lease development, project
planning and design, project bidding and construction, and change
orders; analyzed processes to determine barriers and hurdles that
consume time and resources; reviewed a list of construction projects
completed in the last 3 years to determine the trend lines for various
types of delivery methods, and for projects involving Board of Regents
staff review and approvals; and prepared and delivered report.
NEW JERSEY COMMISSION ON HIGHER EDUCATION
The Pappas Consulting Group provided on-going
technical and facilitation assistance to the Executive Director of the
New Jersey Commission on Higher Education as it continued to develop
and direct the implementation of the state’s Long-Range Plan for Higher
Education.
In addition, we developed a series of concept papers on funding and capital planning that have been vetted by all the public university Presidents in the state.
In addition, we developed a series of concept papers on funding and capital planning that have been vetted by all the public university Presidents in the state.
NORTHERN MICHIGAN UNIVERSITY
The Pappas Consulting Group was engaged to
reengineer all enrollment, retention, academic support, and related
student services in anticipation of moving these operations and staff
into a newly renovated building that would serve as a “One Stop.”
Rather than simply relocate offices as they existed, this public
university took the opportunity to think about the best way to deliver
student services and actually design the new building to fit the new
programmatic paradigm.
We began by performing a detailed operations review of all the affected offices to pinpoint service disruptions, inefficiencies, bottlenecks, and opportunities to use technology in transaction processing. We reported to a Committee comprised of enrollment office directors, faculty, and staff union leaders. An Oversight Committee of Vice Presidents and the President retained right of approval.
We presented three possible models for consideration. The first focused on “fixing” processes that were inefficient or resulted in poor service delivery. The second model called for the creation of a One Stop for enrollment services as well as certain components of various retention, advising, and student academic support offices and services across the University.
The third model called for a radical reassessment of all services based on first establishing expected outcomes for enrollment related and retention-oriented offices. This model proposed to use technology for transactions and people to solve problems and engage in planning. This “radical” model was adopted unanimously.
The client adopted the detailed design for the One Stop and implemented the first phase in the Fall of 1999. Our design included: functionality; position descriptions/training/reporting relationships; technology and equipment requirements; and a floor plan for the renovated building. The model was implemented in Fall, 2001. The building was opened in the Spring of 2005.
We began by performing a detailed operations review of all the affected offices to pinpoint service disruptions, inefficiencies, bottlenecks, and opportunities to use technology in transaction processing. We reported to a Committee comprised of enrollment office directors, faculty, and staff union leaders. An Oversight Committee of Vice Presidents and the President retained right of approval.
We presented three possible models for consideration. The first focused on “fixing” processes that were inefficient or resulted in poor service delivery. The second model called for the creation of a One Stop for enrollment services as well as certain components of various retention, advising, and student academic support offices and services across the University.
The third model called for a radical reassessment of all services based on first establishing expected outcomes for enrollment related and retention-oriented offices. This model proposed to use technology for transactions and people to solve problems and engage in planning. This “radical” model was adopted unanimously.
The client adopted the detailed design for the One Stop and implemented the first phase in the Fall of 1999. Our design included: functionality; position descriptions/training/reporting relationships; technology and equipment requirements; and a floor plan for the renovated building. The model was implemented in Fall, 2001. The building was opened in the Spring of 2005.
SONOMA STATE UNIVERSITY
Student Affairs
Sonoma State University engaged the Pappas Consulting Group to design a
new paradigm for the delivery of academic and non-academic support
units of the institution. The California State University System
selected Sonoma State as a beta site for this effort.
Within academic affairs, we reconceptualized
services to
students through the development of a comprehensive, case management
approach to advising that teamed student affairs professionals with
faculty to advise and mentor students. The new paradigm for
non-academic units entailed the creation of an organizational structure
and key positions in
Administration and Finance as well as redesign of existing positions to
meet the goals of the new structure. Our recommendations included
new and more efficient ways to provide administrative services to
students, faculty, and staff.
The results of this comprehensive project has served as a model for the California State University System in recent years.
Entrepreneurial Activities
The Pappas Group is currently conducting an operations and
organizational review of the Division of Entrepreneurial Activities. The primary goals of the Review are to:
conduct a high level assessment of Entrepreneurial Activities;
prioritize the issues and strategic initiatives that confront the
division; and define the subsequent scope of work and work plan phases
required to sequentially address the organizational and operational
items identified.
