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AlmAnAc SUPPlEmEnT January 17, 1995 S-�

The

University of Pennsylvania

Administrative Restructuring Project

A Message from theProvost and the Executive Vice President,

incorporating the

Coopers & Lybrand Report

Note: The Coopers & Lybrand Report

on pages S-5 through S-12 is the full report, not an executive summary as

advised in a letter mailed recently to members of the

University community.

AlmAnAc SUPPlEmEnT January 17, 1995S-�

FROM THE PROVOsT And THE EXECUTIVE VICE PREsIdEnT

A Message to the University CommunityIn Preparation for Administrative Restructuring Lastsummer,PresidentRodinannouncedinthesepagestheUniversity’smajorrestructuringinitiativetoenhancePenn’sadministrativeeffectivenessandcostefficiencyaspartofourefforttostrengthentheUniversity’scoremissionofacademicexcellence.Resourcesarenotgrowingatthesamerateastheywereafewyearsago,andthereforewecannotcontinuetodobusinessasbefore.To better nourish our academic, research and service programs, we must reduce administrative costs—and we must improveadministrativeservices.Thisisaformidable,butnecessary,task. WewishtomakeitclearthatrestructuringwillresultinmajorchangethroughouttheUniversity,bothinthecentraladministrationandintheschools.Mostespecially,abroadrestructuringeffortandtheapplicationofnewtechnologywillimprovethequalityofserviceweprovidetosupporttheacademicmissionsofPenn.Intheprocessofrestructuring,thenatureofmanyjobswillchange,andovertimeweanticipatethetotalnumberofadministrativepositionswilldecline.Totheextentpossible,wewillattempttoreassignemployeeswhosepositionsareaffectedbyrestructuringtootheravailablepositionsintheUniversity.Thosewhocannotbereassignedwillreceivetransitionassistancetohelpthempursuecareerselsewhere. WeareprovidinginthesepagesamoredetailedcaseforrestructuringatPenn,alongwithasetofproposedgoalsandprinciplesthatwillguideourrestructuringefforts,consistentwithourcontinuingcommitmenttoResponsibilityCenterManagement. Inourrestructuring,wewillemployavarietyoftoolsandmethodsnowbeingusedsuccessfullythroughoutAmericanbusinesstomakeresourcesgofurther.Thesemayincludebusinessprocessre-engineering,organizationalredesign,informationsystemsenhancement,staffdevelopmentandtrainingandchangesinpoliciesproceduresandbusinessrules.Manyuniversitiesalreadyaretakingaggressiveactiontoapplytheserestructuringtoolsandtechniquestoimproveboththequalityandefficiencyoftheiradministrativeoperations.WeareconfidentthatthesecanbeappliedwithgreateffectivenessatPenn. ThefirstphaseofourrestructuringeffortistherecentlycompletedCoopers&Lybrandstudy.Coopers&Lybrand,afterextensivereviewofourprocessesandconsultationwithmembersofourstaff,haspreparedareportthatcontainsrecommendationsforrestructuringinselectedareasoftheUniversity.AlthoughtheconsultantsfocusedtheiranalysisandrecommendationsonseveraldepartmentswithintheExecutiveVicePresident’sarea,theyalsoreviewedadministrativeoperationsintwoschoolsandhaverecommendedhowadministrativerestructuringshouldtakeplaceintheacademicunitsaswell. TheCoopers&Lybrandreportispublishedhereinitsentirety,*andisalsoavailableelectronicallyonPennInfo.ThestudyhasalreadyhadthebenefitofextensiveconsultationoverthepastseveralmonthswiththeCostContainmentCommittee,andthePresi-dent’sAdvisoryGroup,whichincludesdeansandvicepresidents.ThereleaseofthisreporttothebroaderUniversitycommunityisthefirstofmanystepswewilltaketokeepyouinformedandelicityourviews. Inaddition,duringthenextthreeweeks,thevicepresidents,theheadsofthecenters,andthedeansoftheschoolswillmakepresentationstotheirstaffsandfacultiestoexplaintheCoopers&Lybrandreportandansweryourquestions.WewanttobuildaUniversity-wideunderstandingofthescopeandpurposesofrestructuringandhowthesechangeswillaffectyou,yourunitandthewaywewilldobusinessinthefutureatPenn. WewanttoemphasizethattheCoopersreportisjusttheinitialphaseofalong-termprocesstorestructuretheUniversity’sadministrativeandacademicoperations.WeintendtofollowanaggressivetimetableforimplementationofmostifnotalloftheCoopers&Lybrandrecommendations.Somecanbeacteduponpromptly.Otherswillrequirethedevelopmentofcompleximplementationplanswhichwillinvolvemanymembersofourstaffandfaculty.Asweimplementtheserecommendations,wewillbeginplanningforthenextphaseintherestructuringprocess,identifyingotheropportunitiesforadministrativerestructuringtoreducecostsandenhancequality.Overthenextfewyears,itisourintentiontocarefullyevaluateand,whereappropriate,torestructurevirtuallyallofPenn’sadministrativeprocesses. Weurgeyoutotaketimetoreadthesedocuments.YourunderstandingofandcommitmenttotheUniversity’srestructuringeffortsareessentialtotheirsuccess.Weareconfidentthatwithyourideas,supportandinvolvement,theUniversitywillbecomeabetterplaceinwhichtoteach,learn,doresearch,andwork.

Stanley chodorow, Provost Jack Freeman, Acting Executive Vice President

* InarecentlettertotheUniversitycommunity,anexecutivesummarywaspromisedinAlmanac,withthecomplete36-page typescriptreportavailableatkeylocationsoncampusandtheelectronicfileaccessibleviaPennInfo.Whentypesettingreducedthe spacerequirementtoonlyeightprintedpages,thedecisionwasmadetodistributethefullreportinAlmanac.Thusthedocumentthat appearsonpagesS-5throughS-12ofthisSupplementisthefulltext,verbatim.Extracopiesofthefullreportareavailableinthe officesofalldeansandvicepresidents,attheVanPeltandFisherFineArtsLibraries,theFacultyClub,andtheOfficeoftheVPUL

inHoustonHall.TheelectronicversionwillbepostedbyNews&PublicAffairstoPennInfowhereitwillbefoundinitiallyasanentryonthemainmenu;thereafteritwillremainaccessibleindefinitelyunderthekeywordscoopers & lybrand; cost containment; and restructuring.—S.c/J.F.

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(continued next page)

The Case for Administrative Restructuring at Penn

Forsometimenow,Americanbusinesshasbeenlearninghowtoadjusttorapidlychangingmarketconditionsinordertoremaincompetitiveinaglobaleconomy.ThateffortisevidentinthecommitmentofleadingAmericancorporationstototalqualitymanage-ment,reengineeringofkeybusinessprocessesandtheexplorationofcustomer-supplieralliances.Thefocusofthoseeffortsistoimprovethequalityofproductsandservices,enhanceabilitytomeetcustomerneeds,lowercosts,increaseproductivityandimproveefficiencybyeliminatingadministrativetasksthatdonotaddvalue. Thetools,methodsandstandardsdevelopedbyAmericanbusinessesarenowbeingwidelyusedinthenot-for-profitsector,in-cludingcolleges,universitiesandhospitals.ThedriveforbetterserviceandhigherqualityatthelowestpossiblecostincreasinglywilldominatetheUniversity’sbusinessenvironment.Thosewhomweserve—ourstudents,ourfaculty,ouradministrativecolleagues,ouralumni,ourTrustees,ourdonorsandoursupportersingovernment—expectustodoeverythinginourpowertosustainquality,reducecosts,andadoptcreativeapproachestomanagementthathaveproveneffectiveinthecorporatesector.IfPennistocompeteeffectivelywithotheruniversitiesattheforefrontofAmericanhighereducation,wemusttakealeadershiproleinrestructuringouradministrativeandsupportprocessestoensurethatwemakeoptimumuseofourresourcestostrengthentheinstructional,researchandpublicserviceprogramsoftheUniversity. AswelooktoreshapetheUniversityadministratively,ourrestructuringeffortswilltakemanyforms.Wewillcontinuetoemphasizethecontinuousimprovementprinciplesoftotalqualitymanagementtowhichwehavelongbeencommitted,andwewillidentify,evaluateandreengineerourkeybusinessprocessesintheadministrativecenters,intheschools,andinthoseactivitiesthatcutacrossorganizationalboundaries.Inaddition,wewillthinkseriouslyabouttheactivitiesthatwenowperformtodetermineiftheyarereallynecessaryand,ifso,whethertheyshouldberestructuredorreengineered.Wewillreviewthemissionandorganizationofmostadministrativeareasandredesignthewaysinwhichworkisperformed.Wewillidentifymorecreativewaystoapplytechnologyandadvancedinformationsystemstoenhancespeed,accuracy,flexibilityandproductivity. Finally,wewillidentifymoreexplicitlyourstaffingrequirementsandhelpouremployeesadjusttothosechangingneeds.Indoingthis,wewillidentifyopportunitiesfordeployingourtalentedstaffmoreeffectivelytoenhancerevenue-generationcapabilities,toaddneededserviceswedonotnowprovide,andtoimprovethequalityofservices.Totheextentthatthisresultsinaneedforfeweremployees,wewillassistthosewhoaredislocatedtofindotherjobswithintheUniversityortomovetoothercareeropportunitiesout-sidetheUniversity. ThejourneyaheadwillbedemandingandchallengingforallmembersoftheUniversitycommunity.Weintendtoinvolveabroadrangeofstaff,facultyandadministratorsindevelopingandimplementingplansforadministrativerestructuring.ThroughregularandcompletecommunicationwewillkeeptheentireUniversityfamilyfullyinformedastheprocessmovesahead.Weinviteyourpersonalparticipation,ideasandsupportinthisvitallyimportantundertaking.

