LSU Transition Advisory TeamSummary Report to the LSU Board of Supervisors

July 2013

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

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

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

Student Experience•Recruit Aggressively for All Campuses•Improve Student Retention and Graduation Rates•Expand Focus on Serving Non-Traditional Students

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

Research and Discovery•Building a Globally Competitive LSU Research Enterprise•Focus Research on Priority Areas•Establish a Service Model Research Foundation

Financial•Generate New Revenue•Pilot Procurement Code, Implement eProcurement, Spend Analysis•Capture Risk Management Savings

Technology•Modernize Enterprise Information Systems•Build and Maintain a Big Data Strategic Initiative•Network Bandwidth: Connecting All Campuses•Building a Service Oriented IT Organization

Operations•Project a Single, Globally Competitive LSU•Establishing a New Human Resource Model•Adopt Revised Permanent Memoranda (PMs)

Foundational Issues1. High-Performance Culture 2. Management Model3. Funding 4. Academic Program and Faculty Productivity Evaluation

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

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

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

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

Thank you.