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WELCOME The Division of Administration and Finance is leading the way with new ideas and innovative practices to meet the needs of a constantly changing environment. The 2016-2017 Impact Statement is designed to showcase how Administration and Finance, through the work of its business units, is making a real difference at the Georgia Institute of Technology. Administration and Finance works to create a solid foundation for institutional success by thoughtful, “smart” and vigilant management of our resources – financial, physical, human and environmental – and by ensuring we have the right administrative systems and processes in place to steward our resources effectively and efficiently. The Division takes great pride in pursuing institutional effectiveness while providing the support needed for faculty, researchers, staff and students to be successful in achieving all the goals in the strategic plan. We are very proud to provide an environment that is not only conducive to a world-class learning experience but also capable of providing an exceptional work experience for the entire campus community – one that will last for many years to come. I sincerely thank you for all your contributions in helping to sustain our momentum and keep the Institute moving forward. Sincerely,

Steven Swant Executive Vice President Administration and Finance

Mission The Division of Administration and Finance leads, supports and enables institutional effectiveness by providing strategic and responsive administrative, financial, information and physical infrastructure services for Georgia Tech.

Vision The Division of Administration and Finance will measurably advance Georgia Tech’s vision for education, research, service and economic development by delivering innovative solutions and leading practices to the campus community.

MAKING AN IMPACT Made up of six business units and more than 1,700 employees, Administration and Finance’s portfolio includes: financial, procurement, and budgetary functions; human resources management; campus sustainability; facilities design, construction and maintenance; auxiliary operations; information technology; strategic consulting; health and well-being; legal affairs; risk management; and internal auditing.

In 2016, 53 percent of all undergraduate students lived in Georgia Tech’s on-campus housing. Campus square footage has more than doubled in the past 10 years reaching approximately 15 million square feet in 2016.

More than 1.4 million learners enrolled in Georgia Tech’s Massive Online Open Courses (MOOCs) in 2016 a 40 percent increase from the previous year.

The Institute’s Administration and $1.7 billion annual budget addresses the Finance basically runs accounting and reporting a small city of more than complexities associated with 37,000 occupants (includes Georgia Tech’s 11 budget sources, students, faculty, staff which range from tuition, to state appropriations, Georgia Tech has 28 cisterns and affiliates). Energy conservation projects to grants and contracts. on campus for collecting have resulted in more than rainwater for reuse in smart irrigation $850,000 in annual savings and toilet flushing. 35 percent of on utility bills and reduced energy campus irrigation is from consumption overall. cisterns and wells.




Campus Services strives to create an environmentally friendly atmosphere where students and employees can live, learn, work and play. Improve Sustainable Food Sourcing Georgia Tech Dining Services is committed to embracing sustainable practices and operations by lowering its carbon footprint. One of its objectives is to improve its sustainable food sourcing. As a result of its sourcing practices, 89 percent of all eggs consumed on campus are free-range. In addition, 100 percent of all beef burgers served on campus are made from entirely grass-fed beef. Lastly, 87 percent of all seafood served on campus is certified sustainable. Moving forward, Georgia Tech Dining Services will continue to evaluate its food sourcing policies and suppliers to reach even higher levels of sustainably raised food.

Georgia Tech Dining Services increased its sustainable food sourcing including free-range egg usage.

Reduce Energy Consumption All departments within Campus Services are working to reduce their energy consumption and associated cost. Campus Recreation, year-over-year, used five percent less electricity and 60 percent less steam in terms of kilowatts and kilopounds per gross square foot, respectively. This change translates to a 27 percent reduction in the energy cost per gross square foot from $5.03 for 2015 down to $3.66 for 2016. When compared to third quarter 2015, Housing lowered its Energy Use Intensity (EUI) in eight of its recommissioned residence halls during the third quarter 2016. In addition, half of all residence halls had a lower cost per gross square foot. Of the 13 decks for which Parking & Transportation Services compiled EUI data, 11 decks had EUI values less than or equal to seven - the national EUI median for parking facilities. The remaining two decks are currently undergoing lighting upgrades or have a planned upgrade.

Increase Usage of Alternative Modes of Transportation Georgia Tech Parking & Transportation continues to encourage alternative transportation among the Georgia Tech community. A 2016 Commute Survey indicates an increase in all forms of alternative transportation.



