23,99 €
Mehr erfahren.
- Herausgeber: John Wiley & Sons
- Kategorie: Bildung
- Sprache: Englisch
Discover the non-traditional leadership techniques that took the University of Idaho from insolvency to international renown In University President's Crisis Handbook, the President of the University of Idaho, C. Scott Green, and author Temple Kinyon deliver a one-of-a-kind perspective on managing universities through periods of intense turmoil and difficulty. The book offers in-depth managerial insights into the three strategic pillars and industry expert guidance that helped Green shepherd the University of Idaho through years of deep deficits and the COVID-19 pandemic. You'll find comprehensive discussions of how the university achieved financial solvency, soaring enrollments, record research awards, and record fundraising amid extraordinary challenges. You'll also discover: * Explorations of the strategic touchstones leading to U of I's transformation: student success, pursuit of R1 Carnegie research classification leading to soaring grant awards, and narrative control * How the university and its community supported itself in the face of a tragic and outrageous crime against 4 of its students * The strategies used by the university and its faculty to safely reopen the school after lengthy closures in the middle of the COVID-19 pandemic Perfect for university administrators, University President's Crisis Handbook will also prove invaluable to academics with leadership responsibilities and managers, executives, board members and other leaders in the public and private sectors.
Sie lesen das E-Book in den Legimi-Apps auf:
Seitenzahl: 733
Veröffentlichungsjahr: 2023
Ähnliche
Table of Contents
Cover
Table of Contents
Title Page
Copyright
Dedication
Timeline of Events
The Vandal Tribe of Contributors
Foreword
Note
Preface
Acknowledgments
Introduction
Part I:
Chapter 1: The Road Home
Chapter 2: Would You Rather?
Chapter 3: The Nontraditional
Chapter 4: Lincoln's Vision
Chapter 5: Three Pillars
Chapter 6: Reunion
Part II:
Chapter 7: Broken
Chapter 8: The Holy Financial Trinity
Chapter 9: Show Me the Money
Chapter 10: Students Are Everything
Chapter 11: Aliens on Campus
Chapter 12: Right Size
Chapter 13: Find Your Sense of Urgency
Chapter 14: Skeletons
Part III:
Chapter 15: Putting the Wheels in Motion
Chapter 16: A Project for the Ages
Chapter 17: The Values Wall
Part IV:
Chapter 18: Priority Push
Chapter 19: Magic
Chapter 20: Changing Levers
Headcount
Operational Budgets
New Approaches to Funding
Chapter 21: Healthy, Wealthy, and Wise
Part V:
Chapter 22: From One Crisis to Another
Chapter 23: Many Hands Make Light Work
Note
Chapter 24: It's Official
Chapter 25: Uncertainty
Chapter 26: Keep Calm and Vandal On
Part VI:
Chapter 27: Meanwhile, Back at the Financial Crisis
Chapter 28: Turning Off the Lights
Associated Students of the University of Idaho (ASUI)
Enrollment and Recruitment
Financial
Campus Operations, Research, and Buildings
Chapter 29: Zoom!
Chapter 30: Talks with Torrey
Part VII:
Chapter 31: Testing 1, 2, 3, Testing
THE COVID‐19 TESTING PROCESS—the genomic side (See Figure 31.01)
THE COVID‐19 RESULTING PROCESS—the data‐driven/administrative side (See Figure 31.02)
Chapter 32: Unethical?
Chapter 33: Test Case
Chapter 34: Do It!
Chapter 35: R1‐2026
Part VIII:
Chapter 36: The Grim Reaper
Chapter 37: Open!
Chapter 38: A Tale of Two Cities
Chapter 39: We're Closer Than You Think
Chapter 40: A Shot in the Arm
Chapter 41: Conflict Entrepreneurs
Chapter 42: Every Challenge Has a Silver Lining
Chapter 43: When Evil Visits Your Campus
Part IX:
Chapter 44: A University on the Rise
Finances
COVID‐19
Technology
Enrollment and Students
Research
Culture
Campaign
References by Chapter
Vandal Tribe of Contributors
Chapter 2
Chapter 3
Chapter 4
Chapter 6
Chapter 7
Chapter 8
Chapter 10
Chapter 12
Chapter 16
Chapter 17
Chapter 19
Chapter 23
Chapter 24
Chapter 26
Chapter 27
Chapter 28
Chapter 30
Chapter 32
Chapter 34
Chapter 35
Chapter 37
Chapter 38
Chapter 39
Chapter 40
Chapter 41
Chapter 42
Chapter 43
Chapter 44
References A‐Z
Resources
About the Authors
Index
End User License Agreement
List of Illustrations
Chapter 8
Figure 8.01 Student Full‐time Equivalent (FTE) vs. Employee Full‐time Equiva...
Chapter 10
Figure 10.01 Annual Tuition and Fee Rate History.
Figure 10.02 WUE Student Headcount 2005–2021.
Chapter 13
Figure 13.01 University of Idaho Cash and Investment Trend FY2013–FY2022....
Figure 13.02 University of Idaho's Unrestricted Net Position FY2009–FY2022....
Figure 13.03 Idaho Higher Education Funding History 1980–2020, Percentages o...
Figure 13.04 Idaho Four Year Institution Funding History 1980–2020, State vs...
Chapter 14
Figure 14.01 Total Revenues and Total Expenses, FY2009–FY2013.
Chapter 24
Figure 24.01 “Know the symptoms of COVID‐19” graphic from the Healthy Vandal...
Figure 24.02 Healthy Vandals Tool Kit graphic with guidance for protection a...
Chapter 27
Figure 27.01 The Vandal Hybrid Budget Model aligns expenses with revenues, p...
Chapter 31
Figure 31.01 COVID‐19 Testing process showing the genomic side to getting re...
Figure 31.02 COVID‐19 Resulting process showing the administrative side to t...
Chapter 39
Figure 39.01 We're Closer Than You Think marketing campaign graphic.
Chapter 44
Figure 44.01 The Fall 2022 freshman class increased a whopping 17% from 202...