Human Resources
The Pappas Consulting Group Inc. was engaged to conduct a review of the
Human Resources function within the Administration and Finance division. The primary goal of the review
was to realign resources more appropriately through a new
organizational structure that would:
- Enhance operating efficiency through the elimination of unnecessary activities
- Streamline the processes through which faculty, staff and students interface with Human Resources while maintaining appropriate controls
- Provide the types and level of service requested of and required by customers
- Create shared responsibility for customer satisfaction throughout all Human Resources related processes.
We worked in close collaboration with the Project Steering Committee
comprised of the Vice President for Administration and Finance, the
Associate Vice President for Administration and Finance and two student
interns as well as with the managers and staff within Human
Services. Together we identified the strengths and issues that
pertained to the current organizational structure and business
processes, as well as determined strategies for achieving the
objectives of the study.
SOUTHERN CONNECTICUT STATE UNIVERSITY
Southern Connecticut State University engaged the Pappas Consulting
Group to facilitate the development of a Strategic Plan with the
purpose of:
- Identifying achievable goals and objectives, in light of the Mission of the University;
- Meeting these project goals and objectives within a defined timeline;
- Communicating these goals and objectives to SCSU’s constituents;
- Developing the tools necessary for benchmarking progress;
- Building teams and developing a sense of ownership of the Plan by the University’s faculty, staff, and students;
- Establishing a basic framework within which development and adjustment of the University’s vision and values could be continuously assessed and adjusted;
- Guiding the President’s Cabinet to develop the tools necessary for all levels of University management to make decisions and resource allocations; and
- Developing the process for updating and modifying the initial plan to meet changes over subsequent years.
- Acting as group facilitator charged with the objective of successfully articulating and translating the University’s vision and values into a well-defined strategic plan;
- Providing and overseeing an appropriate planning methodology within which the University's Steering Committee could complete its work;
- Assisting the University with developing the plans and resources necessary to implement the University’s strategic plan;
- Assisting the President’s Cabinet with developing and communicating the various individual plans of action necessary to achieve the goals outlined in the strategic plan; and
- Developing the proper sequence of Action Steps and the resource allocations required to accomplish the overall Goals and Initiatives of the Strategic Plan.
The Pappas Group has been engaged to provide
academic master planning services to Tennessee State University
(TSU). TSU seeks to develop an Academic Master Plan for the years 2007
– 2027 that will: delineate the University’s academic, research
and service priorities; guide all other planning processes, including
strategic planning, fundraising, budget allocation, human and fiscal
resource development, and facilities planning; provide a means for
monitoring and reporting the accomplishment of its recommendations; and
provide a means for updating and revising the plan as circumstances
require.
The Pappas Group will identify the University’s historic and current profile; identify the opportunities and challenges arising from the environment within which the University operates; identify specific program areas for growth and development and provide a mechanism for making program decisions; and address academic support, faculty and staff development, student support, and resource development where critical to the academic, research and service components of the University.
The Pappas Group will identify the University’s historic and current profile; identify the opportunities and challenges arising from the environment within which the University operates; identify specific program areas for growth and development and provide a mechanism for making program decisions; and address academic support, faculty and staff development, student support, and resource development where critical to the academic, research and service components of the University.
TEXAS SOUTHERN UNIVERSITY
The Pappas Consulting Group was engaged to develop
a strategic plan for Texas Southern University. We first
undertook a comprehensive assessment of the University’s strengths,
weaknesses, opportunities, and threats. We conducted a diagnostic
review of programs, operations, and services and performed an
environmental scan. A major portion of the assessment involved
benchmarking performance indicators against peer institutions.
We then held a series of strategic planning/visioning retreats and work group sessions to craft a results-oriented strategic plan. Our work entailed intensive hands-on assistance to each academic and administrative department at the University as they developed their own goals and outcome measures based on the University-wide strategic plan. We facilitated such an effort with the Board of Trustees as well.
The result of this consultancy was a comprehensive, five year strategic plan for the University which included detailed implementation/action steps with estimated investments/costs/benefits.
