Leaders from two Huron Education clients – Georgia Tech and Northern Kentucky University – described to large audiences at the annual meeting of the National Association of College and University Business Officers (NACUBO) initiatives they have undertaken that are resulting in greater efficiency and administrative cost reductions.

1. The Relentless Pursuit of
Institutional Effectiveness
Steven G. Swant, Georgia Institute of Technology
Lisa Sills, Georgia Tech Research Institute
Amir Rahnamay-Azar, Georgia Institute of Technology
David Moore, Georgia Institute of Technology
William Jenkins, Huron Consulting

2. Agenda
 From Institute Strategic Plan to Strategic Business
and Operations Framework...
 Background and Process
 Overview of Framework
 Panel Discussion
 Creating shared goals
 Sharing a common understanding of “business”
 Where we go from here
 Open Q&A

3. Georgia Tech in Brief
Students
•20,941 – Fall 2011
•67% undergraduate, 33% graduate
•8,500+ housed in campus housing
Academics
•1,048 faculty
•5,399 degrees conferred (2011)
•Six Colleges, Library, Professional Education
Research
•$568M research expenditures (FY2011)
•2,905 awards
Operations
•400 acre campus in Atlanta - 237 buildings, 14.7M gsf
•$1.287B revenues (FY2011)
•6,317 staff
Source: 2011 Georgia Tech Fact Book

4. Context at the Time
 Bottom line… A recognition that the
environment was changing…rapid and
meaningful change was ahead
 Recession… State funding reductions
 Leadership change… key executive
positions; new strategic plan initiative
 Larger enterprise… requiring greater
sophistication in process, tools, people, etc.

5. Strategic Vision and Plan: 2035
Vision and Mission
Statements…
“Georgia Tech will define
the technological
research university of the
21st century…”
Georgia Tech… will
realize our motto of
“Progress and Service”
through effectiveness and
innovation… We will be
leaders…

6. Strategic Vision and Plan: 2035
Underlying Values…
 Integrity
 Excellence
 Impact
 Innovation
 Entrepreneurship
 Leadership
 Community

7. Strategic Vision and Plan: 2035
 Emphasis… act as
“One Georgia Tech”
 Goals:
1. Be Among the Most Highly Respected Technology-
Focused Learning Institutions in the World
2. Sustain and Enhance Excellence in Scholarship and
Research
3. Ensure That Innovation, Entrepreneurship, and
Public Service are Fundamental Characteristics of
Our Graduates
4. Expand Our Global Footprint and Influence to
Ensure That We Are Graduating Good Global
Citizens
5. Relentlessly Pursue
Institutional Effectiveness

8. A Simple Statement… but with Many Definitions
 Executive VP assigned
sponsorship
 Goal 5: Relentlessly Pursue
Institutional Effectiveness
 All aspects of our “business”
…including academic and
research operations
 Requires a common definition
and conversation
 Right people, tools and
culture

9. From an attitude of Continuous Improvement
to new culture of Relentless Institutional Pursuit of
Effectiveness
2010’s
• “Take It to the
Desktop”
2000’s
• Strategic Resource
• Administrative Allocation Study
Systems • Targeted Process
1990’s Improvements Improvements
• Continuous • Internal Consulting
Improvement Function
• Administrative
Excellence Task
Force

10. Initial Expectations for the Framework…
A requirement for
strong and regular
communications
Shared standards and methods
Mutual accountability
Shared expectations and ownership
Shared understanding of our goals and mission

11. Essential Steps
 Based on common Values
Strategic
 Developed Guiding Principles Values
to underpin and guide
decision-making and action Guiding
Principles
 Best results when all parties
have Functional Knowledge Functional
of how a university works Knowledge
 When successful… a Culture
Change Culture
Change

12. Framework Development
Identified a cross-institutional Working
Group… tasked to initiate the “conversation and
engagement”
 …solicit input from campus
 …draft initial framework document
 …“socialize” concepts and principles
 …propose actions going forward

13. Basis of a Framework… Critical Guiding Principles
Final Draft…
 People
 Partnership
 Communication
 Accountability
 Infrastructure
 Others? …continuing discussions

14. Basis of a Framework… Other Conclusions
The Right Culture starts with a
partnership…
 Create a Bold Vision… and thoughtful plans
 Continuously Raise the Bar… continuous
assessment and improvement of our
processes and practices…create a “learning
organization”
 Acquire Great People… the importance of
attracting, retaining, inspiring, developing
the best people, with the most needed skills
 Prioritize… what is most important ??

15. Basis of a Framework… Other Conclusions
Impact to date…
 Changed the campus dialogue…
 New basis for performance management
discussions and reviews…
 Increased communications… advisory,
consultative, and governance
 Sharpened current process improvement
initiatives… administrative systems; e-
procurement; etc.

16. Basis of a Framework… Other Conclusions
Follow on Actions…
 IT Governance initiative… resourcing;
enterprise system refresh, etc.
 “People…” strategy discussions; project plans;
etc.
 Research Administration… process and
support improvements

17. PANEL DISCUSSION
Strategic Business and Operations Framework web site:
http://strategicbusinessandops.gatech.edu/

18. Wrap-up
 Strategic Business and Operations Framework is a
culture change – doing the right business the right
way
 Critical success factors –
 A desire for change
 The freedom and discipline to be a learning
organization
 Managing expectations of the community; this is a
process / conversation – not a deliverable
 Goal – to create the best platform for academic and
research success

19. QUESTIONS?