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HUMAN RESOURCES AND SAFETY SERVICES FY14 Annual Report

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Mission StatementThe Division of Human Resources and Safety Services fosters a safe, secure environment where the student, staff, and faculty of Cornell learn, work and live as a community to advance the university's mission and purpose, and support the economic advancement of our region.

Front cover: Statue of Ezra Cornell on the Arts Quad in summer.

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• Strong Workforce, Strong Organization: Our people are our greatest asset and we need to support the work of both our faculty and staff to make the greatest impact

• Protecting Our People: Whether it's responding to the more than 60,000 calls our 911 center receives each year, or supporting campus sustainability initiatives, our safety services are partners in keeping the campus safe.

• Beyond the Hill: Cornell is committed to the advancement of our local and regional economies by helping companies start, grown, and create job opportunities.

I am grateful to all of the faculty, staff, and students who live the Cornell values, and pave the way for a more vibrant, open, and diverse community. As we begin another academic year, our division and the university is better positioned to meet the challenges that lie ahead of us.

We appreciate the opportunity to serve the Cornell community now and for the next 150 years.

Vice President, Human Resources and Safety Services

If Cornell University’s 150 years have taught us anything, it’s that our open, inclusive culture attracts talented people from around the world. We depend on the knowledge of our workforce and its ability to meet our mission. Each member of our community deserves a safe, world-class place to learn and work.

As we take our coming sesquicentennial year to remember our past, and look forward to our future, I look forward to the role the Division of Human Resources and Safety Services will play in it. We are proud to support the planning of Cornell's Charter Day Weekend activities that will take place April 24-27, 2015.

The Division continues to improve access to, and the use of data to support decision making and planning. In this report, you’ll read more about Workday, a cloud-based human capital management system, and how we’re using internal data in new ways to manage talent in the Bright Future section of the report. You’ll also learn how campus safety increasingly helps shape the student experience.

Four additional stories outline some of our greatest achievements and future challenges including:

• Cornell Careers: 150 Years of Evolution: What we’re doing to attract and retain a diverse workforce

Message from Mary Opperman

Sustaining Cornell's Global Impact

Cornell leaders at "Food for Thought: A Luncheon with Cornell Leaders" at the 2014 Cornell Alumni Leadership Conference (CALC). From left, Human Resources and Safety Services Vice President Mary Opperman; Professor Scott MacDonald ’78, Ph.D. ’86; Shane Dunn ’07; Meredith Rosenberg ’92, alumni-elected trustee; Andy Noel, director, athletics and physical education; College of Human Ecology Dean Alan Mathios; and College of Engineering Dean Lance Collins share a light moment at the end of their panel discussion at CALC 2014.

Mary George Opperman, vice president for Human Resources and Safety Services

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HRSS DATA DASHBOARDWorkforce data was pulled from Workday on June 30, 2014 and includes the Ithaca and Geneva campuses.

Headcount

TOTAL: 9,862 UNION: 1,355ACADEMIC: 1,049FACULTY: 1,651STAFF: 5,807

46.4

36.8

63.5

29.6

52.4

0% 20% 40% 60% 80% 100%

Academic

Union

Staff

Faculty

Total

Gender/Females

0

5

10

15

20

25

Total Faculty Staff Union Academic

12.2

17

8.9

14.2

20.5

12.7

17.9

9.2

15.3

20.4

FY13

FY14

People of Color

Generation

Overall AcademicStaffFaculty

Generation X

1965-1980

Traditionalists

1922-1945

Millennials

1981-2000Baby Boomers

1945-1964

Includes Union

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Turnover

0

5

10

15

20

25

Traditionalists Baby Boomers Generation X Millenial

Staff

Faculty

-2.00% 3.00% 8.00% 13.00% 18.00%

Academic

Union

Staff

Faculty

Total

FY13 FY14

People of Color Turnover Turnover by Generation

Total Workforce Turnover: 8.1%

Safety Services

1922-1945 1945-1964 1965-1980 1980-2000

CrimesAlarmsTraffic

Calls to Cornell Univerity Police Dispatch

*Includes some officer-initiated calls.

4 The 2014 Holi Hindu Festival of Color.

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Human Resources and Safety Services continues to deliver critically important services to Cornell. Our organization will continue to evolve to provide the leadership, campus

safety and support required to lead Cornell into its next 150 years. With attention to diversity and inclusion in all we do and an understanding of the university’s mission, we are prepared to make Cornell a safe, world-class place to learn and work.

Strategic Human Resources Human Resources plays an important role in transacting and processing important administrative information. By using new technologies, we also have an opportunity to serve more effectivly as strategic partners with leaders, align our resources to priority work and give campus leaders the tools they need to manage Cornell’s talent. We are better positioned to support managers in the type of strategic workforce planning that aligns to the university’s objectives and leads to effective recruitment, retention, and talent development.

By using the rich data pulled from Workday, our new human capital management system, we are able to make more informed decisions about recruiting and retaining top talent; onboarding and creating succession plans and bolstering organizational effectiveness. With accurate data in hand, HR partners in the colleges and units are better equipped to help drive hiring and management decision making.

Many managers across campus are begining to see new HR data and use it to help them better perform their jobs. With easier access to accurate HR data, managers are better able to make key workforce decisions. HR data will enable managers to set and assess progress and performance, quickly identify problems and potential efficiencies, and forecast needs and trends. HR staff serve as key advisors and consultants to managers in these efforts.

Data also allow the university to better measure its diversity and inclusion efforts. Human Resources and the entire campus needs to integrate diversity and

Gotta Wear Shades: HRSS's Bright Future

Future of Human Resources and Safety Services

Human Resources celebrates the launch of Workday, a new human capital management system in 2013.

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inclusion into every aspect of their work. That means placing an emphasis on sourcing individuals with diverse backgrounds (including veterans and persons with disabilities), advancing policies and programs that support diverse populations, and creating employment practices that retain diverse talent.

Once a new hire is made, the right onboarding and succession or development planning is critical. We want to make these talent management elements a salient part of the culture, not just for leadership, but for their organizations. Onboarding gives employees a clear sense of the mission and of their roles and succession or development planning encourages career movement.

As our onboarding efforts improve, and the workforce better understands how they contribute to the mission of the University, we also want to bolster organizational effectiveness. Our goal is to create a workforce that values resource sustainability and process improvement.

It is essential that each college and unit, and the university as a whole tackle the difficult task of aligning work with available resourses. This exercise includes shedding bureaucracy, streamlining processes and making hard choices with remaining work to best align staff and financial resources within the organization. Human Resources is prepared to support leaders with tools, like Organizational Effectivness's new Lean Process, that helps leaders work through these tough choices.

