Multi-Campus Public Universities and Public University Systems
ARIZONA BOARD OF REGENTS
The Pappas Consulting Group Inc. conducted a Performance
Assessment of the Arizona Board of Regents and its leadership, including its
organizational structure and operations to ensure it could meet the needs of
its member institutions and the people of the state of Arizona.
The specific objectives of the study were to:
more efficiently define the Board's
mission, vision, governance role and strategic direction;
provide for an organizational structure
that would better enable the Board to carry out its governance and oversight
ensure effective and efficient Board and
staff operations; and
The report enumerated the need for greater focus
on the most critical issues facing the University system; greater relevance of
the work and work product generated by ABOR; improved productivity and
efficiency; and, enhanced governance and stewardship of the University system.
Best practices were presented throughout.
ARIZONA STATE UNIVERSITY
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
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
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:
potentially revised high level (e.g., purchasing) approval processes;
the staffing to support anticipated future transaction flow; and
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.
Capital Planning and Construction
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:
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
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
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.
Intellectual Property and Technology Transfer
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
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
Invited representatives of each of the
selected campuses to participate in the survey. All those invited agreed to
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
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:
A governance structure for management
guidance and oversight of technology planning, development and support
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
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
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.
CALIFORNIA STATE UNIVERSITY
Members of the Pappas Consulting Group have been
engaged to conduct management reviews of administrative business functions and
financial operations and controls at a number of campuses of this complex state
university system. Here are but a few examples of such work.
We examined work processes conducted by the
contract services and procurement, receiving, and accounts payable units of the
Chancellor's Office of the California State University system. The study
resulted in recommendations to improve efficiency, enhance the level of
service, and position the office to take maximum advantage of emerging
technologies and effectively support campus consortiums.
California State University, Fullerton
We conducted a financial management review of
California State University, Fullerton, evaluating overall management of campus
fiscal operations related to general financial internal control systems and
examining underlying centralized and campus-wide fiscal operation management
control. We reviewed, tested and recommended improvements in management
oversight and business processes and made observations about the state of
financial management on the campus relative to staffing and use of technology.
California State University, Northridge
We performed a comprehensive financial
management review at California State University, Northridge, which included
assessing policies and procedures, financial authority and responsibilities,
technology, qualifications and expertise of finance staff, and interaction
between central and campus-wide financial units. Our review also comprised
examination of financial procedures and controls practiced by each of five
auxiliaries and business processes conducted by Physical Plant Management.
We identified areas that need to be strengthened
and provided an implementation plan for improving financial management on each
UNIVERSITY OF NEW YORK (CUNY)
The Pappas Consulting Group was engaged to
conduct an organizational assessment of the Chancellor's Office of the City
University of New York.
The objectives of this study were to:
Transfer increased authority to the
twenty campus Presidents.
Provide a more accountable and supportive
administrative resource (The Office of the Chancellor) to the campuses.
Work with the campuses to effect
efficiencies and ensure the development and measurement of test practices.
When Dr. Goldstein arrived as the new Chancellor
in 1999, he was concerned that the System Office was an impediment to the
day-to-day operations of the 20 campuses. We reviewed the various functions
that were performed at the Chancellor's Office and determined where activities
and functions would more appropriately be carried out at the campus level to
achieve greater efficiency and effectiveness. As a result, the Chancellor's
Office was converted from a "command and control center" to a "service center"
with clearly stipulated performance and accountability measures put in place. A
significantly transformed table of organization of the Chancellor's Office
resulted. We changed the name of the Office that Dr. Goldstein assumed
("The Central Office") to the Chancellor's Office to reflect clearly its transformed
STATE UNIVERSITY SYSTEM OF FLORIDA AND FLORIDA BOARD OF
The Florida Board of Governors
Foundation, Inc. engaged the Pappas Consulting Group to identify appropriate
recommendations for the future structure of the state university system as well
as the policies and investments necessary to create that structure.
The Pappas Group created a master plan
for Florida's higher education future with the target date of 2030 at the
90,000-foot level. We intentionally designed an interview and focus group
process that elicited dialogue and thought provoking decisions rather than a
process designed to generate curt, technocratic answers. We met with the
Chancellor and the Board of Governors and his staff in small groups to
ascertain the role of the Board of Governors staff and their relationship to
the Board of Governors. We met with the leadership teams of the eleven
institutions that comprise the System as well as members of the Board of
Education, Independent Colleges & Universities of Florida (ICUF), the
Community College Chancellor and his chief academic officer, as well as members
of the state legislature.
We held eleven, three to four hour focus
groups with the Presidents of each of the FBOG institutions and their Vice
Presidents. These sessions provided valuable insight into the ambitions of the
individual institutions as well as their perception of the role and
responsibilities of the Board of Governors and its staff. We interviewed each
Board of Trustees Chair to ascertain his/her perceptions of the role and
responsibilities of the local board of trustees vis-à-vis the Board of
We also reached out to the Chancellor of
the Florida Community College System and his senior staff as well as with
selected community college presidents whose institutions offered the
baccalaureate. The Chair of the State Board of Education and the Commissioner
of Education made themselves available and provided their perceptions of the
future structure and governance of the FBOG. We spoke with the senior staff of
ICUF and several ICUF member institutions along with several leaders of the
business community. Legislative leaders and others were also interviewed in
order to gain a broad perspective of their vision of the State University
System and the challenges confronting it.
Upon conclusion of this extensive and
broad data gathering effort, we developed a series of observations and
recommendations based on our own extensive experience with public higher
education and their systems. From February 2007 through January 2008, Dr.