Commitment to Responsibility Center Management AsrestructuringofPenn’sadministrativeprocessesbegin,wewilldosowithintheframeworkofResponsibilityCenterManagement(RCM),thebudgetandfinancialplanningsystemunderwhichPennhasoperatedsince1974.ThekeytothisconceptisthattheUniversityofPennsylvaniashouldbeaninstitutionwhichseesitselfasawholeandwhereindividualdisciplinesfunctionbestwhentheydonotoperateinisolationfromtherestoftheUniversity.GettingmanydifferentconstituenciestocooperateandworktogetherrequiresbothstrongcentralUniversityleadershipanddecisionmakingandsharedleadershipresponsibilityonthepartofDeans,DepartmentChairsandfaculty.ThePresidentandProvostmustbethekeystrategicdecisionmakersfortheUniversity.Thisdoesnotimplythattheyareresponsibleforeithertheday-to-daydecisionmakingorforthesettingofanindividualunit’sacademicgoalsandobjectives.Theyare,however,responsibletoensurethateachschoolisoperatinginawaythatisconsistentwithoverallUniversitystrategicdirectionandpriorities.Asignificantfeatureofthissystemisthestructurethatgivescentralleadershiptheabilitytoreallocateresourcesbetweenschoolsandcentersintheformofsubvention.Thiswasdonewiththeintentthatresourcescouldbeassigned,onanannualbasis,tothoseprogramsreflectingcurrentinstitutionalpriorities,i.e.thepracticeofselectiveexcellenceinsupportofacentralUniversityvision. ThecentralthesisofRCMisthatplanningandbudgetingattheschoollevelisdonebestbythosemostdirectlyinvolved,i.e.thefaculty,staff,deanordirector.Centraladministrationsetsgeneralobjectives,overseesplans,providessupportservicesandreviewsperformance.Theyarenotinvolved,however,insubstantivedecisionswithregardtotheimplementationofapprovedplansbytheSchoolsandCenters. UnderRCM,eachschoolandcenterreceivescreditfortheincomegeneratedbyitsprograms.RCMassignsresponsibilityforattainingbalancedfinancialperformanceprimarilytotheschoolsandotherrevenuegeneratingunits(centers).Thedirectcostsassociatedwiththedeliveryofthoseprogramsalsoarechargedtoeachschoolandcenter.Inaddition,schoolsandcentersarechargedindirectlyforcentrally-suppliedsupportservicesandthecostsoffacilitiesthroughasystemofallocatedcosts. ResponsibilityCenterManagementisintendedtoprovideeachschoolwith:

• responsibilityforsecuringtheresourcesnecessarytoimplementacademicandadministrativeplans,• abasisforinternalandexternalplanning,resourcecommitmentandaccountability,• amechanismtoconserve,whenoperationalsurplusesareachieved,unrestrictedresourcesforfutureprogramdevelopment,and• thecriticallinkageofauthoritywithresponsibility.

AlmAnAc SUPPlEmEnT January 17, 1995S-4


Goals of Administrative Restructuring1. Todesignthemostcost-effectivewaystodeliveressentialadministrativeservicestomeettheneedsofcustomers insupportoftheacademic,researchandpublicservicemissionsoftheUniversity.2. Toreduceoveralladministrativecostsintheschoolsandcentraladministrationbyatleast20%withinthenext4-5

yearstopermitreinvestmentofapproximately$25millioninstrategicpriorities.3. Toenhancethequality,efficiency,effectiveness,andproductivityofadministrativeprocessesthroughrestructuring, reengineering,organizationredesign,informationsystemsenhancement,applicationoftechnology,staffdevelop-

mentandtraining,andimprovementofpolicies,proceduresandbusinessrules.4. TochallengeandrewardUniversitymanagement,staffandfacultywhoseideas,participationandleadershipare essentialtothesuccessoftherestructuringeffort.

Guiding PrinciplesThefollowingprinciplesareintendedtoguiderestructuringeffortsthroughouttheUniversity:

1. TheUniversityremainscommittedtoResponsibilityCenterManagementtoensurethatadministrativeandfinancial responsibilityandaccountabilityareappropriatelydefined,allocatedandbalancedamongtheschoolsandthe centraladministration.2. Withinthatframework,responsibilityforprovidingadministrativeservicesshouldbeassignedtotheorganizational levelwheresuchservicescanbeperformedmostefficientlyandeffectivelytothebenefitoftheUniversity

community.3. Standardsofperformanceandservicelevelagreementsshouldbeclearlydefinedforthoseactivitiesforwhichthe

centraladministrationisresponsible,conditionedbyregularfreemarketcomparisons.4. Theschoolsshouldrefrainfromdevelopingtheirownfreestandingservicesandsystemswhichreplicatethosefor

whichthecentraladministrationisresponsible.Iftheservicesprovidedbythecentraladministrationareunsatis-factory,schoolsshouldworkwiththecentraladministrationtoelevateperformancetoacceptablelevelsconsistent

withUniversitystandards.5. Restructuringshouldbuildupontheexperienceofbothindustryandhighereducation,usingtools,standardsand

methodsfoundtobeeffectiveinsimilarsettings,includingbutnotlimitedtoorganizationalredesign,reengineering andqualityimprovement.6. RestructuringshouldextendtoalladministrativeprocessesoftheUniversity,includingthosewithineachschool

oradministrativedivisionaswellasprocessesthatcutacrosstheschoolsandthecentraladministration.7. Responsibilityforplanning,coordinatingandimplementingrestructuringofadministrativeprocessesinthe

schoolsandacademiccentersshouldbedelegatedbythePresidenttotheProvostandtheDeans,whoshouldcon-sultcloselywithotherseniorUniversityofficersandappropriaterepresentativesofthefaculty,studentsandstaffswithintheschools.

8. Responsibilityforplanning,coordinatingandimplementingrestructuringofadministrativeprocessesincentral administrativeunitsandthosethatcutacrosstheschoolsandthecentraladministrationshouldbedelegatedbythe

PresidenttotheExecutiveVicePresident.Incarryingoutthoseresponsibilities,theEVPshouldconsultcloselywithotherseniorUniversityofficersandappropriaterepresentativesofthefaculty,staffandstudents.

9. Fundsfreedupbyreductionsinadministrativecostsshouldbereinvestedprimarilyinstrategicacademicprograms; inthenearterm,somereinvestmentalsoshouldbemadeinselectedadministrativeactivitiestoenhancerevenue generationandrestructuring.10. TheUniversityshouldencourageemployeestoapplytheirskills,experienceandtrainingtothebenefitofthe University.Employeesalsoshouldbeattentivetotheirownprofessionaldevelopment,andshouldbeencouraged totakeadvantageofeducationandtrainingtoimproveandenhancetheirperformance.11. Staffshouldbedeployedtoenhancethequalityandeffectivenessofservices.Thosewhosepositionsareaffected byadministrativerestructuringshouldbegivenopportunitieswherepossibletorelocatetootheravailablepositions atPennforwhichtheyarequalified.Thoseforwhomsuchopportunitiescannotbefoundshouldbeassistedin pursuingothercareeropportunitiesoutsideofPenn.

— Stanley chodorow and Jack Freeman

AlmAnAc SUPPlEmEnT January 17, 1995 S-�

FROM COOPERs & LybRAnd

University of Pennsylvania

Administrative Restructuring Project

Coopers & Lybranddecember, 1994

note: The report in these pages, S-5 through S-12, is the full report, not an executive summary as advised in a letter mailed recently to members of the University community.

thegreatestbenefitsinthetargetedadministrativeprocesses;and • To identify short-term cost savings, revenue enhancements andserviceimprovementswhichwouldprovideaquickpaybacktotheUniversity. WorkingcloselywithPennstaff,Coopers&Lybrandunder-tookaseriesofinterviewsandselectedprocess,operationalandfinancialanalyses.Wewereaskedtofocusourassessmentonthefollowingareas: • Human Resources • PublicSafety • InformationSystemsandComputing • FacilitiesManagement(particularlycapitalprojectsand house-keeping/maintenance) • Finance(particularlyStudentFinancialServices,Grantsand Contracts,andRealEstate) • ProjectCornerstone • Business Services • School-based administration Onthefollowingpages,webrieflypresentthekeyissuesandrecommendationsineachoftheareas.Manyoftherecommenda-tionsweresuggestedbyPennstaffandfaculty,andotherswereproposedbytheCoopers&Lybrandprojectteam.Inaddition,weproposeaseriesofprinciplesforadministrativerestructuringandapreliminarysetofimplementationstepstorealizethebenefitsoftherecommendations.Weunderstandthatinthenextphaseoftherestructuringeffort,theUniversitywilldevelopaseriesofdetailedimplementationplansthatwilladdressthenecessarypolicy,organi-zational,processandtechnologychangesrequiredtoachievelongterm,sustainablecostsavingsandserviceimprovements.