Each one of these strategic support initiatives provide us tremendous opportunity to continue building our community by partnering together, committing to positive outcomes, working smarter and building a unified human capital direction for the university. An ongoing challenge continues to be sustaining our progress toward these initiatives, while managing an onslaught of new compliance obligations affecting every facet of the organization.

Safe Campus Environment To create an effective workplace, and learning environment, Cornell actively anticipates and mitigates a myriad of risks and emergencies from workplace injuries to sexual assault. Personal physical safety and security hazards increasingly influence perceptions of learning and working environments for students, faculty, and staff. Some might even say that quality of education is inextricably linked to safe and secure campuses.1

Incidents in recent history – Columbine, Virginia Tech, Penn State, and Sandy Hook– have elevated the need for heightened safety practices. Many parents look for colleges/

universities, which enhance their security measures, with the concern going well beyond gun violence. Anxieties around sexual assault, drinking, and hazing have been heightened as well. More information about what the university is doing around new regulations related to sexual assault can be found on page 11.

Cornell continues to maintain a safe campus environment by focusing on both preventing possible safety hazards and readying the campus for potential emergencies. The university’s emergency management program, follows the U.S. Department of Higher Education’s Action Guide for Emergencey Management at Institutions of Higher Education as of FY11. Environmental Health & Safety conducts periodic trainings around roles and responsibilities during an emergency on campus. This type of preparedness training is a necessary step in preparing the university to respond to future emergencies.

Future of Human Resources and Safety Services

The sun shines behind the Pew Sundial on the Engineering Quad in summer.

1Monkman, Robb. "Campus Safety and Security of the Future: Beyond the Duty of Care." SEEN: SouthEast Education Network, August 21, 2013.

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Meanwhile, the Cornell University Police’s Crime Prevention team continues to educate members of campus on everything from identity theft and winter driving techniques to dealing with active shooter and workplace violence. A weekly "Blue Light" email is sent to all students, faculty and staff each week during the regular academic year to keep them informed about current safety issues on and around campus.

Several campus efforts to address sexual assault reporting and bystander training are also underway. Human Resources and Safety Services trained more than 6,700 faculty and staff on eliminating workplace harassment and discrimination through Respect@Cornell, an online training. This program has been updated to focus on how employees should respond to members of the community who have experienced sexual violence, domestic violence, partner violence, and/or stalking.

The Cornell University Police is also using safety data pulled from its newly implemented Spillman Records Management System to predict law enforcement trends on campus. Every two weeks, officers meet to analyze data and discuss the previous two weeks incidents to predict and prepare for what might occur on campus based on past trends. This forecasting has helped the department plan and respond more effectively.

Our continuing challenge is navigating the tidal wave of compliance that continues to be handed down at the county, state, and increasingly the federal level. While the campus continues to report crime through the Clery Act, other workplace and environmental safety regulations have increased compliance obligations. Nearly 80 new regulations and programs have been added to the responsibilities of Environmental Health & Safety in the past five years alone. To remain vigilant in preventing incidents and preparing for campus emergencies, we need to continue to balance our resource allocation to compliance efforts.

Safety continues to play a key role in the student experience and will continue to weigh heavily on a family's decision making process. It will be more critical than ever to educate students, parents, and parents of prospective students about our safety measures and reporting practices so that they are aware of Cornell's commitment to a safe learning environment.

Human Resources Best Practices

In a January 2011 report, “The Top 10 Best Practices for the High Impact HR Organization” Bersin and Associates points to 10 best practices necessary for an HR organization to have real impact:

1. Structured governance and business case development

2. Development of advanced workforce planning capabilities

3. Implementing a meaningful HR philosophy

4. Reducing administrative work for HR partners

5. Implementing a flexible HR design

6. Improving employee-facing HR systems

7. Measuring both HR operational and business metrics

8. Developing internal HR skills

9. Improving line manager capabilities

10. Outsourcing HR services strategically

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Jane Mendle and Anthony Burrow, assistant professors of human development (HDEV).

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Cornell Careers: 150 Years of Evolution

At Cornell, diversity has defined us for 150 years. Our open, inclusive culture attracts talented people from around the world. When Ezra Cornell and Andrew Dickson White founded

the university in 1865, they employed a small number of faculty and staff to serve a student body of 412 enrolled men. As we approach our sesquicentennial, the institution has evolved to employ more than 9,700 on the Ithaca and Geneva campuses to serve an ethnically, racially and socioeconomically diverse student body of more than 21,500 (IRP, Enrollment 2013 Ithaca campus), strengthening our founding mission of “Any Person… Any Study.”

In fiscal year 2014 (FY14), 17.9% of faculty and 9.2% of professional and support staff are individuals of color (see dashboard on page 2 for more on demographic makeup). That’s a 0.9% increase for faculty compared to the last fiscal year and a 0.3% for increase for staff (see page 12 for year over year). Although these are gradual increases, it is imperative to continue this upward trend by sourcing

and retaining individuals of diverse backgrounds for the university to remain competitive.

The work on campus is becoming more complex, requiring broader skills and the ability to work with increasingly diverse faculty, staff and student populations. What's more, the staff population is shifting away from transactional work. We have reduced entry-level staff roles, with much of this work being replaced by supporting technologies (see chart below). Much of our staff now serve in decision support and service-based roles. These positions require more complex skills like teamwork and collaboration, a command of key technologies, problem solving and project management skills. In fact, 79% of staff jobs at Cornell require an associate's degree or equivalent and 64% of jobs require a bachelor’s degree.

The more diversity we have on campus, whether it is students, staff or faculty, and the more challenging work, the more vibrant and innovative our campus becomes. Research shows that in a (diverse and) inclusive workforce

Recruitment and Retention

0%

10%

20%

30%

40%

50%

60%

Entry/Support(Bands A,B,C) Mid-level

Professionals(Bands D,E,F)

Upper-Level(Bands G, H, I)

FY03 FY09 FY14

Distribution of Banded Staff

10

53

36

47

28

Fiscal Year 2014 TND Initiatives by Core Principle

Composition Engagement Inclusion Achievement

Health and Well-Being

2 Martin, Jean. "The Business Case for Diversity and Inclusion." Economist 19 Dec. 2012. Print.

Recruitment and Retention

in which the perspectives of all employees, including those who are from diverse backgrounds, are valued, employee performance improves by 12 percent and intent to stay by 20 percent.2

We have a great opportunity to shape Cornell’s next 150 years by finding new talent and invigorating the current workforce to grow with us.