Pappas participated in multiple public hearings, appeared before State Senate
Appropriations Committees and spoke at the Askew Institute. She addressed the
Florida Association of Colleges and Universities in June, 2007 and ICUF in
We additionally served as advisors to
the Board of Governors, the Chancellor, and the Governor's Advisor to Higher
Education as essential planning decisions were vetted and made.
The Florida Board of Governors
subsequently asked the Pappas Consulting Group to continue working with them in
two areas: technical expertise relating to the further development and
implementation of the "road map" for the State University System; and
development of a FBOG staffing plan consistent with the strategic direction of
We provided technical expertise to
address queries relating to institutional funding, economic development and
business collaboration, e-learning, branch campuses, K-12 pipeline, Board of
Trustees and Board of Governors roles and relationships and other subject
matters addressed in the report.
The staffing plan assignment utilized
the high level strategic direction outlined in the Pappas Report as the
backdrop for its organizational and staffing recommendations. A baseline of the
current organizational structure, reporting relationships and roles and
responsibilities of each incumbent in the FBOG was established.
During the course of this effort, we
determined the degree to which FBOG staff should: work with the FBOG as an
entity and with individual FBOG members; engage with campus-based personnel and
for what purpose; engage with campus-based Board of Trustees; interface with
the Legislature and state agencies; and collaborate with the Council of 100,
economic development agencies, ICUF, the community colleges, etc. We generated
a report that outlines the current baseline and describe the ideal future
state. An implementation plan was developed.
IOWA BOARD OF REGENTS
We have served the Iowa Board of Regents on two
The first study was a five campus organizational
audit of every major function, including the review of the colleges/schools of
the University of Iowa, Iowa State University and the University of Northern
Iowa. We recommended the elimination/consolidation of academic program
offerings as well as schools/colleges. We learned during this initial study
that the role of alumni is a force with which to be reckoned in the redesign of
any educational enterprise.
Audit of the Prior Organizational Audit
We worked closely with the Executive Director of
the Iowa Board of Regents and the Chair of the Board in this subsequent study
where the Pappas Consulting Group was asked to assess, after a five year hiatus,
the progress made in redesigning strategic planning, funding and resource
allocation processes, faculty promotion, tenure and review processes,
information technology, financial and management reporting and administrative
K-12 Blue Ribbon Task Force
In yet a subsequent assignment, the Pappas
Consulting Group was engaged by the Governor-appointed Commission on
Educational Excellence for the 21st Century to serve as its staff to create a
vision and roadmap for pre-kindergarten through 12th grade education in Iowa to
ensure that Iowa's educational system continues its tradition of providing the
best education to its young people. The four key areas included: high
expectations for students; quality of the instructional program; student achievement
and; parent and community involvement. Mr. Pomerantz served as the Chair of
This complex college system engaged the Pappas
Consulting Group to perform a series of operations reviews of Computer
Services, Telecommunications, Human Resources, and Bookstores. The purpose was
to identify means by which to improve services and reduce administrative costs.
An additional objective was to redesign the processes and workflow between the
Central Office and its 6 campuses/sites.
We established an Administrative Review
Committee, comprised of three Board members and three senior administrators, to
provide oversight. Throughout the project, we had significant interaction with
operational managers and service recipients. We analyzed each area using our
proprietary methodology and addressed specific service and process issues
identified by Miami-Dade College.
The project resulted in a series of detailed
recommendations to: simplify the computing environment while enhancing
functionality in all process areas, redirect Miami-Dade's software
acquisition/development strategy, enhance its telecommunications management
structure, reengineer a set of human resource operations, and restructure the
management of the Bookstores operations. For each recommendation, we calculated
the estimated cost savings and benefits. We further developed an action plan
that identified responsibilities, estimated costs, and timeframe required for
MONTANA STATE UNIVERSITY
The Pappas Consulting Group was engaged to
assist the University in its review of: (1) the Administration and Finance
Division of the Bozeman campus; and (2) the support services commonly provided
by the Administration and Finance Office across the four campuses (Bozeman,
Billings, Northern, and Great Falls) of MSU.
Review of Administration and Finance
Organization at MSU-Bozeman
Our work plan targeted ways to improve service
levels, consolidate organizational structures, and strengthen operating
efficiency. A key aspect of the analysis was the extent to which the Banner
software and other forms of technology were used to streamline transaction
processing, access accurate and timely operational information and generate
useful management information.
Our work plan was designed to give the
University system guidance for continuing its efforts to improve service
quality, streamline operating efficiency, and reduce its administrative
overhead costs as it adapts to the mega-trends driving our society.
Review of Common Administration and Finance
Services Throughout the University
We identified alternative organizational
structures and service delivery methods, evaluating their advantages and
disadvantages, and recommended opportunities for service delivery,
improvements, and cost savings.
Resources/Personnel and Payroll Organizational Review
Pappas Consulting Group was engaged to conduct a review of the Human
Resources/Personnel and Payroll (HR/PP) within the Administration and Finance
division at Montana State University. The review defined an organizational
structure and operating environment that: created shared responsibility for
customer satisfaction throughout all HR/PP services and processes; provided the
types of services and level of service wanted and required by customers;
resolved current customer concerns and improved customer perceptions of HR/PP
services across campus; enhanced operating efficiency and effected cost/time
savings for HR/PP staff and customers; and streamlined the processes through
which faculty, staff and students interfaced with HR/PP while maintaining
appropriate controls and data integrity.
The project was conducted within the
context of the overall mission of the division of Administration and Finance as
well as that of the University.
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.
