July 22, 2013, Final Meeting Presentation

1. LSU
TRANSITION ADVISORY TEAM
July 22, 2013| 2:00 p.m. to 4:00 p.m. | Energy, Coast & Environment Building

2. Dr. William “Bill” Jenkins
Chairman, LSU Transition Advisory Team
WELCOME

3. Dr. Christel Slaughter
SSA Consultants
AGENDA REVIEW

4. Agenda
 Presentation of Transformation Priorities
 LSU2015 Vision, Tenets, and Foundational Issues
 Next Steps
4

5. Dr. Christel Slaughter
SSA Consultants
Transformation Priorities

6. Dr. William “Bill” Jenkins, Dr. Lester W. Johnson
Co-Chairs, Academic Subcommittee
Transformation Priorities:
Academic Subcommittee

7. Escalators to Excellence
7
 The Academic Subcommittee compiled a list of study topics
that combines aspiration with practicality and suggests the
creation of task forces to recommend and encourage bold
reforms. These task forces should be:
 Faculty driven and representative of various campuses and
administrators, and
 Utilize the institutional knowledge and expertise of the Academic
Subcommittee as appropriate.

8. Escalators to Excellence (continued)
8
1. The relation of system and statewide curricula to
campus missions
2. The definition of “academic”, i.e., classroom, laboratory
work, field work, service, and other alternatives
3. Working conditions and required resources for
education-delivering professionals
4. System and statewide course numbering and articulation
5. Professional education: developing curricula that relate
to law, medicine, engineering, education, graduate
study, etc.

9. Escalators to Excellence (continued)
9
6. Reaching out to businesses to bring the academic project
onto industrial or work sites using multiple education
delivery methods, including online
7. Stimulate dual degree programs at the advanced level
8. Maximizing the role of Agriculture and Extension
education outreach
9. Graduate and professional education in Louisiana:
promoting advanced study of the kind that increases income
and tax revenues

10. Escalators to Excellence (continued)
10
10. Basic research: promoting the academic project (including
the recruitment of students) in important fields that enjoy
limited economic visibility
11. Finding new systems for faculty vetting, approval, and
management of quickly-changing curricula
12. Maintaining tenure so as to encourage innovative research
and an academic culture committed to critical thinking but
also allowing flexible, rolling, and non-traditional contracts

11. Dr. James W. “Jim” Firnberg
Chair, Research and Discovery Subcommittee
Transformation Priorities:
Research and
Discovery Subcommittee

12. Building a Globally Competitive
LSU Research Enterprise
12

13. Building a Globally Competitive
LSU Research Enterprise (continued)
 Create the infrastructure required to capture LSU’s $250
to $350M share of competitively funded research
support dollars
 Stabilize the faculty
$12 to $55M
 Provide a new level of investment in research faculty
$40 to $200M
 Add graduate students
 Expand undergraduate research
 Strengthen administrative support
13

14. Focus Research on Priority Areas
 As LSU builds its research enterprise, investments that are
focused in targeted areas will allow for clustering of
researchers and discoveries that will produce significant
returns on those investments over time.
 Coastal and Environmental Science and Engineering
 Biological, Biotechnological, and Biomedical Research
 Energy
 Computation and Digital Media
 Arts and Humanities
 Agricultural and Natural Resources
14

15. Lt. Gen. Russel L. Honoré, Carroll Suggs
Co-Chairs, Student Experience Subcommittee
Transformation Priorities:
Student Experience
Subcommittee

16. Recruit Aggressively for All Campuses
16
 Increase undergraduate and graduate student populations
consistent with campus missions
 Compete for top students nationally and internationally to
raise graduation rates and increase revenue from out-of-state
tuition (A&M campus)
 Additional resource needs
 Expand recruiting staff
 The investment in one recruiter is recouped with addition of three out-of-
state students or six in-state students (A&M example)
 Increase the availability of scholarships
 Provide technical assistance to all campuses
 Opportunities such as undergraduate research or
global experiences

17. Improve Student Retention and
Graduation Rates
17
 Maintain and enhance the student environment that
promotes retention and graduation through quality
resources, supports, opportunities, and ease of navigation
 Key areas of opportunity
 Financial aid
 Residential dorms
 Facilities such as libraries and recreational centers
 Activities and environment that promote campus community
 Student-friendly navigation tools
 Early identification and intervention to address student difficulty