Toward New Destinations The Toward New Destinations initiative, driven by the University Diversity Council, provides a strategic framework for how the university can continue to attract, retain, and promote the success of diverse faculty, staff, and students through an inclusive work and educational environment. The core principles for this initiative are composition, engagement, inclusion, and achievement.

Each college/unit identifies five annual initiatives that best match their particular contexts, goals, and strategic plans from the Toward New Destinations menu. And throughout the year the University Diversity Council provides guidance to help colleges/units successfully measure and achieve their goals.

In July 2013, all of the 27 colleges and administrative units submitted a total of 146 Toward New Destinations initiatives. Of these, 77 are continuing initiatives from 2012-2013, 12 are revised initiatives from fiscal year 2013, and 57 are new initiatives. The chart below provides a breakdown of these initiatives by core principle.

The University Diversity Council identified several outstanding initiatives executed over the last fiscal year. For example, the College of Agriculture and Life Sciences (CALS) awarded five grants for department-based and faculty-led diversity recruitment initiatives. Nearly all programs awarded grants presented updates and outcomes at the CALS Diversity Initiative Showcase, highlighting current work in support of diversity and inclusion.

The College of Human Ecology (CHE) enhanced its standard undergraduate course evaluation to collect and provide data to course instructors about the climate of diversity and inclusion in the classroom. The Human Ecology Diversity Committee developed four different questions addressing either diversity of perspectives or climate within the classroom. Each department agreed to select one or more of the questions to be included in the course evaluations for their introductory level courses. The questions will be piloted fall semester 2014, and subsequently be used in all CHE course evaluations spring 2015.

Several central, University-wide initiatives are also being

designed to address the diversity needs of the campus and surrounding community. The Department of Inclusion and Workforce Diversity launched the Inclusive Excellence Academy in August 2013, to help develop the multicultural fluency. The Academy features customized courses and workshops designed for different groups within the Cornell and local communities from senior leaders and human resources professionals to faculty, students and community members. Specific workshops are offered each year prioritized by university need. Workshops this fiscal year featured topics ranging from addressing unconscious bias in the workplace to rethinking pedagogy in diverse college classrooms.

Tidal Wave of Diversity Compliance A tidal wave of federal regulatory requirements around diversity and inclusion hit the University over the past five years and is expected to continue. Beyond Toward New Destinations, the colleges and units have responsibility for complying with Affirmative Action regulations for women, individuals with disabilities, individuals of color and veterans, Title IX, and more recently, the Violence Against Women Reauthorization Act.

New Office of Federal Contract Compliance (OFCCP) regulations focused on improving employment opportunities for U.S. veterans (VEVRAA) as well as individuals with disabilities (Section 503) became effective March 24, 2014. As of the start of our new Affirmative Action Plan year (July 1, 2014), we are required to collect and track data on candidates and employees who identify as belonging to one or both of these populations. The new hiring goals the OFCCP has set forth include: 7.2% for U.S. protected veterans in our overall workforce and 7% for individuals with disabilities in each job group across the university.

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President Obama issued an executive order requiring equal employment for lesbian, gay, bisexual and transgender employees. Over the upcoming year, we will learn more about how this new executive order may translate into new data collection and/or reporting regulations the university may need to implement to address these populations.

Another area of compliance focuses on sexual violence and assault. At Cornell, we recognize sexual violence is a serious campus and public health issue, and at the same time, we must meet federal obligations. The Violence Against Women Reauthorization Act (“VAWA”), which President Obama signed into law on March 7, 2013, imposes new obligations on colleges and universities under its Campus Sexual Violence Act (“SaVE Act”) provision. In fiscal year 2015, the division is working toward addressing the law’s requirements for employees. This includes requiring new and existing faculty and staff to understand their obligations for reporting sexual violence and harassment through training and accompanying materials.

On April 29, 2014, the White House Task Force to Protect Students from Sexual Assault released Not Alone, a report containing a set of action steps and recommendations for institutions of higher education. The report identified two main goals: to provide support services to sexual assault survivors and to help colleges and universities meet their obligation to protect students from sexual violence. It is the first in a series of Task Force recommendations that will directly affect Cornell and every institution of higher educa-tion.

Faculty, staff, and student subgroups of Cornell’s Council on Sexual Violence Prevention (CSVP), co-chaired by Mary Opperman, vice president of Human Resources and Safety Services, and Susan Murphy, vice president of student and academic services, spent much of the 2014 spring semester

developing goals to move the campus forward on this issue.

On top of the CSVP’s recommendations, we are fortunate to already have in place programs and services that repond to many of the White House recommendations. Among the programs directly achieved by the division of Human Resources and Safety Services include:

• Respect@Cornell, an online training program, designed to educate faculty and staff on their reporting and consulta-tion obligations, should they become aware of an incident of bias, or discrimination. More than 6,700 faculty and staff have completed the program to date. This program has been updated to include sexual violence, domestic violence, partner violence, and/or stalking.

• A dedicated website: SHARE.cornell.edu with information, educational materials and services directly related to sexual assault. Users completed more than 11,500 page views dur-ing fiscal year 2014.

The university will work to implement the recommenda-tions from the White House and CSVP, in fiscal year 2015.

Change the World with Us: Recruiting a Diverse Workforce As of June 2014, 44% of our tenure-track faculty and 21% of our professional and support staff are eligible to retire. Which means that we have the potential to lose up to 725 faculty members and 1,270 staff members. The replace-ments for these vacancies will be more diverse than our current population. Human Resources is also proactively planning for retirements by creating succession plans (see page 15) and building diverse talent pipelines. Retirements are just one example of the need for HR to conduct long-term recruitment strategies.

The Recruitment and Employment Center (REC) continues to embed diversity into the university’s staff recruitment strategy through job marketing, internal training, and partnerships with national, state, and local organizations. Our strategies position us favorably to engage and develop talent pools that are highly qualified and diverse in scope. In FY14, REC conducted 26 pre-hire consultations that engaged human resources professionals and hiring manag-ers to assist with outreach strategies. The REC team sourced and/or vetted 208 potential job applicants and referred 81 to hiring authorities across campus. Of these, 57 received interviews resulting in 27 hires for FY14. Approximately 60% of those hires can be linked to the university’s strategic hiring goals. REC defines strategic hires as those hires that align with the university’s Affirmative Action/Equal Employ-ment Opportunity and Toward New Destinations compo-sitional goals, which now include persons with disabilities and veterans.

Sen. Claire McCaskill and Cornell Chief of Police Kathy Zoner at the June 23, 2014 roundtable discussion on campus sexual assault.