NEW JERSEY PUBLIC RESEARCH UNIVERSITIES
The Pappas Consulting Group was charged by a
Review, Planning and Implementation Steering Committee (Executive Order 42)
Review the impact of the Commission on
Health Science, Education and Training's recommendation to create a
comprehensive plan for restructuring New Jersey public research universities
(Rutgers, the State University of New Jersey, the University of Medicine and
Dentistry, and the New Jersey Institute of Technology).
Facilitate the collection of information
pertaining to the restructuring.
Examine and prioritize specific
strategies to restructure the three public research universities.
Outline a proposed work plan.
Deliver an assessment and implementation
interim report to the Governor that included, for the various stages of
implementation, the actions required, a timeline for those actions, specific
milestones, and responsibilities for the proposed multi-year effort.
A structure of committees and working groups was
designed in order to involve multiple constituencies in the project, identify
and examine the myriad issues inherent in restructuring, and compile extensive
information on which to base decisions. P.Roy Vegelos, M.D., retired CEO of
Merck served as the client and Chair of the Steering Committee.
Phase I: Preparation and Organization
During the first 90 days of the project the
Pappas Consulting Group spent time organizing and orienting the various
committees and working groups. We developed draft governance, structure and
budget scenarios, and consulted and collaborated with existing governing bodies
within the Universities and the state.
Phase II: Research and Discussion
Phase II focused on identifying information
needs and collecting data relative to the many academic and administrative
functions within the existing universities and their various sites. We
interacted with numerous committees and working groups during this part of the
planning project. We conducted system-wide committees and group meetings in
collaboration with university-level committees and groups at regional locations
throughout this phase. During this phase of our work, we researched and
documented the governance mechanisms of public university systems in place in
all fifty states.
Phase III: Analysis and Conclusions
During this phase, we analyzed the data compiled
for each of the functional areas and formulated conclusions relative to the new
public research university system and its funding.
As the new system of public research
universities was being developed, we were asked to develop appropriate
benchmarks and accountability measures for it.
During the course of this assessment, we
utilized existing data from the New Jersey Commission on Higher Education and
supplanted it with comparative data from the Lombardi Program on Measuring
University Performance produced by TheCenter at The University of Florida (Its
successor, TARU, is currently housed at Arizona State University).
We utilized Lombardi's nine different measures:
Total research expenditures
Federal research expenditures
Faculty members in the National Academies
Entering freshmen SAT scores
Our report concluded that there would be a lot
of opportunity if the correct synergies could be created within and across the
three proposed public research universities.
UNIVERSITY SYSTEM (formerly OREGON STATE SYSTEM OF HIGHER EDUCATION)
The Board of Trustees engaged the Pappas
Consulting Group to undertake a number of strategic planning, business process
redesign, and outsourcing initiatives for OSSHE and its five campuses.
We created a new strategic plan for the
Chancellor's Office and helped to define the operating and strategic
relationships with the five campuses. During the course of our work, we
recommended changes to policies and procedures affecting the conduct of
business between and among the Chancellor's Office and the five institutions.
We reviewed each of the campuses and the Chancellor's Office at the operational
level. Multiple layers of approval and fragmentation and duplication of
worksteps were eliminated at the System and its campuses.
A series of detailed follow-up studies with
proposed action plans to improve effectiveness and efficiency of administrative
and support services for Oregon State University, The Chancellor's Office, the
University of Oregon, and Portland State University were then undertaken.
PENNSYLVANIA STATE SYSTEM OF
HIGHER EDUCATION (PASSHE)
Pennsylvania State System of Higher Education
(PASSHE) charged the Pappas Consulting Group to conduct an organizational
assessment of the administrative operation of the central office and its 14
universities. This project reflected the Chancellor's goal to have the
administrative operation of the System, for each campus and the central office
as well as their interrelationships, examined for ways to enhance services and
reduce costs. PASSHE sought
to analyze the System's organizational alignment in support of its overall
mission and strategy. Towards that
end, our consulting team:
- Identified areas where
similar support services, common business practices, or common use of
technology could enable consolidation, decentralization or centralization,
creation of new regional partnerships, outsourcing, improvement of workflow, or
the deployment of a new cost-effective model for the delivery of services.
- Identified opportunities to
improve the efficiency, effectiveness, and coordination of functions among the
campuses and central office resources.
Provided guidance on what decisions, processes, and/or organizational
structure changes should occur to achieve the appropriate balance between cost
savings and service levels to our students, faculty and staff in the short term
(12 months) and over the longer term.
RHODE ISLAND BOARD OF
GOVERNORS FOR HIGHER EDUCATION (RIBGHE): University of Rhode Island
Island Board of Governors for Higher Education engaged the Pappas Consulting
Group to conduct a presidential review of the University of Rhode Island (URI).
We conducted a series of focus groups and interviews with key constituencies of
the Community College of Rhode Island (CCRI) and URI higher education
communities, including the President's Cabinet, student leaders, executive
committee of the faculty senate, and the URI executive committee of the
American Association of University Professors; and the department chairs, union
leadership, student leaders, senior administration, deans and staff at
CCRI. We produced a report
summarizing our findings.
UNIVERSITY OF NEW YORK (SUNY)
This 64-campus system has asked the Pappas
Consulting Group to provide strategic planning and enrollment management
assistance on several occasions over the last 6 years. To that end, we have
worked with two Chancellors, the Chief Operating Officer of the system as well
as various system-wide Strategic Planning Committee comprised of Presidents
from the community colleges, the regional campuses and the research centers.
