Presentation is loading. Please wait.

Presentation is loading. Please wait.

Copyright 2005, NACUBO BUILDING ORGANIZATIONAL CAPACITY (BOC) NACUBO 2005 Annual Meeting Concurrent Sessions II James E. Morley, Jr., President National.

Similar presentations


Presentation on theme: "Copyright 2005, NACUBO BUILDING ORGANIZATIONAL CAPACITY (BOC) NACUBO 2005 Annual Meeting Concurrent Sessions II James E. Morley, Jr., President National."— Presentation transcript:

1 Copyright 2005, NACUBO BUILDING ORGANIZATIONAL CAPACITY (BOC) NACUBO 2005 Annual Meeting Concurrent Sessions II James E. Morley, Jr., President National Association of College and University Business Officers Phillip L. Doolittle, Sr. VP & CFO University of Redlands Mernoy Harrison, VP & Provost, Phoenix Campus Arizona State University

2 Copyright 2005, NACUBO BUILDING ORGANIZATIONAL CAPACITY (BOC) THE PROJECT The Building Organizational Capacity project is a research and development effort of the National Association of College and University Business Officers (NACUBO) supported by FIPSE

3 Copyright 2005, NACUBO BUILDING ORGANIZATIONAL CAPACITY (BOC) "We can't solve problems by using the same kind of thinking we used when we created them." - Albert Einstein

4 Copyright 2005, NACUBO BUILDING ORGANIZATIONAL CAPACITY THE TERM Building Organizational Capacity describes the executive role of senior leaders to create and sustain organizations that perform consistently with high quality results.

5 Copyright 2005, NACUBO BOC is non-linear and not prescriptive, unlike some other frameworks It centers on interrelationships among elements which are more of a web than a linear progression

6 Copyright 2005, NACUBO THE EIGHT ELEMENTS

7 Copyright 2005, NACUBO PURPOSE The fundamental mission, goals, objectives of the institution or activity Mission and goals almost always have specific or implied multiple objectives that must be considered and understood

8 Copyright 2005, NACUBO GOVERNANCE The exercise of authority, responsibility and control over goals, activities and results Should be considered at each organizational level where decisions are made and activity occurs

9 Copyright 2005, NACUBO POLICIES The core principles and practices guiding all aspects of the realization of the mission and purpose of an activity Forrester calls them decisions

10 Copyright 2005, NACUBO PROCESSES The means by which the purpose and goals are realized Many commercial companies view core processes as important corporate assets, e.g. product distribution

11 Copyright 2005, NACUBO STRUCTURE The organization of people and activities aligned and identified to accomplish mission, goals and core processes

12 Copyright 2005, NACUBO INFORMATION The supporting information and data used to promote effective communication, management and oversight

13 Copyright 2005, NACUBO INFRASTRUCTURE The human, physical, and financial support assets as well as the related information systems used to create and sustain the entire effort as defined by the purpose

14 Copyright 2005, NACUBO CULTURE The overall character, values, beliefs of the organizationits essential personality Will affect ability to collaborate Requires strong leadership to change

15 Copyright 2005, NACUBO BUILDING ORGANIZATIONAL CAPACITY TOOLS Project readiness test Implementation checklist Problem assessment checklist Leadership transition assessment

16 Copyright 2005, NACUBO A Project of the National Association of College and University Business Officers

17 Copyright 2005, NACUBO BUILDING ORGANIZATIONAL CAPACITY Tuition Discounting Application Phillip Doolittle University of Redlands

18 Copyright 2005, NACUBO BUILDING ORGANIZATIONAL CAPACITY TUITION DISCOUNTING University of Redlands Independent, coeducational, liberal arts and sciences university Enrolls 4,000 students Governed by a 35 member board of trustees

19 Copyright 2005, NACUBO BUILDING ORGANIZATIONAL CAPACITY TUITION DISCOUNTING Tuition at Redlands is $24,000 per year with room and board an additional $8,500 per year Average financial aid package covers 71 percent of the total cost of attendance Merit and talent scholarships range from $500 to full tuition

20 Copyright 2005, NACUBO BUILDING ORGANIZATIONAL CAPACITY TUITION DISCOUNTING The Universitys annual operating budget exceeds $100 million Endowment - $77.9 million

21 Copyright 2005, NACUBO BUILDING ORGANIZATIONAL CAPACITY TUITION DISCOUNTING Full-time faculty is comprised of 213 teaching faculty, librarians, and coaches Student to faculty ratio at Redlands is 12:1

22 Copyright 2005, NACUBO BUILDING ORGANIZATONAL CAPACITY TUITION DISCOUNTING Why is managing tuition discounting /net tuition revenue important to the University of Redlands? How do the elements of BOC apply to this management area?

23 Copyright 2005, NACUBO BUILDING ORGANIZATONAL CAPACITY TUITION DISCOUNTING University of Redlands is a selective independent arts & sciences institution recruiting students in a very competitive market place…competing with both strong private and public institutions. Financial aid is an important component of our overall enrollment strategy. Redlands is a tuition dependent institution

24 Copyright 2005, NACUBO BUILDING ORGANIZATONAL CAPACITY TUITION DISCOUNTING It looked at from an expenditure prospective, internally funded financial aid is the institutions second highest expenditure after salaries and benefits. Failure to properly manage financial aid and the tuition discount can have a serious adverse impact on the institution both from an enrollment and financial prospective. Effective management of financial aid and the tuition discount can have a powerfully positive impact on enrollment numbers, profile and net tuition revenue.

