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.

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:

• 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.

CLAYTON STATE UNIVERSITY

Clayton State University (CSU) selected the Pappas Consulting Group to develop a Strategic Plan that will provide a guide to enable the University to fulfill its mission goals of excellence and access, diversity and community partnerships.  The CSU Strategic Plan will be based upon market research, demographic and economic analysis of the main campus and its emerging sites, its catchment area, and extensive University staff and faculty participation.

The result of this assessment will be the creation of a 5-year Strategic Plan for Clayton State University which will include such components as mission, vision, values, goals and outcomes. It will also identify how best to prepare Clayton State University for growth and prosperity within the context of CSU's relationships with peer institutions and the USG Board of Regents.

THE COLLEGE OF NEW JERSEY

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:

• 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.

EASTERN KENTUCKY UNIVERSITY

The Pappas Consulting Group assisted the Board of Eastern Kentucky University and its Executive and Academic Affairs Committee (Executive Committee) in the conduct of its first evaluation of its President. The evaluation was comprehensive and included internal and external focus groups; electronic surveys of faculty, staff, and students; and an extensive review of data and documents. The process resulted in a report that was both evaluative and developmental.

GEORGIA COLLEGE AND STATE UNIVERSITY

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:

• 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 provided counsel to Georgia Tech, the University of Georgia, Georgia State University, and the Medical College of Georgia concerning the delegation of responsibility and accountability for capital projects and leases from the University System of Georgia. 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.
• 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.

NORTHEASTERN ILLINOIS UNIVERSITY (NEIU)

Northeastern Illinois University engaged the Pappas Consulting Group to develop a Strategic Plan that would provide a guide as to how the University would continue to fulfill its mission goals of excellence and access, as well as its unique features of diversity and community partnerships.  The Pappas Consulting Group developed: (1) a comprehensive, high level strategic plan for Northeastern Illinois University, integrating academic program needs and assessment with financial, human and physical resources; (2) a Strategic Planning Data Compendium that was replete with key data elements; and (3) a summary of relevant overarching themes that emanated from focus groups and interviews. 

Under the leadership of the newly installed president, this Strategic Plan will serve as a basis for all future significant academic and administrative planning at the University.

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.

OLD DOMINION UNIVERSITY

The Pappas Consulting Group conducted an internal and external stakeholder analysis, including interviews with legislators, Mayors, community leaders, and educational leaders, to inform the search process for the President of Old Dominion University. The Board of Visitors benefited both from the insights generated by this process, as well as a sense of ownership that developed among the stakeholders.

OREGON STATE UNIVERSITY

We were engaged by the OSSHE Board Administrative Review Committee to assess the administrative cost/structure of Oregon State University in order to identify ways to improve the effectiveness and efficiency of its administrative and support services.

We proposed changes to OSU's organization structure, operations and processes, focus and priority setting, and systems. We identified opportunities for savings and revenue enhancements ranging from $7.7 million to $19.7 million (up to 30 percent of administrative costs). OSU administrators subsequently reviewed the proposed changes, made appropriate modifications, and implemented significant change.

This study was the first inclusive higher education reengineering study to be performed in the country (February of 1992).

In a subsequent study, we worked directly with Oregon State University to define the following financial and human resource processes:

• Budgeting
• Position control
• Purchasing
• Personnel
• Accounts payable
• Payroll
• Accounts receivable
• Benefits administration
• General ledger
• Financial reporting
• Department reporting

PORTLAND STATE UNIVERSITY

Portland State University engaged the Pappas Consulting Group to: (1) assist the University to comply with Measure 5, state legislation requiring a 30% reduction of E&G funds while improving both institutional effectiveness and efficiency; and (2) improve the quality and delivery of enrollment and related services to students.

The first of these two studies focused on the review of the initiatives undertaken by the University to reengineer its administrative and support services in order to comply with Measure 5. We performed a desk audit of these initiatives in order to assess their implementation and outcomes.

In the second project, we created a new model for the provision of enrollment/student services. We differentiated those academic and academic support services that should be lodged within the College and the professional schools from those to be consolidated into a student enrollment/student information center serving undergraduate as well as graduate students.

The University found that our recommended reconfiguration of critical services to students eliminated much of the fragmentation traditionally found in university structures, while improving the quality of service delivery and providing opportunities for cost savings. Further, the new model eliminated much of the "shuffle" confronting students when going from one office to another.

We further made specific recommendations about a relevant student development function that supported the mission and constituency of this urban campus.

PURCHASE COLLEGE, STATE UNIVERSITY OF NEW YORK

Purchase College utilized the Pappas Consulting Group to develop a "plan-to-plan" as well as a strategic plan to focus intentionally the limited resources of The College to high priority strategic initiatives. We worked closely with the President and the Strategic Planning Team as facilitator, strategic planning "educator" and strategic planning expert; bringing to bear our experience with SUNY and its constituent members as well as higher education in general. This strategic plan effort resulted in a high level College-wide strategic plan in which the College's stakeholders have confidence.

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.