We then held a series of strategic planning/visioning retreats and work group sessions to craft a results-oriented strategic plan. Our work entailed intensive hands-on assistance to each academic and administrative department at the University as they developed their own goals and outcome measures based on the University-wide strategic plan. We facilitated such an effort with the Board of Trustees as well.
The result of this consultancy was a comprehensive, five year strategic plan for the University which included detailed implementation/action steps with estimated investments/costs/benefits.
UNIVERSITY OF CALIFORNIA-Berkeley
The purpose of this project was to identify
strategic priorities for the College of Letters and Science, the
largest College within the University of California-Berkeley. A
corollary objective was to determine ways in which resources could be
optimally reallocated to meet strategic priorities.
Our study resulted in recommendations on how to shift funding to College priority programs.
Our study resulted in recommendations on how to shift funding to College priority programs.
UNIVERSITY OF COLORADO DENVER (Formerly known as the University of Colorado at Denver and Health Sciences Center)
The Pappas Group is currently providing strategic
planning services to the University of Colorado Denver (formerly known as the University of Colorado at Denver and Health
Sciences Center). The University of Colorado Denver seeks to develop and maintain a
dynamic and comprehensive strategic plan for the University of Colorado Denver and design a plan
that positions the University for successful accreditation from the Higher
Learning Commission of the North Central Association of Colleges and
Schools in the year 2010-2011.
The resulting plan is required to be submitted to the University of Colorado Board of Regents in January 2008. This will be the first strategic plan developed for the University since the consolidation of the University of Colorado at Denver with the University of Colorado Health Sciences Center several years ago.
The resulting plan is required to be submitted to the University of Colorado Board of Regents in January 2008. This will be the first strategic plan developed for the University since the consolidation of the University of Colorado at Denver with the University of Colorado Health Sciences Center several years ago.
UNIVERSITY OF CONNECTICUT
Synergy Study
In the spring of 2002 at the request of the
President and with support and endorsement from the Board of Trustees,
the Pappas Consulting Group commenced a strategic planning and
organizational study of the University of Connecticut. The scope
of this engagement included the main teaching campus at Storrs, the
University of Connecticut Health Center in Farmington (UCHC), and the
various regional campuses and schools distributed across the
state. The goals of this study included identifying:
- possible actions to bring the various UConn entities together and become “One University,” an overall institution stronger than its separate parts;
- methods for positioning the University to more fully support and operate as a “Top 25 Public Research University,” to advance the University’s strategic goal to achieve that milestone recognition; and
- potential synergies available from across the various UConn entities and fully exploiting their potential benefits to advance the University’s core missions.
To accomplish the project’s strategic planning
objectives, we identified several institutional areas of study to be
undertaken by the consulting team. These study areas were applied
as appropriate to the Storrs and regional campuses as well as to the
UCHC, and included:
- Strategic and fiscal planning
- Organizational structure
- Sample business process analysis across major administrative areas (e.g. financial processes; human resources, student administrative services)
- Information technology
- Physical plant
- Research/sponsored projects and grants & contracts administration
- Performance measurement
- Academic support functions (including enrollment management)
The study was conducted utilizing a variety of
data–gathering steps. Extensive one-on-one interviews were
conducted with over 100 University trustees, executives, deans,
directors and operating personnel at Storrs, UCHC, and the regional
campuses. Follow-up interviews were conducted with some personnel
where appropriate; focus groups were utilized in selected instances
around a common theme of investigation. The consulting team
reviewed a number of prior planning documents, financial reports,
organizational charts, and operational/statistical reports already
prepared by the University and/or upon special request from us. Sample
process flows were prepared by University directors and reviewed
for processing methods in place, extent of automation, and potential
and/or realized efficiencies. Various steps were taken within
our consulting team to ensure that data obtained were crosschecked and
shared and results were coordinated across the various UConn entities.
The study focused on the strategic-level issues and opportunities available to the University and the results of this study provided UConn with a portfolio of institutional topics that can be pursued, from which University leaders can determine priorities and initiate detailed analyses and workplans for implementation.
The study focused on the strategic-level issues and opportunities available to the University and the results of this study provided UConn with a portfolio of institutional topics that can be pursued, from which University leaders can determine priorities and initiate detailed analyses and workplans for implementation.
We provided four major recommendations for
restructuring core administrative functions that would enable the
University to attain its goal of being among the top twenty-five public
research universities in the country.
