A Cabinet for All Seasons

By Charles Croce

In one form or another, William Paterson has always had a "cabinet" -- a small group charged with helping to develop the strategic vision for the institution. "The chemistry of this group," according to University President Arnold Speert, "is the best I've ever worked with."

Speert is talking about the University's three top administrators who serve as his advisors. Although the group is not a formal policy-making body, they meet once each week "either to put out fires, or to set them," as Speert likes to say.

The president has surrounded himself with three energetic individualists, two of whom are relative newcomers to the University. Chernoh Sesay, appointed in February 1996, serves as provost and executive vice president-a new title that means he has responsibility for the day-to-day running of the institution. In essence, he is the chief operating officer who also presides over the University in the absence of the president. A formidable presence with a healthy appetite and a special fondness for peanut butter cookies, Sesay believes the cabinet illustrates how shared governance works.

"We bring to the table for discussion matters of importance to the whole University community," he explains. "Arnie is by his very nature an open, informal, and approachable guy," according to the provost. "We're after the same objectives and support one another. There are no hidden agendas. After all, we realize we are in the same boat pursuing the same goals."

Sesay knows very well that the job of a provost is not well understood. When he introduces himself outside the University, he senses that some people don't have a clue about the important role he plays. With a broad smile and a very convincing laugh, he says he does everything. "Look at me as the chief facilitator...a liaison who provides coordination on operational issues, while also serving the traditional role of principal academic officer for the University." As an afterthought, Sesay jokingly offers a comparison between business and academe. "The main difference between me and an executive vice president of a major corporation is that I don't know how to play golf."

By handling the daily issues of the University, Sesay creates the right environment for Speert to deal with the larger external matters reserved for the chief executive officer of the institution. The provost insists that the cabinet is only a conduit through which the collective input of the entire campus community flows, or at least that's what it should be. For example, when it seemed as if the fall semester enrollment numbers were not where projections indicated they should be, Sesay immediately put together a cross-functional, multidisciplined committee empowered to take concrete steps to tackle the problem.

Referring to the cabinet, Sesay explains that "we are not an isolated unit with our heads in the clouds." He practices what he preaches by constantly walking around. "I talk to students, deans, and faculty informally. Frankly, you can find out a lot of things, especially when they are not going well." When programs work well, he sees that too. "The only way you can find out if something works is to see for yourself. When I went into one of our computer labs in the Atrium late one night and saw rooms fully utilized, that created a strong visual image for me."

Another member of the team, Steve Bolyai, has been with the University since 1988. When he was appointed vice president for administration and finance last year, he automatically became a member of the cabinet. His view of what the cabinet is and how it functions reflects the views of its other members, but with a twist. He has to deal with the financial side of running a "$90 million enterprise," as he calls it.

"Every decision we make has financial implications," says Bolyai in a matter-of-fact but serious tone. "A new academic program means staffing, space, and revenue considerations. Today we do a cost-benefit analysis before we make major decisions." Before 1986, when state colleges and universities were given a measure of autonomy and independence in a move toward decentralization, "we couldn't talk in those terms as a state-supported higher education institution. We've moved forward a great deal when it comes to accountability."

According to Bolyai the University is relatively debt-free, though he expresses concern over the dwindling reserve funds available if any emergency building or electrical repairs have to be made. He recognizes the varied stakeholders who have vested interest in the University. "The budget has to be more transparent," he explains, sounding like a business manager from Westinghouse, a company for which he once worked.

Like Speert and Sesay, Bolyai likes the chemistry that exists within the cabinet. He says there is a genuine sharing of ideas and information. "There's no self-interest evident," in his opinion. His comments on what needs to be done are peppered with all the right jargon heard in business schools these days. "There are windows of opportunity," explains Bolyai in talking about the future at William Paterson. He points to developments in distance learning and interactive classrooms as examples.

He does not pretend to know what lies ahead for higher education 10 years from now, but he believes that change is basically good, and that reinventing itself is in the best interests of the institution. "Because of the University's unique governance structure, where no single body rules, we have a special kind of organizational behavior," Bolyai points out. " The time is right for us to buy in to viewing things from a new or different perspective," he adds.

