On new ground: Veteran higher education leaders bring expertise and vision to two large public universities in the Midwest - Special report: careers in higher education - Dr. Adam W. Herbert Jr., Indiana University - Dr. Elson S. Floyd, University of Missouri - Interview

Black Issues in Higher Education, Nov 20, 2003 by Ronald Roach

The 2003 Careers edition of Black Issues In Higher Education shines the spotlight on two of American higher education's newest chief executives of multicampus universities in the Midwest. Breaking new ground as the first African American presidents of their respective institutions, Dr. Adam W. Herbert, president of the eight-campus Indiana University, and Dr. Elson S. Floyd, president of the four-campus University of Missouri system, provide frank perspectives on the challenges of managing major academic enterprises in economically difficult times.

DR. ADAM W. HERBERT JR.

Indiana University recruited an experienced higher education leader when it selected Dr. Adam W. Herbert Jr. to lead the eight-campus, 99,164-student institution. Herbert, who began the job this past August, was the former chancellor of the state university system of Florida from 1998 to 2000. Herbert is no stranger to the ins and outs of state politics, campus budget struggles and university governance. Prior to coming to Indiana, Herbert was at the University of North Florida, where he served as a regents professor and the founding executive director of The Florida Center for Public Policy and Leadership. He also served as president of the University of North Florida from 1989-1998. Herbert, who is the first African American president of Indiana University, took time out of a busy schedule to speak with Black Issues by telephone.

BI: What are your goals for Indiana University? How would you describe the challenges in the job as president of Indiana University?

AH: Actually, they are very simple. I want to lead efforts to make it an even more distinguished institution. We have outstanding programs. I'd like to take as many of those as possible to an even higher level of achievement. We want to play a vital role in addressing the economic growth and development challenges confronting the state. I think that IU along with Purdue, are uniquely positioned as major research institutions to contribute in significant ways to those economic development activities. We want to achieve greater diversity within the university, not only in the context of our students, faculty and staff, but also in our contracting activities with outside vendors as well. Those are some of the things that I am especially interested in. The overarching goal is to lead efforts to enhance further the quality and reputation of the institution.

BI: What kind of impact are budgetary issues having on higher education in the state of Indiana?

AH: I think that like with other institutions around the country, we have some challenges and we're waiting of course to see what happens during the legislative session the first of next year to get a clear sense of whether or not there will be budget cuts. Cuts will clearly have a major impact on us, and depending upon the magnitude, we'll have to sort out what the implications might be. Obviously, we're hoping it won't come to that and the economy will begin to turn around. Educational institutions are experiencing the same challenges as any company in the private sector. And those include rising health costs, technology, maintaining a competitive salary base for faculty and staff, rising energy costs, rapidly expanding costs of our books for our library. Those are significant expenses that we have to deal with irrespective of levels of funding that we get from the state. So as those state resources keep pace rising costs, it further presents major challenges to us.

BI: How would you characterize your strengths as a leader and how do you see those strengths working for you in your current position?

AH: I've been in the academy now for 34 years, and I've worked in a wide array of institutional settings from a branch campus to a land-grant institution, a major private urban university, and of course, a comprehensive university in the case of North Florida. I was chancellor of a university system with a quarter of a million students so I think all of those experiences have helped me to develop a clear understanding of the dynamics of higher education institutions.

I feel very comfortable working in a multi-campus context. I think over that period of time I've been exposed to a wide array of the issues that university presidents must deal with on a day-to-day basis. So I think that background has been helpful for me in assuming this position. I've had experiences on the academic side, on the student affairs side; I've been very deeply involved in NCAA activities with the President's Commission previously and in the new governance structure having served on the executive committee The combination of those experiences and having worked in Washington. D.C., all of that has provided a good background for dealing with the issues that we'll have an opportunity of addressing at IU.

BI: How would you describe the expectations over diversity, particularly in regard to the U.S. Supreme Court decisions in the University Of Michigan affirmative action cases?