During these efforts, we facilitated a number of strategic planning sessions
and developed various drafts of the strategic plan for review and signoff by
Chancellor asked the Pappas Consulting Group to work in partnership with the RF
Vice President for Information Services to undertake a preliminary review of
the IT infrastructure at all constituent SUNY Plaza organizations, including
the Office of Administrative Systems (OAS), the State University Construction
Fund (SUCF) and the Research Foundation of SUNY (RF SUNY).
The Chancellor commissioned this
review to strengthen and enhance service levels and realize economies of scale
as well as consolidate duplicate services, functions, organizations and
technology. The primary goal of the review was to determine immediate action
steps and long-term considerations to better position SUNY Plaza IT
organizations in the support of the strategies emerging in the new SUNY
The subsequent baseline report of
the administrative IT functions of SUNY Plaza set the stage for a Phase II
review that includes the academic, student and other related IT functions of
The Pappas Consulting Group Inc. has provided,
and continues to provide, presidential evaluation services to the State
University of New York.
Prior to each campus visit, the Pappas
Consulting Group reviews extensive documentation, including: self-evaluations;
the SUNY-Campus Memorandum of Understanding; and extensive written comments
from Vice Chancellors, the President of the Research Foundation, campus
administrators, faculty, students and union leaders. Based on this
documentation, on-site interviews and observations, we provide SUNY Senior
Leadership and the Board of Trustees a thorough written evaluation of the
President and related operating issues. We have conducted such evaluations for:
Buffalo State College
College at Fredonia
College at Geneseo
State University at Cortland
State University Institute of Technology
State University at New Paltz
State University at Old Westbury
State University at Oswego
State University at Purchase
The SUNY Research Foundation engaged the
Pappas Group to be of counsel to the President of the SUNY Research Foundation
in his efforts to assess: the operating and processing efficiencies of the
Foundation vis a vis the services
provided to the SUNY campuses and the Chancellor's Office and; the long-term
strategies that should be adopted by the SUNY Research Foundation Board to
optimize its effectiveness with the campuses that comprise the system.
We undertook an initial Diagnostic
Review to understand: the mission of the Foundation; the roles and
responsibilities of the different units within the Foundation; the interactions
between the Foundation and the campuses; and the long-term strategy of the
Foundation. The result of our diagnostic review was a preliminary assessment of
the policy, strategic and operational issues facing the Foundation as well as
an initial prioritization of the issues relating to the mission, strategic
goals, and operating performance of the Foundation.
The Pappas Consulting Group next drilled
down into the operating and processing environment of The Research Foundation
(RF) of the State University of New York (SUNY) to determine the long-term
strategies that should be adopted to optimize the RF's relationship with the
SUNY campuses. The review was conducted after responsibility for the Federal
Relations, Philanthropy and Planned Giving programs was transferred from the
Foundation to the Chancellor's Office. A detailed Operations Service
Improvement Program (OSIP) was developed and implemented.
The Pappas Consulting Group recently
completed Phase III of this on-going assessment. Task forces for the four
strategic initiatives delineated in our previous Phase of work were appointed
with the charge to: clarify and articulate the role and responsibilities
associated with each central Foundation unit; stimulate SUNY research funding
opportunities, technology transfer royalties and economic development; define
the level of service required for each central Foundation unit to adequately
support SUNY research efforts; and, redefine the Foundations assessment
These four areas became the cornerstone for two
fundamental changes in the RF. The first was the Operations Service Improvement
Program (OSIP) implemented in 2008. The second was the Strategic Planning
Process that started in August 2008 and was completed in May 2010. The
strategic plan was adopted at the RF's August Board meeting with a series of
2008, the Pappas Consulting Group assisted the RF with carrying out its
Operations Service Improvement Program. OSIP was designed to dramatically
improve RF service levels and change, in a fundamental way, the way the RF
engages the campuses. A basic framework of Roles and Responsibilities was
developed, using input from a Task Force comprised solely of campus users. This
Task Force has now become the primary driver to ensure consistent service
delivery to the campuses. The RF
portal was redesigned to streamline operations and improve communication. A
study of Legal Counsel has led to service improvements in contract reviews and
the use of external legal counsel. Throughout we relied on input from SUNY's 64
campuses as well as such external stakeholders as the Governor's office,
Legislative staff, state agencies involved in R&D and economic development
as well as business and community leaders.
The second major effort was the facilitation of the
RF strategic planning process. Beginning in August 2008, internal studies and
research efforts were undertaken to provide background for the planning effort.
These studies first resulted in: an Information Services strategic plan; a
study of technology transfer and economic development; a focused internal study
on how to increase sponsored programs throughout SUNY and; the development of a
series of white papers on the RF's Financial Structure.
A comprehensive strategic plan was adopted at the
2010 May Board Retreat and is available on the SUNY RF Website at
www.rfsuny.org. Read SUNY RF's 4th Quarter 2009-2010 "Strategic Plan Progress Report: The Year in Review".
UNIVERSITY OF HOUSTON SYSTEM
The University of Houston System is comprised of the University of
Houston, the University of Houston Downtown, the University of Houston Clear
Lake, the University of Houston Victoria, and a number of metropolitan learning
centers with multiple community college and UHS collaborative programs. The
Chancellor of the System concurrently serves as the President of the University
The UHS is committed to emerging as the preeminent metropolitan
university system in the U.S. while differentiating the missions of each of its
four constituent institutions. The University of Houston is vying for Tier One
status from the Texas State Legislature.
The Pappas Consulting Group was engaged to work with the University of
Houston System to: address system organizational structure; Board Governance;
strategic enrollment management planning; UHS strategic direction and campus
mission differentiation and funding.