Photo: Sen. Claire McCaskill/provided

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REC continues to expand its presence among underrepre-sented employee populations through local and regional recruitment activities. For the third straight year, REC hosted the Cornell University Disability Services Providers Update. This event provides a platform for Cornell’s hiring authori-ties and local disability services providers to stay apprised of new legislation, share research, and discuss best prac-tices on the hiring of persons with disabilities.

Recruiting veterans to work at Cornell is also a top priority. We have forged strong partnerships with internal depart-ments and groups such as the Cornell Veteran Colleague Network Group (VCNG), Facility Services, and the Cornell University Police Department. These partnerships have been instrumental in our veteran recruitment efforts which included attendance at two veteran career fairs, and facilitating informational interviews for veterans applicants referred by REC.

REC continues to expand and engage its talent community through social media, and branding activities. In FY14, REC increased its email marketing database to more than 6,000 unique subscribers (nearly double last year’s subscriber rate) resulting in 854 applicants, 76 interviews, and 8 hires. The department also collaborated with Alumni Affairs and Development to help incorporate email marketing into their recruitment strategy. This led to more than 360 depart-ment members distributing jobs ads through their social media networks such as LinkedIn.

As a result of our diversity recruitment efforts, both central-ly and in the college and units, we’ve seen an incremental increase in staff hires of color from last fiscal year (see dash-board on page 2). We’ve also seen an increase in under-represented applicants moving from the applicant pool to the interview pool (applicants of color represented 10.23% of the interview pool in FY14 compared to 7.37% in FY13).

Overall, when an individual of color, woman or veteran was interviewed, they had a slightly higher likelihood of being hired.

Increasingly Diverse

• The United States population is changing. According to the 2010 U.S. Census Bureau file, the non-Hispanic white American population makes up approximately 72.4% of the national population compared with 75.1% just ten years ago. This population is expected to fall to 46% in 2050, and will no longer make up the majority of the population by 2042.

• As of 2015, there will be five generations in the workforce with different expectations about how they will perform their work. These demographic changes are significantly impacting our recruitment strategies and the way in which we complete our work.

• The National Center for Education Statistics projects that this year, for the first time, there will be more students of color than white in the U.S. public school system.

Health and Well-BeingRecruitment and Retention

Note. Percentage pool is the percentage of minorities who identified in the overall applicant pool. Percentage interviewed is the percentage of minorities who identified in the overall interview pool. Percentage hired is the percentage of new hires who identified as a minority. A minority is an individual who identifies oneself as American Indian or Alaska Native; Asian; Black or African American; Native Hawaiian or Other Pacific Islander; Hispanic and/or any combination of race/ethnicity categories.

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Retaining a Diverse Workforce At Cornell, we focus on retaining our talent through programs that benefit our employees at home and at work. We also place an emphasis on the unique needs of our under-represented communities. To retain the diverse workforce of the future, we need to create a sense of community and develop a culture where flexibility is seen as a good organizational practice and not just a perk.

The Colleague Network Groups (CNGs) are University sponsored employee resources groups for traditionally underrepresented populations and allies of those groups. The CNGs provide a professional support system that extends beyond the workplace. Each CNG advocates for a specific demographic within the Cornell community including Men of Color, Women of Color, Veterans, Disabled, LGBT, and Young Professionals. The CNGs each held monthly meetings, meet and greets, and many held community outreach events called Sharing Our World. The Sharing Our World events help spread the mission of the CNGs and ignite conversations across campus and in the community.

Cornell has lauded flexible and remote work arrangements as a way to address recruitment and retention efforts for quite some time. Studies show that when flexible work ar-rangements are implemented, including flex time, flex

place, compressed work weeks and job shares, employee engagement and productivity improves. Gallup found that remote workers are slightly more engaged (32%) than em-ployees who work on-site (28%). What’s more, in a study by Ernst and Young, flexibility is the most important workplace perk among the non-cash/benefits perks. Gen X said they would be more likely to walk away from their current job in the absence of day-to-day flexibility (38% vs. 33% of Gen Y and 25% of boomers).

An example of how flexible and remote work make an impact at Cornell is happening in an unlikely place, the Campus Store. In a retail environment where you would assume scheduling is down to a science, Pat Wynn, director of auxiliary services and Fred Piccirilli, director of the Cornell Store, are turning into an art.

Wynn and Piccirilli work to embed a flexible culture at the store and make flexible schedules and remote work an orga-nizational strategy versus an employee perk. They encour-age their associates to be open to all possible scheduling opportunities. For some, that means working remotely 3-4 days a week and for others it means clocking hours before or after the store closed to help stock the shelves.

That means employees can work during a period of time that suits their work style best, and that doesn’t necessar-ily mean 8 a.m. to 5 p.m. Some campus store jobs such as cashiers, follow store hours, although those employees may end up changing locations; an idea that might be imple-mented as early as fiscal year 2015.

“The LBGT CNG really helps to welcome new staff and faculty to the area and to campus connecting them colleagues they might not otherwise work with. ”

“The Disability Colleague Network group really does tell me as an employee that my employer, Cornell University, recognizes and values disability as a part of diversity. And therefore they recognize and value it as a part of my identity."

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Wynn and Piccirilli believe flexible and remote work arrange-ments create happier, more engaged workers. As long as the work gets done, managers at the Campus Store will continue to be creative with scheduling.

In fall 2013, Human Resources and Safety Services began partnering on a remote work study with Industrial and Labor Relations Professor Brad Bell, involving 52 employees from Cornell Information Technologies and the Division of Financial Affairs. The study will span over two years and provide important information to help Cornell better refine our flexible work sup-port and practices. The study is also tracking the carbon impact savings of the participants to help with achieving university sustainability goals.

Workforce Retirement and Planning The Retirement Plan Oversight Committee (RPOC), chaired by the vice president of Human Resources & Safety Service and staffed by Benefit Services, made changes (effective in the fall of 2014) to the investment lineup to meet federal regulations and ease concerns over retirement readiness.

The new regulations are meant to enforce consumer protections for employee money and to help them reach their retirement plan goals.

The new fund options feature better monitoring of Core fund choices by investment professionals, the lowest possible fees for investing, the preservation of annuity choices, and a wide range of mutual fund options. Investment options will be broken into four tiers (see sidebar).

Benefit Services also plans to expand their efforts to educate employees on their investment options and encourage them to maximize their investments by both contributing additional dollars and adjusting their fund allocations to fit their retirement

needs. Currently, a little more than 50% of employees invest beyond Cornell’s standard 10% contribution. And out of those investing, 67% are salaried employees and 33% are paid hourly.

