Higher Education Administration in the 21st Century

1
Higher Education Administrationin the 21st
Century The Cornell Model

• Cornell University Library Academic Assembly
• November 1, 2007
• Stephen T. Golding
• Executive Vice President for Finance and
  Administration

2
Todays Agenda

• Challenges Facing Higher Education
• Higher Education Business Model
• 21st Century Higher Education Business Model
• Cornell University Finance and Administration
  (CUFA) Business Model
• Examples of CUFA Implementation Strategies
• Question

3
Challenges Facing Higher Education Administration

• Escalating market pressures
• Increasing unfunded mandates
• Declining public support
• Intensifying legislative oversight
• Accelerating pace of change
• Global competition

4
Challenges Facing Higher Education Administration

• We are asked to cut overhead costs without
  increasing business risk
• We are asked to reduce central administrative
  costs while increasing services
• We have been on a decade long quest to increase
  employee productivity
• We must recruit a new generation of
  administrative leadership in a time of increasing
  market pressures

5
Higher Education Business Model

• Private sector refocusing on core business
• Outsourced, off-shored, downsized to increase
  stockholder value
• Universities have stakeholders not stockholders
• Tripartite mission teaching, research and
  service
• Great research universities are like cities with
  all their complexities and challenges
• Great universities expand as knowledge,
  technologies and the needs of their communities
  change

6
21st Century Business Model Characteristics

• Administrations that are nimble, flexible,
  adaptive
• Deliver highest quality services, at the most
  efficient cost, in the timeliest manner,
• Universities have adapted historically
  investment management practices, financial
  services, technology

7
21st Century Business Model

• Articulate a clear vision, mission and values
• Clearly defined roles and responsibilities
• Communicate a coherent institutional stewardship
  philosophy
• Promote an environment of innovation and
  creativity
• Values people and rewards them
• Promotes personal development
• Values a culture that have measurable goals and
  objectives outcome oriented
• Promotes intra-campus cooperation and teamwork
• Rewards execution

8
Cornells Role

• Cornell has a unique stature in American higher
  education
• Private university with public mission
• Land grant mission
• Institutional DNA very different

9

• How is Cornell University
• Finance and Administration
• Implementing this model?

10
CUFA Mission

• Provide means for colleges/departments to acquire
  and manage financial, facilities, and
  information resources they need
• Provide appealing, safe, healthy, and sustainable
  physical environment that supports teaching and
  research mission
• Provide highest quality service at efficient
  cost, in timely manner, and maximize long-term
  value of university investments to ensure
  stakeholders achieve goals/objectives of the
  institution
• Provide high quality of work life for all our
  employees regardless of position or function,
  including opportunities for individual
  development
• Promote CUFA values aligned with the broader
  community to ensure common purpose and agreement
  for university mission.

11
CUFA Vision

• CUFA will be a standard bearer in acquisition,
  and management of financial, facilities and
  information resources. We will accomplish this
  by
• Partnering with our customers to deliver highest
  quality services in timely manner
• Identify appropriate measurements to evaluate our
  services, soliciting feedback to ensure we are
  meeting needs, and
• Help university set standard of stewardship that
  meets scrutiny of public and private constituency
  groups.

12
CUFA Values

• Collegiality Further goals of colleges,
  schools, centers and university, develop/maintain
  positive interrelationships through collaboration
  and trust
• Integrity Strive to do right thing for greater
  good of our clients and Cornell
• Initiative Develop new strategies, continuously
  assess services we provide
• Excellence Establish goals/objectives to
  achieve excellence. We are accountable for our
  actions and impact they have on the community
• Civility We are frank, open, sincere and
  respectful
• Stewardship Responsibly manage and protect
  resources entrusted to our care

13
CUFAs Fiscal Year 2008 Leadership Priorities

• Integrate value of Sustainability into all major
  operations
• Position Cornell as leader in managing the
  increasing expectations of Safety, Health, and
  Environmental Risk Management
• Establish key partnerships and metrics to improve
  and demonstrate Cornells role as standard
  bearer and conscientious citizen
• Create modern electronic information environment
• Improve participation/engagement opportunities
• Design comprehensive approach to developing
  talent and filling succession pipeline in
  critical university roles
• Complete and align current Comprehensive Planning
  Initiatives.