We first facilitated an initial Board of Regents Retreat with the goal of: (1) providing the Board with the national best
practices for the highest performing boards; and (2) reaching consensus with
the Board and Chancellor on the thematic strategic directions for the UH
System. This Retreat was a crucial step in the
Chancellor's dual mission of strengthening governance and enabling this 4
campus system to become strategic in its long-term thinking. We then
facilitated a retreat for the Chancellor's Leadership Team, focusing on the
strategic themes that needed to be further vetted with key stakeholders
including the identification of action steps and the development of
We reviewed and recommended revisions to the Standing
Committee Charters and Bylaws. We provided a summary
document with special focus on the themes of research prominence and student
access/success. In addition, the Pappas Consulting Group provided the
University of Houston System Board of Regents an independent analysis and
specific recommendations responding to the Seven Breakthrough Solutions
presented by the Governor's office.
The Pappas Consulting Group prepared organizational/structural options
for consideration concerning the University of Houston System. These options were developed for a
five-year and a ten-year period enabling a thoughtful and well vetted
implementation process. The Board
determined that structural solutions will be phased over time. We
presented alternative organizational/structural options for discussion concerning
campus alignment, branches, and possible specialized institutions at the May
2009 Board Retreat.
parallel with the Development of Organizational/Structural Options, we worked
with the UH Action Steps Steering Committee to enable the University of Houston
to realize Tier One Status. With the arrival of a new
President in January 2008, the University of Houston (UH) embarked on an
ambitious agenda to become a top research university. While utilizing the
University's existing strategic plan as the context for new strategic
visioning, the Pappas Group sought ideas from both internal and external
stakeholders concerning the future of UH over an intensive 100-day period. We
also engaged in a retreat with the Board of Regents and with the leadership of
the University to seek agreement on the key strategic themes for the University
of Houston. All of this activity led to a remarkably consistent consensus on
six themes that will be critical to the University of Houston and its future.
Enrollment Management Planning
The Pappas Consulting Group
conducted a diagnostic review of Enrollment Services for both UH and UHS. We interviewed University personnel on
all four campuses, conducted one-on-one meetings with representative academic
leaders, managers in the various Enrollment Services units. We conducted focus
groups with representative staff members from selected Enrollment Services
units and academic departments.
The objective of this diagnostic was to: establish a
baseline understanding of Enrollment Services from both an operational and
organizational perspective at the unit level and the division level, and
identify those organizational and operational issues that need to be addressed
assertively from both a University of Houston and University of Houston System
perspective. Based upon our
interviews, the information provided us, and our prior strategic planning work
with the Board of Regents and the senior leadership of the University of
Houston System and the University of Houston, we provided senior management and
regents information about the enrollment profile, academic programs, and
interaction of programs between system universities, system centers, and
external institutions. We developed institutional profiles that demonstrated
how each institution was distinctive, had unique yet core academic programs and
displayed the student profile of each. These intensive and extensive working
papers and reports are serving as the basis for a UHS and individual
institutional enrollment management plans.
In May of 2010, we facilitated a
Board Self-Assessment at the request of the Board Chair.
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.
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:
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
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
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:
University of Illinois compared to other
Illinois Public Universities
University of Illinois compared to Big
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.
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.
The Pappas Group was
engaged to conduct an Administrative IT
Follow-On Study. Since the delivery of our original Assessment Report, a
number of organizational and key personnel changes had occurred at the
University. For this reason, the
Senior Associate Vice President for Administration and Planning requested that
the Pappas Group return to campus and update the April 2007 Assessment Report
in light of these changes and the passage of a year's time. This update was intended to assist the
University in developing an appropriate implementation plan for proceeding with
desired recommendations from this assessment process and to provide the newly
appointed Associate Vice President of AITS an initial roadmap for
The net result of this
assessment was a series of positive steps in improving the quality of services
and the working relationships between UA and its many administrative technology
THE UNIVERSITY OF MASSACHUSETTS SYSTEM
The UMass Board of Trustees engaged the Pappas
Consulting Group to conduct a three year multi-phased project to improve
business services, reduce administrative costs, and improve the working
environment of its five campuses and the President's office. The Phase I
objective was to conduct a high level review of services: Student Services
(enrollment); Human Resources; Procurement; and Financial Accounting and
Reporting and to pinpoint significant processes for administrative redesign.
Based on the study outcomes of Phase I, we undertook a series of pilot projects
on each of the campuses in Phase II to identify tangible cost savings,
demonstrate how administrative redesign could work on a larger scale, and build
credibility and support for Phase III (on-going implementation and continuous
improvement on each campus).
We redesigned admissions, financial aid, registration,
and student accounts functions. This effort produced an integrated process for
transfer and freshman student admissions resulting in reduced response time to
applicants. In Human Resources, we improved hiring practices by reducing
approvals and the number of forms. The Procurement redesign included the
development of a procurement card for small dollar purchases, resulting in a
25% reduction in purchasing cost, as well as a streamlined travel reimbursement
process. Financial Accounting and Reporting redesign resulted in the decision
to implement one system (PeopleSoft) on all of the campuses and in the
The System achieved the following results from
administrative redesign and outcome measurement: students, faculty, and staff
are satisfied with administrative services; administrative costs are under
control; graduation rates have continued to rise; the University has reduced
its dependence on tuition and fees; and dollars are being reallocated to the
academic core in accordance with the strategic planning priorities for each
campus. Other outcomes included a One-Stop Student Services Center (credited
with greatly improved recruitment and retention rates at UMass Dartmouth and
We were engaged by the UMass Board of Trustees
to develop a set of benchmarks and an outcome measurement process to gauge the
effectiveness of the strategic planning and business process redesign
initiatives being implemented in the President's office and on each of the five
The benchmark measurement process was developed
in partnership with a Special Committee of the Board of Trustees and made use
of five criteria for measuring administrative productivity. These criteria
were: Satisfaction Surveys, Administrative Expenditure Ratios, Graduation
Rates, Revenue Structure Ratios, and Dollars Invested in the Academic Core.
