Tech’s greatest asset is its people, and the employees strive to create and implement new programs that are aligned with the Institute’s strategic goals, thereby, improving the overall effectiveness of our organization. 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. BUSINESS IMPERATIVES As we work toward achieving the Institute’s and Division’s mission and vision, we have established six imperatives to guide the Division and its units in establishing our respective goals and objectives. 1. Enable an outstanding work environment by building a high-performing organization through workforce and leadership development. 2. Build and sustain robust partnerships and effective communication across the Institute. 3. Use the strategic framework guiding principles to define, communicate, and address shared processes and priorities. 4. Develop and maintain innovative systems (technology, processes, structures). 5. Exhibit and demand ethical behavior. 6. Demonstrate strong financial stewardship and sustainable management strategies.
2015 IMPACT STATEMENT
CAMPUS SERVICES www.campusservices.gatech.edu
Campus Services strives to enhance the campus experience for students, faculty, staff, and visitors by delivering a variety of essential goods and services with an emphasis on creativity, innovation, and customer service. Campus Services has made great strides in accomplishing several of its business goals that directly impact students, faculty, and staff.
Enhance Eco-Friendly and Cost-Effective Alternative Transportation Methods Parking & Transportation Services (PTS) is working to form strategic partnerships both on and off campus to further enhance its bicycle program. PTS has recently engaged with the City of Atlanta to discuss a bike-sharing program. Currently, representatives from both groups are reviewing campus locations for proposed City of Atlanta bike kiosks. PTS is also working with GOTCHA Ride [Green Operated Transportation Carrying Humanity Around]. GOTCHA, which already operates several electric vehicles on campus, is now piloting a bike-sharing program, called GOTCHA Bike. PTS is creating a cost analysis for bike racks and kiosks for the GOTCHA Bike program.
Create a World-Class Living-Learning Environment for Undergraduate Students Georgia Tech’s Honors Living-Learning Program has experienced more than 500 percent growth in the past nine years — and for good reason. Research has shown that students who live and learn together in a community setting at Georgia Tech have a much higher success rate. To accommodate this growing need for more living-learning space, the Department of Housing recently collaborated with the Honors Program to rethink the program location and the amenities provided to these undergraduate students. As a result, in fall semester 2015, the Honors Program students were relocated to West Campus in Hefner and Armstrong Halls. This has enabled the program to add more than 100 participants and consolidate the Honors Program support services onsite at the residence halls.
According to the 2015 Customer Satisfaction Survey conducted by Campus Services, parking permit ownership has decreased 10 percent in the past 10 years, signaling growth in alternative transportation — namely biking, walking, and public transit.
Leverage Technology to Enhance Student Outreach and Optimize Efficiencies In spring 2015, the Student Center developed dashboards to report student attendance at program events. These dashboards provide the information needed to more effectively analyze student demographics, as well as fluctuations in event attendance – important components to successful event planning. The Council for Graduate Life has leveraged these dashboards to optimize event attendance at specific Graduate Life and other Student Center Programs Council events. Students participating in the Honors Living-Learning Program summer retreat.
Division of Administration and Finance
FACILITIES MANAGEMENT www.facilities.gatech.edu
Facilities Management is working toward total compliance with chemical inventory reporting requirements from the Board of 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, Facilities Management is partnering across the Institute and spearheading processes to improve effectiveness.
Regents for more than 150,000 chemical containers on campus.
Streamline the Chemical Inventory Reporting Process to Improve Efficiencies and Ensure Compliance Facilities Management is working toward managing and accounting for hazardous chemicals to substantially mitigate the inherent security, environmental, and health risks associated with these materials. Implementing a new chemical inventory system at a research organization the size of Georgia Tech requires a significant amount of coordination and support across multiple departments. To date, significant progress has been made in meeting with and engaging stakeholders from many different departments. While much work remains to accomplish this goal, the precedent has been set to involve all relevant stakeholders in a deliberate and meaningful manner to ensure the new system is successful Institute-wide.
Implement Geographic Information Systems (GIS) to More Efficiently Manage Utilities Geographic Information Systems (GIS) is the backbone of utilities asset management. By leveraging GIS technology, Georgia Tech is improving its operation and maintenance reaction time and supporting the development of a more resilient utility infrastructure system.
2015 IMPACT STATEMENT
Georgia Tech maintains more than 50 manholes, 1,400 electrical distribution boxes, and five miles of steam and condensate pipe.