Context and Scope for the Study TheUniversityofPennsylvaniaiscommittedtoenhancingitscompetitivepositionamongtheworld’spremierteachingandresearchuniversities.Toachievethisvision,Pennmustcontinuouslyinvestinstrategicopportunitiesandintheacademiccore.Thisisachalleng-ingtaskmadeevenmoredauntingbyadifficulteconomicenviron-ment(i.e.,uncertaintiesregardingCommonwealthappropriations,shrinkingindirectcostrecoveries,parentandstudentsensitivitiestorisingtuitionandfees,etc.).Inaddition,manyotherprominentresearchuniversitieshavebeguntofundamentallyrestructuretheiradministrativeoperationsinordertoreducecosts,makestrategicinvestmentsandenhancetheircompetitiveposition. Overthelastseveralyears,theUniversityhasundertakenanumberofinitiativesaimedatimprovingthequalityofitsadministrativeserviceswhilereducingtheproportionofresourcesrequiredtodelivertheseservices.Whilesomeprogresshasbeenmade,particularlyintheareasofprocurementandfinancialsystems,PennneedstoaddressthequestionofhowtointegrateitsvariousinitiativesintoacomprehensivestrategyforadministrativecostreductionthatwillenabletheUniversitytomaketheinvestmentsnecessaryintargetedareas,bothacademicandadministrative(i.e.,systems). InthisfirstphaseofPenn’srestructuringprogram,Coopers&LybrandwasaskedtoreviewselectedoperationsintheExecutiveVicePresident’sCenteraswellastoconductbrieforganizationalandoperationalreviewsofthePresident’sandProvost’sCenters.TheprimaryobjectivesofPhaseIwerethreefold: • ToidentifytheadministrativeactivitieswithintheExecutiveVicePresident’sCenterthatholdthegreatestpotentialforimprovedcost-effectiveness, revenue enhancement, and service improvement; • Toproposeimprovementmethods(e.g.,processreengineering,newsystems,organizationalrestructuring,etc.)thatwouldprovide


Proposed Vision and Principles for Administrative Restructuring


In order to be able to reinvest in academic pursuits through admin-istrative reallocation, Penn needs a comprehensive plan for admin-istrative restructuring that combines specific goals with appropriate reengineering methodologies, implementation schedules, assessment mechanisms, communications protocols and strategies for human resources redeployment and outplacement. In addition, this plan must be informed by a series of overarching principles which can guide the restructuring effort. ForPenntosucceedinmovingitselfforwardacademically,itmust,amongother things, takea creativeand tough-minded approach to improving its administrative practices and reducing its administrative costs.Thevisionforadministrativerestructuringisanongoing,con-tinuousprocesswhichwillresultin: • Arearticulationoftheprinciplethatthepurposeofadministrationistosupportteaching,researchandservice.AdministrationatPennmustbe mission-oriented:theimplicationsthereforearethatadministrationislean,clientdriven,andmarketcompetitive. • Atotalreengineeringofalladministrativeandacademicsup-portprocessesinordertoimproveservicelevelsandreducethelevelofeffortandcostassociatedwithprovidingadministrativesupport.(BasedonourexperienceinworkingwithPennaswellaswithmanyotherpremierresearchuniversities,webelievethattheUniversitycanestablishanexplicittargettoreduceUniversity-wide administrative costsby$20to$30millionoverthenextthreetofiveyears,throughanaggressiveprogramofreengineeringandrestructuring.Thereisclearevidencethatasignificantlevelofcostsavingsopportunityexistsinmany of the administrative functions we reviewed at Penn, and we thinkthisisanachievabletarget.) • Achangeinthephilosophyandprogramsforprovidingcom-pensationandbenefitstoPenn’semployees,withagreateremphasisonrewardsbasedonperformance,marketcompetitivenessandadisciplinedapproachwithclearlyunderstoodprotocolsandpractices. • Finally, an acknowledgment that the commitment, energy,creativityandknowledgeofPenn’smanagersandstaffareitsgreatestadministrativeasset,andthattheirleadershipandideasshouldhelpdrivetherestructuringprocess.Inreturn,Pennwillencouragedevelopmentofitsemployees,publiclyacknowledgeandrewardtheircontributions,andmake ameaningful commitment tohelping thosewhomaybeadverselyimpactedbyrestructuring. Thepointsbelowareafirstattemptatarticulatingtheprincipleswhichwillguidefutureadministrativerestructuring: • Therelationshipbetweentheschools/departmentsandthead-ministrativesupportservicesintheExecutiveVicePresident’sCenter(e.g., Human Resources, Finance, Information Systems, FacilitiesManagement,etc.)shouldberootedinaclearlydefinedsetofman-agementprinciples,wheremutualrolesandresponsibilitiesareclearlyestablishedandperformanceexpectationsset. • Theseprinciplesshouldbereflectedinwellunderstoodservicelevelagreements for thoseactivities forwhich theEVPCenterhasresponsibility. • TheEVPCenter should commit to deliver relevant, tailoredadministrative services responsively and cost effectively aswell astomaintainasoundsetofmanagementpolicies,businessrules,andflexiblesystemstoguidetheactivitiesof theresponsibilitycenters.TheschoolsanddepartmentsshouldinturnrefrainfromdevelopingtheirownfreestandingservicesandsystemswhichreplicatewhattheEVPCentershouldprovide.

• ThestaffintheEVPCentershouldbeheldaccountabletoagreeduponservicelevelsandbesubjectonaperiodicbasistoregularfreemarket comparisons similar to a for-profit client serviceoperation.Similarly, responsibility centers should be accountable for the ad-ministrativeservicesthattheyareexpectedtoperformfortheirownstudents,facultyandstaff. • IftheservicesprovidedbytheEVPCenterareunsatisfactory,schoolsshouldworkassiduouslytoaddressareasofconcernwithintheexistingframeworkandnotdeveloplocal,uncoordinatedresponsestoprovidingservices.Iflegitimateconcernscannotbeaddressed,thenreorganizationofadministrativeservicesshouldbeconsidered. ThekeycharacteristicsthatmustbepresentatPennfortheseprin-ciplestoworkareasfollows: • Mission-Oriented —Thefocusofalladministrativeactivity,nomatterwhereitoccurs, is tosupportPenn’steaching,research,andserviceefforts.Alladministrativeactivitiesshouldaddvaluetothemission. • Client responsive —Administrativeunitsmustdeliverhighqualityandtimely,costeffectiveserviceswhichmeetthespecialneedsoftheUniversity’sinternalandexternalconstituenciesandhelpsolvetheirproblems. • Simple and easy to manage —The definition of roles andresponsibilitiesatalladministrativelevelsmustbeabsentofbureau-cratic impediments, and it must be easy for customers to interact with administrativesupportorganizationsthroughouttheUniversity. • Accountability —Throughaprocessofestablishingandcom-municatingclearbenchmarksandconstantlymeasuringperformance,Pennshouldensurethatallresponsiblepartiesaredeliveringqualityservicesandprudentlymanagingtheirresources. • Cost-effective —TheUniversity’sfinancialconstraintsdictatethatPennprovidesitsadministrativeservicesatacostthatisequaltoorbetterthanwhatcouldbeattainedfromqualifiedexternalproviders. • Community owned —Theacademicleadership(ProvostandDeans) should take responsibility for articulating their needs andworkingjointlywiththeEVPCentertoensurethatcosteffectiveandresponsiveadministrativeservicesareinplace. • Emphasis on People — Penn should provide appropriateopportunities for professional growth and development, and forretraining,redeploymentoroutplacementforthosewhosepositionscannolongerbejustifiedbecauseofrestructuring.Staffshouldbeencouraged tocontinue todevelopprofessionally through trainingprograms,formalandinformalevaluationprocesses,andclearop-portunitiesforadvancement. • Effective Incentives — Penn should create an environmentsupported by a series of incentive programs where administrative employeeshavea strong sense and feelingof “ownership” in theirrespectiveunits,asiftheywereselfsupportingbusinessentities. • Rational Process Design — Penn’s administrative policies,procedures,andsystemsshouldbedesignedonabasisofobjectiveanalysis and functionalneeds rather thandeterminedbypoliticsoravailabilityofresources. • Continuous Improvement — Thereshouldbeacontinualfocusonimprovingcustomersatisfaction,reengineeringworkprocessestobemoreefficientandeffective,andsearchingoutsidetheinstitutionforfresh,innovativeideasandbestpractices.


