Transcript Reposition for the Future - University of West Georgia

What Seneca State University is doing to Survive and Thrive
REPOSITIONING FOR
THE FUTURE
An Action Plan by PBL Group…
•Marla Frisby
•Julia Hankins
•Holly Jones
•Tina Porter
•David Robertson
The Human Body: Surviving
and Thriving
Right kidney
Left eye
Spleen
Pituitary Gland
Liver
What could you do without and still live?
Defining the Problem
•Mandatory $15 million dollars in budget
cuts
•State funding is expected to fall
•Student enrollment is expected to increase
•Tuition is expected to rise
•SSU faculty and staff feel threatened
•Student, faculty, and staff morale are
strained
“Most important of all, how can I
ensure that Seneca State University
will survive and thrive beyond my
time at the helm, despite the
challenges of the present?”
-- President Henry
Dr. Robert G. Henry
President, Seneca State University
Chancellor Mason Sanders
NOTE: Photo taken BEFORE the PBL proposal was accepted
Tough Times Are Coming…
To:
University Presidents
From:
Mason Sanders, Chancellor, Board of Regents
Date:
January 3, 2008
Re:
Tough Times Are Coming
Blah, blah, blah…
We had the stimulus, and that helped us to ‘dodge a bullet,’ but we all know that those funds
run out in two years. This is the time to plan for when we have to make severe cuts in our
budgets. Each institution will be asked to share the load. We can expect higher tuitions as we
try to offset declining state funding. We will have to make partnerships with private enterprise,
pursue grant funding, and attempt to think creatively about how we are to position ourselves
for a radically different paradigm in the future, one in which we will be asked to do more with
less support.
Yadda, yadda, yadda…
MS/dsr
Mason Sanders, M.A., Ed.S, Ed.D., F.B.I., C.O.D., U.P.S., F.Y.I. |
Proposed Solution
Using the Problem-Based Learning Method we…
•Identified key points in the scenario
•Exchanged ideas for solutions
•Discussed what additional information
was needed
•Assigned learning objectives
Goals
Short-Term
Long-Term
1. Maximize remaining
1. Develop a budget cutting
stimulus funds
2. “Get the right people on
the bus”
3. Delegate research
assignments
4. Provide an effective
communication network
plan to trim $15 million
2. Develop a plan to
increase revenue
3. Implement the SSU
Action Plan
4. Develop a Next Steps
Plan
Bolman & Deal’s 4 Frames
Human Resources Frame
Structural Frame
* Weekly meeting with SSU Director of HR
* Allow business & marketing deans & faculty to play a
dominant role
* Host two "Fireside Chats" with faculty & staff
* Try to protect tenured staff
* Involve maintenance staff in campus-wide energy
audit
* Work closely with the Office of Development to
identify
additional revenue streams
President
Robert Henry
Political Frame
* Utilize state representatives & senators to lobby for
extra funds
* Include Glenn Harris, President of Faculty Senate, on
Presidential Advisory Core Group
* Invite Student Government Association President on
Oversight Steering Committee
Symbolic Frame
* Heavily involve Alumni Relations
* Provide the Mayor a minor role at the "Town Hall"
meetings with SGA moderating
* Host two "Fireside Chats" with the faculty, staff, and
administration
Jim Collins
Author of Good To Great
Good to Great Framework
Action Plan Phase A:
Disciplined People
 Level 5
Leadership
Action Plan Phase A:
Disciplined People
SSU
 First Who…
 Then What
Transition Era Groups
 Presidential Advisory
Core Group
 Department Chair
 Oversight Steering
Committee (OSC)
 Organizational
Council
 Deans and Vice
Presidents Council
 Strategic Work Groups
 Task Force Groups
Development Group
(ODG)
 Communications
Group (CG)
 Coordination &
Implementation Group
(CIG)
An Important SSU Demographic
Student Affairs Work Group insures student involvement
Action Plan Phase B:
Disciplined Thought
Seneca State University
“Repositioning
for the Future” Initiative
FACT SHEET
Budget Facts
 Confront
the Brutal
Facts
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
Mandatory $15 million dollars in budget cuts within a 2-year period
State funding is expected to fall by as much as 25% in the next 2 years
Student enrollment is expected to increase due to the nation’s rising unemployment
rate
Tuition is expected to rise proportionately to cover increased cost
Special Groups to be Formed

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
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



Department Chair Council
Deans and Vice Presidents Council
Strategic Work Groups
Oversight Steering Committee (OSC)
Organizational Development Group (ODG)
Communications Group (CG)
Coordination & Implementation Group (CIG)
Task Groups
SSU Positioning and Budget Reduction Process







Brainstorming session with Department Chair Council
Brainstorming session with Deans and Vice Presidents
Brainstorming session – combined groups
Assignments and reports to OSC
Task Groups to identity and vote on top 10 initiatives to pass on to ODG, CG, and CIG
Presidential “Fireside Chats” with faculty
“Town Hall Meetings” with students
Action Plan Phase B:
Disciplined Thought
 Hedgehog
Concept
What is SSU
deeply
passionate
about?