18. Expand Focus on Serving
Non-Traditional Students
18
 Creating value for the non-traditional students of the future
 Availability of quality online courses
 Dedicated staff resources
 Investment in faculty for course development
 Utilize Coursera in a blended model of education
 A 24/7/365 university with Saturday and evening course offerings
 Experiential learning and competency assessments for
course credit
 Support system for first generation college and English as a second
language students
 Blending high school and/or work with college credit
 Attracting non-completers with innovative solutions

19. William M. Comegys III, William L. “Bill” Silvia
Co-Chairs, Operations and Technology Subcommittee
Transformation Priorities:
Operations and
Technology Subcommittee

20. Pilot Procurement Code, Implement
eProcurement and Conduct Spend Analysis
20
 The Division of Administration and the Board of Regents have
approved LSU as the initial qualifying institution to adopt a
Pilot Procurement Code
 LSU has purchased the license and implementation services
for an electronic procurement system; “go live” in July for the
LSU campus and Shared Services institutions
 Making this eProcurement system available to all LSU institutions
would require additional software licensure to enable all
institutions to operate under one system
 Utilize the spend analysis tools available with LSU’s
membership with the Education Advisory Board and their
sourcing and spend analytic staff
 Estimated savings: $30M over five years

21. Capture Risk Management Savings
21
 Risk management is an area that needs additional study and
holds promise for significant cost savings
 LSU A&M, System, and Law compare favorably with other
universities on total recordable cases; however, rates of
major industries are considerably better than LSU
 Industry experts in Louisiana have offered to help LSU
develop a more robust safety program and thereby reduce
expenses, lost time, etc.
 Establish a group of subject-matter experts to investigate loss
trends, patterns, and opportunities for improvement, as well
as autonomies created by the Grad Act 2.0

22. Project a Single, Globally Competitive LSU
22
 LSU has an opportunity to build a stronger, more consistent
brand that reflects LSU’s unique strengths and contributions
 Adopt a “hub and spokes” model to execute
branding, strategic communications, and governmental
relations across the LSU enterprise
 Speak with one coherent voice but listen with many ears (campuses)
 Centralized brand management with a coherent web presence
 Leverage statewide footprint to promote a single set of legislative
priorities supported by all campuses
 Reestablish a federal office to promote LSU on the national
stage, shape public policy, and serve as an expert resource
 Requires a plan, timeline, budget, and coordinated approach

23. Project a Single, Globally Competitive LSU
(continued)
23

24. Project a Single, Globally Competitive LSU
24

25. 25
Project a Single, Globally Competitive LSU
(continued)

26. 26
Project a Single, Globally Competitive LSU
(continued)

27. Establish a Service Model
Research Corporation (Foundation)
27
 Commercialization is a race to the market; first to market is
everything and there are no prizes for second place
 LSU should reinvent its commercialization and technology
transfer system to include:
 A new level of leadership commitment to commercialization and
technology transfer
 A new service model research foundation (to support onsite
campus resources) that will be designed to proactively and
efficiently deliver the technical administrative services (marketing,
legal, etc.) vital to building a top tier commercialization and tech
transfer system
 The foundation’s operating budget should be self-sustaining
and should grow with the total license and royalty revenues

28. G. Lee Griffin, Clarence P. Cazalot, Jr.
Co-Chairs, Finance and Revenue Subcommittee
Transformation Priorities:
Finance and
Revenue Subcommittee

29. Generate New Revenue
29
 Identify and evaluate innovative opportunities to generate
new revenue
 Monetizing assets (parking, residence halls, etc.)
 Turning cost centers into revenue producers (campus health center,
administrative services, energy, bandwidth, computational capacity,
etc.)
 Differential instructional cost and distance learning
 Asset conversion (property, buildings, etc.)
 Joint venture real estate developments
 Develop an advisory team of independent experts
 Corporate sponsored research and discovery, customized
coursework, training, and consulting

30. Generate New Revenue (continued)
30
 Build foundation assets and endowments across
LSU’s multiple foundations through stronger affiliation
agreements and focused efforts in institutional advancement