- Implement a “shared administrative services model.”
- Institute a University-wide strategic planning process in which each unit contributes to the mission as a whole.
- Develop targets and reward systems to promote collaboration and institutional excellence. Develop and promote strategic themes that will unite the University.
- Create an institutional performance measurement system to track progress toward the goals enumerated in the strategic plan.
Internal rates of return were calculated for areas
of cost avoidance and cost reduction over a five year period. Metrics
and benchmarking activities were utilized throughout the study.
Information Technology
The Pappas Group developed a preliminary framework for a campus-wide Information Technology Strategic Plan. Our plan delineated the potential priorities, sequencing, and expected outcomes for future IT acquisition and deployment, with general cost estimates and funding strategies. Every effort was made to ensure that “the University's business objectives were driving University technology”. From this framework, the University commenced an extended detailed planning process that engaged all areas of the University community in determining a final technology plan.
Office of Sponsored Programs
The Pappas Consulting Group provided project management services to the
Office of Sponsored Programs (OSP) for the implementation of hardware
and software to support the administration of grants and contracts.
Installation of this system was identified as a University priority to
enhance fiscal and management control over the extensive research
activities of the University.
Beginning in December 2003, the Office of
Sponsored Programs (OSP) initiated a project to develop a crosswalk to
feed data from Grants & Contracts to the Financial Records System
(FRS) to create new FRS General and Subsidiary Ledger accounts for
awarded proposals. The goal of this interim solution was to replace the
highly labor intensive and manual online data entry procedures
currently in place. The ultimate goal was to establish an automated
data feed from the newly acquired InfoEd system for grant management
when the remaining InfoEd modules were installed and operational.
The Pappas Group was asked to provide project management services for
this project as well, which was successfully implemented in December
2004.
As part of the effort to implement the interim solution, a review of
current FRS account set-up processes was undertaken to identify
weaknesses and recommend appropriate alternative processes for FRS
account set-up. The need for this review grew out of the fact that
current processes were very labor-intensive, paper-driven and required
staff to enter the same data on more than one data entry screen.
UNIVERSITY OF IDAHO
Division of Finance and Administration Organizational Study
The Pappas Consulting Group conducted an organizational study for the Division of Finance and Administration. This review occurred during a time of difficult organizational transition. Among the areas included in this study were: facilities management; administrative affairs; auxiliary services; budget office; business and accounting services; division of finance and administration systems; human resources; information technology services; and trusts and investments office. As a result of the study, we made a series of recommendations that called for significant organizational and process redesign.
The Pappas Consulting Group conducted an organizational study for the Division of Finance and Administration. This review occurred during a time of difficult organizational transition. Among the areas included in this study were: facilities management; administrative affairs; auxiliary services; budget office; business and accounting services; division of finance and administration systems; human resources; information technology services; and trusts and investments office. As a result of the study, we made a series of recommendations that called for significant organizational and process redesign.
Prior to this organization study, the Pappas Consulting Group was
engaged to undertake a series of reviews related to the Division of
Finance and Administration with the objective of assisting the Acting
Vice President of that division to address financial control issues that
were impacting the main campus, and its satellite operations
across the state.
We recommended: numerous changes to improve the effectiveness of their recent SCT implementation from a management and user perspective; the redesign of the University’s budget and monitoring process; the restructuring of the roles and responsibilities of certain division personnel with respect to the University of Idaho's financial management operations; fundamental changes in financial processing and financial controls; and sponsored grant accounting, overhead allocation methodologies and financial management reporting.
College of Natural Resources Staffing ReviewWe recommended: numerous changes to improve the effectiveness of their recent SCT implementation from a management and user perspective; the redesign of the University’s budget and monitoring process; the restructuring of the roles and responsibilities of certain division personnel with respect to the University of Idaho's financial management operations; fundamental changes in financial processing and financial controls; and sponsored grant accounting, overhead allocation methodologies and financial management reporting.
The Pappas Consulting Group conducted a staffing review of the College
of Natural Resources (CNR). The major
objective of the review was to determine the optimal staffing structure
to support the mission and operations of CNR academic departments. In addition, we examined the
staffing complement of the Dean’s Office and the academic
departments to ensure business processes were conducted in a thorough,
consistent and equitable manner. We worked in collaboration with
the Dean, department heads, faculty, and administrative support staff
to understand their administrative processing needs and identify optimal solutions. Our methodology
included the review of relevant documents and one-on-one interviews
with selected administrators, faculty and staff. We provided
recommendations and next steps to improve administrative support to
faculty.