Guide
Cover Page
Title Page
Copyright
Dedication
Timeline of Events
The Vandal Tribe of Contributors
Foreword
Preface
Acknowledgments
Introduction
Table of Contents
Begin Reading
References by Chapter
References A‐Z
Resources
About the Authors
Index
Wiley End User License Agreement
Pages
iii
iv
v
xi
xii
xiii
xiv
xv
xvi
xvii
xix
xx
xxi
xxii
xxiii
xxiv
xxv
xxvi
xxvii
xxix
xxx
xxxi
xxxii
xxxiii
xxxiv
xxxv
xxxvi
1
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
59
61
62
63
64
65
66
67
68
69
70
71
72
73
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
101
102
103
104
105
106
107
109
110
111
113
115
116
117
118
119
120
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
136
137
138
139
140
141
143
144
145
146
147
148
149
151
152
153
154
155
156
157
158
159
160
161
162
163
164
165
166
167
168
169
170
171
172
173
174
175
176
177
178
179
180
181
183
185
186
187
188
189
191
192
193
194
195
196
197
198
199
200
201
202
203
204
205
206
207
208
209
210
211
212
213
214
215
216
217
219
221
222
223
224
225
226
227
229
230
231
232
233
234
235
236
237
238
239
240
241
242
243
244
245
246
247
248
249
250
251
252
253
255
256
257
258
259
260
261
262
263
264
265
266
267
268
269
270
271
272
273
274
275
276
277
278
279
280
281
282
283
284
285
286
287
288
289
290
291
293
295
296
297
298
299
300
301
302
303
304
305
306
307
308
309
310
311
312
313
314
315
316
317
318
319
321
322
323
324
325
326
327
328
329
331
332
333
334
335
336
337
338
339
341
342
343
344
345
346
347
348
349
350
351
352
353
354
355
356
357
358
359
360
361
362
363
364
365
366
367
369
370
371
372
373
374
375
376
377
378
379
380
381
382
383
384
385
386
387
388
389
390
391
392
393
394
395
396
397
399
400
401
402
403
404
405
406
407
408
409
410
411
412
413
University President's Crisis Handbook
How a Non-Traditional Leader Took His Alma Mater from Insolvency to Sustainable Success
C. Scott GreenTemple Kinyon
Copyright © 2024 by John Wiley & Sons, Inc. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.
Published simultaneously in Canada.
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per‐copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750‐8400, fax (978) 750‐4470, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748‐6011, fax (201) 748‐6008, or online at http://www.wiley.com/go/permission.
Trademarks: Wiley and the Wiley logo are trademarks or registered trademarks of John Wiley & Sons, Inc. and/or its affiliates in the United States and other countries and may not be used without written permission. All other trademarks are the property of their respective owners. John Wiley & Sons, Inc. is not associated with any product or vendor mentioned in this book.
Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Further, readers should be aware that websites listed in this work may have changed or disappeared between when this work was written and when it is read. Neither the publisher nor authors shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.
For general information on our other products and services or for technical support, please contact our Customer Care Department within the United States at (800) 762‐2974, outside the United States at (317) 572‐3993 or fax (317) 572‐4002.
Wiley also publishes its books in a variety of electronic formats. Some content that appears in print may not be available in electronic formats. For more information about Wiley products, visit our web site at www.wiley.com.
Library of Congress Cataloging‐in‐Publication Data:
Names: Green, Scott, 1962‐ author. | Kinyon, Temple, author.
Title: University president’s crisis handbook / Scott Green, Temple Kinyon.
Description: Hoboken, New Jersey : Wiley, [2024] | Includes bibliographical references and index.
Identifiers: LCCN 2023028795 (print) | LCCN 2023028796 (ebook) | ISBN 9781394219957 (cloth) | ISBN 9781394219971 (adobe pdf) | ISBN 9781394219964 (epub)
Subjects: LCSH: University of Idaho. | Crisis management—Idaho. | College presidents—Idaho.
Classification: LCC HD49 .G74 2024 (print) | LCC HD49 (ebook) | DDC 658.4/05609796—dc23/eng/20231003
LC record available at https://lccn.loc.gov/2023028795
LC ebook record available at https://lccn.loc.gov/2023028796
Cover Design: Wiley
Cover Image: © 2023 by University of Idaho
We dedicate this book to
the University of Idaho faculty, staff, alumni, and state‐wide partners,
along with our Regents,
who assisted the university in avoiding insolvency and
remaining safely open during a pandemic.
These caring individuals also, without question or pause,
helped the campus heal after tremendous loss.
Brave. Bold. Unstoppable.
Timeline of Events
The timeline of events allows readers a reference as the story progresses. Management insights provided by President Scott Green are included at the end of every chapter to summarize key takeaways, and “Smart Collaborations” are woven throughout to provide in‐depth examples of how the University of Idaho community and stakeholders partnered to achieve milestones for the institution. Scott also shares “Scott's Third Rail” content, which takes a deeper dive into essential concepts faced in higher education, including lawsuits, athletics, politics, and accreditation.
Fall 2018
Scott receives texts from Chandra Zenner Ford and Clint Marshall about applying to become the U of I president.
Scott applies for the U of I president position.
March 2019
SBOE unanimously approves the U of I to commence with the bidding and construction phase for new arena contingent on project approval by the SBOE executive director and new U of I president when named.
April 2019
The U of I officially announces Scott as its 19th president; Scott begins a non‐paid consultantship contract with the U of I.
June 2019
The U of I celebrates the groundbreaking for ICCU Arena.
Scott travels from Long Island to Moscow to begin his new job as president; a large social media following tracks his progress via Scott's posts with Joe Vandal.
July 2019
Scott officially starts as the U of I president.
Scott meets with campus executives to discuss the financial crisis and tasks them with targets for cutting the FY20 budget.
Scott begins his goal of visiting every College of Agricultural and Life Sciences extension office and research center located in 42 of Idaho's 44 counties.
October 2019
Scott establishes the Financial Model Working Group to produce a whitepaper and suggest a new, sustainable financial model.
January 2020
Scott establishes the R1‐2026 Research Initiative Working Group to move the university toward R1 Carnegie Classification.
Scott and Provost John Wiencek host an All‐Staff Town Hall Meeting outlining optional retirement, voluntary separation, and other separation options to reduce headcount, along with potential furloughs.
Administration holds first meeting/discussions as it pertains to COVID‐19, international students, and support response.
February 2020
The Lionel Hampton Jazz Festival brings a potential COVID‐19 exposure.
March 2020
The U of I employees present Scott with their $22 million in cuts for FY21.
Matt Freeman (SBOE) reaches out to the U of I, BSU, ISU, and LCSC to take a coordinated approach to COVID‐19 preparedness and protocols; institutions agree to meet as a COVID‐19 group with representatives from around the state.