Financial education and planning tools are available to all employees through retirement planning workshops, webinars, and financial calculators. Many resources are available online for employees to access 24/7. We plan on increasing these types of opportunities, specifically targeting our hourly paid employees, in the future.

Benefit Tiers (effective fall 2014)

• TIER 1, Life Stage Funds: Investment funds keyed to the employee’s estimated retirement date from the first level of fund investments. These funds also serve as the default option for people who do not complete the application process to indicate fund choices.

• TIER 2, Core Fund Offering: Fidelity and TIAA-CREF will each offer an array of funds in pre-set asset classes approved and monitored by Cornell through a consulting firm that specializes in investment management.

• TIER 3, Non-Core Offering: These funds include many of the funds currently available through TIAA-CREF and Fidelity, but they will not be monitored by the University.

• TIER 4, The Mutual Fund Window: Fidelity and TIAA-CREF will operate a mutual fund window allowing investors access to the universe of mutual funds that are appropriate to retirement plan investing.

Joyce Jones, clothing manager at the campus store displaying the new line of clothing from Knight Apparel.

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Organizational Effectiveness

Running a world-class institution of higher education is people intensive. Faculty and staff salaries and benefits account for over 50% of the university's total operating budget. These funds compensate

those who directly and indirectly advance the university's priorities. We depend on the knowledge of our workforce and its ability to inspire students, engage in research and impact the world. The skills of our workforce allow us to discover, preserve, and disseminate knowledge; produce creative work; and promote a culture of broad inquiry throughout and beyond the Cornell community.

There are two things needed to achieve this mission: talented people and the strategic management of that talent. Once we hire talented faculty and staff and focus on the retention of top talent, it’s equally important to plan and assess performance to assure alignment with priorities. Organizational effectiveness provides tools to engage our staff and faculty around focused planning, priority setting and decision making. The university’s leadership also plays a key role in managing talent. Human resources professionals support managers and their teams by providing initiatives including succession planning, the Lean Process, and a

university-wide response to the staff employee survey addressing key workplace issues.

Our goal is to create a culture of continuous improvement where employees are involved in making changes that will have a positive impact on the university whether it be to themselves, their colleagues or the organization.

Changing of the Guard Succession planning helps identify leadership separation risk, establishes both plans for interim replacements and potential re-organization, and identifies and develops high potential talent. In FY14, Organizational Effectiveness built plans for the administrative units and in particular, key areas of executive administration.

With the exception of two recent hires, all University Officers and Vice Presidents have a senior level succession plan. The Division of Financial Affairs, Student and Academic Services, and Human Resources and Safety Services are developing succession plans for the next 2-3 levels below senior staff. Additionally, critical position reviews have taken place within the Division of Financial Affairs and Central Human Resources.

Several hires this year showcased the power of succession planning even when the outcomes differ from the plan. The Vice President of Facilities Services put the organization’s succession plan into action this fiscal year with the departure of the Senior Director for Operations by redesigning the position and posting a more focused role. He has continued to restructure positions and hire internally and externally, as openings come up. The result is a new leadership team and a new, more streamlined organizational design.

Another example is within the Division of Financial Affairs. The Vice President of Finance and CFO promoted Harper Watters from Assistant Treasurer to University Treasurer with a succession plan in mind creating an opportunity for internal growth.

Strong Workforce, Strong Organization

Wooden furniture designed by John Jack Elliott, professor of design and environmental analysis (DEA).

Harper Watters, University Treasurer

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Organizational Effectiveness

An executive succession dashboard to identify planning gaps and specific focus areas is under development to share with the university leaders in Dec 2014. As we continue to bolster succession planning efforts and identify high potentials/potential successors for critical positions, Cornell will be in a better position to maintain its talented staff workforce.

Building a Sustainable Organization Lean Process Improvement, an approach that is helping us rethink the way we do projects and administrative functions across campus, is gaining momentum. In just one year, more than 40 projects are already saving countless hours, freeing staff to focus on other priorities.

Results go beyond true dollar savings. Lean measurements are calculated based on the sustainability triple-bottom-line approach, which is comprised of social (people), environmental, and economic savings. For example, the university has conservatively saved over $500,000 through process improvements during the first six projects alone.

An exit survey of Lean Process participants shows that nearly 97% agree or completely agree that process improvement is a good idea. What’s more, the perception of how stressful the process being examined was before and after the improvement changed dramatically. Whereas nearly 40% of respondents rated their process as being stressful before the lean improvement took place, only 7% indicated it was stressful after. Additional survey findings indicate that by participating in a lean process, employees have more of a voice in decision making and supervisors are more open to feedback from their team.

The College of Veterinary Medicine first used the Lean Process in January 2013 to improve its salary recovery process. Since then, the College has improved six more processes, and 36 other processes have been improved all across the university: in the College of Agriculture and Life Sciences and the Divisions of Alumni Affairs and Development; Financial Affairs; Human Resources and Safety Services; and Student and Academic Services.

Staff and faculty from the Cornell University Agricultural Experiment Station (CUAES) used the lean process to save on greenhouse energy without diminishing the essential value of Cornell’s greenhouses. The goal was to look for efficiencies that could make a dent in greenhouse costs and help the campus accelerate progress towards carbon neutrality by 2035.

If the changes identified during the Lean Process are implemented, CUAES will cease using and remove 27 of the least-functional greenhouse compartments, reducing our greenhouse space by about 18 percent, or 25,000 square feet. That would save $160,000-$212,000 in annual heating

costs; $40,000-$70,000 in electricity costs annually; more than $6.5 million in deferred maintenance costs; and $120,000 annually in preventive maintenance costs.

Every Voice Counts: Responding to the Staff Survey Staff contributions to the university’s mission are essential to Cornell’s continued excellence. We aspire to have Cornell’s many workplaces be ones in which we respect differences and measure potential by the richness of our teams. Which is why Cornell conducted an Employee Survey in November 2011, to understand staff engagement. Once Institutional Research and Planning analyzed the data, senior leadership identified four issues: workload balance; career development and growth; supervisory feedback; and recognition of excellent work. Much progress has been made toward addressing these.

Several programs have been put in place to address workload balance. The Lean Process (see Building a Sustainable Organization section), designed to rethink projects and processes to free staff time to focus on more strategic work, completed more than 40 projects. Another initiative includes working with the Energy Project, a consulting firm that helps organizations create workplaces that are healthier, happier, more focused and purposeful. We trained one Energy Project facilitator in 2014 and are currently exploring sources of funding and other ways to address staff energy and resiliency across campus.

