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A Guide to Strategic Transformation At last, a blueprint for radical organizational redesign specifically geared to the nonprofit world. |
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University and Community College Systems
ARIZONA BOARD OF REGENTS
At a time when public university systems, their
Boards and their constituent institutions are addressing a myriad of
converging and complex issues, the Pappas Consulting Group Inc.
conducted a Performance Assessment of the Arizona Board of Regents,
including its organizational structure and operations to ensure
effectiveness so that 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:
The specific objectives of the study were to:
- better 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 responsibilities; and
- ensure effective and efficient Board and staff operations.
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 this on-going working relationship.
Chancellor's Office
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 campus.
CITY 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 mission.
FLORIDA BOARD OF GOVERNORS FOUNDATION, INC.
Master Plan
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. This endeavor represented the beginning of a meaningful dialogue among people of good will regarding the future structure of the University System rather than a prescriptive solution.
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 of 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, ICUF, the Community College Chancellor and his chief academic officer, and members of the state legislature.
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. This endeavor represented the beginning of a meaningful dialogue among people of good will regarding the future structure of the University System rather than a prescriptive solution.
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 of 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, ICUF, the Community College Chancellor and his chief academic officer, and 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 Governors.
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 the Independent Colleges and Universities (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. Since January 24, 2007, Dr.
Pappas has participated in multiple public hearings, appeared before
State Senate Appropriations Committees and has spoken at the Askew
Institute. She addressed the Florida Association of Colleges and
Universities in June, 2007.
We
are currently serving as advisors to the Board of Governors, the
Chancellor, and the Governor's Advisor to Higher Education as essential
planning decisions are vetted and made.
The Florida Board of Governors 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 the
Board.
We are providing 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.
This assignment of developing a staffing plan will build on the high level strategic direction outlined in the Pappas Report. A baseline of the current organizational structure, reporting relationships and roles and responsibilities of each incumbent in the FBOG will be established. Position descriptions for each incumbent along with the salary levels of those incumbents will be analyzed.
During the course of this effort, we will determine the degree to which FBOG staff: 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 will generate a report that outlines the current baseline and describe the ideal future state. An implementation plan was developed.
We are providing 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.
This assignment of developing a staffing plan will build on the high level strategic direction outlined in the Pappas Report. A baseline of the current organizational structure, reporting relationships and roles and responsibilities of each incumbent in the FBOG will be established. Position descriptions for each incumbent along with the salary levels of those incumbents will be analyzed.
During the course of this effort, we will determine the degree to which FBOG staff: 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 will generate a report that outlines the current baseline and describe the ideal future state. An implementation plan was developed.
IOWA STATE BOARD OF REGENTS
We have served the Iowa Board of Regents on two separate occasions.
Organizational Audit
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 process redesign.
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 that Commission.
MIAMI-DADE COMMUNITY COLLEGE
This very large community 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 Community 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 full implementation.
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 Community 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 full implementation.
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.
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.
NEW JERSEY PUBLIC RESEARCH UNIVERSITIES
The Pappas Consulting Group was hired as a result of Executive Order 42
establishing a Review, Planning and Implementation Steering Committee
charged with:
- Reviewing 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).
- Facilitating the collection of information pertaining to the restructuring.
- Examining and prioritizing specific strategies to restructure the three public research universities.
- Outlining a proposed work plan.
- Delivering 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.
This dramatic redesign, aimed at significantly redesigning the
infrastructure and economic development opportunities of Camden and
Newark, New Jersey is now being considered, once again, for
implementation by the newly elected governor of New Jersey.
Phase IV
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.
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.
We utilized Lombardi’s nine different measures:
- Total research expenditures
- Federal research expenditures
- Endowment assets
- Annual giving
- Faculty members in the National Academies
- Faculty awards
- Doctoral degrees
- Postdoctoral appointees
- Entering freshmen SAT scores
OREGON 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.
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 and recommended actions 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.
OREGON STATE UNIVERSITY
We were engaged by the 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.
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 with Oregon State University to define the following financial and human resource processes:
In a subsequent study, we worked 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
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.
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.
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.
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.
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.
STATE UNIVERSITY OF NEW YORK (SUNY)
Strategic Planning
This 64-campus system asked the Pappas Consulting Group to initially
provide strategic planning assistance. To that end, we worked with the
Chancellor, the Chief Operating Officer of the system as well as a
system-wide Strategic Planning Committee comprised of Presidents from
the community colleges, the regional campuses and the research centers.
During this process, we facilitated a number of strategic planning
sessions with the Committee and developed various drafts of the
strategic plan for review and signoff by the Committee.
Presidential Evaluations
Phase I
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 optimal operating and processing environment of the Foundation vis a vis the campuses of the University System 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.
Our approach was to undertake an initial Diagnostic Review to understand the mission of the Foundation; roles and responsibilities of the different units within the Foundation; interactions between the Foundation and the campuses; and long-term strategy of the Foundation. The results of our diagnostic review was: a preliminary assessment of the policy, strategic and operational issues facing the Foundation; and an initial prioritization of the importance of the issues as they relate to the mission, strategic goals, and operating performance of the Foundation.
Phase II
The Pappas Consulting Group reviewed the operating and processing environment of The Research Foundation (Foundation) of the State University of New York (SUNY) to determine the long-term strategies that should be adopted by the Foundation to optimize its effectiveness in relationship with the SUNY campuses. The engagement was conducted in an effort to: assess the operation of the Foundation; identify issues relative to the mission, strategic goals and operating performance of the Foundation; and present recommendations to address the issues that confront the Foundation. 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.