Changing the lighting in the Tech Square Parking Deck generated a 50 percent reduction in energy usage.

2015 2016

Drive Alone 61% 57% Bike 5% 6% MARTA 5% 8% Commuter Bus 1% 2% Carpool 10% 11% Miscellaneous Transit 18% 16%

Georgia Tech Parking & Transportation Services partnered with the City of Atlanta to include three Relay Bike rental stations on campus for students, faculty and staff.

Division of Administration and Finance


Living Building at Georgia Tech proposed porch design. Image courtesy of The Miller Hull Partnership in collaboration with Lord Aeck Sargent.

Using a tablet to scan equipment bar-codes assists in optimizing a building’s performance.

The Office of Facilities Management supports operational excellence by providing innovative and efficient physical infrastructure services for Georgia Tech. To help achieve its strategic goals, the unit is developing more efficient processes while embracing state-of the-art technology and design standards. Remarkable Project Design and Execution This year the Design & Construction Department continues to manage the integrated design of the Living Building at Georgia Tech which is expected to be the most environmentally advanced education and research building ever constructed in the Southeast. Other notable projects include West Village, the Campus Safety Facility and renovations of the Carnegie Building and Tech Tower.

Ongoing Operational Excellence The Technology Enhanced Maintenance System (TEMS), a process innovation utilizing tablets and equipment barcoding, has been 2016-2017 IMPACT STATEMENT

implemented throughout the 106-person Building Maintenance Department and is now being piloted in four other departments within Operations & Maintenance.

Conserving Resources, Saving Energy The Engineering and Utilities Maintenance Departments are executing a $7.5 million performance-based energy savings contract. This project is guaranteed to save $13,176,201 over the first seven years of its life with plant efficiency gains of more than 30 percent. Additionally, the Georgia Tech Green Fund supported six energy conservation projects with an average return-on-investment of eight years and an expected annual return of nearly $200,000.

Continuous Process Improvement Achieving and maintaining reputable third-party certifications assures that our daily operational processes exceed industry standards. We maintained our Tree Campus USA certification for the ninth consecutive year and also achieved the Automotive Service Excellence Blue Seal Certification in Fleet Services and the esteemed Green Seal Certification in Building Custodial Services.




Q1 28%

Q2 40%

Q3 56%

Q4 76%

The two-factor authentication project enrollment rates by quarter. The goal is 100 percent compliance by the end of 2017.

The Library Next project will create services and spaces to match the changing research, teaching and learning needs of Georgia Tech. Image courtesy of BNIM and Praxis3.

The Office of Information Technology (OIT) provides information technology leadership and support to Georgia Tech, working in partnership with academic and business units to meet the unique information needs of a leading research university. OIT is the primary source of information technology and telecommunications services in support of students, faculty, staff and researchers. By focusing on people, processes and service delivery, OIT has identified several initiatives to enhance its value to the Tech community. Promoting Security, Privacy and Accessibility with Twofactor Authentication To mitigate risks to Georgia Tech systems, OIT is implementing two-factor authentication with a goal to enroll all faculty, staff and students in two-factor authentication by the end of 2017. The project requires enrolling more than 32,000 students, faculty and staff (including Tech temps and affiliates) as well as


incoming employees and students. The campaign has been well received due to careful project planning, collaboration with campus stakeholders and targeted communications.

Transforming the Technology Enterprise through the Library Next Initiative

teams to provide technology support and services for the Library Next project. Under this initiative, the teams partnered with Georgia Tech Strategic Consulting to complete a five-year strategic plan to provide technology services for the Library Next project. This includes the creation of a mission, vision, goals, objectives and strategies as well as a process for designing and sustaining technology services. One pilot program, the Visualization Lab Prototype, will test different technologies to enable data visualization services including high-end computing workstations necessary for working with data sets, statistical software, and data visualization tools such as Oculus Rift goggles and Leap Motion controllers.