SBOE hosts the Presidents Leadership Council with all eight presidents from Idaho's higher education public institutions; Idaho Governor Brad Little attends and emphasizes each needs a COVID‐19 plan for the remainder of the spring 2020 semester.
Scott meets in Boise with other Big Sky Conference university presidents, and in a split vote, the Conference cancels the rest of the Big Sky basketball tournament.
Scott and Provost Wiencek email faculty, staff, and students that the SBOE supports indefinite online/remote instruction; all events planned with more than 100 attendees are also canceled, including UIdaho Bound recruiting events and spring commencements.
Scott adopts FSH 6990 COVID‐19 Virus Emergency Response.
Scott sends an email asking all employees who can work from home starting the end of day on March 25, effectively closing the university.
Governor Little officially declares a 21‐day statewide stay‐at‐home order; state educational systems are deemed essential, but Little reiterates that employees who can work at home do so.
Scott appoints Torrey Lawrence as interim provost.
Matt Freeman (SBOE) announces the first tranche of CARES Act funding for students to cover expenses related to the disruption of campus operations due to coronavirus.
April 2020
Latah County reports the first COVID‐19 cases, with three U of I students and one resident testing positive.
The R1‐2026 Research Initiative Working Group presents its white‐paper to Scott.
May 2020
Toni Broyles, Kara Besst, and Kane Francetich begin officially planning to establish a CLIA‐approved COVID‐19 testing lab at Gritman Medical Center in collaboration with the U of I.
Scott commissions the Online Education Working Group.
June 2020
The U of I records a small operating surplus for FY20.
Gritman Medical Center begins coordinating lab setup with the U of I.
The U of I encourages all employees to return to standard work locations for the first time since March 25.
Gritman staff conduct the first COVID‐19 swabbing/testing trial run on the U of I campus.
Scott receives a petition signed by 250 faculty members stating their position regarding in‐person education during COVID‐19 as ethically troubling and pedagogically challenging.
August 2020
The U of I Marketing and Creative Services deploys the “We're Closer Than You Think” campaign to increase recruitment and enrollment, taking advantage of California's decision to stay closed and online during the fall 2020 semester; Marketing and Creative Services uses techniques to appeal to a tech‐savvy demographic.
Scott receives a letter and petition from the community of Moscow and the Palouse (also sent to
Change.org
) with 1552 signatures asking the U of I to go entirely online.
The U of I/Gritman CLIA‐approved COVID‐19 testing lab produces its first two batches of testing results.
The Online Education Working Group finalizes its whitepaper draft with Scott.
The U of I offers live, in‐class learning with a Hyflex model; all students are required to receive a COVID‐19 test to attend in‐person classes.
The university opens its infirmary in Targhee Hall.
September 2020
The U of I campus closes and cancels all events for one week due to smoke from regional forest fires creating poor air quality and clogging HVAC filters.
October 2020
US News & World Report
names the U of I the best value of any public university in the West and third nationally, behind the University of Virginia and the University of North Carolina.
November 2020
The U of I chooses to go entirely online with classes and finals after Thanksgiving break to ensure safety for the remainder of the semester.
December 2020
Torrey Lawrence is named Provost for the U of I.
Gritman begins front‐line worker COVID‐19 vaccinations.
The U of I and Plenary Americas USA Ltd., Sacyr Infrastructure USA LLC, and McKinstry finalize the steam plant P3 transaction, which results in the single largest financial transaction in the institution's history; a $225 million up‐front payment allowed for an endowment that generates over $6 million annually to invest in strategic growth.
January 2021
All U of I Moscow‐based students must show proof of COVID‐19 testing or exemption by this date to attend in‐person classes (Hyflex) for the spring 2021 semester.
February 2021
Idaho announces COVID‐19 vaccines are available for those over the age of 65.
The U of I Vandal football spring season opens at the Kibbie Dome against Eastern Washington University.
March 2021
Idaho announces COVID‐19 vaccines are available to those over the age of 35.
Vandal Hybrid Budget Model presented to campus to begin implementation for FY22.
April 2021
Idaho announces those over the age of 16 are eligible for the COVID‐19 vaccine.
Idaho Legislature votes to cut $500,000 from the U of I FY22 budget to address indoctrination allegations from the Idaho Freedom Foundation (IFF).
May 2021
Six in‐person commencement ceremonies take place at the Kibbie Dome for both 2020 and 2021 graduates.
Scott allocates $3 million of P3 funds to the R1‐2026 research initiative and $2 million to student success and scholarship initiatives.
Scott awards the Pandemic Response Teams from the U of I and Gritman the newly designed President's Medallion.
June 2021
For FY21, the university attains its second annual financial surplus in a row.
July 2021
All employees who have not returned to their pre‐COVID‐19 workspace or without an ongoing approved flex place agreement are expected to return to their university‐provided workspace.
The Idaho Center for Plant and Soil Health in Parma, ID, hosts its groundbreaking ceremonies.
Scott hires Ken Udas as Vice Provost for Digital Learning Initiatives to advance student success initiatives through remote learning.
August 2021
The U of I sees the largest incoming freshman class since 2016.
October 2021
The U of I hosts its official ribbon cutting for the ICCU Arena and the kick‐off of “Brave. Bold. A Promise to Idaho Students” campaign.
January 2022
The U of I signs and executes an MOU with the other Idaho universities in an agreement with Idaho National Laboratory (INL) to transfer the decommissioned Falcon supercomputer to the management of the U of I, Idaho State University, and Boise State University.
In front of the Idaho JFAC committee, Scott rejects the Idaho Freedom Foundation's claims of indoctrinating programs at the U of I and releases an independent report compiled by the law firm of Hawley Troxell dismissing the claims as unfounded.
March 2022
The U of I Seed Potato Germplasm Laboratory opens.
April 2022
Scott completes his quest to visit every College of Agricultural and Life Sciences extension office and research center.
June 2022
The university attains its third annual financial surplus in a row in FY22.
The U of I hosts the Center for Agriculture, Food, and Environment (CAFE) project groundbreaking; construction of the nation's largest research dairy and experimental farm begins.
August 2022
The U of I sees its largest incoming freshman classes in university history; the university puts up 117 students in a local hotel due to housing constraints.
The university reports its largest annual fundraising total ever at $64 million.
September 2022
The U of I receives a $55 million grant, the largest research award in its history, to address climate‐smart agriculture.
