I. Call to Order

Ladies and gentlemen, I would like to call to order the Fall 1996 meeting of the University of South Carolina's faculty. I want to welcome you back. I hope you had a refreshing summer. I know for many of you that it has been a busy time. I ran into some faculty all over the world. So I am pleased to see some of you getting to travel a little bit. I know Norma and I did had a great time. Is there some significance to everyone sitting on the left here today or my right? The adrenalin really starts to pump when the students come back. It seems like a rather tranquil summer. You just can't imagine getting yourself really really going again come about the beginning of July or August, but then these students start unpacking and you see the expectations and the responsibilities and the excitement of what we are achieving in attracting the kind of students the graduate students and undergraduates. Then the new faculty arrive and their expectations and excitement that we have because we really recruited well once again. I think everyone is ready to go again.

About this time of the year, I am asked to make a presentation to the Commission on Higher Education about the budget. Last year I did that and spoke very little about the budget but spoke about the vision of the institution and mostly unmeasurable things but just the quality the tone, the mood, the aspirations of what we were trying to accomplish. This year, the Commission on Higher Education is debating the parameters by which we are now going to be funded - outcome parameters, achievement parameters, quality parameters. I thought it best to use more quantitative numbers to make the case for where we are at this institution, what our aspirations are, and if you will permit me I am going to share with you what I presented to them.

You know we have a new commission. It has members from the business community on it. It has members of our Board of Trustees. Our current chairman of the Board of Trustees, Dr. Eddie Floyd from Florence, is on that commission and so we have a little better improved opportunity to make the case for the University of South Carolina and particularly this campus. So if you will let me do this, it takes about a half an hour and then we will proceed with some of the other issues.

II. Correction and Approval of Minutes

I will ask you first though to go through the proper order of things. Are there any corrections or additions to the minutes that have been circulated to you? I received none in the office. I see none and hear none. I assume the minutes stand approved as circulated. Let's have a vote any way. All those in favor of the minutes being approved as circulated signify by saying aye. Opposed, nay. Thank you very much.

III. Report of President

Because the commission is new, and you really can't say to these commissioners frequently enough what the purpose of this University is. I found out last year and the year before that to begin with the motto is always interesting particularly for an institution, the heart of which is the liberal arts. I always remind them of our motto here, that " learning humanizes character and does not permit it to be cruel." We are still in the business of humanizing character, of educating people for a life of total fulfilment. So we dwell on that a little bit. We begin with it and we end with it.

Essentially this is what I talked about: the recent progresses we have made, with an emphasis on fiscal accountabilities since there have been so many questions asked in the last 5 years about that. What our standards and goals are? We brag a little bit at first and then we become a little more sober as we see what the competition has done. We talk a little bit about that. The budget challenge for us, the particular goals for this year and again the ideals of this institution.

So, recent progress, we have made progress in attracting very good students. Our aspirations as you know are to become members of the AAU, and one of the key issues there is the quality of our student body, both undergraduate and graduate, but undergraduate particularly. We have improved the quality of our undergraduate student body. We have served mainly South Carolinians. One of the issues that we have to face is we have been a leading school in the country where the best students from the state go out of state to get an education. That's just what is fashionable. You can get a good undergraduate education in South Carolina. We are attracting increasingly the better students from the state of South Carolina. You have about 82% in-state undergraduates - this is last year's number throughout the whole University of South Carolina, including all of the other campuses. 22% minorities. You have voted to increase an admission standards twice, and we still maintain our diversity with the state with over 3 million people - 30% of whom are minorities. This is very important for us that we serve all of the students of this state. We have increased the applicant pool. We have significantly increased the inquiries and then increased the applicant pool. When we are asked what do you do with your time - you know we hear a lot of this bashing nationwide that we are not teaching, that the graduate students are doing our work, and we are all over the world in professional activities. You know my answer to that is that you can't graduate 4700 baccalaureate degree students, you can't give 1800 masters, 250 Ph.D.'s - 4 times more than any other institution in the state, that those kinds of numbers don't happen if faculty are not working, not teaching, not looking over dissertations, and not working with students on honors projects etc.