OIT’s Technology Support Services team (TSS) is partnering with the Library IT and Development (IT&D)

Division of Administration and Finance


The Institute Planning and Resource Management (IPRM) unit supports the academic, research and economic development endeavors of Georgia Tech by integrating effective planning, strategic resource management, careful financial oversight of Institute operations, and analytic support for decision-making. Integrating Capital Planning, Design and Construction Activities at Georgia Tech A team comprised of leaders from Capital Planning & Space Management (CPSM) and Facilities Management’s Design & Construction (D&C) spent several months documenting and improving the process of renovating and constructing buildings on the Georgia Tech campus. The project included interviews and surveys of internal “customers” as well as external design and construction firms to identify opportunities for improvement – feedback was collected from nearly 200 of these stakeholders. Based upon data collected, the team re-designed the process, from project intake through close-out and warranty, to create an integrated process that will include detailed and consistent guidelines, documentation of key deliverables, and clear roles and responsibilities.

Preparing for an Enterprise Resource Planning (ERP) Implementation In the spring of 2016, Georgia Tech leadership, in partnership with the University System of Georgia (USG), announced a major initiative to upgrade its enterprise systems, reflecting its continuing commitment to the relentless pursuit of institutional effectiveness. Due to Georgia Tech’s complex and decentralized environment, numerous customizations and internally-developed tools have been developed over time to support the current distributed financial system. As a result, the financial information is not well integrated, reporting is limited and duplicative efforts are being used to close the gaps. These work-around solutions require additional resources and make it difficult to manage security and compliance risks as well as the accuracy of the data. After a campus-wide assessment to determine the requirements for a new comprehensive financial system, Georgia Tech determined that moving to a cloud-based system would allow for greater commonality across operations, reduce long-term support requirements, and ensure that enterprise solutions are compliant, sustainable and provide a strong foundation for the next generation of processes and systems built for the digital age. Coordinating with the USG and the OneUSG Connect project leadership teams, the financial administration system transformation is set to begin in the fall of 2017.


BUILD By creating the next platform for service delivery


TRANSFORM By designing data and processes for the digital age

UNIFY By connecting user community experience

EMPOWER By optimizing decisions with intuitive analytics



Mitigate Risk through Collaborative Partnerships Internal Auditing continues to expand the use of data analytics to identify and address areas of risk for the Institute by working in close collaboration with Procurement in the management of PCard purchases and with Grants and Contracts Accounting in reviewing sponsored program expenditures. Enterprise Risk Management coordinates information sessions to the Compliance and Risk Management Network regarding controls in place to mitigate the following top risk areas at Georgia Tech, as identified through impact, likelihood and velocity scoring.

K-9 officer Koda’s Instagram page has more than 1,600 followers.

The Office of Legal Affairs and Risk Management (LARM) provides the leadership and coordinated framework for the campus community to identify, assess, manage and mitigate risks. This collaborative effort helps provide a safe, ethical and productive environment for the Georgia Tech community to work toward achieving the Institute’s strategic goals. Keep Campus Safe and Secure through Community Outreach The Georgia Tech Police Department (GTPD) utilizes social media to strengthen campus relationships, dispel rumors, provide timely safety information and enhance communications during emergencies. Recently, GTPD was awarded the “Top Cop” award for its innovative use of social media during the 2017 Social Media the Internet and Law Enforcement (SMILE) Conference. The Georgia Tech Police Department continues to expand its community policing efforts by merging Crime Prevention with the CORE Campus Team, enabling the team to become visibly engaged with student organizations and campus committees. 6

Property Control & Travel Undisclosed External Relationships & Conflict of Interest Access to Sensitive Data GTRI Faculty Retention Insider Threat Program Student Sexual Violence Sponsored Programs Audits Student Health & Safety

Enable Institutional Growth Affiliated Organizations provides leadership and legal support on the Institute’s strategic acquisitions and legal transactions. Last year, it facilitated the acquisition of T3 Labs by the Global Center for Medical Innovation and the $26.5 million refinancing transaction in support of the shared Library Services Facility for Georgia Tech and Emory University. In addition, Affiliated Organizations continues to support the contractual intricacies of designing and building the Living Building at Georgia Tech.

Leadership from Georgia Tech and The Kendeda Fund finalize negotiations to construct the Living Building at Georgia Tech.