UNIVERSITY OF ILLINOIS
During the past several years, the Board and the
senior leadership of the University of Illinois has undertaken a series of
self-assessments focused on the academic, academic support, student and
administrative functions of its three campuses, including the Chicago
campus that is an urban health sciences university. We have conducted a
number of planning and assessment projects for this three-campus
University.
Peer Groups
The Pappas Consulting Group was asked to develop
best practice metrics for the Urbana-Champaign, Chicago and Springfield
campuses and work with the Illinois Board of Higher Education to modify
the peer groups of the three campuses. This benchmarking work
enabled the University to “measure” progress
toward meeting their strategic goals and objectives and ensure
accountability of University managers.
Financial Aid Study
We were engaged by the
University of Illinois to assist in addressing a set of financial aid issues that focused on the growth of financial aid
support funded through undergraduate tuition dollars.
The University’s tuition-funded financial aid program was created as a way to supplement need-based financial aid no longer being met through the federal government (Pell Grants) and the State of Illinois Monetary Award Program (MAP) grants. The MAP Supplemental Aid expenditures began in the 1995-96 academic year when, for the first time, tuition and fees charged to Chicago and Urbana students exceeded the maximum award from the MAP program.
We undertook three specific tasks:
The University’s tuition-funded financial aid program was created as a way to supplement need-based financial aid no longer being met through the federal government (Pell Grants) and the State of Illinois Monetary Award Program (MAP) grants. The MAP Supplemental Aid expenditures began in the 1995-96 academic year when, for the first time, tuition and fees charged to Chicago and Urbana students exceeded the maximum award from the MAP program.
We undertook three specific tasks:
- Benchmarked the University’s MAP Supplemental Aid expenditures against national norms for both public and private 4-year universities.
- Benchmarked the educational loan debt of graduating seniors at the University against national norms for both public and private universities.
- Surveyed other external sources of financial aid grants besides the federal Pell Grants and the Illinois Student Assistance Commission MAP Grants that could replace the current University MAP Supplemental Aid grants.
The results of this benchmark study helped the
Board of Trustees to understand better the policy questions surrounding
financial aid.
Institutional Support Costs
The Pappas Consulting Group undertook a study of
Institutional Support Costs in order to better understand and describe
the level of administrative support required to oversee and manage the
primary academic programs and activities of the University. Our report
contained a series of analyses, using data from different sets of
public institutions, to compare Institutional Support Costs with the
University of Illinois.
Three sets of comparisons of Institutional Support Costs were presented in the study. They were:
Three sets of comparisons of Institutional Support Costs were presented in the study. They were:
- University of Illinois compared to other Illinois Public Universities
- University of Illinois compared to Big Ten Universities
- University of Illinois compared to Selected Major Public Universities
The data presented in this report gave a
perspective of how campus size and the number of campuses within a
"system" can impact the amount being spent on Institutional Support
Costs. The results of the study helped the University of Illinois
to understand and present the long-term trends of their institutional
support costs.
Information Technology
The University Administration Division of the
President’s Office engaged the Pappas
Consulting Group Inc. to perform an assessment of the organization of
administrative information technology services within the
division. The goal of the study was to determine the best structure for the delivery of administrative information
technology services to the University of Illinois by the various
offices within the division.
The study included each of the offices within UA that provides administrative technology. We reviewed the component parts of IT development and delivery, and addressed various general planning questions. Early on in the study process, several planning criteria and principles were established. These included goals for administrative technology that were identified by the Project Steering Team, as well as several IT service principles that were established by the Pappas Group. These criteria and principles guided the overall assessment of the current UA environment.
Our Organizational Assessment of Administrative Information Technology Report offered an analysis, assessment, and a total of 81 recommendations for action to be considered by University Administration.
UNIVERSITY OF KANSAS
The Pappas Consulting Group was engaged to conduct
a review of its senior administrative structure (direct reports to the
Chancellor) for the purpose of making recommendations to streamline and
improve the effectiveness of that structure. In addition, we conducted
a broad review of current marketing communications activities
throughout the University including the Academic Medical Center to help
prepare for the creation of a strategic marketing communications plan.