November 2022
The U of I responds to the brutal killings of four students and coordinates communications and enhanced campus safety and security measures.
December 2022
Police arrest a suspect for the murders of four U of I students.
The Vandal Tribe of Contributors
The University of Idaho fight song, “Go, Vandals, Go!” by J. Morris O'Donnell, U of I Class of 1933, starts with the line, “Came a Tribe from the North, brave and bold” (University of Idaho 1933). This verse serves as a lifelong mantra for the institution's students, faculty, staff, alumni, and friends. They are proud Vandals and part of an everlasting tribe and family, always brave, always bold. These particular individuals are a small but mighty part of the Vandal tribe who banded together to help the coauthors write this incredible piece to the U of I's story.
Listed in alphabetical order by last name (with U of I degree, if applicable) and position title or affiliation to the university.
Kathy Barnard, BS 1981, Assistant Vice President for Alumni Relations and Advancement Communications, University of Idaho
John Barnhart, Senior Director of Marketing and Creative Services, University of Idaho
Dr. Dennis R. Becker, PhD 2002, Dean, College of Natural Resources, University of Idaho
Kara Besst, BS 1994, CEO, Gritman Medical Center
Danielle Breed, Administrative Chief of Staff, Gritman Medical Center
Toni Broyles, BS 2001, MS 2010, Special Assistant, Strategic Initiatives, University of Idaho
Donald “Don” Burnett, Dean, College of Law, 2002–2013, Interim President, 2013–2014, Professor of Law Emeritus, University of Idaho
Linda C. Campos, Associate Vice President for Finance, University of Idaho
Dr. Ginger E. Carney, Dean, College of Science, Professor, Biological Sciences, University of Idaho
Dr. Marc Chopin, Dean, College of Business and Economics, September 2016–June 2022, University of Idaho
Dr. Shauna Corry, Dean, College of Art and Architecture, University of Idaho
Dr. John Crepeau, Interim Dean, College of Engineering, June 2021–June 2022, Professor, Mechanical Engineering, University of Idaho
Dr. Blaine Eckles, PhD 2011, Vice Provost of Student Affairs and Dean of Students, University of Idaho
Ms. Frances Ellsworth, BS 1983, U of I Foundation Board, University of Idaho
Lee Espey, Division Operations Officer, Division of Finance and Administration, University of Idaho
Daniel “Dan” Ewart, Vice President for Information Technology and Chief Information Officer, University of Idaho
Brian Foisy, Vice President, Division of Finance and Administration, University of Idaho
Kane Francetich, Chief Information Officer, Gritman Medical Center
Matt Freeman, JD 1995, Executive Director, Idaho State Board of Education (SBOE)
Terry L. Gawlik, Director of Athletics, University of Idaho
Scott Green, BS 1984, President, University of Idaho
Dr. Terrance “Terry” Grieb, Professor of Finance, Faculty Senate Chair, 2019–2020, University of Idaho
Brenda Helbling, BA 2014, Chief of Staff, Office of the President, University of Idaho
Angela Helmke, BS 1996, Associate Director of Campus Visits and Events, University of Idaho
Stephen “Steve” Immelt, CEO, Hogan Lovells
Dr. Dean R. Kahler, Vice Provost for Strategic Enrollment Management (SEM), University of Idaho
Johanna Kalb, Dean, College of Law, University of Idaho
Barbara Kirchmeier, BS 2000, MEd 2003, MA 2005, Director of First Year Composition, Faculty Chair, 2020–2021, University of Idaho
Katy Lawler, Design and Marketing Coordinator, Institute for Interdisciplinary Data Sciences, University of Idaho
Dr. Torrey Lawrence, DMA, Provost and Executive Vice President, 2020–Present, Vice Provost for Faculty, 2018–2020, Professor of Music, University of Idaho
William “Bill” Lee, Co‐Managing Partner, WilmerHale
Jacob Lockhart, BS 2020, ASUI President, Fall 2019–Spring 2020, University of Idaho
Trina Mahoney, Assistant Vice President University Budget and Planning, University of Idaho
Clint Marshall, BS 1997, U of I Foundation President, 2016
Wesley McClintick, BS 2001, MA 2010, MA 2014, Director for Institutional Research, University of Idaho
Mary Kay McFadden, BA 1980, Vice President for University Advancement, University of Idaho
Dr. Jerry McMurtry, Dean, College of Graduate Studies, University of Idaho
Gary Michael, BS 1962, HON 2003, Interim President, 2002–2003, University of Idaho
Dr. Christopher “Chris” Nomura, Vice President for Research and Economic Development, University of Idaho
Connie Osborn, Nurse, Gritman Medical Center
Dr. Michael P. Parrella, Dean, College of Agricultural and Life Sciences, University of Idaho
Dr. Sean M. Quinlan, Dean, College of Letters, Arts, and Social Sciences, University of Idaho
Bradley Ritts, Interim Vice President for Research and Economic Development, 2019–2020, Senior Associate Vice President for Research, University of Idaho
Dr. Barrie Robison, MS 1995, Senior Associate Vice President for Research and Director of Institute for Bioinformatics and Evolutionary Studies (IBEST), University of Idaho
Kimberly “Kim” Salisbury, BS 1999, MAcc 2004, Associate Vice President for Budget and Planning, University of Idaho
Karla Scharbach, BFA 1987, Graphic Designer, Creative Services, University of Idaho
Dr. Philip Scruggs, Interim Dean, College of Education, Health, and Human Sciences, June 2020–June 2022, Department Chair, Associate Professor, Movement Sciences, University of Idaho
Nicole Skinner, BA 2019, ASUI President, Fall 2018–Spring 2019, University of Idaho
Kimlye Stager, BS, 2021, Multimedia Reporter, Casa Grande Valley Newspapers, Inc.
Dr. Larry A. Stauffer, Dean, College of Engineering, 2011–2021, Acting Center Executive Officer, U of I Coeur d'Alene, University of Idaho
Jeff Stoddard, BS 1975, 1976, Buie Stoddard Group
Lydia Stucki, BA, 1995, Office Manager, Division of Finance and Administration, University of Idaho
Brandi Terwilliger, Director of Human Resources, University of Idaho
Seth Vieux, COVID‐19 Project Manager, Special Projects Manager, Office of the President, University of Idaho
Chris Walsh, Associate Athletic Director, University of Idaho
Dr. John M. Wiencek, Provost and Executive Vice President, July 2014 – June 2020, University of Idaho
Chandra Zenner Ford, BS 1988, MS 1995, CEO SW Idaho and Special Advisor, Office of the President, University of Idaho
Foreword
Having spent the past 15 years researching and advising global organizations on “smart collaboration,” I can say with confidence that President Scott Green is a true exemplar of the concept. From my first time working with him and his leadership team several years ago, I witnessed firsthand his commitment to effective collaboration and its successful execution. This was key in the University of Idaho emerging stronger from financial insolvency, a global pandemic, and a senseless tragedy involving four students.