These five outcome measures were linked to five specific objectives approved by
the Board of Trustees for administrative redesign. Benchmark targets were set
for each administrative redesign objective, and an annual reporting system
continues to monitor progress.
The System achieved the following results from
administrative redesign and outcome measurement: students, faculty, and staff
are satisfied with administrative services; administrative costs are under
control; graduation rates continue to rise; the University has reduced its
dependence on tuition and fees; and dollars are being reallocated to the
academic core in accordance with the strategic planning priorities for each
OF NORTH CAROLINA and NORTH CAROLINA COMMUNITY COLLEGE SYSTEM (HB 1264)
The General Assembly of the State of
North Carolina mandated a study (HB 1264) to ensure that the state's citizens
would be academically prepared and equipped for current and future job
opportunities in North Carolina's growing knowledge economy. The Legislature
called on the University of North Carolina (UNC) and the North Carolina
Community Colleges (NCCCS) to examine jointly this objective with the
assistance of a consultant team.
Among the legislative requirements of
analysis of state and regional demographic, economic and
enrollment projections for UNC and NCCCS
analysis of current academic program offerings
recommendations on increased effectiveness through
collaboration and distance learning
analysis of long-range capital plans
specific emphasis on the historically black universities
and the Native American university
an analysis of the role of the liberal arts and of programs
aimed at the state's knowledge-based economy
During the engagement, the Pappas
Consulting Group discovered that there are many "North Carolinas". There are
areas of population growth and areas of population decline. There are areas of
the highly educated and areas plagued by illiteracy. There are areas with high
household incomes and areas with high concentrations of poverty.
Our report indicated that by 2010,
750,000 people would join the workforce in such "traditional" occupations as:
occupations (office jobs to custodial services)
- Professional and
technical fields (over 250,000 by 2010 in education, health, and information
- Management and
financial positions (accountants)
There would also be growth in such
"emerging" occupations as:
Advanced materials (chemicals and plastics)
Advanced materials (nanotechnology)
Biotechnology and pharmaceuticals
Computing, software and the internet
Logistics and distribution
We employed a gap analysis to determine
the impact these projections had on the academic programs of the sixteen
constituent members of the University of North Carolina and the state's 58
Community Colleges. The impact on the capital and infrastructure budgets of the
two systems was assessed along with a funding and resource allocation analysis.
The economic development needs of the
region in which each institution is located was examined. Serious discussion
ensued regarding the development of regionally-based education centers that
encompass both the Universities and the Community Colleges with a particular
focus on e-learning.
Focus groups, town-hall meetings, and
interviews with various business, K-12, and legislative leaders were conducted
throughout the course of the study.
UNIVERSITY OF NORTH CAROLINA
The University of North Carolina General
Administration (G.A.) engaged the Pappas Consulting Group to assist focused
growth institutions to meet new enrollment growth targets. These institutions
included: Fayetteville State University; Winston-Salem State University; and
Western Carolina University. The assignment was extended to a second year. In
the case of Western Carolina University, our work was expanded further to
include strategic marketing and retention.
The University of North Carolina projected an
increase of over 50% in the traditional college-age population. We worked with
these three campuses to design recruitment programs, develop retention
initiatives, and prepare camera-ready recruitment materials for the purpose of
attracting students to, and keeping students at, these campuses. Work plans for
each of the campuses, while containing common elements, were tailored to meet
the needs and niches of each institution.
For each of the campuses, the project
deliverables included a/an:
Diagnostic review of recruitment,
retention, and marketing activities;
Camera-ready copy for ViewBook and
collateral recruitment materials;
Recruitment Plan for 2000; and
Action Plan for retention initiatives.
In addition, we completed a comprehensive
Enrollment Plan for each of the campuses. These were submitted to the General
Administration, the state legislature and were ultimately approved for implementation.
Details of the Pappas Consulting Group work
conducted for each of the Universities are summarized below.
Fayetteville State University
The Pappas Consulting Group was engaged to
assess its enrollment and recruitment marketing programs, systems, and
processes in order to recommend initiatives to increase undergraduate
enrollment by as much as fifty percent in a several year period. During a
second phase, we helped to develop and implement a strategic marketing plan
that included, but was not limited to, a printed portfolio and electronic
materials that conveyed creative and consistent messages about the University.
A high school recruitment yield model, a corollary community college
recruitment program, and the design of a "one stop" student information and
help center also resulted, the details of which are:
School/Community College Student Recruitment
The purpose of this follow-up engagement was to
help FSU redirect recruitment efforts towards specific and potentially high
yield high schools and primary feeder community college markets. This approach
was a significant departure from FSUs recruitment strategy of providing general
information to a wide body of high school students, and then taking action when
recipients requested more information or an application for enrollment. This
project concurrently sought to establish a campus-wide recruitment effort by
coordinating University personnel who had previously attempted to recruit
unique populations of students (e.g., Music Department, Athletics, Weekend
& Evening, Departments, etc.) on their own.
The Pappas Consulting Group was engaged to
facilitate project management efforts, assist staff, and share national best
practices with two project work teams: (1) One-Stop Student Center and; (2) the
campus-based Non-Traditional and Degree Programs.