As part of this review, we assessed the current staffing and
organizational structure of University Relations to determine how it
could best support such an institutional effort.
Senior Administrative Structure Review
The University of Kansas is a complex, multicampus university with a full-service medical center. Its campuses and sites are dispersed geographically in at least four sites. There were sixteen direct reports (including the Executive Vice Chancellor) to the Chancellor.
We undertook a diagnostic review of the senior administrative structure of the University. We developed a standardized interview guide tailored to the Chancellor’s objective to streamline and reduce his number of direct reports.
The outcome of this study was a set of recommendations streamlining and focusing the work of the direct reports to the Chancellor to carry out overarching activities that cut across campuses; work in a coordinated and strategic manner to advance the Chancellor’s priorities and free the Chancellor from time-consuming daily supervisory duties.
Senior Administrative Structure Review
The University of Kansas is a complex, multicampus university with a full-service medical center. Its campuses and sites are dispersed geographically in at least four sites. There were sixteen direct reports (including the Executive Vice Chancellor) to the Chancellor.
We undertook a diagnostic review of the senior administrative structure of the University. We developed a standardized interview guide tailored to the Chancellor’s objective to streamline and reduce his number of direct reports.
The outcome of this study was a set of recommendations streamlining and focusing the work of the direct reports to the Chancellor to carry out overarching activities that cut across campuses; work in a coordinated and strategic manner to advance the Chancellor’s priorities and free the Chancellor from time-consuming daily supervisory duties.
Marketing Communications
The impetus for this review included these factors:
- The need for the Office of University Relations to provide leadership and services to the entire University community by strengthening relationships, improving communications with diverse internal and external constituencies, and encouraging participation in support of University programs and initiatives.
- Historic de-centralization of the University’s communications effort had created a proliferation of separate domains of communication activities throughout the University without a common purpose or graphic identity to bind their work.
- The present organizational structure in University Relations was impeding the ability of the Executive Vice Chancellor to operate at a high-level policy and planning mode.
Throughout the course of this engagement, we
conducted extensive document analysis as well as focus groups with
members of the faculty and staff at the Lawrence campus, the Academic
Medical Center and the various branch campuses.
The outcome of this study was a set of recommendations regarding the direction of the University’s marketing communications as well as the leadership role of University Relations.
The outcome of this study was a set of recommendations regarding the direction of the University’s marketing communications as well as the leadership role of University Relations.
UNIVERSITY OF OREGON
Oregon Bach Festival
The Pappas Consulting Group was engaged by the
Senior Vice President and Provost of the University of Oregon to
conduct a high-level strategic and organizational assessment of the
Oregon Bach Festival which is internationally renowned. The study’s
objectives were to assess:
- The organizational and governance structure of the Festival;
- The programming and marketing functions of the Festival, with a focus on increasing the Festival’s audience as well as the timing and the length of the Festival; and
- The capacity for expanding the Board’s role in fundraising and development.
We made recommendations relative to: the extraordinary legacy of
the OBF’s Founders; governance; organizational structure and management
reporting; fundraising and development; marketing and programming and
business, and budget practices and next steps for further
analysis and action.
Jordan Schnitzer Museum of Art
The University of Oregon engaged the Pappas Consulting Group to assess:
the organizational and governance structure of the Jordan Schnitzer
Museum of Art (the Art Museum); the optimal strategic balance of its
educational programs with its exhibition/curatorial functions and with
its community outreach and service functions; the manner in which the
Museum could position itself more visibly in Eugene and the region; and
the role the Board of Directors should play in the long-term
sustainability of the Museum.
After initial data gathering, document analysis,
and a site visit, we engaged Board members via telephone interviews,
electronic questionnaires, and a half-day workshop in order to identify
what steps needed to be undertaken to address the issues that emerged
during the course of this engagement. Our report enumerated findings
and proposed action steps to be undertaken regarding the following:
Strategic Planning; Fund Development; Marketing and Community
Relations; Governance; Charter and By-Laws; Organizational Structure;
Communication; Museum Management Team; Business Practices; and
Financial Management and Reporting. A
Proposed Implementation Matrix constituted the final section of the report.
