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FAS 101 A Roadmap for Successful Partnership November 13, 2014

FAS 101 A Roadmap for Successful Partnership November 13, 2014. Faculty of Arts and Sciences. FAS is dedicated to teaching and research, and to advancing knowledge for solutions and scholarship. FAS Priorities

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FAS 101 A Roadmap for Successful Partnership November 13, 2014

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  1. FAS 101A Roadmap for Successful PartnershipNovember 13, 2014

  2. Faculty of Arts and Sciences FAS is dedicated to teaching and research, and to advancing knowledge for solutions and scholarship. FAS Priorities • Adhere to the highest standards of integrity, ethics, and respect in a manner consistent with the FAS's values. • Recognize and honor the role of our work in advancing the FAS's teaching and research mission. • Foster a culture that embraces on-going improvement, adaptability, innovation, creativity and collaboration. • Shepherd the FAS's resources wisely. • Balance short- and long-term interests of the FAS in decision-making. • Strengthen the standing and reputation of the FAS, internally and externally. Mike Smith, Dean of FAS Edgerley Family Dean of the Faculty of Arts and SciencesJohn H. Finley, Jr. Professor of Engineering and Applied Sciences

  3. FAS - Home to Harvard College should and will set the standard for liberal arts and sciences education for the next hundred years. This is who we are. Our students leave here and exert ripples across the world.” – Rakesh Khurana, Dean of Harvard College “We want to ensure we are providing students a deeply transformative experience – intellectually, socially and personally – that will prepare them for a life of service and leadership. Harvard College

  4. Agenda • FAS – size, scope and complexity • Important stakeholders and user groups • Communication challenges • Recommendations for successful communications and change

  5. What do I hope to take away from today’s session? • Better understanding of the FAS organization • An opportunity to network with my peers • Better understanding of how to work in partnership with FAS • A snack for the ride home • All of the above

  6. 0 Places Like Harvard 0 Places Like Harvard

  7. School Community Comparisons FAS Data as of August 2014

  8. Degrees Awarded Comparisons FAS Data as of August 2014

  9. FAS Compared With Other Ivy League Schools

  10. FAS by the Numbers • Faculty • 1,227 faculty members • 730 ladder faculty • 427 non-ladder faculty • 70 visiting faculty • 3,080 TAs, TFs, CAs providing teaching support • 1,300 postdoctoral fellows • 182 research associates and fellows • Students • 6,800 undergraduate students • 4,033 graduate students • 13,643 continuing education students • Staff • 2,558staff members • 544 managers • 227department administrators and center executive directors

  11. FAS Footprint in Cambridge and Allston • 268 buildings, comprising 10.1 million gross square feet • Academic: 5.3 million GSF • Residential: 3.4 million GSF (13 Houses, 17 Freshman Dorms, 4 Graduate Student Dorms) • Athletics: 0.8 million GSF • Support: 0.6 million GSF (performing arts, student activities, administration) • FAS in Cambridge & Allston: • FAS Buildings • SEAS Buildings • Harvard Buildings

  12. FAS – Size, Scope and Complexity

  13. What image best depicts how you think FAS handles its finances? A. Like a …

  14. What image best depicts how you think FAS handles its finances? B. Like …

  15. What image best depicts how you think FAS handles its finances? C. Like …

  16. What image best depicts how you think FAS handles its finances? • Like a… • Like… • Like…

  17. Endowment Market Value Half of School-owned endowment market value belongs to the FAS; the Medical School and Business School, combined, own an additional 25% NOTE: Market Value as of June 30, 2014

  18. FAS Endowment Market Value FY14 Endowment Market Value $14.9B FAS Consolidated excluding SEAS and pledges and interests in trusts held by others

  19. Trends in FAS Revenues by Major Source FY90-Present FY08 - FY14 FY90 - FY05 Gifts, Endowment Income % of operating revenues Grants and Contracts, Other Income Net Tuition and Fees

  20. Undergraduate Financial Aid ($M)

  21. FAS Expenditures FY14 Expenditures $1.259 Million FAS Consolidated including SEAS

  22. Current House Renewal Funding Model ~$105Mnon-incremental debt (7%) $1.4B capital spending Relies heavily on the endowment, adds $100M to the projected deficit ($M) ~$100M reserve use (7%) ~$299M incremental debt (21%) Incremental interest expense in FY25 = $16M ~$585M endowment support (41%) ~$350M philanthropy (25%)(cash receipts through FY25)

  23. The Houses House Renewal “House Renewal Animation” Video

  24. FAS – Size, Scope and Complexity • Current budget of $1.275 billion • Of the $6.5 billion Campaign goal, $2.5 billion is focused on FAS, including SEAS • 86 faculty searches conducted 2013-2014 • Out of 2558 staff, 1043 are HUCTW members • 12 units or divisions and 40 academic departments • Residential Community – 17 freshman dorms and 13 upper class Houses; 98% of undergrads live on campus • 58 Libraries – 22 primary locations and collections, and 36 libraries that support individual departments, Houses, or specialized disciplines.   • Nine research and teaching museums