The newest and youngest member of the cabinet is the most recent arrival to the campus. Richard Reiss joined the University one year ago as its vice president for institutional advancement, a new post created to coordinate all development and fund-raising activities. He also has responsibility for alumni relations, public relations, and marketing, the last being "a much-needed focus for William Paterson University," he emphasizes.

During a recent meeting of the cabinet at the group's usual gathering place in Hobart Manor, it becomes apparent that Reiss fits right in as a cabinet member. He's quick-witted and senses that his initiatives need to be pushed a bit harder since they are not purely academic issues which, quite naturally, are greeted more receptively. "I'm zero for two," he says satirically, referring to two initiatives he tried unsuccessfully to defeat during this particular cabinet session. "I lose more than I win, but I don't give up easily."

As if to punctuate his remark, the fire alarm in Hobart Manor sounded, forcing the cabinet, as well as other Manor residents, to exit the handsomely restored Victorian castle. Twenty administration and staff members formed a neat little semicircle in front of the campus landmark during a light drizzle, while the anachronistic blare of the alarm pierced the air. Undaunted by the sound or the rain, the cabinet continued its discussion without missing a beat.

Reiss, who prefers to be called Rick, says the cabinet "sets the tone and the priorities" for major projects undertaken by the University. Although ultimately brought before the Board of Trustees for final approval, recommendations to the president from the cabinet carry a great deal of weight and importance. "You have any number of needs, but how are you going to finance them?" questions Reiss.

As executive director of the William Paterson University Foundation, the philanthropic arm of the institution, Reiss is also responsible for identifying and bringing in new sources of revenue in the form of contributions. "Raising funds for scholarships, for new programs, and for capital improvements are of major importance," according to Reiss.

So what has the Office of Institutional Advancement accomplished during its first year? Some of its achievements, such as raising money for scholarships, are not always visible. "Our Parents Association, especially the parents of our freshmen, has really blossomed in the past year," Reiss proudly proclaims. "Their giving has increased from $3,000 to $15,000. While that may not sound like much, we were able to take $10,000 of that money, apply it to a state scholarship program for high-achieving students, and receive a two-for-one match in state funds."

Reiss indicates that overall giving to William Paterson University is up by more than 40 percent in the last year to nearly $700,000. "The Foundation is still in its formative stage. We need to expand its board and to be more responsive to the needs of the University community."

"The cabinet ties it all together," according to Reiss. "Chernoh, as provost, provides the academic perspective, while Steve keeps a vigilant eye on the daily fiscal and facility operations of the University." Into the mix goes Reiss' institutional advancement team, whose role, he says, is "really that of University cheerleader," since it brings together internal and external constituents in support of the institution's mission.

As executive assistant to the president and the University's Board of Trustees, Marc Shaeffer also attends cabinet meetings. Schaeffer characterizes his participation by saying he "has a staff role - a facilitator who keeps the president informed and does the detailed follow-up work."

Despite the fact that the cabinet keeps no official notes, Schaeffer is constantly jotting bits of information onto a legal pad with the seeming skill and demeanor of a lawyer. He claims that such note taking is his style, though he insists he does not perform a clerical role. "I'm a kind of safety net to assure that nothing falls through the cracks," Schaeffer admits.

Considering the depth and range of issues that come before the cabinet, there is a need for a detail-oriented, behind-the-scenes expediter like Schaeffer. To hear Speert tell it, "There is no one more skilled at keeping both my office and the cabinet focused and on track. If ever a question comes up, Marc is there to give us 'chapter and verse' on the topic. His recall and accuracy are invaluable."

The last element in the cabinet equation is Speert himself. Charged with developing the vision that carries the University forward, he believes "the cabinet becomes a means to bring together the University's administration. It's the proverbial finger on the pulse, ensuring we are all in sync and able to manage our resources effectively." With 940 people working in various administrative and staff functions, the President knows he simply cannot meet or talk with everyone, despite how much he might want to. "There's a high degree of trust," he says in describing his cabinet. "There has to be. We don't keep formal minutes of our meetings," he quickly adds, as a friendly, paternal smile lights up his face.

Each week, rain or shine, there is a forum in place at William Paterson providing feedback to the president about projects and programs impacting the growth and stability of the University. Undoubtedly, this cabinet is truly one for all seasons. WP