We are one of the leaders in the graduation rates among minorities in public institutions after the University of Michigan and Virginia. We are third in the country. That is something that we are proud of. We were told in 1801 to serve the entire state. Some people like to call us the Columbia University. This shows you where our students come from in the state. We have alumni throughout the entire state. We have 8000 in Greenville, 6000 in Charleston. We do serve the state. This is where people in the entire state come for a short time and they live together. I visited 35 cities last year in the state of South Carolina, and I can tell you it is like visiting 35 different countries. There is diversity of cultures in this state. We bring these people here for awhile. It is a very important strength for this state to have this University here to attract students from throughout this state.

We have significantly increased the students who qualify for merit based scholarships. 30% since 1994. The Palmetto Fellows were funded for the first time this year, you know from the Barnwell site. 139 Palmetto Fellows came to the University of South Carolina this fall and 6 to the other campuses. I think a total of 395 when to all the public institutions. If you add up all the Palmetto scholars in all of the private institutions-- add them up-- we did better than all of them added up. This is being increasingly judged the place to go for quality under- graduate education. Since 1994, we've had 30 national scholarship award winners, with the Trumans and the Fulbrights, and the Goldwaters and the 9 Rotary International scholars and again this year we have done extraordinarily well.

The Honors College. This September we actually have a waiting list for students getting into the Honors College. We have 37 students who wanted to get in and could not get in, were qualified to come but we didn't have room for them. 20 of those students have arrived any way hoping to get in after the first or second semester. Increasingly we are finding out countrywide that very good students are shopping for particular kinds of programs. They are not just picking an institution. The Honors College is one of those programs that they hear about and get excited about and feel challenged by that opportunity.

SAT score. I shall show you some other numbers going up every year in the last 4 years. The blue line shows this year's. You can see what the - the fall of 95 -you can see how we have improved our SAT scores both for the Honors College and for the baccalaureate. These are first time students. Even our provisional year students and all freshmen students. Also, importantly, how do these students perform? The best indicators of success to us is the pre-college curriculum in their high schools. That is increasingly important for us as we do very specific kinds of recruiting. We know the high schools. We know the courses. We know the teachers. And you can see that the grade-point averages have gone up. I hope that is reflected in the classroom performance that you are experiencing in the university. Good students - it is important to the AAU that you have an outstanding library. We brag about our library being reranked last year, up 13 spaces beating, MIT and Notre Dame and Vanderbilt. This does not go unnoticed by members of the legislature. There is no other institution in this state that can be ranked as high as this college. You know through the Futures Committee's process we have rewired 112 buildings. We have 5400 work stations. I hope you are experiencing the increased opportunity to be involved with the world of information. We replaced our computer last year. It is about this size in a room that used to take the whole room to put the computer in, and we have doubled the capacity for this institution.

Sponsored Research-- another great indicator. We have increased our sponsored research last year, 1993-94, 19%. We were about 6% last year. If you look at all the other institutions with whom we like to compare ourselves, most of them are down - down in federal funding. We are increasing the number of large grants, and we see a great opportunity to increase that further.

We finished that master plan, and Charlie Jeffcoat is here today to tell you what the progress is on the master plan, what we are funded, what we plan to fund. We have over 130 million dollars worth of construction going on the campus right now. And of course we are in the quiet phase of this Bicentennial campaign. We are really getting excellent responses. We are in a quiet phase of soliciting. Our Board of Trustees, the members of our Education Foundation, Development Foundation, Business Partnership Board, Friends of the Humanities etc. We want to have all those gifts pledged before we announce the public phase of this campaign which will probably be another year and a half off. And Charlie Phlegar is here, the director of development, to bring you up to date on that campaign.