UNIVERSITY OF SOUTH FLORIDA
Plan for the Future
The Pappas Group was engaged by the University of
South Florida to provide an external perspective of its strategic
plan with the goal to gain more widespread ownership and
understanding of its strategic direction across the University community.
USF has chartered an ambitious course, and
our report seeks to be very direct about what USF will need to do to be
recognized among the elite research universities in the country.
Organizational Restructuring
The purpose of this consulting engagement was to
conduct a review of this multi-campus university in order to streamline the
organizational structure and reengineer a dozen major administrative
and academic processes. The President of the University initiated
the study and served as the main client contact. The Pappas
Consulting Group established an Administrative Review Committee (ARC),
comprised of senior University administrators and the consulting team,
to coordinate the effort.
We reviewed financial accounting and reporting, human resource, purchasing/accounts payable, enrollment, academic support, auxiliary, and development (fund raising) policies, processes, and structure on each of the campuses and in the President’s Office. We focused our efforts on structure and process flow between the central office and the campuses.
Our recommendations resulted in action plans to reduce approval levels, eliminate unnecessary work steps, migrate manual processes and procedures to an electronic platform, and improve services to students, faculty, staff, and other constituents (internal and external).
We worked with the Chancellor of the State University System of Florida and his senior support team to determine the ways in which the campuses could be provided state regulatory relief. Many of our recommendations led the Presidents of the other campuses, as well as the Chancellor, to seek regulatory relief from the legislature.
We reviewed financial accounting and reporting, human resource, purchasing/accounts payable, enrollment, academic support, auxiliary, and development (fund raising) policies, processes, and structure on each of the campuses and in the President’s Office. We focused our efforts on structure and process flow between the central office and the campuses.
Our recommendations resulted in action plans to reduce approval levels, eliminate unnecessary work steps, migrate manual processes and procedures to an electronic platform, and improve services to students, faculty, staff, and other constituents (internal and external).
We worked with the Chancellor of the State University System of Florida and his senior support team to determine the ways in which the campuses could be provided state regulatory relief. Many of our recommendations led the Presidents of the other campuses, as well as the Chancellor, to seek regulatory relief from the legislature.
UNIVERSITY OF TEXAS AT AUSTIN (LEGISLATIVE BUDGET BOARD)
The state of Texas has historically been committed
to holding its schools, universities and state agencies accountable
through a series of performance and management audits. The Legislative
Budget Board hired the Pappas Consulting Group to conduct a
management and performance review of the University of Texas at Austin.
The University of Texas at Austin is one of the nation’s largest and most distinguished public research universities. With an enrollment in excess of 50,000 (approximately 75% of whom are undergraduates) and national rankings in the top 20 public research universities, the University of Texas at Austin has an extensive teaching, research and service mission.
The objective of this Legislative Budget Board mandated review was to ultimately promote a better education for Texas students through greater academic and administrative efficiency. We were specifically charged to develop findings and recommendations for containing costs and improving management strategies for the University of Texas at Austin.
We performed detailed analyses for each of the following review areas: Instruction and Academic Support; Human Resource Management; Financial and Asset Management; Government Relations; and Plant Operations and Maintenance. Throughout our six month study, we: adhered to the workplan requirements stipulated by the LBB; collected and reviewed pertinent peer, statistical and benchmarking data and interviewed key UT personnel; collected electronic survey data from students, faculty and staff; met with LBB staff and University staff; conducted interviews with members of the Board of Regents, the Board staff, alumni and other constituents; and developed findings and recommendations for each area of review, focusing on improvements in resource allocation methodologies and making recommendations concerning possible statutory and/or funding recommendations for the Legislature to enact.
The University of Texas at Austin’s review report noted 32 significant accomplishments and made 42 recommendations for improvement.
The University of Texas at Austin is one of the nation’s largest and most distinguished public research universities. With an enrollment in excess of 50,000 (approximately 75% of whom are undergraduates) and national rankings in the top 20 public research universities, the University of Texas at Austin has an extensive teaching, research and service mission.
The objective of this Legislative Budget Board mandated review was to ultimately promote a better education for Texas students through greater academic and administrative efficiency. We were specifically charged to develop findings and recommendations for containing costs and improving management strategies for the University of Texas at Austin.
