Higher Education Administration in the 21 st Century – The Cornell Model

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. Today’s 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. Cornell’s 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. CUFA’s 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 Cornell’s 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

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 university’s 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/administrationadministrationhousingathleticsmixed 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