The Pappas Consulting Group conducted a high level diagnostic review of the Division of Student Affairs and Enrollment Management with the objective of ensuring that the division serves optimally the students of Sonoma State University. This review also informed the search process for the Vice President Student Affairs.  We provided conceptual service models designed to forge alliances with academic support services, enrollment management and the more "traditional" student affairs/services provided students into one division.

We provided a diagnostic to determine whether there were opportunities for improving program and service delivery to students.

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.

The Pappas Consulting Group Inc. was engaged to conduct an assessment review to determine whether the staffing levels and organizational structure recommended in the original human resources review conducted in 2007 is still appropriate given current workloads.

Information Technology

The Pappas Consulting Group Inc. was engaged to review and assess the processes of the Information Technology Services (ITS) operations at Sonoma State University. We provided recommendations for restructuring operations while continuing to provide essential services without significant additional resources. We addressed the manner in which the IT organization and operation could be restructured to better accommodate current and future service needs, which will lead to improved service, and more efficient use of financial resources.

The next stage of our review will include a survey of other CSU institutions to learn more about how they are addressing the organization, operation, service level, and funding issues of their information technology services.

Risk Management

The Pappas Group was engaged to determine whether the staffing levels and organizational structure recommended in the Pappas Consulting Group Inc. Human Resources Report dated February 10, 2007 was still appropriate given currently reported workloads. We undertook a two-phase project approach. During the initial review phase, we garnered a broad-based understanding of the organization and operations of the Risk Management and Employee Relations and Compliance Group. The second phase constituted the delineation of findings and recommendations of the review, including examining organizational structure alternatives to encourage a culture of institutional change.

We concluded there must be intentional and greater integration of risk management with Employee Relations and Compliance Services and greater outreach to the University as a whole through communication mechanisms, training and updates that enumerate the responsibilities of the various officers of the University and the Internal Audit function.

Facilities Management

The Pappas Consulting Group Inc. recently completed a review of Facilities Management to determine how it should be restructured to provide services  more effectively with fewer resources.

We assessed the division's organizational structure, key work processes and supporting information systems (both manual and automated).  We also addressed the capital planning function and its project delivery capabilities with respect to both facilities renovation and capital construction.  We also undertook an appraisal of the planning, prioritization and decision making processes that undergird capital renewal (deferred maintenance).

Student Union

The Pappas Consulting Group undertook a diagnostic assessment to determine how best to integrate the Student Union operations into the Division of Entrepreneurial Activities to serve optimally the students of Sonoma State University. We conducted interviews with senior executives and the Board of the Student Union Corporation and issued a report that outlined what the construction of the new University Center would do to enhance the student experience at the University. We subsequently made recommendations concerning the organization structure and the governance of the activities that currently comprise the Student Union.

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:

1. Identifying achievable goals and objectives, in light of the Mission of the University;
2. Meeting these project goals and objectives within a defined timeline;
3. Communicating these goals and objectives to SCSU's constituents;
4. Developing the tools necessary for benchmarking progress;
5. Building teams and developing a sense of ownership of the Plan by the University's faculty, staff, and students;
6. Establishing a basic framework within which development and adjustment of the University's vision and values could be continuously assessed and adjusted;
7. Guiding the President's Cabinet to develop the tools necessary for all levels of University management to make decisions and resource allocations; and
8. Developing the process for updating and modifying the initial plan to meet changes over subsequent years.

The role and scope of services we provided to develop this Strategic Plan included:

• 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.

SUNY-MARITIME

We were asked to assist in building a case for an increase in funding that could be presented to the SUNY System. We proceeded by first analyzing expenses and revenues and comparing such to the College's maritime peers. We then prepared a detailed and comprehensive case statement. We were subsequently asked to assess the College's recruitment, enrollment, and retention activities. The purpose of this review was to find opportunities to help the College increase its enrollment (both new students and greater retention of students) so that the SUNY System formula could be better tapped.

Our paper, The Case for Increased Funding at SUNY Maritime, was submitted to the SUNY System. This paper identified eight potential sources of increased state funding, including reclassification of courses; core institutional support; state initiated funding; sponsored activity support; campus mission adjustments; mission review; enrollment; and capital needs.

In order to meet our objectives and SUNY's to increase the freshman yield rate by 10%, the retention rate by 15%, and the six-year graduation rate by 25%, the Pappas Consulting Group:

• implemented an Enrollment Management Program;
• developed a long-range curricular plan;
• sought increased state funding;
• developed and implemented a strategic marketing/communications program; and
• implemented a College Technology Plan

We also conducted a feasibility study of implementing an international business program.

TENNESSEE STATE UNIVERSITY

The Pappas Group worked with TSU to develop an Academic Master Plan (AMP) for 2007 - 2027 that would: 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 identified: the University's historic and current profile; the opportunities and challenges arising from the environment within which the University operates; and specific program areas for growth and development. We further provided a mechanism for making program decisions and addressed how to integrate intentionally the academic support, faculty and staff development, student support, and resource development components of the University.