31. Generate New Revenue (continued)
31

32. Build and Maintain a Big Data
Strategic Initiative
32
 Build and maintain a big data strategic advantage
that attracts top students, faculty, researchers, and
entrepreneurs
 ROI to LSU
 Faculty recruitment and retention
 Creation of new knowledge
 Technology transfer
 Collaborative research and larger grants
 Approximate cost: $5M capital and $1M annual
for storage and qualified IT and library staff

33. Modernize Enterprise
Information Systems
33
 Avoid potential catastrophic failure of university processes
 A modern suite of enterprise information systems would
facilitate efficient and effective day-to-day operations and
collaboration across the University
 Adopt hosted/outsourced IT system support models
 A multi-source, phased approach
 The first phase will cost approximately $6M to $8M for
acquisition/implementation (including infrastructure)
 A recurring cost of $2.5M to $3M per year

34. Network Bandwidth:
Connecting All Campuses
34
 The Louisiana Optical Network Initiative (LONI) sought to
connect research institutions via high speed/high capacity
fiber optic cable to facilitate cross-campus research and
collaboration
 Not all LSU campuses have adequate bandwidth to connect
to LONI or take advantage of LSU’s shared services, including:
 LSU Shreveport, LSU Alexandria, LSU Eunice, and
Pennington Biomedical Research Center
 Investment estimate
 $5.5M to $7.5M capital
 $25,000 annually

35. Build an IT Governance Model
35
 Develop and implement an IT governance model that
supports the realigning and reorganizing of LSU
 The organizational model should allow for each campus to
have sufficient autonomy to carry out its respective mission
and to address the unique needs of the campus, while
keeping in mind the goal “…to build a single, statewide
globally competitive LSU”
 LSU’s senior leadership and key stakeholders from the
campuses must be involved in this governance model to
ensure that IT strategies and plans deliver needed support to
achieve the LSU2015 vision

36. Streamline HR Decision Making
36
 Redevelop LSU’s HR function into a new model that allows
for greater equity and efficiency and will enhance LSU’s
ability to compete for the best and brightest
 Eliminate bottlenecks at the system and chancellor levels
 Delegate approvals and authority while providing
adequate oversight
 Require Board reporting and President’s approval for
transactions at the executive level, for chancellors and head
coaches/athletic director

37. Streamline HR Decision Making (continued)
37
 Recommendations include delegating authority to
Chancellors for all actions involving unclassified employees
with a few exceptions, including:
 Appointments with base salaries above $250,000
 Vice Chancellors and other campus-wide executive level
appointments must be approved by President
 Appointment and termination of tenured faculty, as well as
granting tenure to an existing faculty member or promotions
in faculty rank must be approved by the President

38. Adopt Revised
Permanent Memoranda (PMs)
38
 Permanent Memoranda (PMs) provide recommendations,
guidelines, minimum criteria, and operating procedures
 Proposed PM revisions would:
 Allow the Board of Supervisors to maintain focus on governance
and strategic goals
 Provide guidance for administration and staff in day-to-day
management activities
 Reflect best practices including the promotion of a
flatter organization
 Offer easy access, clear direction, and regular updates with all
campuses having a seat at the table

39. Dr. Christel Slaughter
SSA Consultants
LSU2015 Vision, Tenets,
and Foundational Issues

40. LSU2015 Vision Statement and Tenets
40
 LSU will be a statewide, integrated university, recognized by
peer institutions, faculty, students, and employers for its high
level of academic achievement, focused research excellence,
commitment to service, rich culture, and bold enterprise. To this
end, LSU will:
 Build a faculty and learning environment that inspires
academic excellence
 Provide a student experience that supports lifetimes of success
and understanding
 Produce collaborative and cross-unit discoveries that solve Louisiana’s
and the world’s most pressing challenges
 Fuel Louisiana’s economic development
 Build a cohesive, accountable, and sustainable operating model for the
21st century

41. Four Foundational Issues
41
1. High-Performance Culture
2. Management Model
3. Funding
4. Academic Program and Faculty Productivity Evaluation

42. Review Process
42
 The Transition Advisory Team recommends the LSU Board of
Supervisors receives quarterly progress updates on adopted
transformation priorities.

43. Dr. Christel Slaughter
SSA Consultants
Next Steps