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By
Lawrence Henley
Do all things in the life of a University Public Assembly Facility Manager
roll downward from the top end, or do they actually work their way in from
the bottom up? Do we have more effect on our own fate, or do the “powers
that be” hold that distinction? I have pondered this question for some time
now, and I think that I can write with relative certainty that both things
are true, but at different times for different reasons.
When a President decides that it is time to leave his/her position, it is
big, big news. We question many factors surrounding the situation. Were they
happy with things at our university, or was someone unhappy with them? Then,
the inevitable question of future stability within the institution arises.
What will become of the Provost and other senior officials that may stand
between our desks and those of the President and Provost? And, of course,
eventually the question present in our minds as their minions is: “what will
happen next, if and when change finds its way down to my organization/
facilities/job?” Lately, I’ve been reacquainted with this line of
self-questioning for the simple reason that this has once again happened at
my university. The last Presidential transition came 11 years ago, and
following that two-year period of upheaval we’ve experienced nearly a decade
of stability.
I’ve been in my position (and others) at the same institution for nearly two
decades. I also began working at the same institution as a student a decade
prior to that. As a result of this longevity, I’ve seen a number of changes
at the highest levels of our administration. While the personalities and
situations surrounding the departure of our leaders have all been quite
different, some of their traits have tended to remain consistent. Others
have not, but, based on my experiences in this area, I’ll attempt to draw up
some conclusions. Some may perceive these conclusions as being debatable,
but, hey, it’s my article - so here goes!
In any change of a college Presidency, you should expect that it will take
some time for the new C.E.O. (Chief Educational Officer) to get comfortable
with their new institution. Changes will be certain to come along, but
figure that change will begin to take place over the period of a year or
two. A few Presidents may implement radical change soon after taking the
oath, but most will begin moving in earnest six months to one year later.
Some, too, will wait until an initial process of strategic planning can be
completed.
So, while the odds of a top level change in the highest levels of
administration directly threatening your employment status aren’t
overwhelming (at least in the short term), changes that take place one to
two steps below certainly might. In some cases, you could be in line for
reassignment, laterally, upward or downward. And, of course, there is always
the possibility that still worse things could be in store. Depending on the
allure of any opportunities you might see in your future (or the lack of
same), sooner or later you may find yourself with a serious personal
decision at hand. This would probably involve a choice between remaining, or
vacating your present institution and position for greener pastures.
If your reporting structure leads up to a Chief Academic Officer or Provost
that has been supportive of your operation, the change could mean that
significant differences are in store for the way your segment of the
university or college is expected to operate. Your new President may see fit
to designate a new Provost, which may indicate a number of things for your
division.
For example, you might soon be dealing with someone whose passion is for the
Sciences, Mathematics, Engineering, or other field that has little to do
with your field of endeavor, and has little, if any, appreciation for the
value of public event facilities on campus. This may be a complete
“one-eighty” from what you have come to depend on from that office.
Hopefully, the reverse will be true and the new official will be highly
enthusiastic about athletics or the performing arts. Still, not all will be
highly aware of the worth of your facility and programs to the university.
The same now-its-hot, now-its-cold relationship can hold true if you are
reporting through a non-academic Vice- President or Director in the
Presidential cabinet. If your sporting venue operation reported to or
through a business or finance V.P., you may be handed off to an Athletic
Director or other V.P. with a completely different objective where your
business plan is concerned.
So how can you get an early assessment of what changes may be coming? Let’s
return to the idea of the new strategic plan for the institution. If the new
President seeks to effect improvements in business and/or academic
structures that are in place, they are likely to be looking to implement a
plan for narrow or sweeping reorganization involving minor or major
cross-sections of the school. Generally, the new President will previously
have been at the helm, second-in-command, or a Dean at another institution.
If this is the case, there is a likelihood that you can probably research
the organizational structure of that school and gain some idea of what may
be in store for yours. There al and the end of their “honeymoon” period. In
some cases, a facility manager’s value to the institution - whether we are
aware of it, or not - may be, in ever-so-subtle or unsubtle ways, on trial.
Some individuals might prefer to “lay low,” and choose to avoid attracting
any unnecessary notice. I would tend to favor the more aggressive
“show-them” approach to extending your current employment. I think a
university facility professional should be secure enough within themselves
and their experience to be com- might even be clues available in looking
into the schools from which the new official holds baccalaureate or advanced
degrees. If their tenure in senior management at those institutions was
longer than five years, it would seem pretty likely that they had a good
deal to do with shaping the way things have operated there.
It is safe to declare that we as facility directors and managers on our
level have little or no control or say in these decisions at our
institutions. However, we can effect and influence a lot of what will happen
to us down the road. Our futures will often be determined by actions that we
take between the new President’s inaugurfortable with their accomplishments.
We really ought to be mildly aggressive in our visibility, without being
obvious about it. It is a rare President, Provost, or even Dean that has
hands-on facility management experience in athletics, the arts, or
entertainment. We know our businesses, and we know how to achieve good
results – we should not be timid or bashful about showing it. We need to
remember that there are people who are not necessarily attuned to what our
operations need. It will become important to educate them in the demands and
realities of our facilities.
Still, we should never get carried away with excess zeal and be unwise
politically. Always keep the “big picture” in perspective. Part of being a
successful venue manager at a college or university is to know what your
institution and community need in order to accomplish the higher goals of
the campus. Excessive aggression in the pursuit of your own department’s
goals at the expense of fartherreaching university goals is political
suicide. Therefore, the reasonable approach is to take stock of the
handwriting on the wall and heed it, not to buck against it. Also, patience
can be a great friend. Jumping to the immediate conclusion that you can’t
live with a policy change or changes in reporting structures are quite
possibly going to be premature. Don’t be rash and “jump the gun.”
Find ways to reformulate your department’s efforts without abandoning what
you have already achieved. When the opportunity arises to serve the new
administration, take full advantage and demonstrate your value and your
support. If the time comes when you can’t stomach the majority of the
changes that are coming down at you, that would be the most opportune time
to re-tool your resume and re-visit your long-term options outside your
current situation. But this should be a last resort measure.
And, since my situation now warrants the heeding my own advice during the
foreseeable future, wish me luck!
Lawrence Henley is director
of artistic programming and production of the Performing Arts Center at the
University of Nevada at Las Vegas. |
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