  25. Which of the following does FAS own? • The Mayan equivalent of the Rosetta Stone • Books bound with human skin • An empty missile silo • A Gutenberg Bible • A forest • All of the above

  26. Some Unique FAS Components • Animal Lab • 1,136 axolotl • 9,400 mouse cages housing 30,000 mice • 3,299 assorted frogs Five Goats 19,000 Zebrafish

  27. Some Unique FAS Components • Over 100,000 tourists (not including prospective students) take a Harvard organized tour through Harvard Yard each year • 40,000 prospective students are met by college admissions each year • Over 250,000 visitorsto the Harvard Museums of Science and Culture, which house 28 million artifacts: • Collection of Historical Scientific Instruments • Museum of Natural History • Peabody Museum of Archaeology and Ethnology • Semitic Museum

  28. FAS at a Glance

  29. Harvard College • 45 fields of study • Nearly 3,500 courses offered • Over 34,000 applications were received in 2014 • 1,662 degrees awarded in 2014 • 400 independent student organizations • 86 public service programs • 650 student classrooms • Will spend $1.4 billion over ~15 years to renovate 12 undergraduate Houses.

  30. GSAS • Offers the PhD and a select number of terminal Master’s degrees in 55 degree programs across all disciplines • 16 of these programs are offered jointly by GSAS and another Harvard professional school • The only school at Harvard that awards the PhD • FY14 Degree Candidates – 4,033 Students (3,871 PhD; 162 Master’s) • Over 1,000 degrees awarded in FY14

  31. Division of Continuing Education • 13,643 students • 26,631 enrollments • 8,397 online enrollments • 669 courses offered, including 274 online courses • 1,740 Harvard staff members take courses through TAP • 500 instructors and 700 TAs hired each year

  32. Athletics • Largest athletics program in the country • 42 varsity teams – 1,250 participants • 9 athletic facilities including an ice rink and two pools visited by 500,000 faculty, staff and students from all schools for recreation • 4,100 personal fitness training sessions • 66 club sports (ballroom dancing to quidditch) – 2,000 participants • 33 intramural sports, 32 House and 16 freshman leagues – 3,000 participants, 1,500 events • 78 acres of athletic facilities • 10,000 loads and 600,000 pounds of laundry per year

  33. Athletics “Athletics for All” video

  34. Science Division • Centers and Museums • Arnold Arboretum • Center for Astrophysics • Center for Brain Science • Center for Nanoscale Systems • The Center for Ultracold Atoms • FAS Center for Systems Biology • Harvard College Observatory • Harvard Forest • Harvard Museum of Natural History • Harvard Stem Cell Institute • Harvard University Center for the Environment • Harvard University Herbaria • Institute for Theoretical Atomic, Molecular and Optical Physics • Institute for Quantum Science and Engineering • Institute for Theory and Computation • Laboratory for Particle Physics and Cosmology • Museum of Comparative Zoology • Departments • Astronomy • Chemistry & Chemical Biology • Earth & Planetary Sciences • Human Evolutionary Biology • Mathematics • Molecular & Cellular Biology • Organismic & Evolutionary Biology • Physics • Statistics • Stem Cell & Regenerative Biology

  35. Social Science Division Centers and Museums • Collection of Historical Scientific Instruments (CHSI) • Peabody Museum of Archeology & Ethnology • Institute for Quantitative Social Science (IQSS) • Education Innovation Laboratory (EdLabs) • Asia Center • Center for American Political Studies (CAPS) • Center for African Studies (CAS) • Center for Middle Eastern Studies (CMES) • Davis Center for Russian & Eurasian Studies • Minda de Gunzburg Center for European Studies (CES) • David Rockefeller Center for Latin American Studies (DRCLAS) • Hutchins Institute for African & African-American Research • John King Fairbank Center for Chinese Studies • Harvard China Fund (HCF) • Korea Institute • Edwin O. Reischauer Institute for Japanese Studies • South Asia Institute (SAI) • Charles Warren Center for Studies in American History • Weatherhead Center for International Affairs (WCFIA) Departments/Undergraduate Degrees • African & African-American Studies (AAAS) • Anthropology • Economics • Government • History • History of Science • Psychology • Social Studies • Sociology • Women, Gender & Sexuality Studies (WGS)