Phase III
The Pappas Consulting Group is currently conducting Phase III of this on-going assessment. Task forces for the four strategic initiatives delineated in our previous Phase of work will be 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 structure.
SUNY-Maritime
Presidential Evaluations
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
Memorandum of Understanding; comments from Vice Chancellors, the
President of the Research Foundation, campus administrators, faculty,
students and union leaders. Based on this documentation and on-site
interviews and observations, we provide the University of thorough
evaluation of the President. A listing of the state universities that
we have conducted such evaluations for are as follows:
- College at Fredonia
- College at Geneseo
- State University at Albany
- 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
- SUNY Chancellor
Phase I
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 optimal operating and processing environment of the Foundation vis a vis the campuses of the University System 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.
Our approach was to undertake an initial Diagnostic Review to understand the mission of the Foundation; roles and responsibilities of the different units within the Foundation; interactions between the Foundation and the campuses; and long-term strategy of the Foundation. The results of our diagnostic review was: a preliminary assessment of the policy, strategic and operational issues facing the Foundation; and an initial prioritization of the importance of the issues as they relate to the mission, strategic goals, and operating performance of the Foundation.
Phase II
The Pappas Consulting Group reviewed the operating and processing environment of The Research Foundation (Foundation) of the State University of New York (SUNY) to determine the long-term strategies that should be adopted by the Foundation to optimize its effectiveness in relationship with the SUNY campuses. The engagement was conducted in an effort to: assess the operation of the Foundation; identify issues relative to the mission, strategic goals and operating performance of the Foundation; and present recommendations to address the issues that confront the Foundation. 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.
Phase III
The Pappas Consulting Group is currently conducting Phase III of this on-going assessment. Task forces for the four strategic initiatives delineated in our previous Phase of work will be 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 structure.
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:
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.
THE UNIVERSITY OF MASSACHUSETTS SYSTEM
Administrative Redesign
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 President’s Office.
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 UMass Lowell).
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 President’s Office.
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 UMass Lowell).
Benchmark Study
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 campuses.
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 campus.
UNIVERSITY OF NORTH CAROLINA and NORTH CAROLINA COMMUNITY COLLEGE SYSTEM (HB 1264)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 campus.
In 2004, the General Assembly of the State of North Carolina mandated a
study (HB 1264) to ensure that the state’s citizens are academically
prepared and equipped for current job opportunities and jobs of the
future 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 the study:
- analysis of state and regional demographic, economic and educational data
- 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
We have 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 will join the workforce in such “traditional” occupations as:
- Service occupations (office jobs to custodial services)
- Professional and technical fields (over 250,000 by 2010 in education, health, and information technology)
- Management and financial positions (accountants)
- Construction
- Transportation
- Advanced manufacturing
- 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 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.
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.
UNIVERSITY OF NORTH CAROLINA SYSTEM
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 projects an increase of over 50% in the traditional college-age population for the period 2000-2008. A previous study identified several campuses as having the physical capacity to absorb that growth. In 1999-2000, 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.
The University of North Carolina projects an increase of over 50% in the traditional college-age population for the period 2000-2008. A previous study identified several campuses as having the physical capacity to absorb that growth. In 1999-2000, 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 G.A., the state legislature
and approved for implementation.
The Chancellor's Report and Donor Honor Roll 2000 our Firm created and produced for Winston-Salem State University won an Award of Excellence in the CASE District III Advancement Awards Competition. This 3-color annual report is the centerpiece of a family of publications that has helped to position the University as it moves forward with ambitious recruitment and fund-raising goals.
Details of the Pappas Consulting Group work conducted for each of the Universities are summarized below.
The Chancellor's Report and Donor Honor Roll 2000 our Firm created and produced for Winston-Salem State University won an Award of Excellence in the CASE District III Advancement Awards Competition. This 3-color annual report is the centerpiece of a family of publications that has helped to position the University as it moves forward with ambitious recruitment and fund-raising goals.
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 portfolio printed 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:
High 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 prior to this time had, on their own, attempted to
recruit unique populations of students (e.g., Music Department,
Athletics, Weekend & Evening, Departments, etc.) on their own.
One-Stop/Non Traditional Students
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.
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 engaged the Pappas Consulting Group to
assess and redesign its recruitment, admissions, and retention
operations. Recruitment had been stagnant over several years, and
Western’s retention rate was the poorest of the sixteen constituent
institutions of UNC.
We first conducted a complete audit of the admissions office and the 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.
We first conducted a complete audit of the admissions office and the 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 G.A.
for approval.
Retention
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 2002-2003 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 commencing with the 2003-2004
academic year. In that regard, we:
- reviewed all aspects of enrollment management services to determine what needed to be done to increase student yield;
- 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 Senate;
- 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; and
- 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.
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
included:
- 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 need);
- 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 and Finance);
- 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.
Deliverables included:
- Recommendations concerning printed and other visual material used in conjunction with the student housing operation and program
- 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 FY2003-2004 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 the Chancellor.
- 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.
The Pappas Consulting Group 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.
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.
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 College.
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 allocation purposes.
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 allocation purposes.
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 the System.
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 the System.
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 TEXAS SYSTEM
The Pappas 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.
