shares management goals for the University
Sheehy joined the University's workforce as a classified staff
member in 1982 as a grade eight budget analyst. Today she is U.Va.'s
only female vice president. As vice
president for management and budget, she oversees the University's
$1.2 billion-dollar budget and is responsible for some 800 employees
in the six areas of the University that report to her: Procurement
Services, Organizational Development and Training, the Budget
Office, Facilities Management, the State Governmental Relations
Office, and Human Resources.
a recent interview, Sheehy talked about how she's "grown
up" professionally at U.Va., discussed the University's current
and future needs and shared the goals she's set. They include
operating more independently from the state in day-to-day business
matters and having her employees be the "providers of choice,"
getting the recognition and respect they deserve for the services
they provide to U.Va.
Many people don't balance their own checkbooks. Yet you balance
the University's, which has an annual budget of more than a billion
dollars. What prepared you for handling this job?
I'm very detail-oriented and analytical and comfortable with numbers,
and certainly my educational background in economics and finance
helped. But when I think of a budget, [whether] it's a billion
dollars or $100,000, the same principles apply. It's just there
are more zeros at the end of the numbers in our budget. Generally
I think people -- particularly in this institution -- who are
directly responsible and accountable for budgets, meaning deans
or department or unit heads, they're the ones who really manage
the budget. We really have to rely on these managers to manage
their expenses appropriately, and we are very fortunate at this
institution that that occurs regularly. We have very little problem
with over-budget conditions.
You are the only woman vice president at the University now. What
leadership qualities do you think helped get you to this level?
I always like to say I was in the right place at the right time.
A little bit of luck. Hard work, I think. I was an entry-level
budget analyst when I first started at the University. I remember
I made $15,000 a year and was a grade eight. I've grown up [professionally]
at the University. I've been here 18 years and pretty much have
done whatever it takes. I really wouldn't ask anybody else to
do something that I wasn't willing to do myself. I never pretend
to have all the answers just because I'm the vice president [either].
on Colette Sheehy
Education: Bucknell University, B.A. with honors in Economics,
1978; Rutgers University, MBA, 1985.
- I like mysteries. I read a lot of John Grisham.
- I used to go to the gym every day before and all the way
up until the day I had Ryann. But I don't have anybody at
home to watch her now. Instead, I ... put her in the jogging
stroller and go for walks or runs [at home in Crozet].
& Crafts - Since Ryann was born, I've gotten into scrapbooking.
The pictures are piling up faster than my ability to get
them in a scrapbook, though. Sheehy also wears a hand-crafted
power-bead bracelet, a gift from her daughter last Christmas.
"The beads are hematite, which is supposed to relieve
Favorite book: Right now, my favorites are "The Going
to Bed Book" by Sandra Boynton, "The Big Red Barn"
and "What To Expect in the Toddler Years."
Hometown: Freehold, New Jersey
Family: 16-month-old daughter, Ryann
Awards: WFPA (U.Va.'s Women Faculty and Professional Association)
Woman of Achievement Award, 1995 Alpha Chi Omega Sorority
Award of Achievement, 1998
Community activities: Tutor, Literacy Volunteers of America
Endowment Committee member, First Presbyterian Church
U.Va. chapter adviser, Alpha Chi Omega Sorority
Professional Affiliations: Board member, Blue Ridge Health
Alliance, Inc., and QualChoice of Virginia, Inc. (1994-present)
Association of College and University Business Officers'
Council of State Senior Business Officers, vice president
(1998-99) Member, WFPA
How much of your time is spent dealing with management issues
versus budget issues, or is it that easily separated?
It's not, only because whatever I deal with always seems to come
down to money. It's always something having to do with resources,
so the budget aspect really does permeate everything.
The billion-dollar budget for the University, what portion of
that is state money?
$752 million of it makes up the academic division, and about 21
percent of that is general funds.
How do you and those who report to you make sure that services
are being provided across Grounds?
A lot of what my folks do are daily kinds of things. We're writing
payroll checks. We're mowing the grass and cleaning the buildings.
We have a really good staff ‹ good managers and employees who
know what needs to be done. We're always trying to assess what
the needs of the University are and trying to come up with ways
to address them. That isn't always easy.
Describe your management style.
Collaborative, I guess would be the buzzword. I really do like
to consult people when I make decisions, to the extent that that's
possible. I think it generally fits pretty well in a university
environment, which tends to be a consensus-driven type of environment.
How many employees currently report to you, and how do you communicate
A: I think I probably have about 800 employees; about 700 are
in Facilities Management. I communicate most often directly with
my managers. I rely on them to disseminate information [to employees]
within their units. I meet with my eight managers individually
every three weeks, then we have a staff meeting once a month,
a manager's meeting once a month, and I'm in constant e-mail communication
with them. I also have an open-door policy anytime anyone needs
to see me. I've done open forum-type meetings for employees across
the University, too, because of the areas that I have responsibility
for, like Human Resources. I also visit with employee councils.