Summary of Opportunities in the Executive Vice President’s Center


Key Implementation Steps Inordertoimplementourrecommendations,theUniversityofPenn-sylvaniawillneedtobeginaseriesofmajoradministrativerestructuringinitiativesthatwilldrawononeormoreofthefollowingapproaches: • Process Reengineering; • Organizationalredesign; • Informationsystemsenhancement; • Staffdevelopmentandtraining;and • Policy,proceduresandbusinessrulechangestoachievethefollowingends: • Substantialreductioninadministrativecostsinbothcentraladmin-istrationandtheschools; • Improvedadministrativeservicetofacultyandstudents;and • An effective and resource-efficient administrative managementstructurefortheUniversity. Inordertoachievethesegoals,Pennmustcreatetheinfrastructureandsupportrequiredtoimplementlongtermadministrativerestructuring.ItisimperativethatPennestablishthefollowingkeycomponents: • Clear structure for accountability, governance and oversight: The Executive Vice-President and the Provost will be responsible tothePresidentforimplementingtheadministrativerestructuringprogramin thecentraladministration, inconsultationandcoordinationwith theDeans.TheExecutiveVice-PresidentwillbesupportedbytheAssociateExecutiveVice-President,whowillmonitor,coordinateandsupportthespecificrestructuringprojects.TheDeans,inconsultationwiththeProvostandExecutiveVice-President,willberesponsibleforrestructuringschoolleveladministrativeprocesses. • Clear and Simple Accountability Measures: TheExecutiveVice-President’sCentershouldestablishclearmeasuresandbenchmarks(e.g.,resourcereallocationtargets,quantitativeserviceimprovementgoals,etc.)formeasuringprogressandensuringthatlinemanagersareheldaccount-

ableforresults.Similarly,schoolsandacademiccentersshouldestablishaccountabilitymeasuresandbenchmarkswithrespecttotheirowninternaladministrativeactivities. • Effective Communications Network: The President, Provost and ExecutiveVice-Presidentshouldcommunicateasetofconsistentthemesandmessagesthroughouttherestructuringprocess.TheCommunicationsOfficeandtheExecutiveVice-President’sCentershouldemployvehicles(e.g.,Almanac,newsletters,informationsessions,etc.)thatexplainthegoalsofadministrativerestructuringandreportonprogressagainstgoals. • Adequate Investment: The University should invest adequateresources to support critical restructuring and reengineering initiativesnecessarytoachievelong-term cost containment and improvements in thequalityofservices. • Sufficient Levels of Trained and Dedicated Human Resources:Penn shouldenhanceitsowncapabilitiestosupportadministrativerestructuringandreengineering.TheAssociateExecutiveVice-President and Human Resourceswill be responsible for developing recruitment and trainingforstafftocontributetoreengineeringeffortsandforprocuringexternalresourceswhenrequired. • Thoroughly Developed Methodologies and Workplans: Each restructuring initiativeshouldbematchedwith theappropriateprocesstreatmentandimprovementapproach(e.g.,processreengineering,outsourc-ing,organizationalredesign,etc.).TheAssociateExecutiveVice-Presidentwillworkwiththelinemanagersineachofthetargetareastodeterminethemosteffectivesetoftools,approachesandworkplansforachievingthedesiredapproach. • Employee Transition Program: Inordertorealizethebenefitofitsadministrativerestructuringinitiatives,PennshouldhaveanEmployeeTransitionProgramthatassistsmanagerial, technical,andclericalstaffwhosejobsmayberestructuredthroughthereengineeringeffort.

1. Human ResourcesStatement of Opportunity

Penn must redefine and strengthen the role of the Human Resources department, reengineer the delivery of key human resource services, create an infrastructure of effective human resource policies and sup-port services at the center and in the schools and departments, and systematically rethink the design and delivery of its compensation and benefit programs. • Theprocessessupportingthecorehumanresourcefunctions(i.e.,hiring,compensation,benefitsenrollment,etc.,)havesignificantneedforstreamliningandreengineering.WhileHumanResourceshasmadesomeimportantstridesinaddressingserviceissues(e.g.,thereisaproposednewhiringprocess,andHRhasstreamlinedbillingprocedureswithHUP)theDepartmentcanmakefurtherprogressifthefollowingstepsaretaken:

– DevelopaclearmandateforastronghumanresourcesfunctionatPenn.TheDepartmentisoperatingwithinanenvironmentinwhichitsmission,role,andlevelsofauthorityareunclear,andthereforeitisperceivedtobemoreofacontrolandpolicingfunctionthanaclientservicedrivenorganization.

– Upgrade the current information systems and technologies sup-porting Human Resources to provide the management information and technology support that is necessary for serving customersmoreeffectively.OneresultwouldbetobringtheratioofHumanResource employees toUniversity employeesmore in linewithindustrybenchmarks.

• Pennhassignificantopportunitytoreducethecostsofitsbenefitspackageandtoimprovethecosteffectivenessoftheadministrationofitsbenefitprograms.Forexample:

– Administrative fees forPenn’smedical insurancearecompetitivewithinthelocaleconomy,andmedicalplancontractshavebeenim-provedsignificantlyoverthelastdecade.However,giventheexperi-enceofsimilarsizedorganizationsinotherpartsofthecountry,Penn

canfurtherreducethecostsofadministeringitsmedicalinsurancecoverage(forexample,administrativefeesforonemedicalcarrierare11percentofclaims,whilethenationalnormisbetween6and7percent).

– ItispossibletorestructurePenn’sretirementprogramstobelesscostlytotheUniversitywithoutdiminishingbenefitstolongtermemployees.Penncanreduceitsretirementprogramcostsby$2to$5millionthroughprogramredesignwithoutnegativelyaffectinglongtermemployees.

– Penn’s tuition assistance program is more generous than thoseprovidedbymanyofitspeerinstitutions,especiallywithregardtograduateassistance.(Forexample,whilemostinstitutionsprovide50percentornoneatallforgraduatetuitionreimbursement,Penn’sgraduatetuitionassistancevariesfrom75to100percentdependingontheprogram.)ManyofPenn’speershavebeguntoaddressthisissueoverthelastseveralyears.

– TheUniversitycurrentlyoutsourcestheadministrationofitsflexiblebenefitsplan;however,itisfeasibleforPenntoadministeritsownflexplanforsignificantlylesscostthanthecurrentoutsourcingfees.Pennoutsourcedtheplanforlegitimatereasonsseveralyearsago,buttheadventofnewsystemssolutionsmaymakeitadvantageoustobringitback“inhouse”,whichcouldresultinatleast$100,000inannualoperatingsavings.

• TherearesignificantopportunitiestostrengthenandimprovePenn’scompensationpractices.

– Penn’sstatedcompensationphilosophies(e.g.,fairnessandequity,payforperformance,andtargetedmarketpositions)arereasonableandhavemerit.However,Penn’sdecentralizedenvironmentmakesitdifficulttoensuretheuniformapplicationofthesestandards.

– Comparedtootherorganizationsofsimilarsize,Pennhasmorejobcategories,more jobscreated forspecific incumbents,andmoreindividualsinungraded/untitledjobsthanisthenorm.Inaddition,comparedtomostorganizationsofPenn’ssize,thereisanunusu-allyhighvolumeofpositionreclassificationsinordertorewardand

AlmAnAc SUPPlEmEnT January 17, 1995S-�


promoteemployees,inmanycasestoachievesomethingthatcan-notbedonequicklyenoughoratallthroughregularcompensationprocedures.(Thereareapproximately1,000staffreclassificationseachyear; inanorganizationofPenn’ssizewewouldnormallyexpectapproximately500reclassificationsperyear.)

– Pennwouldbenefitsignificantlyfromstrongerjobevaluationpro-cedurestoensurethatallemployeesreceiveeffectivefeedbackontheirperformance,toensurethatinternalequityisachieved,andtohelpcontrolgrade“creep”.(Lastyearonly55percentofperfor-manceappraisalswerereturnedand80percentofthosereturnedwereratedexceptional.Normally,wewouldexpecta90-95percentreturnrateinanorganizationofPenn’ssize,andagreaterspreadofperformanceappraisalratings.)

– Penn’scompensationstructureswouldbenefitfromacomprehen-sivereviewandrestructuring.JobgradesandclassificationsshouldencloseallofPenn’sjobandpaydemographicsandshouldbeinlinewithrecentmarketfluctuations.(Approximately10percentofPenn’semployeesareinungradedpositions;wewouldnormallyexpecttoseeaverysmallnumberofemployeeswithoutgrades,typicallytopexecutives.)

– ItisthepracticeofmanyschoolsanddepartmentsatPenntopro-videbonusesandadditionalcompensation tostaffunderspecialcircumstances.However,theseadditionalcompensationprocesseswouldbenefitfromstrongermonitoringandcontrol.Manypaymentsaremadetoemployeesinungradedcategoriesandmanyarenotexplainedorjustified.Theseadditionalcompensationitemscouldbereducedbyabouthalf,basedoncurrentmarketpractices.

• Asnotedpreviously,theUniversityhassubstantialopportunitytoimproveitspolicies,practicesandstructureswithregardtoemployeeeval-uationandaccountability.Performanceevaluationsarenotsystematicallyperformedanddocumented.Inaddition,thereareavarietyofchannelsavailabletoemployeestopursuecomplaintswhichmakesitdifficulttodealconsistentlywithemployeeconcernsandtoaddressinstitution-wide needs.Finally,theprocessfordiscipliningunder-performingemployeesiscumbersomeanddifficulttoimplement,eventhoughaclearcaseforactionmaybeestablished.Penndoesnothaveaneffectiveprocessfordismissing chronic under-performers. • AsPennmovesforwardwithadministrativerestructuring,itmustrethinkitstrainingandstaffdevelopmentprograms.Employeeswillneedaccesstoresourcesforjobandskillstraining,managementdevelopment,andcoursestohelpemployeesbecomemoreproductiveparticipantsinthereengineeringprocess.Progressiveorganizationsareprovidingsubstantialresourcestohelpemployees“retool”.

Recommendations and BenefitsIn order to address these issues, Penn must initiate a series of fundamental, structural changes to the way it provides human resource services. • TheActingVicePresidentforHumanResources,workingwiththeProvost,ExecutiveVicePresidentandtheDeansmustdevelopasetofgoalsandobjectivesforhumanresourcemanagementatPenn.ThePresi-dent,Provost,ExecutiveVicePresidentandtheDeansshouldaddressthefollowingkeyissues:

– WhatistheroleandmissionoftheHumanResourcesdepartmentat Penn?

– HowshouldtheHumanResourcesdepartmentrelatetoandinteractwiththeschoolsanddepartments?

– WhatistheappropriatecompensationandbenefitsphilosophyatPenngiventheResponsibilityCenterManagementstructure?

– What is the appropriate approach to staff training and management developmentatPenn?