25 Copyright 2005, NACUBO BUILDING ORGANIZATONAL CAPACITY TUITION DISCOUNTING How do the elements of BOC apply to this important institutional initiative? First, it is a cross-functional endeavor, involving admissions, financial aid, business & finance, institutional research and IT. It requires significant coordination as well as buy in by all of the key parties.

26 Copyright 2005, NACUBO BUILDING ORGANIZATONAL CAPACITY TUITION DISCOUNTING Second, it has important policy implications….both for the institution and students and families. Third, it is a complicated endeavor requiring an integrated and sophisticated management approach. It also requires effective management of data and analysis. It includes the involvement of outside consultants.

27 Copyright 2005, NACUBO BUILDING ORGANIZATONAL CAPACITY TUITION DISCOUNTING All of the elements of BOC apply….purpose/mission, governance, policies, processes, structure, information, infrastructure, culture. The BOC Case Study found this to be true.

28 Copyright 2005, NACUBO BUILDING ORGANIZATONAL CAPACITY TUITION DISCOUNTING Bottom line, the University of Redlands has found its approach to managing financial aid/tuition discounting…..net tuition revenue.…. to be very successful and beneficial

29 Copyright 2005, NACUBO A Project of the National Association of College and University Business Officers

30 Copyright 2005, NACUBO A NEW AMERICAN UNIVERSITY DOWNTOWN PHOENIX CAMPUS

31 Copyright 2005, NACUBO POPULATION GROWTH Phoenix Metro: 2001: 3.3 million 2017: 5.9 million High School Graduates: 2001: 46, : 72,697

32 Copyright 2005, NACUBO EXPANDING EDUCATIONAL OPPORTUNITY ASU enrollment: 2001:53, :105,000

33 Copyright 2005, NACUBO

34 ECONOMIC BENEFITS TO PHOENIX AT FULL BUILDOUT Jobs 7,700 Wages$281.1 million Economic Output569.5 million Tax Collections18.7 million (state) 8.0 million (county) 7.2 million (Phoenix)

35 Copyright 2005, NACUBO Central Civic Space surrounded by Civic Uses and Retail Shade and Urban Gardens Connection to Light Rail Consistent with larger civic vision of downtown Phoenix Compact Academic and Residential District Strong streetscape and street life Mix of housing and/or office above retail Respectful of existing residential and arts neighborhoods COMMON THEMES (DOWNTOWN PHOENIX CAMPUS)

36 Copyright 2005, NACUBO OBJECTIVE OF THE DESIGN PROCESS Build a comprehensive metropolitan research university with an unparalleled combination of academic excellence and commitment to its social, economic, cultural, and environmental setting.

37 Copyright 2005, NACUBO SUMMARY: DOWNTOWN PHOENIX CAMPUS College of Nursing College of Public Programs School of Public Affairs School of Community Resources and Development School of Social Work Cronkite School of Journalism and Mass Communications

38 Copyright 2005, NACUBO SUMMARY: DOWNTOWN PHOENIX CAMPUS KAET (Channel 8) The School of Global Health University College School of Interdisciplinary Studies Community College Alliance Extended Education Education, business and communications programs

39 Copyright 2005, NACUBO DOWNTOWN PHOENIX PHASING SCENARIOS Potential Phasing Schedule: Fall 2006:Open campus with programs from Tempe campus except Journalism and KAET 2,750 students 250 beds Fall 2008:Expand program enrollments Add Journalism and KAET 7,850 students 1,800 beds Fall 2014:Expand program enrollments 11,750 students 3,360 beds Fall 2020:Expand program enrollments 15,000 students 4,500 beds

40 Copyright 2005, NACUBO BUILDING THE PLAN Governance Structure Policies Processes Information Infrastructure Culture

41 Copyright 2005, NACUBO DEVELOPING THE PLAN Provosts Council Academic Advisory Committee Student Advisory Committee Community Advisory Committee

42 Copyright 2005, NACUBO TASK FORCE ESTABLISHED Academic Policies and Governance Curriculum Integrated Student Services Library Information Technology Facilities Marketing Student Housing Infrastructure

43 Copyright 2005, NACUBO MISSION To provide an academically rigorous university experience in a vibrant, urban campus environment that is integral to the success of the Phoenix community

44 Copyright 2005, NACUBO DISTINQUISHING FEATURES Focus on student success and individual attention Community engagement and social embeddedness Research to improve lives and professional practice Emphasis on health and wellness Urban vitality

45 Copyright 2005, NACUBO CAMPUS OPENS Recruit Students City of Phoenix Bond Election Design and Construction of Renovations August 21, 2006 Relocate and move-in