Phase II

The Pappas Group conducted a second phase of work in which we "ghost wrote" the AMP by developing a "strawman" for each of the proposed sections. We took each section to the AMP Steering Committee and sought resolution of any identified issues and approval of that section.  

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.

Board Governance

After a number of years, we were subsequently asked to conduct a Board Governance workshop for the Board of Regents to ensure the long-term sustainability of the University. We: reviewed relevant documentation; conducted one-on-one telephone interviews with each member of the Board of Regents, the President and each of his direct reports, including the Chief of Staff; determined common themes; and issued a report summarizing the results of the workshop and an action plan for follow-up by the Board, the President and his leadership team.

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.

UNIVERSITY OF COLORADO DENVER (Formerly known as UNIVERSITY OF COLORADO AT DENVER AND HEALTH SCIENCES CENTER)

The Pappas Group provided strategic planning services to The University of Colorado Denver. The University sought to develop and maintain a dynamic and comprehensive strategic plan for itself and design a plan that would position 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 was submitted to the University of Colorado Board of Regents in January 2008. This was the first strategic plan developed for the University of Colorado Denver 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.

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.

1. Implement a "shared administrative services model."
2. Institute a University-wide strategic planning process in which each unit contributes to the mission as a whole.
3. Develop targets and reward systems to promote collaboration and institutional excellence. Develop and promote strategic themes that will unite the University.
4. 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.

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 Review

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 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.

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.

UNIVERSITY OF KENTUCKY

The Provost of the University of Kentucky selected the Pappas Consulting Group to improve the organizational effectiveness of the Gatton College of Business and Economics with particular focus on the Office of the Dean, Von Allman School of Accountancy, School of Management, and the Department of Economics.  We identified ways in which the College could meet the challenge of providing constituents and stakeholders timely, responsive, and nimble service; facilitate a change in the organizational culture of the College to improve collegiality and develop an operating environment of trust among the faculty and the leadership of the College; facilitate the design of a more responsive and nimble organization structure with clearly defined roles and responsibilities, accompanying performance metrics, and the management of consequences. We also created a communication strategy for the College and its multiple stakeholders to ensure the continuous and long-term focus on becoming a "high performing organization"

UNIVERSITY OF NEVADA RENO

The Pappas Group conducted a diagnostic review of the Office of Sponsored Projects Administration (OSPA) of the University of Nevada, Reno. The purpose of the review was to: (1) identify the major issues that may cause unacceptable service quality and; (2) propose an Action Plan to correct the deficiencies. After reading an extensive array of background material and conducting many interviews and focus group sessions, we developed an assessment of the strengths and limitations of the Office of Sponsored Projects Administration.

Our recommended Action Plan for OSPA employed a three-step Turnaround Strategy, focused on making the Office of Sponsored Projects Administration a highly productive and quality-service organization. The recommended three-step Turnaround Strategy proposed provided a road map for systematic and continuous improvement. This roadmap consisted of: the hiring of highly qualified people who had a clear understanding of their role and purpose; making sure policies, value systems, procedures, training, and administrative systems necessary to execute their responsibilities are in place; and ensuring that a set of performance measures and reporting systems to monitor and track performance are also put in position.

UNIVERSITY OF OREGON

We were engaged to conduct an administrative cost assessment of the University of Oregon. The review focused on increasing institutional efficiency. We reviewed the efficiency of existing administrative and financial processes and their relationship to the Oregon State System of Higher Education as well as various state and executive agencies.

This engagement was undertaken during the time of a significant Presidential transition. The strategic agenda which had been the hallmark of the previous administration was transformed by Dr. Frohnmayer as he assumed office. As a result, we needed to respect the fundamental change the new senior incumbents wanted to effect while ensuring that a 20 percent reduction in E&G funds would in fact be realized. Many of the recommendations we made included new organizational paradigms and processes for student affairs and research services.

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:

1. The organizational and governance structure of the Festival;
2. 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
3. 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 TEXAS AT AUSTIN

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 engaged 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.

UNIVERSITY OF VIRGINIA

The Pappas Consulting Group Inc. served as the technical resource to the University of Virginia's Commission on the Future of the University. We provided a review of: proposed academic program initiatives as well as the interim work of the Commission and its committees.

The Pappas Consulting Group researched and analyzed fifteen University proposals for new academic program initiatives in order to ensure their coherence with the emerging plan. We provided an environmental scan of best practices among higher education institutions globally, indicating where we believed the University could truly distinguish itself.  In this regard, we provided start-up and ongoing program costs (excluding capital costs) associated with establishing best-in-class programs 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 with the 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.

WASHINGTON STATE UNIVERSITY

The Pappas Consulting Group Inc. conducted an organization and staffing review of the Office of the Vice President for Research and Dean of the Graduate School to determine how to organize and staff the Office to enable the University to fulfill its strategic goals in research, scholarship and graduate study and provide optimal and seamless service to its Principal Investigators as well as to its graduate faculty and graduate students.

We documented major findings and conclusions, and prepared recommendations as well as drafted 2-3 organizational and staffing options for consideration.  Lastly, we developed staffing and organizational structure options.

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.