– HowcantheHumanResourcesfunctioncontributestrategicallytothelongtermgrowthandhealthoftheUniversity?

– HowwillPennassistemployeeswhoareaffectedbyrestructuring? • HumanResourcesshouldreengineerandstreamlinetheprovisionofimportantservices,improvingefficiency,reducingadministrativecosts,andenhancingservice toemployeesbycontinuing the implementationofthehiringredesignandstartingtheplanningforotherreengineeringinitiatives,suchasbenefitsregistrationandmodification.Forexample,reengineeringbenefitsprocessesaloneshouldresultinatleast$200,000to$300,000inannualcostsavingsthroughareductioninpaperworkandtimeconsumingactivities.

• TheUniversity should develop and enforce policies thatwouldensure that its compensation practices are consistently applied and inlinewithUniversityobjectivessuchasequity,payincentives,andmarketcompetitiveness.Specifically,Pennshouldmakethefollowingchanges:

– Reduce out-of-procedure compensation practices;– FoldthetwoannualpayincreaseperiodsintoasingleperiodinJuly;– Implementmeritincreaseguidelinesformanagers;– Restructureprogramsforbonus,spotawards,andspecialcompensa-

tionstoensurecompliancewithUniversitypolicies;and– Implementapayandemploymentprogramwherecertaincontrol

elementsareinplace,includingaformalandmandatedjobevalua-tionprogram,explicitproceduresfordealingwithnonperformance,completeandconsistentjobdescriptionsandpayrangesthatareadjustedperiodically.

Thesemeasureswillensurepropercostcontrolandoverallcongruencebetween the schools and departments and strategic objectives of theUniversity. • Penn should implement a position control system thatmoni-tors and helps control the number of staff positions, comparable tothepracticeofidentifyingafixednumberofFTEfacultypositionsinacademicdepartments. • Pennshouldperformathoroughreviewofitscurrentbenefitprogramsandcontracts(withsignificantinputfromfacultyandstaffrepresentatives),andidentifyalternativeprogramsthatwouldbelesscostlytotheUniversityandmoreinlinewithpeerinstitutions.Otheruniversitieshavesuccessfullyrestructuredtheirbenefitsprograms(includingtuitionreimbursement)throughappropriateconsultativeprocessesandmarketanalysis. • Penn should develop anEmployeeTransitionProgram to assistmanagerial,technical,andclericalstaffwhosepositionsmaybeaffectedbyorganizationalconsolidationsandreengineering.Thisprogramshouldprovideacleartransitionpathforemployeeswhowouldbeaffectedbyrestructuringeffortsthatmayinvolvepositionreductions.Wherepossible,reductionsshouldbeaccomplishedthroughattrition,earlyretirement,andotherprograms.Inaddition,Pennshouldmaximizeopportunitiesforalterna-tiveemploymentwithintheUniversityforqualifiedstaffandforprovidingappropriateresources(e.g.,careercounselingandoutplacementservices)forvaluedemployeesunabletobeplacedwithintheUniversity. • PennshouldaggressivelyrenegotiateitsBlueCrosscontracttobringadministrativeexpensesinlinewithnationalnorms.TheUniver-sitymaybeabletosaveatleast$300,000annuallythroughreductioninadministrativefees. • TheUniversityshouldadministertheflexiblebenefitsplanin-house and discontinue its outsourcing arrangementwith the current externalprovider.Withamoderate investment innewsystems,Pennshouldbeabletorealizeapproximately$100,000peryearinoperatingsavings. • TheUniversityshoulddeterminethefeasibilityandcostsassoci-atedwithreplacing itshumanresourcesystemswithnewtechnologiesthatwouldsupportreengineeredbusinessprocessesandthatintegrateandprovideaccesstocurrentlyfragmentedinformation.Byundertakingtheseinitiatives,Pennshouldrealizethefollowingbenefits: • Reducetheconsiderablecostsandimprovetheservicesassoci-atedwithadministrativeprocessessuchasbenefitsenrollmentandstaffrecruitment; • Realigncompensationpracticessothatinstitutionalphilosophiesandstrategicobjectivesareconsistentwithactualpractice; • Reduce the costs associated with the current structure and design ofPenn’sbenefitprograms;and • Put in place the foundation necessary to proceed with processreengineering and administrative restructuring in a caring and effective manner.

2. Public SafetyStatement Of Opportunity

Penn should undertake an aggressive program to enhance the level of security within its buildings and around the perimeter of the campus by evaluating the performance of outside contractors with respect to stan-dards of building security, and over the long term move to a consolidated



safety and security operation that provides a focal point for guard and officer recruitment and training and security technology. • TheUniversity should develop a long term plan and vision forprovidingsafetyandsecurityservicestoitsconstituents.Theplanshouldaddresstheconcernsdescribedbelowandshouldspecifyhowbothon-campus and off-campussecurityissueswillbeaddressed.(Inaddition,off-campussecurityshouldbeexaminedinlightoftheneedsandinitiativesrelatedtoeconomicdevelopmentandcommunityrelations.) • TherearesubstantialopportunitiestoenhancetheoverallsecurityinfrastructureonthePenncampus,including:

– increasingthevisibilityofsecurityofficers;– enhancing crime prevention programs;– increasingtheuseofescortservicesandexternallighting;and– implementingUniversity-widealarmandmonitoringsystems.

• The existing decentralization of building security responsibilitydoesnot take advantageofpotential economiesof scale andagreaterspanofcontrolaffordedbyacentralizedsecurityoperation.Thecurrentstructurealsomakesitdifficulttoensurethatauniformlyselectedandtrainedsecurityforceisinplace,becauseofthevariousdecisionfactorsusedbyresponsibilitycenterstohiresecurityguards.Simplystated,thecurrent arrangement is not in the best interest of the University, from a cost-effectivenessstandpoint. • Pennshouldcontinueitseffortstostrengthenitsrelationshipswiththe Philadelphia Police Department, neighborhood organizations, andlocalpoliticalrepresentativestoincreasecooperationandjointeffortsataddressingsafetyissues.(TheDepartmentofPublicSafetyhasimprovedcoordinationwithlocalauthoritiesoverthelastfewyears;however,werecommendredoublingtheseefforts.)

Recommendations and BenefitsPenn should reexamine its standards for internal building security in such areas as: • employeequalificationsandtrainingrequirements; • hours of operation; • positioningwithinbuildingsandinspectionprocedures;and • alarmssystemsanddoor/windowlocks. Overtime,Pennshouldrenegotiateeachofitssecuritycontractsintooneortwoconsolidatedcontracts,consistentwiththeforegoingstandards.ThesemeasureswillcreateabaselineofacceptableminimumsecuritywithinallofPenn’sbuildings,reducingtherisksandcostsrelatedtopotentialincidentswithintheUniversity’sbuildings.Theultimategoalshouldbeanintegratedsafety and security operation that encompasses the entire campus and provides coordinatedsecurityservicestoallmembersofthePenncommunity. Inaddition,Pennshouldcontinueitscurrenteffortstoimprovecampussecurityservices,includinggreateruseofrovingpatrols,increasedlightinginpublicspaces,enhancedescortservices,andastrongerpubliceducationcampaign.Overthelongterm,Pennshouldmakestructuralimprovementstosecurityoperationsandinfrastructure,including: • Universitywideaccess,alarm,andmonitoringsystems; • useoftrainedsecurityofficerstosupplementthecampuspoliceforce; • moveorrenovatePublicSafetyfacilities; • greatercoordinationandcooperationwiththePhiladelphiaPolicedepartment; and • increased attention to off-campus security issues and stronger ties tolocalcommunityorganizationsandpoliticalrepresentatives. These recommendations are not designed to produce immediate cost savings, andwill require some investments,particularly in theareaofsecuritytechnologies.TheirprimarybenefitwillbetopromotesafetyintheUniversitycommunityandtohelpsustaintheUniversity’sabilitytoattractthehighestqualitystudents,faculty,andstaff.

3. Information Systems and ComputingStatement of Opportunity

Penn has the opportunity to increase significantly the value received from its investments in its administrative information systems through more coordinated approaches to computing and by changing the relationship between the Information Systems and Computing department (ISC) and the schools and centers.