One common theme resulting from the university’s staff downsizing is that some staff feel their job description doesn’t match the work they are currently expected to perform. A time-sensitive staff “Position Evaluation” request process has been implemented to address position description, workload manageability, and position classification. In addition, efforts have been made to highlight an existing process for staff, whose jobs have significantly changed, to have a position reviewed in a timely manner. Since implementation in May 2014, 20 positions have been evaluated through the new process.

Sustainability, lean process come together in greenhouse project

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The final initiative addressing workload balance considers inconsistent guidelines managers use to give staff time off for wellness. Although the guidelines have not changed, the university is looking at ways supervisors can provide employees with up to 90 minutes of release time or flex time to support wellness activities.

Another major issue identified in the survey is Career Development and Growth. To this end, Cornell implemented many tools to help staff develop their careers such as mentoring, OptimalResume, experiential learning opportunities, career paths for managing work and managing others.

Mentoring helps connect Cornell employees with peers in career paths they wish to pursue to gain insight and experience. Our new online mentoring program is being piloted within the Division of Financial Affairs and Human Resources.

OptimalResume offers staff comprehensive tools to develop, create, manage, and share their professional credentials. Since the program launched in July 2013, there have been 200 employee registrations on the site.

We are also creating additional opportunities for experiential learning via job rotations, internships, and stretch assignments. One way we’re encouraging additional experiential opportunities is through career development councils, which help interested staff find rotational opportunities either within their own college/unit or in their job family (i.e. facilities, information technology).

In FY15, we will launch a staff career framework offering two career ladders: operational-technical-professional, spanning 10 career levels or managerial, spanning four career levels. Both Career Ladders offer equivalent long-term promotional opportunities and staff can use either or both tracks to advance their careers. Staff will be able to see clearer paths to development and promotion or see progression in their current role, once a new website is developed and the information is loaded into Workday.

Constructive feedback is critical to the success of all employees, including supervisors. Progress has also been made toward addressing the issue of supervisor feedback. Our ultimate goal is for all colleges and units to adopt supervisor feedback as a regular part of the performance review process. Many across the university have already been piloting various online supervisor feedback tools. In 2014, we created a standardized mechanism for obtaining feedback and standardized questions that every supervisor will be measured against. A new training has also been developed to provide staff with the tools to give and receive constructive feedback to their supervisors and colleagues.

The Employee Recognition Team (a group of staff from around the university, sponsored by HR) continued their “High Five” programs to address the Recognition of Excellent Work. The group held two Cornell Recognition Event Days (RED) designated to thank the campus community and spark a culture of recognition this fiscal year. Team members were positioned across the Ithaca campus, in Geneva, and New York City to thank staff, and to distribute a small token of gratitude.

The recognition team continued its efforts by selecting five employees from more than more than 60 nominations to receive one of the following awards: the Individual Excellence Award, Management Excellence Award and President’s Award for Excellence. In May 2014, the second annual High Five Recognition Event Luncheon was held at in the Statler Hotel with 110 guests, including President Skorton, VP Mary Opperman, Deans, VPs, award winners and nominees.

Charter Day WeekendOn April 27, 1865 the governor of New York State signed the bill that officially established Cornell University’s Charter. Now, 150 years later, Human Resources and Safety Services is supporting Charter Day Weekend (April 24-27), “A Festival of Ideas and Imagination" by managing the implementation of the academic vision for the weekend. The Charter Day Project Associate is leading event preperation with active participation of an all-volunteer Chater Day Operations Committee. During fiscal year 2014, the Charter Day Steering Committee developed a schedule of academic panels, lectures and events, along with a draft list of panelists. The Operations Committee with support from Herson Group will develop design plans that will attract alumni, faculty, staff, students, and others to the campus to experience Charter Day Weekend. The Committee also began determining logistics for food, transportation, emergency management. A communications/marketing plan has also been developed for execution in FY15.

Five staff members honored with excellence awards

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Protecting Our People

To create an effective workplace and learning environment, Cornell works to anticipate and mitigate a myriad of risks and emergencies from workplace injuries to sexual assault. Personal

physical safety concerns influence perceptions of learning and working environments for students, faculty and staff. Increasingly issues of campus safety have an impact on the overall educational experience.

Cornell University Police The Cornell campus has an idyllic setting that is relatively crime free. Our community numbers more than 30,000 people, with thousands more coming and going each day. Consequently, there are bound to be safety concerns. The Cornell University Police department is an internationally accredited organization that operates 24 hours a day, 365 days a year, from its headquarters in Barton Hall. As the law enforcement agency for the Cornell University community, the mission of Cornell Police is to protect lives and property, maintain order, prevent crimes, receive and investigate reports of crimes, and provide other law-enforcement services.

The mission remains the same, but the university faces different safety challenges each academic year, along with

new laws and protocols. Like the rest of the academic community, Cornell Police is continuously learning, and that learning demonstrates new ways the department exceeds public safety standards.

Lifelong Learning In 2014, the Cornell Police were re-accredited for another three-year period by the International Association of Campus Law Enforcement Administrator (IACLEA) for demonstrating a commitment to the highest professional practices in campus public safety management, administration, operations, and support service. The reaccreditation signifies that Cornell provided proof of meeting 239 standard issued by the IACLEA; the university received this accreditation in 2010 and will be reevaluated against these standards again in May 2017.

Access Control and Building SecurityAs Cornell broadens its building square footage on campus, one of the many concerns is taking a holistic approach to campus and physical security. Developing a security philosophy and business processes for evaluating the physical security asset criticality and vulnerabilities for

Safety Services

Members of the Cornell University Police Department (CUPD) model their new uniforms on Bailey Plaza.

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the university, and addressing the outcomes is a critical priority for the Cornell Police. In 2012, a philosophy was presented to senior staff for consideration. The first steps towards implementation of this philosophy was to create a Building Security Committee to provide a forum to discuss requirements, areas of concern and further building security needs on campus. The committee began meeting in October 2014. The next step was to develop and adopt design and construction standards for electronic safety and security systems that can be incorporated into university design processes and construction projects/installations. Within the past year, standards have been finished and procedures for incorporating security reviews into planning and design processes have been developed and implemented for things such as landscaping, emergency lighting and blue light phones, access control, video surveillance, and intrusion/panic alarms. Next steps towards furthering efforts for providing a safe and secure campus environment are:

(1) Incorporating newly created security standards into design and review processes for new construction and renovation projects, and project management procedural documents and training;

(2) Defining programmatic security needs more specifically to achieve an efficient implementation of security systems;

(3) Developing a comprehensive Physical Security policy for the campus;

(4) Identifying associated costs with systematic security installment programs.