My teaching and research at Harvard University (both the Business and Law Schools) have revealed that top leaders typically value collaboration, but they often don't know how to do it right. This costs them highly in terms of lost revenue, slower innovation, poor employee and customer engagement, and more.1
Scott is an exception.
As shown time and time again in the University President's Crisis Handbook (by Scott and his coauthor Temple Kinyon), he has the skill and will to collaborate smarter to achieve his top goals. And the “top goals” piece is crucial. One of the first tenets of smarter collaboration is to start with the end in mind. Throughout the book, Scott reiterates his three strategic pillars: student success, the path to R1 Carnegie research classification, and controlling the narrative by telling the U of I's story.
Scott never loses sight of these pillars, viewing every challenge and opportunity through the lens of these objectives. Not only do they shape his priorities, but they guide him when deciding whom to tap for associated projects. Let's take soil research as an example. When College of Agricultural and Life Sciences (CALS) Dean Michael Parrella applied for a highly competitive $18.9 million grant to build a center for deep soil research, Scott and Special Assistant Toni Broyles became heavily involved. They made the grant proposal a “presidential priority,” which aligned the provost, vice provosts, vice presidents, Office of Research and Economic Development, and Office of Sponsored Programs with CALS. Working closely with experts from these different key areas was crucial for landing the grant. Now, researchers from across the world will come to the Moscow campus to study deep soil carbon capture, water quality, and variables impacting health. This can help industry adapt to warmer temperatures in a sustainable way.
In addition to starting with the end (such as research excellence) in mind, Scott knows how to bring in the right perspectives—from both inside and outside the university. In fact, his network is so vast and ever growing that he repeatedly thinks of someone nontraditional yet highly beneficial to consult with. We'll take his decision to become university president as an example. To make the most informed choice possible, he met with alumni and longtime U of I supporters, his current boss (the CEO at Hogan Lovells), and his former boss (comanaging partner at WilmerHale)—among others. Using their collective knowledge of both the university and his strengths helped him realize the position was a good fit. And sometimes, these ties boosted his prospects. For example, after meeting with Scott, one influential contact shared with an Idaho board regent that the new president should have business, marketing, communications, fundraising, and political expertise (which Scott had)—not necessarily a PhD—and provost and land‐grant experience (which Scott didn't have). If Scott hadn't cultivated and leveraged these connections, who knows what would have happened?
It's clear that Scott's networking savvy extends to his colleagues. For example, when the U of I needed more space for its Boise law school, and a property went up for sale, President's Office Special Advisor Chandra Zenner Ford stepped in. She met with the listing agent for the property, an old friend she typically saw once a year, to catch up. She let him know of the university's interest in the building; while the sales price was too high, a connection of this agent (and U of I alumnus) agreed to purchase and lease it to the university for a fair amount.
Smart collaborators also embrace conflict, knowing that a diversity of perspectives makes for a better end result. Whether it relates to budget cutting (e.g. $14 million in FY20) or new policies (e.g. the return to in‐person instruction in the fall of 2020), differing viewpoints have helped Scott and his team formulate the best plan forward. For example, for the return to face‐to‐face classes, the university required masks, and online learning was available for those uncomfortable being physically close to others.
When things got heated during the pandemic and beyond, Scott made it a point of staying calm and continuing to work with others. His mantra, “Stay Calm and Vandal On,” has been used by faculty, staff, and students throughout his tenure and supported by the use of data and facts. When faculty expressed fear or hysteria during budget cutting, for example, he worked to keep his cool and share relevant statistics. In one case, he countered the perception the university was understaffed with stats on the student/faculty ratio at the U of I (1:14) versus its most comparable peers (1:16). This knowledge helped Scott and his leadership team determine where to make cuts, and his composed explanation earned him broader support. This kind of behavior aligns with our research on smarter collaboration: times of stress can cause people to withdraw, but this is exactly when purposeful, outcome‐focused collaboration is most needed.
Transparent, clear, and regular communication also helps build interpersonal and competence trust, two key ingredients for effective collaboration and its strategic outcomes. Whether it's with students, faculty, staff, alumni, partners, or the public, Scott consistently re‐shares the U of I's three pillars, its new developments and protocols, and the connection between priorities and decisions made. As fantasy and sci‐fi author Alex Irvine has so wisely written, “Overcommunicate. It's better to tell someone something they already know than to not tell them something they needed to hear.” This was the approach Scott took following the brutal murder of four students, sending 18 email communications to students, faculty, and alumni in the weeks that followed.
Scott understands that to drive real change, it takes a combination of mindsets, behaviors, structures, and cultural elements. Whether it's standardizing financial reporting structures across colleges and units, investing in research capabilities to boost student learning, or marketing the research/academic accolades of the university to prospective students, these kinds of efforts support the strategic pillars and require smart collaboration from pertinent parties. Luckily, Scott and his team have this down pat.
I highly encourage university presidents, as well as leaders from any kind of organization, to read the University President's Crisis Handbook. It provides a blueprint for identifying your top goals, collaborating the right way to accomplish them, and handling crises and day‐to‐day challenges that get in your way. Like me, you'll surely be impressed by the progress that the U of I has made over the last four years—under President Scott Green's collaborative leadership. But Scott makes it clear it was a team effort: As you'll read in this book, “The teamwork and dedication displayed by faculty and staff stood out to him. The institution persevered through incredibly difficult and stressful situations because of its collaborative efforts.” Read on and prepare to be wowed.
Dr. Heidi K. Gardner, Distinguished Fellow, Harvard Law School
Note
1.