Facilities Management has an employee council just within their
unit, and I visit with them occasionally as well.
Who in your opinion is a good leader, and why? And who has been
your role model or mentor?
A: I have to say I've only worked for two organizations in the
22 years that I've been employed since graduating from college.
And I've had different positions within each of the organizations,
but I've pretty much had only two bosses, both of whom have been
men [at U.Va., Leonard W. Sandridge]. But both have been role
models and mentors to me -- given me a lot of opportunity, let
me kind of be out there, be out front, take responsibility. And
I think that's helped my development professionally. But then
I also have to say that my mother has really been a role model,
too. My parents were divorced when I was pretty young. My mother
raised three children, and I think did a good job of it. She is
a really independent person, and I think that's maybe where I
get my independence. I've had to do a lot on my own as well, and
I admire my mother for what she's done in my life.
Process simplification, the term given to streamlining U.Va.'s
business practices, was your idea. Can you explain how it came
about, and what's happening with it now?
We started it in 1994. It came about because we were just coming
out of budget cuts at that time. [There was] a kind of willingness
at the state level to look at loosening up controls from central
agencies in Richmond and giving institutions more authority over
their business processes. We really felt like we needed to demonstrate
that what we could do locally was better and more efficient than
when they controlled it in Richmond. Process simplification is
probably one of the things I am most proud of in terms of something
that has come out of my organization at the University. Once the
administrative part got folded into U.Va.'s Integrated Systems
Project, we started an effort on the student services side, looking
at processes that impact students. That's still very active. We're
talking about the Bursar's Office, Student Aid, Admissions, Registrar,
International Studies, Orientation.
Was process simplification effective in garnering the University
I definitely think so. What I like about it in particular is the
involvement of a variety of people across the institution, and
the whole change in philosophy on the part of [the state's] central
offices -- from "we're going to do what makes it easy for
us, and if it makes it more difficult for you guys out in the
departments, well, you'll have to live with it" [to] much
more concern about what folks in the field think about things
and about how decisions made [in Richmond] impact people in the
field. So it's really been a good growth opportunity for us.
Q: What is the major management and/or budget need facing the
University in the near future?
There are some serious issues, I think. One would be, how do we
begin to operationalize the Virginia 2020 Commission reports once
the comment period is over, and people begin to coalesce around
certain recommendations that the president feels are worthy to
move forward? All of those reports have very large resource requests
associated with them. It will be a challenge to address those
[needs], particularly given the effort that has been put into
developing those reports. I think we made a gesture in the current
fiscal year, when we were in the budget development process. We
had some of the draft reports. So we had an inkling of what some
of the recommendations were going to be, and rather than wait
another whole year before doing anything, we did take some steps
to advance some of the recommendations we thought were likely
to be supported [by] allocating some additional resources in the
Has becoming a parent (in July of 1999) changed how you balance
your work with the rest of your life?
It has definitely changed my life. When I was pregnant, so many
people would tell me that my life was going to be so different.
And I said, "yeah, yeah, I know." But I don't think you can ever
really appreciate the extent to which it does [change] until you
have your own child.
So you're enjoying it?
Absolutely. I was at a point in my life where I really did need
something else to center my attention on, because I do tend to
be a workaholic.
What was your workday like before motherhood?
7 a.m. to 7 p.m. many workdays, and I worked more when I got home
at night. I also worked at least half the weekend. I don't do
that now. I mean I can't, and I won't allow myself to. I need
to leave and be home by 5:30 or shortly thereafter. When I get
home, there are two or three hours before Ryann goes to bed, and
it's my time to be with her. I sit down and do some work after
that, but not [usually] on the weekends. And that's been refreshing.
I spend much more of my time with Ryann, obviously. But I really
feel at the end of the weekend that I have actually had a break
from work. Before I felt like the weekend was nothing more than
an extension of the work week, which isn't healthy.
What would you hope to see if you were to look out onto the Grounds
as the year 2020 approaches?
From my vantage point, in looking at the institution 20 years
from now, I think in terms of the areas that I'm responsible for
and what I would like them to be. Number one, I would love for
us to be at the place where we managed our resources and our processes
pretty independently from the state. That we'd be at the point
where the state recognized that the University of Virginia has
the capability to run its own operation -- still be accountable
to the state and the taxpayers who provide us with some of our
funding, but [operate independently] in day-to-day matters. I'd
[also] love to see units like Facilities Management or Human Resources
or Procurement Services be at a place where they were respected
for the work they do, that if you went to anybody and said, "Who
do you want to renovate your building, or who do you want to paint
your office?" they would not hesitate to say, "Facilities
Management, because they do the best job."