Emergency Response Cornell strives to provide a safe and healthy learning, living and working environment for students, faculty, and staff. Each day our Cornell University Police (CUPD) Communications and Dispatch Center (a 911 center operating 24/7, 365 days a year) receives thousands of calls for service. In fiscal year 2014, the Communications Center received handled more than 9,000 calls to 911 (see dashboard on page 2 for types of calls). Calls ranged from criminal emergencies, vehicular incidents, checking the welfare of a student, request for Blue Light Escorts to emergency response calls for medical issues, hazardous materials, and elevator rescues. The center is also responsible for the maintenance and operation of the university’s emergency notification systems, including voice and short message service (SMS, or text) messaging, email, and sirens.

Once a call comes in, the center dispatches the appropriate emergency responders (police, CUEMS, EHS, Ithaca Fire Department or other local law enforcement agency) or

make, the required connection with other campus entities such as Gannett Health officials, Student and Academic Services Crisis managers, or Facilities Coordinators. In fiscal year 2014, CUPD responded to 9,329 incidents, EHS responded to 4,164, and Cornell University Emergency

Medical Services (CUEMS) responded to 675. CUPD, EHS, and CUEMS continue their strong partnership in response to Cornell’s emergency situations across campus.

Environmental Health & Safety The Office of Environmental Health and Safety (EHS) encompasses a wide variety of compliance and consultation needs for the university. EHS is unique in all of the many safety functions it houses including research safety, controlled substances, occupational safety, industrial hygiene, fire compliance & safety, environment compliance, emergency response, emergency management and business continuity. Having these units under one organization reduces university risks in a cross-functional collaboration and minimizes redundancies. For example, the EHS staff collaborativly netted zero non-compliances in more than 13 State and Federal inspections spanning from, but not limited to the Department of Health, Drug Enforcement Administration, Centers for Disease Control and Prevention, and Department of Environmental Conservation in areas such as research, farming, utilities and remediation sites in this fiscal year alone.

Think Big, Live Green: Sustainable LabsOne of Cornell’s key commitments is to create a sustainable campus by striving for carbon neutrality and supporting research, teaching and outreach that address global sustainability. Since its creation in 2009, Cornell’s Climate Action Plan continues to be a catalyst in the reduction of energy expenditures across campus.

CUEMS Mass Casualty Incident Unit.

Living and Learning

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The success of the Climate Action Plan is contingent upon the goal of maintaining steady energy use as Cornell’s campus rapidly increases in square footage. Research labs constitute 33% of the floor space, but 50% of the university’s energy budget. With this in mind, Environmental Health and Safety (EHS) collaborates with Energy Management in Facilities to decrease energy consumption. After spending nearly a year

writing a Laboratory Ventilation Management Plan, both departments implemented a program in which ventilation rates can be changed from laboratory to laboratory; a program that has brought about increased staff knowledge and presence in an effort to monitor and reduce energy use.

Since the inception of the program in 2011, nearly half of all laboratories have been visited once, if not twice. This continuous optimization process, as these departments return to previously visited buildings, allows newer innovations to be implemented across the board. One such

innovation was the Action Plan’s progress in lowering the number of air changes in laboratories. The departments have successfully changed an 8:4 air change ratio (changes when occupied: changes when unoccupied) to a 6:3 ratio in hundreds of spaces across campus. In Weill Hall, this has resulted in a savings of 25% of energy costs by matching ventilation rates more closely to ventilation needs at all times of the day.

Saving Lives on Campus According to the American Heart Association, less than 8% of people who suffer cardiac arrest outside of the hospital survive. Most of the general public isn’t trained to respond during these types of emergencies, but that isn’t the case at Cornell. Many of our students, staff and faculty know CPR. Plus, more and more are learning how to operate one of the 157 defibrillators on campus thanks to the Cornell University Public Access Defibrillation Program and training from Emergency Medical Services.

For the past 10 years, the Public Access Defibrillation Program has maintained the defibrillators on campus and made sure the university is in compliance. And Emergency

Medical Services trained more than 425 faculty, staff, and students to respond to victims of cardiac arrest during the last fiscal year alone, and are often the first responders during medical emergencies.

Over the last year, two lives were saved at Helen Newman Hall. In January 2014, a bystander used one of the building’s automated external defibrillators and CPR to save a 50-year-old gentleman who was in cardiac arrest. The other incident occurred in April 2014. Two EMTs used our one of the

Safety Services

Environmental Health and Safety (EHS) staff at Slope Day 2012.

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truck automated external defibrillator (AED) units to save a 60-year-old male in cardiac arrest. Many lives have been saved since the program’s inception.

Storm WaterEHS works with capital project managers to help maintain compliance with SPDES permits for discharges of storm water from construction activities for 6 construction sites during the fiscal year. Projects resulting in the disturbance of an acre or more of soil require coverage under the state permit. The EHS staff supports projects by determining if the site meets permit requirements and conducts at least weekly inspections to ensure compliance – totaling a few hundred inspections per year. EHS also reviews several smaller projects each year for local municipal storm water requirements and compliance.

Lake Source CoolingCornell University is required to have a SPDES permit due to the water it discharges into Cayuga Lake as a part of its Lake Source Cooling (LSC) Facility, designed to cool campus buildings by transferring the heat from the campus chilled water system to the lake water through heat exchangers at the facility. The Cayuga Lake Modeling Project came out of the LSC SPDES permitting process. Cornell is funding the Cayuga Lake Modeling Project to develop a water quality model of Cayuga Lake as one of several conditions placed on the Lake Source Cooling permit renewal. This project works with the New York State Department of Environmental Conservation to study the sources and fate of phosphorus in Cayuga Lake. The monitoring portion of this project is complete and the water quality model is underway. Multiple public meetings led by the New York State Department of Environmental Conservation (NYSDEC) have taken place to communicate the results of the study to date. Cornell is continuing the water quality model development with stakeholder input and two NYSDEC appointed review committees: the Technical Advisory Committee (TAC) and the Model Evaluation Group (MEG). The water quality model development and testing is expected to continue for at least two more years.

Sanitary Sewer ComplianceEHS also worked extensively with the Ithaca Area Wastewater Treatment Facility (IAWWTF) to establish a formal administrative process, via a wastewater discharge permit, to manage flows into the sanitary sewer from the Cornell University campus that are ultimately treated by the IAWWTF. This process is intended to conform to local and Federal requirements. The IAWWTF issued the final “Industrial Wastewater Discharge Permit” for the Cornell Ithaca campus effective June 1, 2014. This permit is the

culmination of several years of negotiation and work with the treatment plant. No significant operational or financial impact to the university is anticipated.