OFFICE OF INFORMATION TECHNOLOGY www.oit.gatech.edu
Percentage of open positions hired from within OIT in 2015
Q1 Q2 Q3 Q4 For quarters ending in calendar year 2015
The goal is to fill at least 50 percent of open positions by hiring from within OIT.
Recruit and Retain Talent to Fulfill Technical Skilled Labor Needs
Percentage of positions open (vacancy rate) in OIT for 2015
For quarters ending in calendar year 2015
The goal is to reduce the overall vacancy rate in OIT to 5 percent.
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 needs of a leading research university. OIT serves as the primary source of enterprise-wide 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 key goals and measurable objectives to enhance its value to its own employees and the greater Georgia Tech community.
In light of rapidly changing technology environments and to help build the workforce of the future, OIT is aiming to efficiently fill its open positions with qualified internal talent. The goal is to fill at least 50 percent of open positions by hiring from within OIT. This requires diligence in communicating open positions, providing appropriate training, professional development, mentoring, and stretch job assignments to ensure staff can compete for future job opportunities. To help maintain continuous service delivery to the campus community, OIT has also set a goal of a 5 percent vacancy rate. By clarifying position priorities, looking at positions holistically from a needs perspective, and focusing on hiring at or near market rates, OIT is making progress toward this objective. OIT has defined new hiring processes to address workflow and efficiencies, and is actively training middle management on the applicant tracking process.
Align Resources in Accordance with the Instituteâ€™s Strategic Plan Equally important is the ability to prioritize resources in a manner consistent with institutional value and impact. By providing a structured methodology around project management and project tracking, OIT ensures its projects clearly support the Instituteâ€™s Strategic Plan, as well as the Information Technology (IT) Master Plan. All projects are subject to governance reviews to ensure transparency and alignment with strategic goals. Division of Administration and Finance
OFFICE OF INSTITUTE PLANNING AND RESOURCE MANAGEMENT www.iprm.gatech.edu
The Office of Institute Planning and Resource Management (IPRM) provides the expertise, tools, and other vital services to help the campus community make informed decisions, plan thoughtfully for the future, and use resources, including financial and campus space, in the most effective and efficient manner. To accomplish this, IPRM has established strategic business goals and has defined several objectives to accomplish each of these goals.
Facilitate Institutional Decision-Making with Enterprise Data Management To improve the Institute’s decision-making abilities, the Enterprise Data Management (EDM) organization has been established to manage and provide sound financial and management information. The focus of this group to date has included broadening and enhancing the use of meaningful data reporting tools and identifying the “data stewards” across the Institute who are instrumental in the management of key data elements needed for effective decision-making.
Improve Space Utilization on Campus In late 2014, Capital Planning & Space Management and representatives from throughout the Institute, worked closely with a consulting firm to perform a study to assess the use of academic and research space at the Institute. The objectives of conducting this study were to increase utilization of existing facilities, optimize the organization of space, and provide a framework to guide the planning of space in support of the Institute’s interdisciplinary needs. The preliminary results of the study were recently presented to academic and research deans, as well as the Institute’s executive leadership team. Consequently, Tech is forming a committee to further advance the study’s goals of enhancing space utilization and management practices.
Enhance the Institute’s Financial Management Culture and Practices A new online training program, Financial Management Knowledge Development, is being piloted for Georgia Tech employees who have financial administration responsibilities. The goal of the program, which was developed by financial subject matter experts throughout the Institute, is to help all members of Georgia Tech’s financial community enhance their knowledge of our dynamic business operations and management processes.
2015 IMPACT STATEMENT
As of fall 2015, well over 100 employees have taken the Financial Management Knowledge Development courses, and the feedback has been overwhelmingly positive.
LEGAL AFFAIRS AND RISK MANAGEMENT www.larm.gatech.edu
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.
Number of compliance requirements per area
Research: 6 Governance: 9 Academic & Campus: 61
Privacy & Information Security : 20 Environmental & Occupational: 32
Tax & Finance: 51
Institutional compliance obligations have been met by a wide variety of stakeholders across the Institute.
Mitigate Risk by Tracking Compliance Responsibilities across the Institute The Compliance Partners Group collaborates with department-level compliance operation managers to track and monitor compliance responsibilities. These partnerships support the Compliance Matrix, a collaborative tool that identifies and organizes responsibilities related to compliance matters. The Compliance Matrix includes 219 institutional compliance obligations, with 182 identified owners responsible for addressing the requirements. The Compliance Partners Group continues to refine the Compliance Matrix and bring compliance gaps to the attention of senior leadership.