For more on this topic, see my latest book
Smarter Collaboration: A New Approach to Breaking Down Barriers and Transforming Work
Preface
University President’s Crisis Handbook offers a chronological account of Scott Green's path to becoming the University of Idaho's 19th president and his first four years in that position, beginning in July 2019. Readers have a front‐row seat to how Scott worked to win over faculty and staff while having to make deep financial cuts to keep the university solvent. The book also provides in‐depth managerial insights into how he, along with the university staff and faculty—the Vandal tribe—recovered from years of profound deficits despite the potentially severe impacts of the COVID‐19 pandemic. Scott's three strategic pillars (student success, the path to R1 Carnegie research classification, and controlling the narrative by telling the U of I's story), along with guidance from industry experts, focused the institution on charting its course. The collaborative efforts of the Vandal tribe along with external experts resulted in the university's financial solvency, soaring enrollments, record research awards, and record fundraising within Scott's four years as president.
However, amid the momentum, the university faced one of the most heinous crimes in the area and state's history against four U of I students. This book shares how the university responded to the tragic loss while keeping the needs of the families and campus community forefront.
The university community's collaboration and collective efforts through the three monumental crises helped strengthen the University of Idaho and position it as a leading national teaching and research institution.
Acknowledgments
From the authors:
Telling the story of the State of Idaho's land‐grant institution takes a lot of people. We'd like to thank the following individuals for believing in the importance of telling the story of how University of Idaho Vandals faced three significant crises in three and a half years, rose to the challenge, pulled together, and came out stronger, braver, and bolder. We couldn't have done it without you.
Thank you to the 57 Vandal tribe contributors listed in the book. We appreciate your time, insight, honesty, and enthusiasm for the project. Woven together, your contributions created a rich story with in‐depth and detailed examples of how collaboration can achieve incredible success even in the worst of times. Your challenges and triumphs, highs and lows, wins and losses assembled a handbook for other universities, corporations, and businesses on how to do hard things and defeat unprecedented foes. You never gave up on the University of Idaho or your Vandal tribe and family.
We are grateful for the supportive individuals “behind the scenes” who made the magic happen. Without your assistance, we couldn't have mastered the challenge of coauthoring this book: Cindy Barnhart, Yolanda Bisbee, Christine Dunn, Tom English, Joana Espinoza, Heidi Gardner, Alisa Goolsby, Lea Haggerty, Margo Holthaus, Dee L. Hunter, Ben Hunter, Patricia Huth, Dulce Kersting‐Lark, Katy Lawler, Kurt Liebich, Florence Lince, Chris Lynne, Tricia Maxey, Sean McIlraith, Todd Mordhorst, Kent Nelson, Edith Pacillo, Joe Pallen, Ray Pankopf, Erik Peterson, David Pittsley, Megan Pratt, Michelle Reagan, Larry Rouse, Kim Rytter, Mahmood Sheikh, Michael Strickland, Lisa Snyder, Donna Stolaroff, DeLaina Storhok, Mary Stout, Gina Taruscio, Kayla Thrall, and Nichole Vietz.
This is my (Scott's) third book published by John Wiley & Sons, and Sheck Cho has served as acquisition editor on all three books. We appreciate his guidance and good judgment navigating the early stages of the publishing process. He is supportive of telling our story and the mission of the nation's higher education system. It's an important story, and we thank him for that. Thank you also goes to Stacey Rivera, Aruna Pragasam, and Kevin Harreld at Wiley for taking the reins when Sheck retired, and to Lori Martinsek at Adept Content Solutions for managing the copy‐editing process.
Tina Morlock, thank you for your expert developmental edit on the book. Your enthusiasm for the project and positive approach made the editing process enjoyable and fun. Your insights and suggestions took the manuscript to a higher level.
Scott Gipson, a fellow Vandal, thank you for taking the time and care to read the manuscript and offer insightful, in‐depth comments to enhance and improve it. Your expertise is invaluable.
Idaho Governor Brad Little, another fellow Vandal, thank you for your strong leadership and support through the U of I's various crises.
From Scott:
I have been fortunate to have a number of mentors over the years that helped me develop my managerial toolkit. First, I would like to recognize two of them who contributed to this book. Bill Lee is the former co‐managing partner of WilmerHale and, as you will read, gave me pivotal advice at exactly the right time. I learned much just by watching how Bill operated, building teams, interacting with them as colleagues, and providing young attorneys with real responsibility, getting the best out of each one. I learned different, more organizational and political skills from his Co‐Managing Partner Bill Perlstein. Together, they made a great team.
The second mentor/contributor is Steve Immelt, the former CEO of Hogan Lovells. Steve was a master at breaking down silos and getting his Management Committee to work together, not an easy thing to do when you have far‐flung operations across the world. He introduced Heidi Gardner, the author of Smart Collaboration: How Professionals and Their Firms Succeed by Breaking Down Silos (and her new book, Smarter Collaboration: A New Approach to Breaking Down Barriers and Transforming Work), to the firm, and I saw first‐hand how that made for a better, more effective, and profitable organization. I am grateful that Heidi agreed to work with our team at the University of Idaho, as well.
David Hudd, the deputy CEO of the Hogan's London office, was also a great mentor, who had broad experience with cultures around the world. I grew exponentially under his leadership.
Other mentors I would like to mention, even though they are not included in the book, include David Allocco from Goldman Sachs and Kevin Curtin from Weil, Gotshal, and Manges, both of whom have long passed, but their counsel stays with me to this day.
I would be remiss not to mention former FBI Director, the Honorable Louie Freeh, who served as executive committee chair at Pepper Hamilton. I learned from Louie that there is plenty of room for empathy in the boardroom and the office.
Finally, while I did not work for him, Gary Michael, the former CEO of the national grocery chain Albertsons, has been an incredible confidant. He served a short time as the U of I president during a time of crisis. I continue to benefit from his sage advice.
There are too many friends and colleagues to mention that have contributed to this book—just know I am grateful. And to Clint Marshall, Chandra Zenner Ford, and Frances Ellsworth, thank you for convincing me to take this job. It would not have happened without your support and your work behind the scenes.
Finally, thanks to my wife for following me out to Idaho so I could take this job. She was looking forward to my early retirement, so we all owe her a debt of gratitude for supporting a change of plans.
From Temple:
I'm incredibly proud to be a lifelong Vandal (BS 1993). When Scott emailed me in May 2021 to ask if I was interested in helping tell the U of I's story in book form, I humbly and ecstatically accepted. Scott, thank you for your insight to know that sharing the U of I's story is imperative to its success. Others will learn and appreciate what the Vandal tribe and family faced and overcame during your first three and a half years as president. Thank you for trusting that I was the one to help you tell this invaluable account and for the opportunity for me to give something back to my alma mater that has given me so much my entire life.
