Thomas Jefferson University & Philadelphia University. Academic Integration Planning

Transcription

1 Thomas Jefferson University & Philadelphia University Academic Integration Planning

2 Timeline for Letter of Intent, Definitive Agreement & Closing Letter of Intent (LOI) Definitive Agreement Closing December 2015 April 2016 May October 2016 Nov Exchange general information for due diligence Until closing, must make independent decision Enter into articulation agreements, based on independent decisions from each university, that would continue regardless of the transaction. Begin high level integration planning Identify and examine possible organizational structures and key personnel Identify low-hanging fruit (areas where integration makes the most sense) for a deep dive after Closing Identify possible obstacles to integration or issues that may arise and the means by which those obstacles/issues may be addressed Identify and discuss the necessary resources, skills and competencies that are required within a school, college, department or functional area. Examine the current structures and conduct an inventory of available human capital, areas of expertise, and potential gaps. Identify areas of overlap can not exchange current resource /salaries/financial/tuition data. At a high level, review historic spend,in aggregate numbers (e.g., aggregate personnel costs, aggregate consulting/contracted services costs, etc.),without delving into the details. Details can be reviewed after Closing Identify key suppliers and services that are being provided under contract, but without the approval of counsel, wait to look at the pricing under actual contracts Identify the information that will be shared and examined immediately after Closing so that integration planning can be finalized 2

3 Integration Guiding Principles Principles Guide the Process 1. Derived from Our Shared Vision Statement 2. To Drive Student Centric Value Creation 3. Research + Innovation = Discovery 4. Inclusive of Stakeholders 5. Merit Over Legacy 6. Integration vs. Independence: Decisions are Based on Future Value Creation 7. Action Oriented Balanced Thought and Action 8. Market Driven 9. Think in Terms of the Enterprise 10. Communication is Critical 11. Financial Stewardship 12. Metrics to Determine the Success of Integration Attributes of Transformation Attributes are the Aspirational End State 1. Personalized Education 2. Value of the Academic Investment 3. Focus on Student Outcomes Graduate School or Job Placement 4. Demands of the Current and Future Workforce 5. Supports/Enhances the Disciplinary Heritage (Legacy Programs) & Institutional Brand 6. Instill Passion for the Profession 7. Leverage Technology 8. Flexibility in Programming & Delivery 9. Community Outreach & Engagement Application Jefferson-PhilaU Proprietary & Confidential 3

4 Integration Planning Structure Academic Oversight Integration Committee Integration Executive Council Communication Integration Steering Committee Co-chairs: Kathy Gallagher & Jeff Cromarty Integration Management Office Alison Ferren Integration Teams Administration & Support Services Executive Sponsors: Kathleen Gallagher & Jeff Cromarty Philanthropy Human Resources Culture & Norms Finance Marketing & PR Legal & Risk Management Safety & Security Information Services & Technology Supply Chain Facilities & Master Planning Partnerships Academics Executive Sponsors: Mark Tykocinski, Matt Baker, Cecilia McCormick, & DR Widder Academic Affairs, Programs, & Curriculum Faculty Affairs Innovation Entrepreneurship/Business Development Research, Discovery, & Design Teaching & Learning, Library & Learning Spaces Student Experience Executive Sponsors Christine Greb & Charlie Pohl Student Experience Campus Experience Orientation Academic Support Services International Services Discipline/Governance Student Personal Counseling Athletics & Recreation Enrollment Management Recruitment Financial Aid Content Experts will serve as critical members & be assigned to each team Jefferson-PhilaU Proprietary & Confidential 4

5 Integration Timeline Phase I: February-April 2016 Phase II: May-July 2016 Phase III: August 2016-ongoing Integration Planning Plan and Conduct Integration Planning Session Finalize Enterprise Vision Develop Integration Goal, Guiding Principles, Plan and Approach Establish Integration Governance, Roles and Responsibilities Define Integration Timeline Finalize work team membership Kick-off Work Teams and establish regular meetings Meet with executive sponsors and identify Early Wins IMO Set up SharePoint and provide access Support work teams Integration Work Plan Development Identify Early Wins Prioritize Early Wins Establish clear targets and performance measures Present proposed Work Team Early Wins to ISC Begin planning on Early Wins approved by ISC and other high priority areas Develop tracking and measurement dashboards Integration Implementation Implement detailed integration plans to achieve integration objectives Track progress against plans Identify and resolve issues Report out Work Team status to ISC Review and share lessons learned Communicate early successes Jefferson-PhilaU Proprietary & Confidential 5

6 Dyad Operating Responsibilities Current Challenges Operate Integrate Grow Ex: pipeline strategy 4/16 to 12/16 Unit Focus Ideas Plans Envision 12/16 to 12/17 Plans to Action Metrics & Success Plans & Priorities 12/17 to 12/18 Integration & Adjustment Single Organization Strategic Intent 4/28/2016 Jefferson-PhilaU Proprietary & Confidential 6

7 Principals for Academic Team Planning Big Picture (Vision & Guiding Principles) Weeds (Details) The Planning Structure IS NOT the organizational structure Our goal is to make Steady Progress but we have 3 Years for integration Logistical Issues will be handled by the TJU Integration Management office, including cross-town travel efficiency Our aim is Maximal Inclusion across colleges and schools and within the administration; with Outside Perspectives Communication is critical Jefferson-PhilaU Proprietary & Confidential 7

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9 Early Wins: Guiding Principles Timing: Can be accomplished in the 1 st 120 days from today Value: Will have a positive impact on either: Enrollment Visibility/Reputation/Brand Student Experience Faculty/Staff Experience Organizational Finances Measurable: Has clear metrics for success Legal: Can be done as an articulation agreement before Final Agreement & Close Sustainability: Has potential for continuation beyond the 120 day period Jefferson-PhilaU Proprietary & Confidential 9

10 Academics: Teams & Team Leaders Team PhilaU Team Leader TJU Team Leader Programs and Curriculum Susan Frosten Cecilia McCormick Faculty Affairs Beth Shepard-Rabadam Karen Novielli Innovation DR Widder Rose Ritts Research, Discovery & Design Ron Kander Brian Squilla David Whellan Teaching & Learning, Library & Learning Spaces Jeff Ashley Anthony Frisby Jefferson-PhilaU Proprietary & Confidential 10

11 Academics Subcommittee Suggestions: Programs & Curriculum (DRAFT) Subcommittee PhilaU Team Leader TJU Team Leader Clinical & Experiential Education Mike Dryer Steve Herrine Ksenia Zukowsky New Program Development Barbara Klinkhammer Lloyd Russow David Nash Gerald Grunwald Assessment of Student Learning Pat Thatcher Carolyn Giordano Institutional Effectiveness PA Jesse Coale Michele Zawora OT Wendy Krupnick Roseann Schaaf Behavioral Health (CFT and CTC) Dale Michaels Ken Covelman Jeanne Felter Continuing & Professional Studies Pam Collins Debra Zelnick General Education & Science Foundation Barbara Kimmelman Rebecca Finley Vertical Integration Programs Amy Baker Caroline Golab Registrar & Academic Events TBD Raelynn Cooter Academic Success & Retention Pat Thatcher Jennifer Fogerty Academic Partnerships Jefferson-PhilaU Beth Proprietary Shepard-Rabadam & Confidential Jake Marini 11

12 Academics Subcommittee Suggestions: Faculty Affairs (DRAFT) Subcommittee PhilaU Team Leader TJU Team Leader Personnel: Hiring, Contract, Tenure & Promotion Faculty Development Policies & Procedures (Faculty Manual) Governance Structure Jefferson-PhilaU Proprietary & Confidential 12