We performed detailed analyses for each of the following review areas: Instruction and Academic Support; Human Resource Management; Financial and Asset Management; Government Relations; and Plant Operations and Maintenance. Throughout our six month study, we: adhered to the workplan requirements stipulated by the LBB; collected and reviewed pertinent peer, statistical and benchmarking data and interviewed key UT personnel; collected electronic survey data from students, faculty and staff; met with LBB staff and University staff; conducted interviews with members of the Board of Regents, the Board staff, alumni and other constituents; and developed findings and recommendations for each area of review, focusing on improvements in resource allocation methodologies and making recommendations concerning possible statutory and/or funding recommendations for the Legislature to enact.
The University of Texas at Austin’s review report noted 32 significant accomplishments and made 42 recommendations for improvement.
UNIVERSITY OF VIRGINIA
The Pappas Consulting Group Inc. is serving as
technical resource to the University of Virginia’s Commission on the
Future of the University. We are providing a review of: proposed
academic program initiatives as well as the interim work of the
Commission and its committees.
The Pappas Consulting Group is researching and analyzing ten to fifteen, University proposals for new academic program initiatives in order to make determinations about the innovativeness of the proposals and the coherence of the emerging plan. We are also providing an environmental scan of best practices among higher education institutions globally; indicating where we believe the University could truly distinguish itself; and providing start-up and ongoing program costs (excluding capital costs) associated with establishing a best-in-class program at the University.
The Pappas Consulting Group is researching and analyzing ten to fifteen, University proposals for new academic program initiatives in order to make determinations about the innovativeness of the proposals and the coherence of the emerging plan. We are also providing an environmental scan of best practices among higher education institutions globally; indicating where we believe the University could truly distinguish itself; and providing start-up and ongoing program costs (excluding capital costs) associated with establishing a best-in-class program at the University.
VIRGINIA COMMONWEALTH UNIVERSITY
As part of the University’s strategic planning
process, a Commission on the Future of the University concluded that
substantial savings could be achieved if administrative services were
reduced and streamlined. The Commission recommended that a major
and comprehensive review of administrative structures and services be
carried out by a management consulting firm with expertise in
university administrative structures/cost reductions. The Pappas
Consulting Group conducted this study and delivered a recommended set
of actions.
We worked collaboratively University Committee on Administrative Review. The Committee set a goal to achieve a 15% reduction in administrative costs.
The results of the Pappas Consulting Group recommendations and action plan exceeded the University's Committee's goal. We identified $13 million in total annual cost savings, representing 20% of the administrative costs at the University. The Pappas Group recommended cost saving initiatives in the following areas: Academic Affairs, Student Services, Information Technology, Administration and Finance, Auxiliaries, Budget Operations, Facilities Management, Grants and Contracts Management, Human Resources and Payroll, Procurement and Payment, Health Sciences, and Research and Graduate Studies. The outcome of this study, along with other initiatives at the University, won an award from NACUBO for resource enhancement.
We worked collaboratively University Committee on Administrative Review. The Committee set a goal to achieve a 15% reduction in administrative costs.
The results of the Pappas Consulting Group recommendations and action plan exceeded the University's Committee's goal. We identified $13 million in total annual cost savings, representing 20% of the administrative costs at the University. The Pappas Group recommended cost saving initiatives in the following areas: Academic Affairs, Student Services, Information Technology, Administration and Finance, Auxiliaries, Budget Operations, Facilities Management, Grants and Contracts Management, Human Resources and Payroll, Procurement and Payment, Health Sciences, and Research and Graduate Studies. The outcome of this study, along with other initiatives at the University, won an award from NACUBO for resource enhancement.
YORK COLLEGE
We conducted a senior
organizational review of the nine direct reports to the President as well as the administrative staff that
constituted the President’s Office. Senior level faculty who
served critical governance roles at the College were included as well.
As the result of our assessment, a number of existing functions were reallocated and/or consolidated, thereby reducing the number of senior positions and redistributing various executive responsibilities. Implementing this major organizational redesign was just the first step in providing the College an appropriate leadership infrastructure to plan for and manage future College growth.
As the result of our assessment, a number of existing functions were reallocated and/or consolidated, thereby reducing the number of senior positions and redistributing various executive responsibilities. Implementing this major organizational redesign was just the first step in providing the College an appropriate leadership infrastructure to plan for and manage future College growth.