Fiscal Accountability. You know 2 years ago they were trying to cut us 10%. They were claiming that we just weren't working hard enough. There is a lot of waste here. We needed to tighten our belts. Well we went ahead and decided we needed some outside help to ascertain whether we really could do that and everything that we heard was that we are one of the most efficient, one of the most effective and productive universities in the south. Here are some of the quotes: Peter Bryan, senior associate for the USA group, "University of South Carolina is unique and unlike most other flagship and land grant institutions in simultaneously achieving their goals of diversity and improving quality without reducing the size of the freshmen class. This is 1993 study by the University of Tennessee of the southern universities. We are the top university in the south, spending 77% on instruction and academic related activities. The 1995 state audit: Since 1991, 92 cents of every dollar we received went to academics - instruction or academics. I think the CHE was a little bit surprised to see that kind of performance. Now if you want to borrow money then they will really come and look at you. So we had Moody's in here, and they ask you all kinds of questions. What is your recruiting? What is your retention? What is your graduation rate? Do these kids pay their bills? How much loans they go out on? They really look at you just like getting a mortgage on your house. And they upgraded our ratings to A1. There are only two ratings above this and very few academic institutions get those higher ratings. One way to get a higher rating is to get more public support. More support from the legislature. The other is to build your endowment, get more private support as well. "Management has effectively responded to fluctuating state appropriation and achieved modest operating surpluses through controlled expenditures as well as increased federal grants and private funds." That's what Moody's said. SREB in Atlanta says the same thing about us. We are under funded. It is amazing that we can produce with the money that we have. You will see what we spend per student in a few minutes. It just is an absolute wonder. A.G. Edwards - "The fact that the university had more students and less revenue than the sample average may indicate that the university is more efficient in serving its students or that it is under funded." It is under funded and it does a better job of serving its students.

Our Standards and Goals. We have raised admissions twice in the last 3 years. You have done that. You took a risk because this has happened before and our applicant pool went down. Our enrollment went down. Cash flow went down. You got less money. This time we took a risk. We raised admission standards and the applicant pool went up, enrollment stayed steady or went up, and we improved the quality. We need to talk this year about doing this again. I think we made more rigorous, more formalized, more systematic our review for tenure. We have been talking about post-tenure review, the kind of documentation we use, to be sure that we are held accountable, and we continue to make progress in what we are trying to achieve. We initiated increasingly recognition of outstanding teaching, and we said that if you get a teaching award it goes into your base salary. The CHE was impressed with that. It is not just a one time commitment. This means that you are going to continue to be paid better and it is one way to recognize that. The Trustees chipped in to give teaching awards. And we got the Foundation Teaching Grant from the Lilly Foundation.

What is our vision? I think we are collectively on board with this. The CHE and members of the legislature? We asked around: has everybody bought into this vision for the university? We want to be members of the AAU - that group of 60 institutions, private and public, that are among the most comprehensive, the most highly regarded, the best producers of Ph.D.'s in the country. We want to be one of the best 5 public institutions in the southeast. I asked the CHE to start naming the best public institutions. You start with Virginia, Chapel Hill, Florida. We want to be in that next couple that is mentioned. Just don't even think about it. We have a chance to be in that group.