46 Copyright 2005, NACUBO A Project of the National Association of College and University Business Officers

47 Copyright 2005, NACUBO BUILDING ORGANIZATIONAL CAPACITY Endowment Management Application James E. Morley, Jr.

48 Copyright 2005, NACUBO THE EIGHT ELEMENTS

49 Copyright 2005, NACUBO ELEMENT QUESTIONS PURPOSE Are the mission, goals and objectives clearly stated and communicated? Does the purpose imply more than one goal? Does the purpose define a measurable outcome? Are executives accountable for achieving the purpose? Is the purpose viewed/accepted in the same way by all the key players? GOVERNANCE Are all existing governance bodies known, properly charged and their role(s) understood? Will existing governance bodies/process/policies, formal and informal, aid or impede purpose attainment? Are all other elements considered in support of required governance? Are policies clearly defined for all governance activities and decision making? Is the process of governance leadership clearly articulated for outcomes and accountability? Are information flows adequate and timely to all participants in the governance process? POLICIES Are all the decisions needed to achieve the goal clearly identified? Are accountable individuals empowered to make appropriate decisions? Are policies clearly established for all processes that are necessary for goal achievement? Are potential conflicting policies identified and modified to avoid conflicts? Are appropriate policies identified for each of the other elements: Information, Infrastructure, Governance and Structure? How does unit Culture impact policy development, decision making, and implementation?

50 Copyright 2005, NACUBO ELEMENT QUESTIONS PROCESSES Are all essential processes required for success identified and documented? Are responsible individuals accountable for successful process operation? Are processes supported by appropriate calibration with the other elements: Information, Infrastructure, Governance, Structure and Policies? How does unit/institutional Culture affect process outcomes? STRUCTURE Are all aspects of the organization and other elements organized in a manner that allows the other elements to support the purpose? Are accountable individuals identified to make appropriate decisions? Are staff and related leadership reporting responsibilities aligned so that accountable executives can carry out policies and processes? INFORMATION Have the information requirements for goal attainment, and as they relate to each of the other elements, been identified and documented? Are the appropriate institutional and departmental information systems and communication processes in place to support goal attainment? Are the other elements supported by adequate information flows, especially: Policies, Processes, Governance and Culture?

51 Copyright 2005, NACUBO ELEMENT QUESTIONS INFRASTRUCTURE Are there sufficient assets and resources planned for or provided to ensure success of the purpose as assessed from the perspective of each of the other elements? Are infrastructure resources in the proper form to ensure success of each element in support of the purpose? CULTURE Are all levels (e.g. university, college, departmental) of culture taken into consideration as they might affect the purpose and the other elements? What cultural aspects of the institution/unit will most affect, positively or negatively, the purpose and/or other elements? Does the purpose create conflict with existing culture(s)? Is success impaired as a result? How does unit culture impact policy development, decision making, and implementation? Does a new/altered purpose imply an intentional cultural change? If so, is this well understood?

52 Copyright 2005, NACUBO BUILDING ORGANIZATIONAL CAPACITY ENDOWMENT MANAGEMENT Purpose Role in support of operations Expected Rate of Return Expectations of Investment Committee Campus expectations

53 Copyright 2005, NACUBO BUILDING ORGANIZATIONAL CAPACITY ENDOWMENT MANAGEMENT Governance Investment Committee Member Skills Terms Use of Sub-committees Relations with full Board

54 Copyright 2005, NACUBO BUILDING ORGANIZATIONAL CAPACITY ENDOWMENT MANAGEMENT Policies Appointment of Investment Committee Payout rate and methodology Expected rate of return Asset allocation Risk tolerance Investment Committees decision rules

55 Copyright 2005, NACUBO BUILDING ORGANIZATIONAL CAPACITY ENDOWMENT MANAGEMENT Processes Manager selection Manager reporting and accountability Setting Investment Committee agendas Coordination with annual budget cycle

56 Copyright 2005, NACUBO BUILDING ORGANIZATIONAL CAPACITY ENDOWMENT MANAGEMENT Structure Portfolio Reporting and oversight relationships Manager agreements

57 Copyright 2005, NACUBO BUILDING ORGANIZATIONAL CAPACITY ENDOWMENT MANAGEMENT Information To committee members To administration Between managers, committees and administration Manager selection

58 Copyright 2005, NACUBO BUILDING ORGANIZATIONAL CAPACITY ENDOWMENT MANAGEMENT Infrastructure Staff support for committee Oversight of managers Identification and selection of managers Performance reporting

59 Copyright 2005, NACUBO BUILDING ORGANIZATIONAL CAPACITY ENDOWMENT MANAGEMENT Culture Overall Board risk tolerance level Committee history and norms Interaction with managers Campus expectations

60 Copyright 2005, NACUBO BUILDING ORGANIZATIONAL CAPACITY (BOC): KNOWLEDGE NETWORK Go to Visit NACUBO Central for a demonstration

61 Copyright 2005, NACUBO Discussion

62 Copyright 2005, NACUBO A Project of the National Association of College and University Business Officers


Download ppt "Copyright 2005, NACUBO BUILDING ORGANIZATIONAL CAPACITY (BOC) NACUBO 2005 Annual Meeting Concurrent Sessions II James E. Morley, Jr., President National."

Similar presentations


Ads by Google