MS. KATRINA E. JAMES
“Trustees must balance providing
resources to support student
instruction, faculty development,
research, and financial aid
with implementing sound fiscal
operations to ensure long-term
sustainability for Cornell;
continued emphasis on fund
development, stewardship, and
cultivating additional sources of
revenue are vital to Cornell’s shortand long-term financial health.”
Cornell Degree: BS HumEc, 1996
Other Education: MSW 1997, New York University School of
Social Work; JD 2007, New York University School of Law
In her State of the University address, President Garrett charged the university with
being “creative in seeking support from industry, foundations, and philanthropy” in
order to strengthen Cornell’s foundation—its faculty. What impact have Cornell faculty
had on your experience as a student and as an alumna/us? How can you contribute to
the discussion of broadening the ways in which we seek to add support for increased
funding for the work of our faculty?
Cornell’s faculty had a tremendous impact on my student experience. My
professors taught me much more than the concepts found in textbooks; they
taught me to think critically and communicate effectively, skills that have
been essential to my professional development. As a member of the Cornell
University Council, I and other alumni continue learning from faculty
about innovative research and programs, and share this information as
ambassadors for Cornell.
During my tenure as chair of University Council, giving among members
rose from 77% to more than 85%. My experience with increasing alumni
engagement and giving would enhance the discussion about increased
funding for faculty initiatives. Further, I know that individual, foundation,
and corporate support is crucial to the success of nonprofits. My knowledge
of diverse funding sources and donor cultivation strategies from my work at
the Harlem Children’s Zone would also be beneficial to conversations about
innovative ways to support faculty.
Engaged Cornell, an initiative that will focus on establishing “community engagement
and real-world learning experiences” for undergraduate students, will collaborate with
Global Cornell to provide international service-learning opportunities for those students. This is just one way in which the university will strive to enhance the experience
of undergraduate students. In what other ways do you believe the university should
support students and prepare them for life after Cornell?
A Cornell education should prepare students for long-term professional
success. Students need more than an academic foundation to be
successful after Cornell. In addition to the international service-learning
opportunities that Engaged Cornell will provide, students need support
in exploring career options. The university should actively encourage all
students to complete internships and externships; this would not only allow
students to explore various career paths, but it would provide relevant
experience that would make students more attractive to employers.
Additionally, Cornell must strive to continue providing a level of financial
support that allows all students to freely pursue a meaningful career path
without the burden of excessive student debt. Although it is not feasible to
provide scholarships and grant-based aid to all students, Cornell should
provide expanded work-study opportunities to allow students to reduce
their overall indebtedness.
The university seeks to expand cross-campus academic programs and to grow, not only
in New York City but also globally, including a soon-to-be opened office in Shanghai.
How would you apply the lessons you have learned (e.g. challenges and successes)
within your industry to inform the conversation about Cornell’s presence in the global
landscape?
In a time of great focus on education reform, I am fortunate to work for
the Harlem Children’s Zone (HCZ), which has developed a viable model
for providing K-12 education to ensure student success in under-resourced
neighborhoods. HCZ’s success in developing its model may be applicable
to Cornell’s planned growth in the global landscape. A well-developed
strategic plan was critical to HCZ’s success. Other communities have
struggled to replicate HCZ’s model because they failed to devote sufficient
time to strategic planning. Development of viable models for global
expansion that ensure student success should be a key aspect of the
strategic planning process that President Garrett announced during her
State of the University Address.
Establishing rubrics to evaluate effectiveness has always been a challenge
in education. President Garrett has spoken about Cornell’s role in
tackling difficult world issues. As Cornell expands its academic programs,
it will be important to determine the desired impact of an increased
global presence and develop metrics for measuring success.
Professional Experience:
•Harlem Children’s Zone: Strategic Operations Advisor for Secondary
and Collegiate Programs
•Skadden, Arps, Slate, Meagher & Flom LLP: Senior Associate,
Government Enforcement and White Collar Crime Group
•Clifford Chance US LLP: Associate, Litigation Group
•New York University Robert F. Wagner Graduate School of Public
Service: Assistant Director, Admissions and Recruitment
•Fordham University Graduate School of Social Service: Director of
Recruitment
•Harlem Dowling-West Side Center for Children and Family Services:
Special Assistant to the Executive Director
Alumni Service:
•Cornell University Council
° Immediate Past Chair (2014-present)
° Chair, Nominating Committee (2014-present)
° Life Member (2014-present)
° Chair (2011-2014)
° Vice Chair (2009-2011)
° Chair, Annual Meeting Planning Committee (2009)
° Administrative Board (2008-present)
•President’s Council of Cornell Women
° Vice Chair, Alumnae Engagement Committee (2015-present)
° Member (2014-2020)
•Cornell Mosaic
° Vice Chair (2014-2016); Steering Committee (2009-present)
•Trustee Committee on Alumni Affairs (2011-2014)
•Cornell Alumni Association, FHTR Selection Committee (2013-2014)
•Committee on Alumni Trustee Nominations (2008-2012)
° Chair (2011-2012)
•Class of 1996
° Reunion Chair (5th, 10th and 20th Reunions); President (1996-2001)
•Human Ecology Alumni Association
° Co-Chair, Career Networking Committee (2011-2013); Co-Chair,
Student Affairs Committee (2010-2011); Director-at-Large (2009-2013)
•Cornell Association of Class Officers
° Vice President (2004-2007); Director-at-Large (2000-2004)
•Cornell Black Alumni Association
° President (2001-2003); Life Member
Community/Public Service:
•Lawyers for Children Leadership Council (2014-present)
•Assistant Counsel, State of New York Commission on Judicial
Nomination (2009-present)
•NYU Law Alumni Association Board of Directors (2008-present)
° Vice President (2016-present)
° Co-Chair, Nominating Committee (2012-present)
Additional Information:
As a Cornell University undergraduate, Katrina was a Cornell Tradition
Scholar, a Cornell Ambassador, and a Student Tour Guide. Katrina also
served as president of the Minority Undergraduate Law Society and
president of Sigma Gamma Rho Sorority.