• MostofPenn’sadministrativesystems(e.g.,studentinformation,humanresources,grantsmanagement,etc.)weredevelopedyearsagoandareinneedofreplacementinordertosupportreengineeredbusinesspro-cesses.ProjectCornerstoneisanexampleofthetypeofinitiativethatwillberequiredoverthenextfiveyearsinordertoputinplacethetechnologyinfrastructurethatwillberequiredtostreamlineadministrativeactivities.ThereareanumberofotherlegacyandtransactionprocessingsystemsinadditiontofinancethatwillneedtobereplacedandPenndoesnothavealongrangeadministrativecomputingplanthatdescribesthesequenceandcostsofreplacingthesesystems.AnadministrativecomputingplanwouldhelptheUniversityunderstandthefullcostsandpotentialbenefitsofreplacingitsadministrativesystemsandhelptheUniversityidentifythemostcosteffectiveorganizationandstructureforprovidingadministrativesystemssupporttotheresponsibilitycenters. • TheUniversitydoesnothaveinstitutionalstandardsforadministra-tivesystemshardwareandsoftware(althoughithasmadesomeheadwaydevelopingdesktopcomputingstandards),andasaresultPennhasnotbeen able to take full advantage of potential economies of scale thatwouldreducethecostofprocuringandsupportingsystems,particularlydepartmentalfinancialmanagementsystemsandlocalareanetworks. • MostschoolsanddepartmentsatPennhavetheirownadministrativecomputingresources,thatinsomecasescouldbemorecosteffectivelyprovidedbyacentralresourceifitwasstructuredtoberesponsivetotheindividualneedsoftheschoolsanddepartments.Forexample,ISChasinitiated programs whereby it provides computer support to a department forafee(e.g.,President’sOffice);thesetypesofarrangementshavehighpotentialforimprovingthecoordinationofadministrativesystemssup-portandfortakingadvantageofeconomiesofscaletoreducethecostofcomputing. • TheroleofISCandtheservicestheydeliverarenotwidelyunder-stoodbymanycomputerusersoncampus,particularlyintheschools.TheperceptionamongmanyisthatISCisnotabletosupportthefullneedsoftheschoolsanddepartments.GiventhewayPenn’scomputingresourcesarecurrentlystructuredandfunded(muchoftheadministrativesystemsresourceswithin ISCaresupportingFranklinBuildingusers), this isavalidperception. • Inaddition,thereareopportunitiestorestructuretheinternalorgani-zationofISCtoimprovecustomerserviceandreducecosts.Inparticular,thereisanarrayofhelpdeskfunctionsthatmaybemoreeffectiveandlesscostlyifconsolidatedintoasinglecustomerservicedesk.Inaddition,thereisunnecessaryduplicationoffunctionsbetweensomeelementsoftheDataCommunicationsunitinISCandtheTelecommunicationsGroupinBusinessServices.

Recommendations and BenefitsIn order to address the issues described above, Penn must develop a long term plan for administrative computing and restructure the way administra-tive systems support is organized and delivered. It is premature to prescribe the exact structure of how computing services should be organized, funded and delivered without a rigorous planning process that involves relevant user constituencies. However, based on our experience with other large, complex organizations, one model that Penn should carefully consider as it restructures administrative computing is as follows: • Restructure the management of administrative systems in the schoolsandtheorganizationandcapabilitiesofISCsothatthecentralunitprovidesmoredirectcomputingsupporttotheschoolsinamannerthatisresponsivetotheschools’individualneedsandcharacteristics. • ShiftthemajorityoffundingforISCfromanallocatedcostbasistoafeeforservicebasis,creating“insourcing”arrangementswhereschoolsareabletopurchasecosteffectiveandvalue-addingservicesfromISC.Thesearrangementsshouldbesubjecttoregularmarketbasedreviewsofthevaluereceivedforthecostsincurred. • Atthesametime,fundthroughallocatedcostsacarefullydefinedsetofcore functions (e.g., campusnetwork) inorder toprovide infra-structure services and to seed selected strategic projects (e.g., ProjectCornerstone). • DevelopandenforceasetofstandardsforadministrativecomputingsystemsandlocalareanetworksamongPenn’sschoolsanddepartments(whilepreservingflexibilityforresearchandinstructionaltechnologies)


FROM COOPERs & LybRAndandtakeadvantageofthepotentialeconomiesofscalethatcanbeachievedbecauseofPenn’sconsiderablesize.(ISChasbeenabletodosomeofthisthroughsitelicensingofsoftware,developmentofdesktopstandards,andhardwarediscounts,althoughmuchmorecanbeachieved.)Adherencetostandardsshouldresultinsubstantialcostreductionsintheprocurementofhardwareandsoftwareaswellasmorecosteffectiveservice,althoughmoreanalysisisneededtodeterminetheorderofmagnitudeofthesavings. • BuildontheworkofProjectCornerstonetodevelopalongtermadministrativecomputingplanthatclearlyarticulatesthemajorsystemreplacementprojectsforallcoreadministrativeprocessesoverthenextfiveyears,identifiespotentialfundingsourcesfortheseprojects,anddefinesanorganizationalstructurethatwillcost-effectivelyprovidetheadministrativecomputingservicerequiredbytheschoolsanddepartments. Byrestructuringcomputingalongtheselines,PennwillbeputtinginplaceanorganizationthatcantakeadvantageoftheconsiderableeconomiesofscalePennshouldbeabletoachieve,andastructurethatcancreategreaterintegrationandcommonalityamongPenn’sadministrativesystemsand thereforeprovidesignificantlygreatervaluefromtheconsiderableresourcesspentonadministrativesystems. • In addition to this longer-term restructuringeffort,Penn shouldmoveimmediatelytocompletethecurrenteffortstoconsolidatehelpdeskfunctions,andtorestructureDataCommunicationsandTelecommunica-tionstoeliminateduplication,reducecostsandimproveservices.

4. Facilites ManagementStatement of Opportunity

Penn has the opportunity to reduce significantly the costs associated with capital projects by strengthening its planning processes and improving communication among all University entities involved in capital planning and construction. • TheDivisionofFacilitiesManagementhasintroducedanewandapparentlysoundmethodologyforconceptualizing,planning,andmanag-ingcapitalprojects,knownasPennSpace.However,theresponsibilitycentersarenotconsistentlyapplyingPennSpace,whichtendstoincreasethenumberofchangeorders(andthereforecosts)onprojects.(42per-centofcapitalexpendituresin1994wereassociatedwithprojectshavingchangeordercostsinexcessof10percentoftotalprojectcosts,whichisconsideredhighbyindustrystandards.) • WhilePennhasanannualcapitalplan,itdoesnothaveaformallong range plan for facilities that is driven by the schools’ academicneeds,financialcapabilities,andotherkeyconsiderationssuchas landuse(althoughalanduseplanhasbeendeveloped),communityrelations,realestatestrategies,andthelike.Alongrangecapitalplanningprocesswouldprovideastrongerframeworkuponwhichtomakedecisionsoncapitalprojects,wouldhelpPennassessthetradeoffsbetweennewcon-structionanddeferredmaintenanceprojects,andwouldreducethenumberofprojectsthatareintroducedonanad-hocbasis.(40percentofcapitalexpendituresin1993wereassociatedwithprojectsthatwereintroducedoutsideofthenormalplanningandbudgetprocesses.) • Onsomeprojects,thereareopportunitiestoclarifyearlierintheprocesstheprogramsandpurposesofthebuildingsanddevelopanearly,common understanding of the necessary design and construction standards thatwillbeapplied.Achievingthiscommonunderstandingwillhelpensurethatbuildingdesignisappropriate to its longtermuseandthatclientsunderstandwhattheyarepayingfor. • Pennshouldrethinkitsprojectmanagementstructureforcapitalprojects.Someclientsfinditdifficulttoplanandcoordinatecapitalprojectsbecause of the number of hand-offsrequiredtoreceiveallrequisiteas-sistanceandapprovals.Inaddition,asPennhasinnovativelydemonstratedonarecentlargeproject,theuseofgeneralcontractorsmaybemorecosteffectivethancontractmanagers,whichhasbeentheprevailingapproachinthepast.Theuseofgeneralcontractorsresultedinsixpercentsavingsona$47millionprojectrecentlyatPenn. FacilitiesManagementhastheopportunitytoimproveclientsatisfactionwithitsmaintenanceandhousekeepingservicesintheschoolsandcenters.Wedidnotperformaserviceaudittodetermineactualservicelevels,butwedididentifyopportunitiesforhousekeepingandmaintenanceservicestooffermoreresponsive,flexible,andcosteffectiveservice. • Inmanyinstitutions,therearefrequentlygapsbetweencustomer

expectations and the resources available to theFacilitiesManagementfunctiontomeettheseexpectations.However,thegapcanbenarrowedthrough the use of regular service assessments and employee qualityimprovementprograms.Pennhas implementedsomeof these typesofprograms butwould benefit from additional efforts at soliciting clientfeedbackandaddressingkeypointsofdissatisfaction. • There are opportunities to improve client satisfaction throughgreateruseofwrittenservicelevelagreementsandregularassessmentsofservicedeliveryagainsttheseagreements.(FacilitiesManagementhasstartedsomeofthiswithmonthlyreviewsessionswiththeschools;theseshouldbesupplementedwithadditionalcommunicationmechanisms.) • Reinstatementoftheformaltrainingprogramsforbuildingcoordina-torswouldhelpimprovetheirabilitytocoordinateandsupporttheneedsofbuildingoccupants(thesehavebeenverysuccessfulinthepast),whichinturnwouldenableFacilitiesManagementtoservetheirclientsmoreeffectively(similartothenotion“aneducatedconsumerisourbestcustomer”). • Basedonabriefcomparativeanalysis,Penn’scostofprovidingmaintenanceandhousekeepingservicesappearssignificantlyhigherthannationalandregionalcomparisons.Whilethenumberofemployeesforeachfunctionisconsistentwithindustrystandards,someofPenn’swagesarehigherthanthosepaidbylargeservicecompaniesinthegreaterPhila-delphiaregionandtheCityofPhiladelphia. • WithinResidentialLife, there isa separate, fully-staffed Resi-dentialMaintenanceorganizationthat,whileexclusivelyservicingtheresidentialbuildings,nonethelessduplicatestheservicescurrentlyofferedinFacilitiesManagement.ThisdoesnotappeartobeacosteffectivearrangementforPenn.

