PRESIDENT HARRELD TO BE TEACHING AT UI

1-8-16

Greetings, UI President Bruce Harreld, UI Tippie College of Business Professor, Sara Rynes-Weller  and  all—

It was great to see the 1-8-16 Cedar Rapids Gazette, and reporter Vanessa Miller, finally recognize the value of having an article on President Harreld without the usual “Harreld, who has a largely business background and no academic administrative experience” bias!  The article covered Harreld’s leadership in pulling IBM out of near bankruptcy and how Sara Rynes-Weller will put him to good UI classroom use.

Professor Sara Rynes-Weller, at UI’s Tippie College of Business, recognized Harreld’s powerful management and administrative skills and is putting Harreld to good use in teaching her Executive MBA class.  It is expected Harreld will include the contents of the following table, to explain the contributors to the fall and recovery of organizations, which also apply to UI Rarely will students and faculty have access to such profound expertise. 

UI would have been in bankruptcy if not for continuous increases in funding provided by the Board of Regents—who recently called on Harreld to lead and manage UI’s recovery.  That is what he does.

THE FOLLOWING TABLE APPLIES TO UI PERFORMANCE, AS WELL AS IBM & OTHER BUSINESSES

UI IS A SERVICE ORGANIZATION

IOWALIVE BELIEVES IT IS AS IMPORTANT TO TEACH THE CONTRIBUTORS TO AN ORGANIZATION’S FALL AS IT IS TO TEACH ITS RECOVERY

CONTRIBUTORS TO THE FALL AND RECOVERY OF IBM AND OTHER COMPANIES ARE READILY KNOWABLE & CORRECTABLE.  Source:  Iowalive  1-8-16

CONTRIBUTORS TO IBM's FALL

% OF FALL CONTRIBUTED

% CONTRIBUTED TO OTHER COMPANIES THAT FAILED IN PAST 10 YEARS

Poor Strategic Planning & Performance Metrics

39%

39%

Culture of Arrogance

38%

10%

Top Management Complacency

16%

30%

Board of Directors' Complacency

5%

3%

Unknown business conditions

0%

5%

All Other

2%

13%

TOTAL

100%

100%

CONTRIBUTORS TO  IBM's RECOVERY

% OF RECOVERY  CONTRIBUTED

% CONTRIBUTED TO OTHER COMPANIES THAT RECOVERED IN PAST 10 YEARS

Awareness and Admission of the Problem

37%

35%

Improved Planning and Decision Making Processes

29%

32%

Management Humility

18%

21%

Improved Performance Metrics

14%

10%

All Other

2%

2%

TOTAL

100%

100%

Anyone claiming to have Better Numbers is  Asked to Provide Them

 

The following table shows UI waste, which is comparable to other poorly performing organizations. 

CUT UI WASTE IN RED, DON’T ADD TO IT WITH MORE FUNDING

THERE IS 66% WASTE IN SELECTED, UI HIGH DOLLAR BUDGET EXPENDITURES.  NO ADDITIONAL FUNDING NEEDED.  Source:   *Financial Management and Budget & Iowalive.   12-7-15 

Selected FY 2015 UI High Dollar Expenditures

Selected FY 2015 Salaries & Benefits Budget

AVG. OPERATING EFFICIENCY, Year-To-Date 9-20-15

% of  BUDGET WASTED Year-To-Date 9-20-15

TOTAL WASTE $

% OVER COMPENSATED

% UNDER UTILIZED

Hourly Wages

4,698,000

60%

40%

$1,879,200

6%

3%

General Services Salaries

59,746,103

59%

41%

$24,495,902

4%

6%

Fac. & Inst. Off. Salaries

271,020,662

29%

71%

$192,424,670

6%

28%

Prof. & Scientific Salaries

138,800,204

22%

78%

$108,264,159

2%

33%

Total Selected Salaries and Benefits

474,264,969

31%

69%

$327,063,931

 

Supplies and Services

49,743,111

52%

48%

$23,876,693

Building Repairs

22,496,000

46%

54%

$12,147,840

Total All Selected High Dollar Expenditures

$546,504,080

34%

66%

$363,088,465

Derivation methods for operating efficiencies are posted on website:   http://www.iowalive.net/deriveopeff.htm

It would cost at least $270,000 to have performance measurement specialists prepare this table for UI. 

Anyone Claiming To Have Better Numbers Is Asked To Provide Them

* http://fmb.fo.uiowa.edu/general-education-fund

 

The following table clearly shows why a Professor at the satisfactorily performing Tippie College of Business recognized Harreld’s abilities—rather than attacking them such as was done by recalcitrant professors and others in the poorly performing organizations in red

NO ONE HAS REFUTED OR CLAIMED TO HAVE BETTER NUMBERS THAN THESE

THE POOREST PERFORMING ORGANIZATIONS IN RED ARE LOUDEST COMPLAINERS OF HARRELD'S HIRING, AS UI PRESIDENT.  THE MEDIA CANNOT GRASP & THUS IGNORES THIS FACT.   Source:  Iowalive 9-26-15

INTEGRITY INDEX SCORE RANK

UI COLLEGES AND ACADEMIC UNITS

*AVG. INTEGRITY INDEX SCORE, Year-To-Date 9-20-15

AVG. OPERATING EFFICIENCY, Year-To-Date 9-20-15

% of  BUDGET WASTED Year-To-Date 9-20-15

% OF EMPLOYEES RESISTING HARRELD HIRING

1

College of Nursing

380

53%

47%

<1%

2

College of Engineering

360

52%

48%

<1%

3

College of Pharmacy

350

49%

51%

<1%

4

Tippie College of Business

349

52%

48%

<1%

5

Graduate College

320

51%

49%

<1%

6

College of Dentistry

310

48%

52%

<1%

7

College of Education

205

35%

65%

<1%

8

College of Public Health

200

27%

73%

<1%

9

Carver College of Medicine

195

40%

60%

<1%

10

College of Law

165

22%

78%

1%

11

Continuing Education

105

21%

79%

9%

12

University College

100

17%

83%

4%

13

College of Liberal Arts and Sciences

45

19%

81%

30%

Derivation methods for operating efficiencies are posted on website:   http://www.iowalive.net/deriveopeff.htm

Integrity Index Score Derivation Methods are Posted on Website: http://www.iowalive.net/integrityderivation.htm

Correlation Coefficient for Integrity Index Score and Operating Efficiency is a Strong, Positive .96.  High Integrity People Despise Waste and Consider it Equivalent to Theft.

*Average on a scale of 0 to 1,000 tops, where significant integrity starts at 300, evil is at 250 and below.  Grand larceny scores 40. 

It would cost at least $750,000 to have performance measurement specialists prepare this table for UI. 

Anyone Claiming To Have Better Numbers Is Asked To Provide Them

 

http://www.iowalive.net/enoughfundingforui.htm

http://www.iowalive.net/whininguiprofbrown.htm

http://www.iowalive.net/isuperformancelevels.htm

Sincerely,

Iowalive     A growing number of volunteer citizens and professionals for improving Iowa