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Higher Education Administration in the 21st Century

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in the 21st Century The Cornell Model. Cornell University Library Academic Assembly ... Cornell University Finance and Administration (CUFA) Business Model ... – PowerPoint PPT presentation

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Title: 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
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