14

• Design comprehensive approach
• to developing talent and
• filling succession pipeline
• in critical university roles

15
Why Succession Management is a Priority for
Cornell and Higher Education

• Cornell issues and challenges
• External competition
• Location
• Compensation - regional vs. national markets
• Most prepared leaders retiring w/in 10 years
• Aging Workforce
• Time to fill with qualified talent
• Cost to recruit and hire
• A Cornell Priority fast-tracked leadership
  management development

16
(No Transcript)
17
Tools and Methods to Fast-Track Growth

• Data to identify need/challenge
• University-wide leadership and management
  curriculum
• Identifying Attributes
• Training
• Project practicum
• On-The-Job opportunities and experiences
• Role rotations, internships, short-term job
  swaps, task force manager/chair, project manager,
  interim leadership role
• Coaching
• Learning Management, Performance Management and
  Project Management Systems

18

• Integrate value of Sustainability
• into all major operations

19
Advancing Sustainability Action Plan

• To be the leader of Sustainability in Higher
  Education
• a universitys operations must support the core
  mission of education, research and outreach,
  while promoting a sustainable economy, society,
  and environment.

20
Criteria for Leadership in Sustainability

• Economic Criteria
• Economic Stewardship
• Regional Economic Development
• Social
• Employee Well-Being
• Quality of Life in Communities
• Business Ethics
• Environmental
• Environmental Impact Minimization
• Natural Resource Protection

21
Sustainability Elements

Endowment Investments
Land Use
Regional Economic Development
Operations
Champions
Climate Commitment Energy

• Green Building Oversight Committee
• Transportation Impact Mitigation Strategies
• Green Purchasing Task Force
• Presidents Climate Commitment Implementation
  Committee
• Comprehensive Master Plan
• Campus Life Green Team

Learning Laboratory Model Campus
Built Environment
Food Water
Transportation
Waste Pollution

Materials
22

• "...the challenges facing our world are great.
  The
• time to address and ameliorate them is short. The
• opportunity for action is now. And the agent of
• positive change perhaps more than ever before
• in our history can be Cornell." 
• President Skorton 19 October 2007
• www.sustainablecampus.cornell.edu

23

• Complete and align current
• Comprehensive Planning Initiatives

24
Today 14 million sq. ft.
25
Considered for demolition 2.8 million sq. ft.
26
Adaptive reuse 3.4 million sq. ft.
27

Potential development sites
28
academic/administrationadministrationhousingath
leticsmixed use centers
29

• Position Cornell as leader in managing
• the increasing expectations of
• Safety, Health, and
• Environmental Risk Management

30
Emergency Management

• Leadership...
• Committee Structure Campus Oversight System
  Reengineered
• Organization Structure Creation of the Risk
  Management Public Safety organization
• Planning ...
• Unit Planning... Core emergency management and
  business recovery system upgrades are being
  deployed across campus
• Central Planning... Incident management and
  escalation procedures have been reviewed and
  refined. Pandemic Planning is underway.
• Procedures... Are being updated to address new
  processes, procedures and technologies
• Policies... Are being reviewed and updated to
  address new procedures and technologies aligning
  all emergency management policies under RMPS

31
Emergency Management

• Emergency Communications Infrastructure...
• Text, Voice, E-mail Mass Notification...
  AlertNow installed. Test 11-7
• Wireless...GETS WPS implemented
• Sirens...Procured...installation in December 2007
• High frequency radio systems... Procured
  installation timed with County
• Backup Email... Being deployed by the end of
  October
• Emergency Dispatch... Backup facility installed
  at CCC
• Training ...
• Cornell Emergency Management Team... Members NIMS
  trained and certified
• Tabletops... Scheduled with senior leaders and
  CEMC
• Joint First Responders Emergency Training...Being
  implemented

32
Emergency Management

• IT Disaster Preparedness...
• NYC Backup...
• Geneva Site...
• Snow Emergencies ...
• Supervisor/Manager Communication (early
  November)... focusing on supervisor/employee
  responsibilities, staffing plans, and
  expectations
• All Employee Communication (mid
  November)...focusing on staff preparedness,
  communications, road advisories, and road closings

33

• QUESTIONS