Recommendations and BenefitsPenn should strengthen its internal communications and planning as-sociated with capital projects. • TheProvostandDeansshouldensurethatunplannedprojectsarenot introduced in the capital project schedule, except for extenuatingcircumstances,suchasthereceiptofasignificantgiftortherecruitmentof a critically important facultymember.The schools shouldcarefullyprioritizetheirnewconstructionanddeferredmaintenanceneeds,drivenbyacademicandprogrammaticopportunities, andclearly identifyandsecureprojectfundinginadvance. • Inaddition, theUniversity’splanningshouldprovideamecha-nism for assessing the tradeoffs associated with new construction versus deferredmaintenance projects.Thismechanism should include clearidentificationoftheprogram,itsstrategicimportance,initialandoper-atingprojectcosts,impactonotherbuildings,timetocompletionandotherkeyprojectvariables. • Everycapitalprojectshouldhaveoneclearlyidentifiedownerwhounderstandsandisresponsibleforthefundexpenditure.Ifmanagementtran-sitions occur, smooth hand-offsto“successor”ownersmusttakeplace. • PennshoulddevelopacomprehensiveMasterFacilitiesPlanthatbuildsonthelanduseplan,“sourcesanduses”analysis,realestatecon-siderations,andacademicneedsoftheschools. • FacilitiesManagementshouldstrengthenitscommunicationswithclientsbyenhancingprojectupdates,managingclientexpectationsmoreassiduously,institutinga“cradletograve”managementstructureinordertoprovideasinglepointofaccountabilityforclients,andworkingwithclientstoachieveacommonunderstandingofproperbuildingdesigninauniversitysetting.Likewise,schoolsmustensureproper“clientmanage-ment”ofcapitalprojectsbyfreezingprojectscope,ensuringsmoothhand-offsduringmanagementtransitions,andmaintainingrealisticexpectationsforprojectcosts. • Penn should continue to increase the use of general contractorsonlargecapitalprojects.AssumingthatPennwillspend$300milliononlargeprojectsoverthenextfiveyears,savingsof$3millionperyearmaybepossiblebasedontheUniversity’spastexperience. • FacilitiesManagementshouldimplementacustomersatisfactionimprovement program that focuses on using more customer assessment tools,feedbackopportunitiesandcommunicatedstandards(tostaffandcustomers)thatwilldictatethelevelsandtermsofservicedelivery. • FacilitiesManagementshouldworkwithResidentialMaintenance

AlmAnAc SUPPlEmEnT January 17, 1995 S-��

FROM COOPERs & LybRAndtoconsolidatelikeoperationsandbringtheresponsibilityforResidentialMaintenancewithinFacilitiesManagement.Thisactionhasthepotentialtoreducecostsby$100,000to$200,000. Inaddition,Pennshoulddevelopshort-andlong-term strategies for achieving cost reductions and greater customer satisfaction in the House-keepingandMaintenanceareas. Byimplementingtheseprograms,PennwillbeensuringthattheUni-versitycommunityistightlymanagingthecostsofcapitalprojects,throughreductioninchangeordercostsandfundingdeficiencies;ensuringthatthephysicalplantreflectsthelongtermacademicneedsofPenn’sschoolsandiswellmaintained;andcreatingmoreproductiveworkingrelationshipsamongusersandprovidersoffacilitiesmanagementservices.

5. FinanceStatement of Opportunity

One of the most significant opportunities for administrative cost reduction at Penn is the reengineering of its financial management processes. The approach being used in Project Cornerstone is appropriate for starting financial management reengineering. It will put in place a technical infrastructure and a first set of redesigned processes (e.g., purchasing and paying for goods and services). The key challenge ahead is to ensure that Project Cornerstone is successful and that there is a long term effort to reengineer all of Penn’s financial processes to be less costly and more responsive to the needs of decision makers across the University. • Financialmanagementprocessesshouldbedesignedsothatdaytodaydecisionmakingandauthorityarepusheddowntotheultimatecli-entorenduserandthattheseindividualshavethetoolsandinformationavailabletomakeeffectivedecisions.Today,manyofPenn’sprocesses(similartomostuniversities)requiremultiplecontrolsandreviews,arehighlypaperintensive,anddonotprovideusefulinformationtoenduserswithoutthesupportofcostlyshadowsystems. • Datashouldbeenteredonceatthesourceoftransactionsandcom-plianceandcontrolmechanismsshouldbeimbeddedintheinformationsystems;todaydataaremaintainedinmultipledatabasesandsources(andthereforenoteasilyaccessible)andcontrolismostlytheresultofcostlyhumanintervention. • Theroleofcentraladministratorsshouldbetodesignandimple-mentprocessesthatareresponsiveandeffectiveinmeetingbothlocalandUniversityneeds;todaymuchofcentralfinancialadministrationplaystheroleof “checkerand inspector” (whichdiverts resources fromprocessmanagementandimprovement)becauseofthelimitedcapabilitiesofthecurrentinformationsystemsandthedesignoftheexistingprocesses.Forexample,throughthereengineeringofprocurement,PennmaybeabletoreducecostsintheFinanceareabyover$500,000byeliminatingmanyoftheroutineprocessingstepsandreviewsthatcurrentlyexist. Giventhatsignificantanalysisandredesignhavebeenperformedonprocurementandaccountspayableprocesses,welookedattwootherareasfor reengineeringpotential:StudentFinancialServicesandGrantsandContractsAdministration.

Student Financial ServicesThe Student Financial Services concept at Penn is a progressive approach to serving students that has resulted in service improvements and process enhancements that many other universities are now considering a model. However, the process of providing financial information, counseling, and services to students still has opportunities for significant improvement. • Somestudents,particularlygraduatestudents,wouldbenefitfromgreaterclarityregardingwheretogoforinformationandassistance,aswellashowtoreceivefasteradviceforresolvingbillingandloanissues.(Itshouldbenotedthatonarecentstudentsurveysomeserviceswereratedasexcellentbuttherewerestillsignificantopportunitiesforimprovementinotherareas.) • TherolesandresponsibilitiesoftheSFSdepartmentwithrespecttograduatestudentfinancialservicesvariesconsiderablyfromschooltoschool,whichcreatessignificantcomplicationsfortheSFSstaffandcanbeconfusingtostaffandstudentsalike. • The student financial services process actually spans multipledepartmentsaroundthecampus(e.g.,school-basedfinancialaidoffices,auxiliaries suchasdiningandhousing,and theSFSdepartment itself)andresultsinduplicationthatpresentsopportunitiesforimprovingcosteffectivenessandservicedelivery.

• Theunderlyinginformationsystemssupportingstudentfinancialservicesarenot integratedandare limited in their ability toprovideaplatformonwhichreengineeredprocessescanbebuilt.Interfacesbetweendatabasesshouldbestrongerandaccesstoinformationshouldbeeasierandmorewidelyavailable.Asaresult,staffmustspendsignificanttimeonmanualprocessingandreenteringofstudentfinancialinformation. Basedonthispreliminaryreview,weestimatethatthereareopportunitiestoreducethecostsinSFSby$400,000to$700,000andtoimproveservicetostudentsconsiderablythroughreengineeringandtheimplementationofanintegratedstudentfinancialsystem.Savingscouldbeincreasedbyextendingthesereengineeringeffortstoenrollmentmanagement,includingadmissionsandregistration.

Grants and Contracts AdministrationSimilar to Student Financial Services, the administration of grants and contracts would benefit from a reengineering of the process to reduce complexity, improve service to the schools, and ensure that Penn can respond effectively to the rapidly changing regulatory environment. • The process for providing administrative support of sponsored re-searchactivityismorecomplexthanwhatisnecessaryfromacomplianceandriskmanagementperspective. • Fromtheperspectiveofdepartmentaladministrators,itwouldbeimportanttohavegreaterclarityonthespecificrolesandresponsibilitiesof theOfficeofResearchAdministration(ORA)andtheResearchAc-countingdepartment(RA)whenresolvingproblems. • Theexistinginformationsystemssupportinggrantsandcontractadministrationneedtoberedesignedinordertoeliminatetheneedfordepartmentalshadowsystems,provideaccessibleinformationtodepart-mentalusers,andreducetheUniversity’srelianceonclericalsupportformanaginggrantinformation.ProjectCornerstonewilladdresssomeoftheissuesandthemanagementinORAisexploringoptionsforreplacementofthe grants and contracts database to address the issues not within the scope ofCornerstone.Theseeffortsmustmoveforwardrapidly,particularlyinlightofrecentpressuresfromHHSintheareaoffinancialreporting. • While thiswasnotwithinourspecificcharge,weobserved thatPennwouldbenefitfromstrengtheningitsresearchmanagementpoliciesandresearchsupportinfrastructure.PennneedsastrongermechanismformatchingpotentialfundingsourcestoresearchersandaprocessthatensuresthattheUniversityhasaneffectiveinfrastructure(sufficientfacilities,ap-propriateregulatorysupport,streamlinedreviews,etc.)formaintainingthequalityofitsresearchprograms.Inaddition,weobservedthattheCenterforTechnologyTransferwouldbenefitfromastrategicrepositioningthatwouldclarifyitsmissionandensurethatitsplaceintheorganizationandlevelofresourcesaresufficienttomeetPenn’sneeds.GiventheUniversity’sneed for resources and the competitive environment among institutions for patentsandlicensing,investmentintheCenterforTechnologyTransfershouldbeakeyUniversitypriority.

Cash Management WebrieflyreviewedtheCashManagementfunctionwithinFinanceanddeterminedthatitispossibleforPenntoincreasesubstantiallytheearnings generated from its non-endowmentfinancialassets.Thecurrentrateofreturnonshorttermcashholdingsisapproximatelyfivepercentand,dependingonmarketconditionsandthelevelofriskPenniswillingtoaccept,itmaybepossibletoincreaseitsreturnbyonetooneandahalfpercentagepoints,whichcouldresultina$2,000,000orgreaterincreaseinshortterminvestmentreturns.Wealsoidentifiedseveralopportunitiesformakingtacticalimprovementstoroutinecashmanagementactivities.