What can SSU
be the best in
the world at?
What drives
SSU’s
economic
engine?
Action Plan Phase C:
Disciplined Action
 Culture of
Discipline
Keys to Success
Making certain that task groups move beyond merely
talking to acting on and implementing plans
Action Plan
7 Strategic Work Groups
1. Stimulus Fund Management Group
2. External Revenue Development Group
3. Energy Efficiency and Conservation Group
4. Restructuring, Consolidation, or Elimination of Non-academic Support Units
Group
5. Instruction/Academic Review Group
6. Information Technology Maximization Group
7. Student Affairs Group
Action Plan Phase C:
Disciplined Action
 Technology
Accelerators
SSU – On the Cutting Edge
E-learning
“Green” computing
Enterprise-level tech
Social networking
Action Plan Phase D:
Flowchart of Meetings
 “Repositioning
for the Future”
Initiative
Meeting
Facilitator
Attendees
Location
Purpose
Brainstorming 1
(January of Year 1)
Robert Henry
Dept. Chair
Council
Forest Gump
Hall
Budget
cuts/revenue
generation
ideas
Brainstorming
(March of Year 1)
Robert Henry
Deans & VP
Council
Forest Gump
Hall
Brainstorming 3
(May of Year 1)
Robert Henry
Combined
Forest Gump
Hall
Fireside Chat
(September of Year 1)
Robert Henry
Faculty, Staff,
Administration
Drucker
Theater
Budget
cuts/revenue
generation
ideas
Budget
cuts/revenue
generation
ideas
Update, Q&A
Strategic Work Groups 1
(October of Year 1)
Glenn Harris
Team
leader/members
LRC, Rooms
201-207
Identify top
10 issues
Town Hall
(November of Year 1)
Mayor/SGA
President/Dr.
Henry
Glenn Harris
Student
body/public
Murphy’s
Law Center
Update, Q&A
Team
leader/members
LRC, Rooms
201-207
Identify top
10 issues
All Faculty
Drucker
Theater
ODG, CG, CIG
SSU Library,
Room 100
Strategic Work Groups 2
(January of Year 2)
Follow-Up
(February of Year 2)
Presidential
Advisory
Core
Vice
President
Task Force Group 1
(April of Year 2)
Glenn Harris
Team
leader/members
LRC, Rooms
201-210
Presentation
of top 10
issues
Application of
Academic
Master Plan
Narratives on
top 10 issues
Task Force Group 2
(May of Year 2)
Glenn Harris
Team
leader/members
LRC, Rooms
201-210
Narratives on
top 10 issues
Organizational Development (ODG)
(September of Year 2)
Vice
President
Team
leader/members
LRC, Room
201
Focused
application
Communications Group (CG)
(September of Year 2)
Vice
President
Team
leader/members
LRC, Room
202
Focused
application
Coordination & Implementation (CIG)
(September of Year 2)
Vice
President
Team
leader/members
LRC, Room
203
Focused
application
Fireside Chat
(October of Year 2)
Robert Henry
Faculty, Staff,
Administration
Drucker
Theater
Update, Q&A
Town Hall
(November of Year 2)
Mayor/SGA
President/Dr.
Henry
Student
body/public
Murphy’s
Law Center
Update, Q&A
Oversight Steering Committee (OSC)
(March of Year 2)
ODG, CG, and CIG – 2-year
Assignment
Organization
Development Group
7 Strategic Work
PowerPoint
has
new
Groups & 10
Task
layouts
that
give you
Force
Groups
morefinal
ways
to present
reports
your
words, images
forwarded
to
and 3media.
these
groups
(ODG)
Communications Group
(CG)
Coordination &
Implementation Group
(CIG)
Narratives
Description
of issue
Why it is
important
Connection
to SSU
Academic
Master
Plan
Timeline
Contact
Info
Constraints
Counting the Cost…
Methods to measure success
Right people
in key
positions
Inspire
campus we
can make it
The Three
Circles
Crystallize
SSU prime
directive
Rally
fanaticism to
AMP
Leverage
technology
“To infinity and beyond!” – Buzz
Lightyear
•Review feedback
•Final Summary Report from
the Oversight Steering
Committee
•Submit financial plan to
Chancellor
•Implement plan
•Conduct “autopsies and
analysis” guided by the three
circles
How it all worked out…
…fast forward 2 years
Cost Savings / Revenue Generation
Action Summary
Cost Savings (italicized) / Revenue Generating Action Summary(bolded)
Realignment / restructuring of
academic units
Reduce summer staffing
Keep open positions vacant
Eliminate faculty positions
Reduce general spending
Freeze raises
Increase class size – (teacher-topupil ratios)
Postpone new equipment purchases
and upgrades
Mandatory unpaid furloughs of
varying degrees for faculty and
employees
Return of unused, non-restricted
funds from previous budget years
Decrease operational budget
Reduce athletic scholarship funds
Reduce professional development
Delay information technology
implementation
Suspend or close all undergraduate
minors
Expand sabbaticals and research
leaves
Increase enrollments by offering
tuition rebates and minischolarships for graduate,
professional, and adult learners
Offer students workshops on
financial management.