To my husband, Chad, your listening ear and honesty (even when you knew it would sting) were invaluable during this project. You knew it was a labor of love; thank you for understanding whenever the wheels started falling off the Kinyon Family Bus because I was in the “writing zone” or under a deadline. Thank you for being that strong shoulder of support.
My amazing parents, Joe and Pam Anderson (that's “Potlatch” Joe to some of you), have steadfastly stood by me and helped guide me through life's adventures. They instilled that special Vandal pride from the earliest years; the homecomings, basketball games, summer theatre at the Hartung, and drives through campus to see the College of Ag building left an indelible impression on my heart for the U of I. Thank you. You are exceptional humans.
To my sister‐in‐law, Wendy Vineyard, a huge thank you for the “shocean workations.” Everyone said we were goofing off, but amid the beach walks and treasure searching, I helped Scott write a book. Wish rocks really do work! Your support and sense of adventure (and work ethic) fueled my creative soul. Thank you for all the things.
Lance McPeak, thank you for offering your Casa Grande house for my two shut‐me‐away‐from‐the‐world marathon writing retreats. I wrote the bulk of the financial and COVID‐19 sections during those precious stretches of solitude. I find it hard to express precisely what all that means to me, but your thoughtfulness offered the perfect creative environment to make the book come to life. Incidentally, your neighbor across the street, Gloria Holapa, had a grandson, Charlie, attending the U of I at the time (2021). The significance of that “chance” Vandal meeting when she came to check on you but found me instead, was fate showing me I was and am friends with the right guy who put me in the right place at the right time to help write the U of I's story. Again, I offer you my deepest gratitude.
My most profound appreciation also goes to: Tracy and Cary Dixon, Kris and Cody Anderson, Angela Helmke, Roger and Diane Kinyon, Heather Niccoli, Ken and Mary Beth Howell, Bridgette Ollenberger, Scot Strehlow, Anne Peterson, Brian Rouff, Angela Lenssen, Laurie Fortier, Jodi Pavkov, Lori Piotrowski, Vicki‐Ann Bush, Cynthia DeBoer, Gabriella Green, Doll‐Hands, Debi Bonds, Linda Sanborn, Penny Yazzie, Beth Parker, Joy Bellis, Nabila Kahnam, Christine Cutler, Cameron Crain, and Susie Johnson. To you and the rest of my spectacular family and friends, thank you for putting up with my immersion in the project over the past two years. I said “no” and “sorry” a lot to many of you, yet you all stuck with me. That didn't go unnoticed or unappreciated.
Introduction
“This is a place where young curiosity and deep intellectual capability formulate research, outreach, and education into a shared experience. This is a place where there is an opportunity for everyone across the state to come together and support educating all our citizens to benefit the economy, industry, and well‐being of the people of Idaho. And this is a place where each of us can personally grow, assure ourselves a better future, and develop the foundation for our life story.”
—C. Scott Green
The young boy ran with enthusiasm at full speed toward his target. The majestic red brick structure loomed ahead, standing proudly, and nestled among manicured grounds and other collegiate buildings. Four stained‐glass windows crowned the massive three‐part door framed by Tudor‐like ivory cement arches. The architecture drew the eye up the five‐story buttressed towers toward the heavens above. To an untrained observer, taking in the edifice at face value might elicit feelings of a grand old church, but it wasn't a church. Rather, it held reverence with some as a living memorial, a homage to those who gave their life serving a higher purpose. Erected in November 1928, Memorial Gymnasium honored heroes from the state who gave their lives in service to their country. It may have been christened as a gymnasium, but within the rich red bricks and architectural features hummed an environment of education and collaboration.
Memorial Gym, University of Idaho Media Library.
SOURCE: Reproduced with permission from University of Idaho.
The young boy didn't pause to admire the building's unique and exquisite style or intended purpose. He'd seen it so many times that, although he loved it, the beautiful structure was like a comfortable old friend who didn't need attention or compliments every time they saw each other.
One feature, however, did demand his attention every visit. Without fail, the boy would stop to look at the attribute as if to say, “Hello, I see you and respect you.” Huddled under an outcropping on the two pillars making up the three‐part entryway were the objects of the boy's affection. Gargoyles. But not just any gargoyles, Vandal gargoyles. And not just any Vandal gargoyles. These weren't the Germanic Vandals known for sacking Rome and battling the Huns and Goths. No, these were Idaho Vandals. The tiny yet ferocious chiseled football players tucked themselves under cement outcroppings, valiantly holding the pigskin, strong and steadfast with the weight of the building resting upon their shoulders. No matter if he was in a hurry, the youngster paused to look up at the protectors of this majestic place. They weren't like the scary monster gargoyles on old English castles and manors, ghastly and frightening to stave off unwanted visitors. No, the football gargoyles, brave and bold, were there to welcome anyone to their northern Vandal tribe—anyone but foes.
Every time he took in the magnificent stone figures, vivid memories sparked, and a wash of deeply rooted feelings and fierce loyalty overcame him. He'd spent hours in this beloved behemoth during summer breaks and every other visit to Moscow, Idaho. His grandfather Leon worked there in those hallowed halls and enjoyed legendary status on the campus, serving at the helm of the Physical Education and Athletic Departments. The football gargoyles protected his grandfather and all Vandals, near and far.
Memorial Gym Football Gargoyle, University of Idaho Media Library.
SOURCE: Reproduced with permission from University of Idaho.
The elder knew offering a task to his grandson, washing and folding towels in the basement for a whopping dollar a day, would instill work ethic and appreciation for a job well done, along with eternally planting the seed that would root itself into the boy's heart and soul for this special place. He joined his grandson and turned his gaze toward the fierce cement footballers. The two stood silently for a tick, then looked at each other.
“Ready to go to work?” the grandfather asked with a smile.
“Ready!” the young boy enthusiastically replied.
The two walked through the doors of the towering building, ready to face whatever the day brought them, together, protected by the gargoyles surrounding the gymnasium fortress.
He didn't know it then, but the young boy's lifelong love affair with this old institution began with those gargoyles and many sessions sweeping the gymnasium floor and folding all those towels. Throughout his life, the boy would return, over and over, acknowledging the inexplicable tug on his heart elicited by this resplendent place. Destiny would reveal its hand over 40 years later with the opportunity for him to return to the prestigious academy in an unexpected and unplanned capacity. That moment in time would present a pivotal life change for him at the exact moment the institution hung on a precipice, facing financial insolvency, buried under a broken culture, with leadership lacking the desire to make the hard decisions to save it.