Recommendations and BenefitsFirst, Penn should invest in and then work to ensure the success of Project Cornerstone, which should provide for cost reduction and ser-vice improvements in the purchasing and payable functions and lay the groundwork for future financial management reengineering. Inaddition,werecommendthefollowinginitiatives: • Undertake a comprehensive reengineering of Student FinancialServices thatexamineshowSFSrelates to theschoolsandauxiliaries,designsnewprocessesthataremore“studentfriendly,”developsaplanforreplacementoftheexistingadministrativesystemsandultimatelyreducesthecostsassociatedwithprovidingfinancialservicestostudents.Wedidnotexaminetheotherkeyareasofstudentservices,suchasadmissions,registrationandadvising,butitmaybeadvisabletobeginthisprocessby

AlmAnAc SUPPlEmEnT January 17, 1995S-��

FROM COOPERs & LybRAndperformingacomprehensiveassessmentofallstudentservicesandthenfocusonStudentFinancialServiceswithinalargercontext. • Undertakeacomprehensivereengineeringofgrantsandcontractsadministrationthataccomplishesthefollowing:

– insurestimelycompliancewithexternalreportingrequirements;– examinesthefeasibilityoforganizationalchangesthatwouldimprove

communicationswithdepartmentsandstreamlinetheapplicationfor and administration of grants and contracts;

– putsinplaceanewgrantsandcontractsinformationsystemthatwouldprovidetimelyandcompletesponsoredresearchinformationto the University community; and

– putsinplaceasetofinstitution-widecostingandchargingpoliciesthatreflectthenewcostaccountingstandards.

• Inaddition,Pennshouldconsiderexamining itscurrent levelofcentralsupportandpolicydevelopmentwithregardtoresearchandde-termineifselectiveinvestmentsinresearchacquisitionandsupportwillhelpensurethelongtermresearchcompetitivenessoftheUniversity.Inparticular,Pennmustreassessthemission,funding,andreportingstructureoftheCenterforTechnologyTransferinlightofpotentialopportunitiesandcompetitivepressures. • Pennshouldconsidertakingstepstoredirectsomeoftheassetsintheshortterminvestmentfundstohigheryieldinginvestmentvehicles.Thismayrequiresupplementing thecashmanagementareawithaddi-tionalstaffforanalysisandinvestmentguidance,butthecostsoftheseresourcesshouldbesubjecttoaveryhighstandardofreturnoninvestment.Inaddition,Pennshouldimplementsomeoperationalimprovementsincashmanagementincludingchangingtheaccountspayablecheckcycle,outsourcingthemicrofilmingofchecksandchargingaprocessingfeeforinternationalchecks.Potentialcostsavingsfortheseimprovementsareapproximately$200,000.

6. Business ServicesStatement of Opportunity

The Business Services area is a collection of special services and auxiliary enterprises that in aggregate are self funding (not supported by allocated costs). A very brief review indicated that two areas within Business Services have the potential to generate additional income: the Penn Tower Hotel and Hospitality Services (which only recently came under the umbrella of Business Services). • TheHoteliscompetitiveinthePhiladelphiamarket,butcouldin-creaseitsgrossoperatingprofitsbymakingsomemajorchangestospaceutilization,rejuvenatingthefoodandbeverageoperations,andrenovatingguestroomsandcertainpublicspaces.(Thefoodandbeverageunitoper-atesatalossandalthoughitisimproving,stepsshouldbetakentorunthefoodandbeverageoperationsprofitably).InitialestimatesindicatethattheHotelshouldbeabletoincreaseitsnetoperatingprofitbyatleast$500,000to$600,000throughadditionalleasingarrangementsandrenovations. • Hospitality Services can improve its profitability by increasingrevenuesinthecateringarea(capturingrevenuelosttooutsidecaterers)andbyreducingthecostofgoodsthroughmorecentralizedpurchasing.These changes should be able to increase Hospitality’s net operatingmarginbyatleast$100,000.Inaddition,theFacultyClubcurrentlyrunsataconsiderableoperatingloss(over$700,000).Itslocationandconceptareinneedofrethinkinginordertoreversetheoperatinglosses.

Recommendations and BenefitsBusiness Services should develop long term plans for ensuring that the Hotel, Hospitality Services, and the Faculty Club are optimizing their financial return. Significant analysis has been done to date on each of these areas so it may be a more matter of securing capital and executive support. We recommend the following actions: • UndertakeaprofitabilityimprovementprograminthePennTowerHotelthatincludesbutisnotlimitedtoleasingadditionalspacetothirdparties(perhapsHUPand/orretailers)andanadministrativecostreductionprogram.Potentialimpactcouldbeanincreaseinrevenuewithoutanyincreasesinoccupancyorroomrates. • IfthelongtermplanisfortheUniversitytocontinueoperatingitsowncateringfunction,thenconsiderexpandingthecateringbusinessandkeepingtherevenuewithintheUniversity;inadditionlookforwaystoconsolidatepurchasingactivity(perhapswiththeconveniencestoresandthehospital)toreducethecostofgoodsandsupplies.Asstatedabove,

thereispotentialoperatingmargintobegainedfromtheseenhancements.Withrespecttotheoveralloperation,thefoodservicesfunction,likeallauxiliaryenterprisesshouldbesubjecttoperiodiccomparisonstowhatcanbeprovidedbyoutsidevendors. • ConsideralternativestructuresandmodelsfortheFacultyClubinordertoreduceitsconsiderableannuallosses.

7. Academic AdministrationAs part of this review, two schools (Arts and Sciences and Engineering and Applied Sciences) volunteered to have us take a quick look at the organiza-tion and structure of their administrative activities. We interviewed various school-based administrators and performed a quantitative analysis of how administrative resources are allocated. Based on this analysis, we concluded that Penn can reduce significantly the administrative costs in the schools and departments by considering alternative organizational structures for services such as business administration, grants and contracts support, computing, human resources, and facilities management. • Thecurrentstructureofadministrativesupport(i.e.,EVPCenterprovidingafullrangeofservices,eachschoolverticallyintegrated,everydepartment having their own administrators) creates an administrativeenvironmentthatishighlycomplexandfragmented,whichpresentssig-nificantopportunitiesforstreamlining,simplification,andcostreduction.Administrativeprocessesarespreadacrossthreelayersofstaff:central,school,anddepartmental,withnoone“owning”theadministrativeprocessintotality.Theresultisthatasignificantamountoftimeisspentcommuni-cating,consulting,andhandingoffadministrativeissuesandtransactions.Pennshouldreengineerschoolanddepartmentaladministrativeprocessestoreducecosts,simplifyproceduresandimproveservices. • MostofthelargerschoolsatPennarestructuredwithsubstantialadministrativeresourcesatthedepartmentallevel.Thedepartmentalofficesoftenprovideeffectiveandresponsiveservicetoinvestigators,faculty,andstudents.However,basedonouranalysis,thisstructuremaypresentop-portunitiesforcostsavingsthroughpotentialconsolidationofdepartmentalbusinessofficersintolargerservicecentersthatprovideservicestofacultyinmultipleacademicdepartments.Forexample,weareawareofanothermajorresearchuniversitythatisconsideringshiftingfromdepartmentalbasedresearchadministrationtoaschool-wide team of research support specialiststhatwouldassistthefacultyinmultipledepartmentswithallaspectsofsponsoredresearchsupport(fundingidentification,proposal,awardprocessing,postawardreporting).Asaresultofthisadministrativeconsolidation,thisinstitutionisanticipatingsavingsofover70percentinadministrativecosts. • EachofPenn’ssmallerschoolscurrentlyoperatesitsownadministra-tivedepartmentsservingtheuniqueneedsofeachschool,insomecasesonaverysmallbudget.Smallerschoolsshouldexaminethefeasibilityofsharingadministrativeresourcesinordertoachieveeconomiesofscaleorbuyingadministrativeservicesfromalargerschoolonan“insourcing”basis.

Recommendations and BenefitsPenn should take a fresh look at departmental and school-based admin-istrative resources and implement alternative structures that reduce costs and potentially improve the quality of service by leveraging the expertise of other parts of the University. Penn may want to begin this process by selecting two pilot sites for analysis and trial implementation. Some of the organizational constructs that should be explored include: • Consolidatingdepartmentalbusinessofficestocreatealarger,school-basedservicecenterthatprovidesfinancialreporting,humanresources,in-formationtechnologyandothertypesofsupporttomultipledepartments; • Sharingadministrativesupportresourcesamongthesmallerschoolstoachieveeconomiesofscale;and • Developingcontractsbetweensmallandlargeschools,wherebythelatterprovideadministrativeservicestotheformeronafeeforservicebasis.Largerschoolshavetheinfrastructurealreadyinplaceforfunctionssuchasfacilitiescoordination,budgetsupport,humanresources,andcomputersupport;smallerschoolscould“insource”theiradministrativesupporttothoseschoolsthatalreadyhavededicated,trainedresourcesinplace. Thekeybenefitsofthesealternativeorganizationalstructuresshouldbeloweradministrativecosts(whichisparticularlytimelyinlightoftheinabilityofinstitutionstochargeadministrativesupporttograntaccounts)andtheopportunitytoprovidespecialized,professionalexpertisetosmalldepartmentsandschoolswhointhecurrentstructurecannotaffordit.

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