Promote a Culture of Inclusion through Community Outreach The Institute’s compliance obligations include those that support a culture of inclusion. Among them are Title IX and related laws that prohibit discrimination based on gender. The Institute’s Title IX coordinator works collaboratively with deputy coordinators in Athletics, Faculty Affairs, Human Resources, and Student Life. This past fall semester, all new students received online sexual misconduct training, and nearly 100 percent completed the training module. Through the leadership of the Title IX coordinator and the Deputy Coordinators Network, great care has been taken to build awareness among faculty and staff on the issues of sexual violence on campus. These efforts include the Gold Folder campaign, the creation of the Title IX website, and ongoing departmental training. According to a survey conducted in fall 2015, more than 85 percent of faculty and staff are familiar with the Institute’s Title IX resources.
Align Resources to Keep Campus Safe and Secure
Annual Safety Report
Risks to the Institute include those that may impact campus safety and security. The Georgia Tech Police Department assessed its operations and determined that the Patrol Division management strategy was not appropriately aligned with campus community needs. Using call demand reports and Clery Alerts issued to the Georgia Tech campus, a data-driven decision was made to convert the existing patrol teams covering 12-hour shifts to 8-hour shifts, and augment patrol coverage with a Core Campus unit, which now includes bike patrol during daytime hours and a traffic unit during evening hours.
Division of Administration and Finance
STRATEGIC CONSULTING www.consulting.gatech.edu
Georgia Tech Strategic Consulting (GTSC) is an internal team focused on enabling organizational excellence across the academic, research, and administrative areas. A priority for GTSC is to build the capability and capacity of the campus community to identify and achieve organizational improvement. This year, GTSC focused on building capacity in two key areas: program and project management, and change leadership.
Promote Organizational Improvement across Campus by Enhancing Program and Project Management Capabilities The Project Management Networking Forum was developed to create a community of skilled and knowledgeable project managers across campus. During its first meeting in May 2014, more than 100 attendees learned core foundations of project management practices. Subsequent sessions imparted the value of the Georgia Tech Strategic Framework, including how to effectively identify and engage key stakeholders, as well as how to define and manage the scope of a project. The most recent session held this past fall showcased an interactive activity to demonstrate the importance of the critical path of a project. Expanding on the momentum of the Project Management Networking Forum, GTSC is developing a more intensive project management course and plans to launch it campuswide in the coming year.
Participant survey results show 100 percent are likely or very likely to use the information to perform their job and would probably or definitely attend future forums.
Assist the Campus Community in Leading and Managing Change As change is a constant on campus, leaders must be equipped to keep their people informed, engaged, and aligned. GTSC created a set of tools to help leaders prepare, manage, and reinforce change including a Change Impact, Risk, and Readiness Assessment (CIRRA). This tool was piloted with a national group, the National Council on Continuous Improvement, and was successfully deployed to support major Institute initiatives including the Georgia Tech Library Reimagining project.
CIRRA: A critical input into the change management strategy and plan KEY AREAS OF ASSESSMENT Vision & Leadership Alignment
Stakeholder Engagement & Communication
Cultural & Organizational Alignment
Conduct impact and risk assessments
Analyze and report results and findings from assessments
Agree on next steps and key change interventions
Learning & Development
Adoption & Sustainability
2015 IMPACT STATEMENT
DIRECTORY Division of Administration and Finance www.af.gatech.edu Steven Swant Executive Vice President for Administration and Finance REPORTING UNITS: Campus Services www.campusservices.gatech.edu Paul Strouts Vice President for Campus Services Facilities Management www.facilities.gatech.edu Chuck Rhode Vice President for Facilities Management Office of Information Technology www.oit.gatech.edu Jim Oâ€™Connor Vice President for Office of Information Technology and Chief Information Officer
2015 IMPACT STATEMENT
Office of Institute Planning and Resource Management www.iprm.gatech.edu Jeff Scott Senior Vice President for Administration and Finance Legal Affairs and Risk Management www.larm.gatech.edu Pat McKenna Vice President for Legal Affairs and Risk Management Strategic Consulting www.consulting.gatech.edu Sonia Alvarez-Robinson Executive Director for Strategic Consulting
www.af.gatech.edu Copyright 2016 Georgia Institute of Technology An equal education and employment opportunity institution
The Division of Administration and Finance leads with new ideas and innovative practices to meet the needs of a constantly changing environm...