This treasured place was the University of Idaho. The young boy was C. Scott Green.
* * *
This is a story about Scott's return to Idaho and the leadership and management tools he used to guide the state's land‐grant university through turbulent times. It's a story about the institution's shift in culture, the path to financial health, the fight against unprecedented foes, and the strategic direction that returned the University of Idaho to one of the best in the country.
Scott's Management Insight
As is often said, find something you love to do, and you will never work another day in your life. Find a connection to the institution that will provide your source of energy, build your credibility with the faculty, staff, students, local community, and alumni, and success will follow. The university and I had a history, one much deeper than most. I was highly motivated to answer the call and return to help when I learned how tenuous things had become at my alma mater. It has not been easy, but I am proud, along with an incredibly talented Vandal family, to lead this institution back to financial health and prominence. Whenever things get tough, I remind myself why I am here. It is not about me but about the University of Idaho. Joy in performing the job flows naturally from that relationship.
Part I
Chapter 1The Road Home: June 24, 2019
“It'll be a crazy long shot.”
—Chandra Zenner Ford
Scott glanced at the rearview mirror, his house getting smaller and smaller in the reflection. Smiling, he turned his gaze forward as he started this new journey. He wasn't driving away from something but rather, toward a new venture, an extraordinary, full‐circle, life‐changing event. He might be alone in his car with a stuffed Joe Vandal in the passenger seat, but he didn't feel alone. In fact, he'd never felt more embraced by a loyal group of individuals than he did at that moment. His family was anxious about the move, but they understood the pull of tens of thousands who eagerly awaited Scott's arrival in Moscow, Idaho. He was heading toward his Vandal family, toward a new chapter in his life and theirs. As of July 1, 2019, C. Scott Green would officially step into the role of the University of Idaho president.
He started his 2700‐mile trek west on I‐80. He would cruise through eastern Pennsylvania, the hardwood mountains and valleys of western Pennsylvania, and then the hills in Ohio dotted with barns. Other routes existed, but this course seemed faster and more comfortable to drive. He'd packed enough clothes and personal items to cover a week, plenty of time for the moving truck to arrive at University House with the rest of his possessions. The moving truck was well on its way from Long Island, and by the looks of it, he was making excellent time to beat them there.
His mind wandered as the vast landscape he typically viewed at 30,000 feet from an airplane zipped by in shades of lush summer greens. Yes, he was speeding, anxious to log as many miles as possible on his first day traveling west. Dozens of things raced through his brain, but for whatever reason, he settled on dissecting how he'd arrived at this spot, not only on the road but in his life.
He still couldn't quite believe how he got here, but in every fiber of his body, Scott knew he'd made the right decision. Leaving his wife, Gabriella, at their home in Glen Head, New York, where they'd made their life together with the kids and dogs for 23 years, was the hardest thing he'd ever done. But she and their kids were with him, maybe not physically, but in spirit. He smiled, knowing they each would dive deep into their lives and activities, and the next time they all got together, the four of them would have countless stories to share.
He'd been laser‐focused as global chief financial and operations officer at the international law firm Hogan Lovells, comfortable in that role even though each day brought new challenges and experiences spanning four continents. He entrenched himself in the plan of working in this capacity for a few more years and then retiring at a modest age to enjoy the fruits of his hard work. After closing that life chapter, he would relish time with his beautiful wife and adult children and enjoy not commuting or putting in long hours unless he chose that. It was all set.
The smile on his face widened as he thought about the eight‐word text that sent his well‐planned future spinning on a new trajectory, one he'd never imagined. Ever. Not even once.
It had been a typical day at the office in August 2018. Scott's focus at the time involved meeting with all his direct reports—the senior management team—to go through their finances and how they'd dealt with the recent implementation of a new finance system.
“We asked our team in London if all our offices in various countries had cleared their billing templates because we knew the new system's templates would be very different,” Scott explained. “They claimed inside out they had. As it turns out, they hadn't. That created some problems for us. My deputy COO, Darren Mitchell, and I traveled around, collected data, and worked on those billing templates to get them fixed. It wasn't smooth, and the partners were understandably not happy with the billing issues we encountered. Still, at the end of the day, we systematically resolved those problems and had the program up quicker than any other law firm installing that system.”
Just business as usual.
Scott's phone buzzed daily with constant texts, emails, and voicemails. When his cell dinged or chimed, he always glanced at the screen to see who was reaching out. This particular day brought a text from his friend Chandra Zenner Ford. It wasn't unusual to hear from her; they'd been friends for years. Chandra and Scott were both alumni of the University of Idaho. When Scott served on the advisory board for the College of Business and Economics (CBE), Chandra was the college's assistant dean for external relations (she would later become CEO, SW Idaho and Special Advisor, Office of the President, University of Idaho).
“I met Scott through CBE and observed his commitment to the U of I firsthand,” Chandra conveyed. “Despite his responsibilities managing international professional firms, he never wavered in his commitment to the U of I as a volunteer and benefactor. He and his wife, Gabriella, established the Scott and Gabriella Green Scholarship in CBE and made leadership gifts to the College of Education, Health, and Human Sciences in honor of his grandfather. He also had received numerous awards. He moved on from the advisory board to the Foundation Board of Directors about the time I left the U of I in 2015 to become the director of philanthropy for the City of Boise, Idaho.”
Scott was knee‐deep in work that day but felt compelled to take a moment and read Chandra's text. Maybe she was headed to New York on business and wanted to connect. It was a short message, but it took a beat for the eight words to register. He blinked, shook his head, and reread the text to ensure he saw it correctly.
You should be the next president of UI…
His incredulous laugh punched the air in his office. Never in a million years had he pictured himself as a university president. The closest thing he'd come was working as an adjunct instructor in finance at Hofstra University on Long Island. He'd enjoyed teaching a few semesters, especially when the students lit up when he explained something in a way they could understand. At Hofstra, he'd gotten involved with legal panels on campus, published an article for their annual legal journal, and met great people, including Marty Lipton, the prominent mergers and acquisitions attorney at Wachtell, Lipton, Rosen & Katz who created the “poison pill” defense against hostile takeovers. But never once did he hold any inkling or desire to become president of a university.
His phone dinged again, bringing him out of his reverie—another text from Chandra.
It'll be a crazy long shot.