The work of the One-Stop Student Center project
team led to the identification of a campus site for the Center's operation,
approval of an implementation and operational budget for the Center, and the
establishment of a staff training schedule and agenda for full implementation.
The second project, creating nontraditional
student degree programs, resulted in a work plan that focused primarily on the
potential interface with Fort Bragg and neighboring community colleges.
Western Carolina University
Western Carolina University has engaged the
Pappas Consulting Group from time to time to assess and redesign its
recruitment, admissions, and retention operations. Recruitment had been
stagnant over several years, and Western's retention rate ranked at the bottom
of the sixteen constituent institutions of UNC.
We initially conducted a complete audit of the admissions office and its
operations. We helped Western implement radical changes in recruitment and
admissions processing that resulted in assigning support staff the review of
routine applications and assigning admissions officers to hands-on recruitment
activities. We then audited Western's marketing, communications, and public
relations efforts and delivered a marketing plan. Very soon thereafter, we
reviewed all operations, programs, and services associated with retention and
advising. We recommended a "case management" approach to advising, early
identification and management of "at risk students", and related initiatives to
improve retention. Western is reaping the benefits of this consultancy in terms
of exponential growth in the numbers of first-time freshmen and transfer
students. The retention rate has also improved substantially.
Our work with Western Carolina continued with:
the creation of a camera-ready ViewBook and corollary recruitment materials; a
recruitment plan; refinements to the advising program; development of a plan
for a One Stop enrollment/student services operation; and the creation of a
comprehensive enrollment plan for submission to the General Administration for
The objective of this project was to work in
partnership with the Chancellor to: (1) assess the major factors contributing
to the relatively low yield rates of the entering freshmen class and the
decreasing retention rates for undergraduate students; and (2) put in place an
integrated, University-wide plan to improve student recruitment and retention
efforts. In that regard, we:
reviewed all aspects of enrollment
management services to determine what needed to be done to increase student
conducted student focus groups to
determine student perceptions of the University, with an emphasis on why
students either remain on campus to complete the degree or leave the University
before completion of the degree. A report summarizing the results of the
interviews was presented to senior University Officials as well as the Academic
assessed various academic policies,
procedures and organizational paradigms to develop an action plan that clearly
delineated next steps for the Provost and the Academic Senate Chair to
undertake on behalf of the University for the improvement of student retention;
undertook a diagnostic review of the
organizational structure and staffing of the Student Affairs Division. During
the course of this review, we assessed the effectiveness of the Division's
efforts in student retention and the degree to which it interfaced with
Academic Affairs, Enrollment Management, and Administration and Finance.
We were recently called back to update this work
and create a unit dedicated solely to undergraduate student services and
educational effectiveness. We issued a final report in March of 2009.
The objective of this review was to work in
partnership with the Director of Housing and the Vice Chancellor for Student
Affairs to assess all aspects of the University's housing operation. This
the residential life program (staffing,
staffing levels, staff training and development, hall government associations,
programming, student satisfaction);
learning communities and special/thematic
housing (faculty participation, faculty incentives, student perceptions of
the Honors College;
the utilization of housing stock (use/mix
of classes, gender, singles/doubles);
policies and procedures (judicial, parietals,
room and board rate setting, all policies articulated in the existing booklet
forwarded to all residential students);
administrative processes (room
assignments, billings, student room inspections, interface with Administration
all aspects of facilities management
(maintenance and custodial, groundskeeping, security/safety);
capital budget/budget projection
development (including renewal and replacement, bond retirement, reserves and
preliminary identification of significant capital improvements);
annual operating budget development
(assuming that housing is run as an auxiliary enterprise); and
the role of housing in student
recruitment and retention (quality of life, quality of printed marketing
material, messages sent to parents and students during site-visits, on the Web
and in recruiting materials).
During this particular engagement, we conducted
focus groups with hundreds of student residents, interviewed each housing staff
member as well as key administrative and academic leaders.
Recommendations concerning printed and
other visual material used in conjunction with the student housing operation
Recommendations concerning staff and
staffing levels and the quality of the residence life program
An assessment of the facility and
residential life components of this housing program
An inventory of the proposed utilization
of existing housing stock as well as proposed housing stock
Revised policies and procedures in
keeping with President's Office and campus policies with an eye toward
improving student recruitment and retention efforts
Streamlined and automated processes for
students as well as faculty and staff who have considerable daily interface
with the Housing Office
Assessment of the current operations and
interface with the Division of Administration and Finance
Preparation of a budget template as well
as a five year budget projection based on information currently available in
the Housing Office.
Review and recommendations for the fiscal
year operating budget.
Western Carolina University engaged the Pappas
Consulting Group to assess how the University's strengths could be used to
promote the University in the national media. Our objective was to:
Create a national media visibility
campaign that could generate national media attention.
Arrange interviews with key national
editors, writers and broadcast producers in New York, Washington and Boston for
Follow up with the media to encourage
them to visit the campus.
Develop a format to display the results
of media attention or "clips" generated nationally and regionally for
distribution to key University constituencies.
As part of its routine follow-up efforts, the Pappas
Group worked with Western Carolina University to improve further its record of
undergraduate student retention.
The Pappas Group:
- Collected, analyzed and
summarized all relevant archival material to create a baseline understanding of
prior recommendations and the degree to which recommendations were implemented.
- Interviewed the Vice
Chancellors, selected direct reports and the Deans to assess the degree to
which remediation was necessary in the provision of student academic support
Undertook a global assessment of the major systems, services and
practices that impact student retention.