Members of Cornell's Emergency Medical Service (CUEMS) practice a mass-casualty incident exercise.

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Beyond the Hill

Cornell’s economic impact reaches far beyond the Ithaca campus. We are committed to the economic vitality of Upstate New York. Growing our local, state, and regional economies allows us to

leverage our strengths in innovation and education to help companies start, grown, and create job opportunities.

In 2014, Cornell established the Center for Regional Economic Advancement. This group is now responsible for supporting three programs: START-UP NY, the Southern Tier Innovation Hot Spot, and Rev: Ithaca Startup Works, the newly named downtown Ithaca incubator.

Tax Savings for Companies START-UP NY (SUNY Tax-Free Areas to Revitalize and Transform Upstate New York) is aimed at providing tax incentives to companies that commit to grow jobs in alignment with the State’s colleges and universities. Cornell was one of the first universities approved to participate in its Upstate locations including the New York State Agricultural Experiment Station in Geneva.

An economic development program, START-UP NY encourages collaborations between universities and businesses by allowing businesses to establish themselves for 10 years in university-designated tax-free zones, as long as the business aligns with an aspect of the university’s academic mission. Cornell joins 64 SUNY campuses across the state in the effort.

Companies eligible to partner with Cornell through START-UP NY could, for example, come from research or student initiatives in the region, or from the university’s incubator programs, including Rev. Others might include companies relocated to New York or expansions of existing companies generated by their connections to Cornell research and academics.

Cornell continues to receive interest from prospective business development partners. In 2014, Incodema3D, an Ithaca-based metal additive manufacturing (3D printing) company, became the first company sponsored by Cornell for START-UP NY. Their core purpose aligns with the academic mission of Cornell’s College of Engineering. Incodema3D expects to create 58 new jobs over the next five years.

Evolving Ideas into Successful Startups A partnership comprised of Binghamton University, Corning Enterprises, the Ceramics Corridor, and Cornell University, the Southern Tier Innovation Hot Spot (STIHS) provides programming and services to entrepreneurs and startup companies through its member business incubators. Members include the Ceramics Corridor Innovation Center, Binghamton University’s Start-Up Suite and its in-construction Southern Tier High Technology Incubator, the McGovern Center for Venture Development in the Life Sciences at Cornell, and Rev, downtown Ithaca’s incubator.

The STIHS brings together the contributions of incubators and entrepreneurial support structures in the region, helping connect existing services, and filling gaps in services where none currently exist. By bringing coherence to a growing regional ecosystem of entrepreneurs and support organizations, the STIHS strives to create a whole that is greater than the sum of its parts.

Regional Economic Development

The Southern Tier Innovation Hot Spot (STIHS) provides programming and services to entrepreneurs and startup companies through its member business incubators.

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To achieve its mission, the STIHS seeks to increase the following:

• Amount of technology being commercialized by regional research sources

• Number of companies being formed in the region

• Success rate of companies being formed

• Number of students educated in the region that remain in the region to start companies and join startups

The downtown Ithaca business incubator recently named, “Rev: Ithaca Startup Works”, is a partnership between Cornell, Ithaca College, and Tompkins-Cortland Community College (TC3). Rev helps startups, regardless of university affiliation, leverage existing entrepreneurial support services offered in the region such as coaching and mentoring by experienced professionals, access to a network of potential employees and access to full-time work space. The incubator also serves as the Ithaca hub for the proposed Southern Tier Innovation Hot Spot, a regional economic development initiative.

Using financing from the State of New York and local educational institutions, Rev provides startups with a leg up, help them grow, and set permanent roots in the community. Rev offers low-cost flexible co-working space to members with two membership types: Full Time; unrestricted access to the workspace and options to use the conference room and Virtual Membership; this type is for companies who need alternate work space, but the companies will still have access to mentorship and events.

Rev is located in the heart of downtown Ithaca, equidistant from Cornell and Ithaca College and a short walk from the Ithaca campus of Tompkins Cortland Community College. This location is centrally located in downtown Ithaca with easy access to mass transportation as well as the existing downtown economy.

The regional economic development initiatives are an important strategy for Cornell's continued staff growth. More and more talent being recruited to Cornell are coming with a career focused partner/spouse. These initiatives will help provide potential employment opportunities for these individuals, increasing Cornell's ability to attract and retain our talent.

More Highlights

• Ithaca is a great place to live and work. With its growing education and high tech industries, residents can enjoy the incredible natural wonders in Ithaca, including the nearby waterfalls and canyons

• Ithaca ranked #3 of US Cities for Work-Life Balance by NerdWallet.com, July 2013. Ithaca ranked #5 in “The 10 Best Cities for Millennials,” by Moving.com and 24/7WallSt.com, July 2012.

• Tompkins County is home to one of the most educated populations in the country, with over 49% of the population having obtained at least a Bachelor’s degree, and 29% having obtained a graduate or professional degree (2007-2011 American Community Survey).

• Home to Cornell University, Ithaca College, and Tompkins Cortland Community College, the County hosts over 30,000 students and over $750 million in academic research and development.

• Over $1.5 billion is collectively spent on research by such leading institutions as Cornell University and Binghamton University, the Ceramics Corridor Innovation Center and Corning Incorporated. Over 4,100 faculty at regional colleges and universities educate over 51,000 undergraduate and 10,000 graduate students annually, and according to the 2010 Census, over 76,000 of the region’s 658,000 residents have at least a bachelor’s degree.

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Division of Human Resources and Safety ServicesMary George Opperman, Vice President

Diversity and Inclusion are a part of Cornell University's heritage. We're an employer and educator recognized for valuing AA/EEO, Protected Veterans, and Individuals with Disabilities.

Executive editor: Jennifer Lob, communications manager, Human Resources and Safety Services Photography by Cornell University Photography., unless otherwise noted.

Academic HR College of Agriculture and Life Sciences College of Architecture, Art, and Planning College of Arts and Sciences Computer and Information Science Continuing Education and Summer Sessions Cornell Tech College of Engineering Graduate School School of Hotel School Administration College of Human Ecology School of Industry and Labor Relations S.C. Johnson Graduate School of Managment Law School Research University Library College of Veterinary Medicine School

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Center for Regional Economic Advancement Downtown Regional Incubator Southern Tier Innovation Hot Spot Start-UP New York

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Pink blossoms on a tree near McGraw Tower at night, in spring.

Contact InformationHuman Resources and Safety Services130 Day HallIthaca, NY 14853Tel: 607 255-3641vp_of_hr@cornell.edu

hr.cornell.edu www.cupolice.cornell.edu sp.ehs.cornell.edu