  36. Arts and Humanities Division Centers, Museums, and Programs • Aga Khan Program for Islamic Architecture • Carpenter Center for Visual Arts • Dumbarton Oaks • Film Study Center • Harvard-Yenching Institute • Center for Hellenic Studies • Center for Jewish Studies • Mahindra Humanities Center • Prince Alwaleed Bin Talal Islamic Studies Program • Semitic Museum • Ukrainian Research Institute Committees • Dramatic Arts • Inner Asian and Altaic Studies • Ethnicity, Migration, Rights • Folklore and Mythology • History and Literature • Regional Studies - East Asia • Medieval Studies • Study of Religion Departments • Linguistics • Music • English • The Classics • Philosophy • South Asian Studies • Comparative Literature • Celtic Languages and Literatures • East Asian Languages and Civilizations • Germanic Languages and Literatures • History of Art and Architecture • Near Eastern Languages and Civilizations • Romance Languages and Literatures • Slavic Languages and Literatures • Visual and Environmental Studies

  37. Culture of Faculty Governance • Faculty centered culture • 218 (30%) FAS faculty members manage staff and are an important element in successfully launching a centrally originated program • The faculty managers for 254 employees delegated the employee’s ePerformance review to a staff manager • Communications to FAS faculty come from the FAS dean’s office, not from staff leadership • The time and energy of faculty members is focused on teaching and research • Their primary role is not managing staff and few receive management training Central to FAS: All managers should approve their employees’ goals in Peoplesoft by Oct 15. FAS to Managers: All FAS managers should approve their employees’ goals in Peoplesoft by Oct 15. Faculty Manager to Staff: Where is the evidence that performance management is effective at improving performance? Staff: Who do I talk to about my goals?

  38. The Role of the DA • To support and enable the teaching and research mission • Faculty support • Research administration • Student programs administration • Staff management • General administration: • Operations management • Space and physical resource planning • Budgeting, financial planning and control • Human Resources administration

  39. What to do? Organizational Change

  40. What did it take for FAS to rollout HCOM? • 6 months, 12 classes • 9 months, 52 classes • 13 months, 104 classes • 2 years, 349 classes

  41. Examples of Initiatives

  42. Essential to Socialize Change Early Test ideas and collect feedback when preparing to launch new initiatives. Panels Focus Groups Brown Bags Briefings at stakeholder meetings Becky Hamid Bill Maria Ben Alina Jun Mike Miku Jessie John

  43. Roadmap for Launching Initiatives in FAS Launch Initiative START: Socialize and introduce systems, policies, business procedures Ongoing support, outreach and stabilization Offer training and support Gather feedback broadly to understand various perspectives GOAL: To enable the recipients to “buy into” the change by addressing their concerns and allowing their feedback to shape what is delivered. Communicate regularly with affected constituencies and set expectations accordingly Repeatedly reassess and revise based on what is learned Understand the biggest challenges and speak to them

  44. Recipe for Success • Include key FAS stakeholders early • Recognize that change management needs to built into any and all initiatives • Utilize steering committees for guidance in planning rollouts • Create FAS communication plans with key messages and a variety of vehicles, targeted to various audiences • Provide easily customizable materials and web content • Socialize ideas and make deliberate use of social networks • If/when plans/decisions change, consult with stakeholders/steering committees to determine full impact/consequences • Check University and FAS calendars to stagger communications and deadlines with competing initiatives

  45. Informal Communication Briefings at Existing Stakeholder Meetings • Faculty Meeting • AAB – Administrative Advisory Board • ASAG – Administrative Systems Advisory Group • Academic Planning Group Meetings • Faculty Council Meetings • Weekly Coordination Meetings • Weekly Ad Dean Meetings • FAS Senior Staff Meetings • DA Meetings – FAS-wide and Divisional • Center Director Meetings • Lab Director Meetings • Science and Administrative Council • College House Administrator Meetings

  46. Informal Communication • Conversations with Stakeholder Groups • Academic Deans • Ad Deans • Department Administrators • Executive Directors • Managers • HUCTW • Professional Staff • Union Staff • House Masters • Tub Financial Officers Group • HCOM User Group • Aurora Working Group • Payroll User Group • AAB - Administrative Advisory Group • Project Engagement Councils • Procure to Pay Council • ASAG - Administrative Systems Advisory Board • Lab directors • House Administrators • ePerformers

  47. We send mass email to 2,558 staff Communication Challenges 67% Don’t open the email We still need to reach 1,714 staff members.

  48. Communication Challenges Message Message to key leadership 12 Functional Divisions or Units 25+ Department Leadership/Stakeholder Groups 160+ Individual Departmental Staff meetings

  49. Active Harvard-wide Websites FAS

  50. Considerations • Understand the size and complexity of FAS • Recognize the importance of connecting with critical FAS stakeholders • Account for the wide range of stakeholders that need to be reached • Recognize the broad diversity of FAS operations, from museums, to athletics, to the Forest • Provide enough time to plan and communicate • Take into account concurrent competing loyalties, responsibilities and other initiatives • Provide essential post-implementation support

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