Division of Administration and Finance


Georgia Tech Strategic Consulting (GTSC) is an internal team focused on advancing organizational excellence across the Institute. In 2016, GTSC provided services to a variety of partners, keenly focused on measuring the value, impact and contribution to each effort. Our involvement in these initiatives has helped identify opportunities for organizational improvement, and the projects described below reflect some of these efforts over the past year. Integrated Planning, Design and Construction Business Process Optimization GTSC helped teams from Capital Planning & Space Management (CP&SM) and Facilities Management’s Design & Construction (D&C) develop an integrated, streamlined process to enhance client service and increase efficiencies. GTSC supported the project team in working collaboratively to: • Gather client and stakeholder perspectives, • Understand the current processes, • Streamline and integrate the processes, • Clearly define roles, responsibilities, and handoffs, • Identify a new software solution, and • Identify opportunities to better engage campus partners and clients.

Establish Portfolio Management Foundations

approach to facilitating and sustaining organizational effectiveness and completion of multiple projects related to the overall project. With support of leadership, the portfolio manager aligned the missions, goals and objectives among the multiple projects to assist in driving successful and unified outcomes. In addition, GTSC introduced the tools, processes and structures to help the Library more effectively: • Communicate inter-dependencies, connections and sequencing of changes, • Identify and explain decision points, processes and estimated time frames (to mitigate ambiguity), • Utilize a consistent structure for project strategy and planning, • Identify and enroll team members across projects, and • Provide consistent tracking and reporting on progress, risks and milestones.

In support of the Library Next project, GTSC introduced the concept of portfolio management to the Georgia Tech Library to help enable an organized and consistent

CAMPUS LIFE Division of Student Life Office of the Arts Georgia Tech Athletic Association

ENTERPRISE Workforce of the Future Library Portfolio Management Library Technology Strategy SACSOC 2016-2017 IMPACT STATEMENT

ACADEMIC School of Building Construction Undergraduate Education Classroom and Academic Scheduling College of Computing

RESEARCH Combustion Lab

ADMINISTRATION Integrated Planning, Design & Construction Compliance Partners Network HCM Upgrade OIT Business Support Services 7

LOOKING AHEAD The Division of Administration and Finance is well positioned to continue its momentum in supporting the Institute’s academic and research missions, and helping define the technology research university of the 21st century. As the Division works to ensure Georgia Tech’s long-term success, we shall focus on the following priorities. 1. Develop talent and future leaders. Our next generation of leaders must be well prepared for future roles. Our workforce must be accepting of innovation as well as constant in their pursuit of effectiveness. Transferring knowledge and maintaining our intellectual and organizational assets are essential. Agility, resiliency and innovation are critical for success in the future. 2. Expand physical and organizational capabilities. We will continue to focus on sustainable physical structures and operating models that facilitate innovation, creativity and collaboration across the campus community. 3. Renew outdated systems and processes. We will develop new technologies and new ways of doing business. Implementing improved processes and systems will require involvement and collaboration across every function in the university. Effective engagement of Administration and Finance, as well as our academic, research and economic development partners will gauge success. 4. Develop financial capacity. Administration and Finance will continue to both evaluate strategies for increasing the university’s financial capacity as well as develop solutions to address the needs of our students, faculty and staff. We will achieve strong financial management practices across the institution, increase support of the core mission and strive to achieve greater returns on our investments.


Division of Administration and Finance

DIRECTORY Division of Administration and Finance Steven Swant Executive Vice President for Administration and Finance REPORTING UNITS: Campus Services Paul Strouts Vice President for Campus Services Facilities Management Chuck Rhode Vice President for Facilities Management Office of Information Technology Mark Hoeting Interim Chief Information Officer

Legal Affairs and Risk Management Pat McKenna Vice President for Legal Affairs and Risk Management Strategic Consulting Sonia Alvarez-Robinson Executive Director for Strategic Consulting

Office of Institute Planning and Resource Management Jim Fortner Interim Vice President for Finance



Copyright 2017 Georgia Institute of Technology An equal education and employment opportunity institution

2017 A&F Impact Statement  

The Division of Administration and Finance is leading the way with new ideas and innovative practices to meet the needs of a constantly chan...

2017 A&F Impact Statement  

The Division of Administration and Finance is leading the way with new ideas and innovative practices to meet the needs of a constantly chan...