Conducted a series of staff training and development workshops to
enable staff to understand and internalize their individual as well as
collective role in ensuring student success.
Served as a technical resource with the appropriate Vice Presidents and
managers to determine ways in which processes, organizational structures, and
practices could be improved.
Maintained on-going coaching of selected managers.
Winston-Salem State University
The Pappas Consulting Group facilitated a
strategic planning process that developed a five-year plan of action. The role
and the reach of the University was clarified while respecting and building
upon the University's distinguished history of access and service to North
Carolina's African-American students. WSSU has experienced a transformation
within its campus, and has significantly improved its long-standing
relationships with the city of Winston-Salem in which it is located.
The Pappas Consulting Group also worked with
this HBCU for an elapsed period of two years. The first phase included an
assessment of enrollment and recruitment marketing programs, systems, and
processes for the purpose of recommending initiatives to increase undergraduate
enrollment by as much as fifty percent over the next several years. We also
helped to develop and implement a strategic marketing plan that includes, but
is not limited to a portfolio of marketing materials that conveys creative and
consistent messages about the institution. A high school recruitment yield
model, a corollary community college recruitment program, and the design of a
"one stop" student information and help center were completed as well.
As required by
UNC policy, the WSSU Board of Trustees engaged the Pappas Consulting Group to
assist in the evaluation of the Chancellor of Winston-Salem State University.
WSSU employees, faculty and staff participated in the process. We issued a report to the Board
Committee that enumerated the results of the 360 degree evaluation; including
recommendations for the next phase of the Presidency.
UNIVERSITY SYSTEM OF GEORGIA
The Pappas Consulting Group conducted a
benchmarking study, a management review of administrative and financial
practices and a data assessment review for the 35 campus University System of
Georgia. The purpose of this three-part study was to: (a) compare the System
office (Regents Central Office) and its institutions against their peers using
state-of-the-art analytical tools and methods; and (b) review internal business
policies and practices of the Regents Central Office and four
sector-representative institutions: University of Georgia, Athens; Kennesaw
State University; Macon State University; and Abraham Baldwin Agricultural
Project Scope I entailed a benchmarking study,
by sector, of the 35 USG institutions. Selected academic and administrative
performance indicators were developed in order to calculate optimal ranges for
performance and practice by peer group. This study established a database for
the System and their institutions for decision-making and strategic resource
During this phase of our work, we provided a
template to the institutions so they could measure performance in comparison
with their peers and aspirants at the state and national level, as appropriate.
Based on the data we obtained, we provided USG and their institutions an
analysis of our results and recommendations concerning business practices,
measurement, and data collection. The Board of Regents continues to use these
benchmarks to assess performance on an annual basis.
Project Scope II encompassed internal management
reviews of business/administrative practices at the Regents Central Office and
four representative institutions. A broad base of interviews and data
collection efforts were undertaken to cover virtually all business and
administrative areas. As a result of this effort, seven process areas were
selected for intensive review: (1) purchasing; (2) budget and resource
allocation; (3) facilities management design and construction; (4) warehouse
operations; (5) materials requisition; (6) business services; and (7) custodial
services. Our recommendations resulted in annual savings or cost avoidance to
Project Scope III focused on the development of
consistent approaches to define, collect, and analyze institutional data to
assess performance at both the system and campus level.
UNIVERSITY OF SOUTH FLORIDA SYSTEM
Plan for the Future
The Pappas Group was engaged by the University
of South Florida System 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.
Pappas Consulting Group was hired by the President of the University of South
Florida System to reassess the needs and portfolio of the business and finance
functions required to meet the System's strategic agenda due to the departure
of the Executive Vice President and CFO. The Pappas Group defined an alignment
of organizational responsibilities and leadership criteria to best advance
USF's strategic objectives.
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 study sponsor. The Pappas Consulting Group established an Administrative
Review Committee (ARC), comprised of senior University administrators and the
consulting team to coordinate the broad-based effort.
We reviewed financial accounting and reporting,
human resources, 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.
Cost Allocation-Phase 1
particular study, the Pappas Consulting Group developed the parameters for a
cost allocation plan and model for the University of South Florida (USF). In an
effort to ensure that general direct and indirect costs for non-grant contract
funding sources were allocated accurately, we worked with the University to
determine appropriate overhead rate structures and develop a model for
allocating these costs on an ongoing basis. We brought together key decision
makers to evaluate the nature and purpose of the new cost allocation
methodology. From these discussions, a set of guiding principles were established
to assess alternative cost allocation approaches. After evaluating the
advantages and disadvantages of alternative cost allocation methodologies, an
appropriate costing approach was selected. Upon the conclusion of this process,
we then worked in partnership with the University to craft an electronic model
to support and keep current the methodology.
Cost Allocation Phase 2
we made considerable strides with Phase 1, the Pappas Consulting Group was
subsequently asked to provide technical assistance and project management
oversight for Phase 2 of the Cost Allocation Plan and Model project. The Phase
2 effort utilized the technical knowledge of the Pappas Consulting Team as well
as its proven project management skills to enable the University to begin to
implement the model, develop Board policy and sign applicable service
System Governance and Reorganization
We are currently working with the University of South Florida System as
it moves to the next stage of its development of a System.
UNIVERSITY OF TEXAS SYSTEM
Consulting Group Inc. has been engaged by the University of Texas System on
several occasions to facilitate Board retreats regarding strategic planning,
assessment, best practices and benchmarking. The objective of these retreats
was to focus on the distinctiveness of the UT System's leadership, governance,
and opportunities within the broader context of American higher education.