lsu transition advisory team, july 26, 2013 update to lsu board of supervisors
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LSU Transition Advisory TeamSummary Report to the LSU Board of Supervisors
July 2013
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Appreciation for the tremendous level of support, commitment, and just plain hard work given by the following groups:
• LSU faculty members, students and staff• External stakeholders and LSU supporters• Ten members of the Transition Advisory Team • Dr. Bill Jenkins, Chairman of the Transition Advisory Team
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A Quantitative view of what went into this effort:
5 Subcommittees
6 Task Forces
114 Members: Transition Advisory Team, Subcommittees and Task Forces
50 Total meetings
210 Total documents
16 National experts that gave testimony
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LSU2015 Vision Statement and TenetsLSU 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.
• 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
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Student Experience•Recruit Aggressively for All Campuses•Improve Student Retention and Graduation Rates•Expand Focus on Serving Non-Traditional Students
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Academics•Relating System and Statewide Curricula to Campus Missions•Developing Multiple Education Delivery Methods•Increase Access to Graduate and Professional Degrees•Develop Innovative Professional Options for Faculty
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Research and Discovery•Building a Globally Competitive LSU Research Enterprise•Focus Research on Priority Areas•Establish a Service Model Research Foundation
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Financial•Generate New Revenue•Pilot Procurement Code, Implement eProcurement, Spend Analysis•Capture Risk Management Savings
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Technology•Modernize Enterprise Information Systems•Build and Maintain a Big Data Strategic Initiative•Network Bandwidth: Connecting All Campuses•Building a Service Oriented IT Organization
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Operations•Project a Single, Globally Competitive LSU•Establishing a New Human Resource Model•Adopt Revised Permanent Memoranda (PMs)
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Foundational Issues1. High-Performance Culture 2. Management Model3. Funding 4. Academic Program and Faculty Productivity Evaluation
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Foundational Issues1. High-Performance Culture 2. Management Model3. Funding 4. Academic Program and Faculty Productivity Evaluation
High-Performance Culture•Innovative and Creative•Collaborative •Empowered •Entrepreneurial and Accountable
LSU’s Culture•Risk Averse•Slow•Bureaucratic•Inefficient •Fragmented
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Foundational Issues1. High-Performance Culture 2. Management Model3. Funding 4. Academic Program and Faculty Productivity Evaluation
New Management Model
• A lean, service-oriented Office of the President
• A flatter organization
• Decisions made at the lowest level possible
• Consolidated administrative services
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Foundational Issues1. High-Performance Culture 2. Management Model3. Funding 4. Academic Program and Faculty Productivity Evaluation
Build A Sustainable Funding Model
• Stabilize state funding
• Push for more autonomy and flexibility from state regulation
• Remove cost, generate new revenue
• Protect cost savings and revenues generated
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Foundational Issues1. High-Performance Culture 2. Management Model3. Funding 4. Academic Program and Faculty Productivity Evaluation
Academic Program and Faculty Productivity Evaluation
• LSU must maintain an evaluation system for its academic programs and individual faculty members that is consistent with the flagship standard
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Thank you.