Increase rental revenues by
encouraging community groups to
use recreational fields and
faculties
Hold as many current fiscal
dollars in reserve as possible
Demote or fire managers who
overspend
Lease excess residence hall rooms
to nonstudents
Increase efficiency
Eliminate offices, departments, and
entire colleges
Voluntary buyouts for qualified
faculty
Eliminate remedial education
programs
Eliminate or restrict travel
Utilize research grants & funding
Energy audit of campus facilities
Eliminate campus-based academic
affairs offices
Re-structure extended education and
extra-curricular activities
Eliminate staff positions
Use money from savings
Raise tuition
Increase teaching loads
Reduce publications
Access a Financial Recovery Fee
to students
Lay-offs
Academic reorganizations
Charge fees for transcripts
Raise facility use fees for outside
vendors, customers
Reduce office cleaning schedules
Lower response time to equipment
repair
Reduce student programming
Reduce custodial and grounds
services
Create a “Work to Learn” Program
Suspend or close all nonprofessional master’s programs and
doctoral programs that are not the
university’s signature programs
Renegotiate long-term debt
Hiring freeze
Reduce training and development
activities
Revise weekend lockdown schedules
Require every administrator with a
master’s or doctoral degree to teach
a course
Reduce salaries by a certain
percentage
Improve student retention
Provide cash incentives to
departments who exceed enrollment
targets
Focus on the quality of results
Lease prime space to retailers
Close and lease remote campuses
or unused buildings
Halve the size of committees and
reduce the number of meetings by
50%
Collaborate with other institutions
to share staff and resources
Give departmental managers
latitude to move operating money
across budget lines
Renegotiate or reduce employee
benefits
Eliminate mid-level administrative
positions to protect tenured faculty
Negotiate key purchases for better
pricing
Use hybrid teaching models to
attract adult learners
Follow up on every student who
does not re-enroll
Page 6 in
your
Presentation
Guide
Budget Cut Top 5
#1
• Realignment / restricting of academic
units
#2
• Energy audit and conservation
#3
• Hiring freeze
#4
• Eliminate remedial education programs
#5
• Eliminate mid-level admin positions to
protect tenured faculty
Generate Revenue Top 5
#1
• Raise tuition
#2
• Redirect designated philanthropic
donations from wills and trusts
#3
• Lease excess residence hall rooms to
non-students
#4
• Maximize information technologies for
cost savings / revenue generation
#5
• Close and lease remote campuses or
unused buildings
President Henry & the 4
Frames
Political
Human
Resources
Structural
Symbolic
What is SSU
deeply
passionate
about?
What can SSU
be the best in
the world at?
What drives
SSU’s
economic
engine?
Circle 1 – Passion – Preserving
academic excellence and
quality remains a priority.
Circle 2 – Best in the world at…
– We are a growing university
with a student-friendly,
student-centered culture.
Circle 3 – Economic engine –
Increased enrollments of
qualified students capable of
being retained through
graduation.
 “We can become the best university in
our region at offering an innovative,
flexible, and technologically advanced
education in a student-friendly,
student-centered environment.”
SGA President
Origin: Unknown - Member of the SSU Honor Society
Dr. Robert G. Henry
President, Seneca State University
PBL Action Plan in Action
Follow-Up Meeting
Presidential Advisory Core Group
Oversight Steering Committee
Organizational Development
Communications
Coordination & Implementation Groups
Professor Glenn Harris
SSU Faculty Senate President
Before
PBL Action Plan
Before
After
PBL Action Plan
Sammy B. Lewis
SSU Graduate – Former Football Star
The Breakthrough Phase
$15.2 million dollars in budget cuts
Retained all tenured faculty
Reduction of staff was held to 2.5%
Successful campaign involving philanthropic donors to redirect
funds previously restricted (due to designations) thereby freeing up
and redistributing $356,413
Leased 5 out of 6 unused buildings to generate $934,500 in
additional annual revenue
Office of Development and Alumni Relations raised $2.75 million in
cash from the community with $310,000 in pledges maturing within
36 months
Streamlined all academic units on campus including consolidation
of 2 colleges
Implemented energy savings measures estimated to save $1
million annually
The Breakthrough Phase
Remedial education programs eliminated and enrollment
standards raised
Tuition was raised, but only 2.25%
63.5% of all excess residence hall rooms were successfully
leased
Five new hybrid classes were introduced for the new
semester with 4 more in development
$750,000 was raised selling SSU’s unused horse stables
The stimulus investment in reinforcing Information
Technology paid off handsomely with the eventual discovery
of cost saving devices netting $219,750 and new income
streams tapped generating an additional $2.1 million in annual
revenue
When the birds started singing again