The new legislation passed last year says that we should be a research 1 institution. We are the only institution with Carnegie 1 potential in South Carolina. We are the only one that has the comprehensiveness and awards the number of degrees and has the library to do that. There are only 73 such institutions in the entire United States. There are only 60 in the AAU. We can have one of the best public undergraduate programs in the southeast. I don't think there is any question about that. The kind of core curriculum that we have, the kind of faculty that we have - we can certainly do that. I believe we have the best honors college in the southeast. There are a lot of honors programs in universities. I believe we have the best honors college in the southeast already. We want a dozen or more graduate and professional programs that are absolutely ranked in the top 10. We have the master of international business studies program. We have marine science, geographic information systems. We have other potentials but we need to have these cathedrals of excellence, and I believe we have the potential for having at least a dozen or even more. Business School, because of that international reputation we were again in Success magazine ranked as one of the top 25 in programs in entrepreneurialship. We want to have one of the finest living and learning environments in the nation. This is a magnificent campus. We have a history of building beautiful buildings. The master plan is renovating many of those. The grounds here are impeccable. We continue to improve the environment here for good learning. Preston Hall, a great success. We have a long waiting list for students wanting to get in there. They asked me to explain the concept of the residential college where students from all classes live together, where faculty members live in. 40 or so of you have volunteered to dine with the students to be with them. We had a banquet last night with over 200 people there to kick off the year. We are going to do this to another dorm - maybe some other ones. We are renovating Maxcy and maybe that is a good candidate. We have people coming who are lodging there that wouldn't attend this institution without this kind of a concept. Information technology: we are already a leader in the southeast. The investment we made in computers and in software development and instruction. The library I already talked about. We currently have an economic impact on the state of 1 billion dollars. For every dollar the legislature gives us, they will get ten back and that's not counting the lifelong earning power of our graduates. That is the direct impact of the investment. We want to have a 2 billion dollar impact on this state. We are getting what around $75 million a year in research and we want to go to $140. We want to build an endowment of $200 million. We have not announced a public total for the campaign but we know we need an endowment. We cannot afford the scholarships. We cannot afford the scholarships. We cannot afford name chairs, endowed professorships without having endowment money. You will see in a little while how far behind we are in raising endowments. The real challenge is going to be raising that cash. I will let Charlie Phelgar talk to you about that in just a minute.

Okay, so we are bragging. SAT's are up, grade point averages are up, library is up, information science. But just like when you are on a diet and you lose a few pounds, you feel pretty good, and then you see your buddy come across, by God he looks better than you. Or you got a nice salary, and then you found out what somebody else is making - when you start comparing you wish you didn't know. Right. Well, what is the competition doing? Who is the competition? Well we want to be along with other members of AAU. We want to be in the Carnegie 1 category of institutions. Where are they? This is the south. AAU is the red. Research 1 are the blue. Georgia has 3 research 1 institutions - Georgia Tech, University of Georgia and Emory. One AAU institution - Emory just got in last year. Florida - Miami, Tallahassee, University of Florida - AAU five years ago. In the south, only 3 AAU public institutions - Virginia, Chapel Hill and Florida. How many research 1 universities in South Carolina? How many AAU institutions in South Carolina? None. Which institution has the best chance? Only one - the University of South Carolina. This is the pitch we are making to the business community throughout the whole state whether they are alumni or not alumni. This state deserves to have that kind of credibility. You can make this happen. You want to be the only state in the south that doesn't have a category 1 institution and no chance for AAU? South Carolinians are competitive and not just in football. They don't like this, and we are making some headway getting this across. Let's look at some of the other data. Let's look at enrollment. Is your enrollment equivalent to these other institutions? Are we comparative to Virginia, to Florida, Georgia and Chapel Hill? Hey enrollment is about the same. The revenues for tuition ought to make that possible if we had enough state support. In state and out-of-state. The top portion here is out-of -state. You know we're pretty good. Virginia is almost a private institution. They have a lot of out-of-state students. Percent of total revenue from direct state appropriation? I said Virginia is almost going private. They are raising tuition 10% a year and they have the reputation and they have the attraction - they can probably get away with that. We can't do that. Well, 40% of our budget is now from the state. That has dropped considerably from 61%, I think, 10 years ago. So we are low here. So how do we make up for this difference in support? We have to raise tuition more than the other states. Well there is a comparison in tuition. Let's take Virginia out of the picture. Florida - $1800. We this year are at $3362. Georgia - $2694. That lottery is killing us with these Hope Scholarships. Any student with a B average and a 1000 SAT gets to go free to any institution in Georgia. And then we all know about the generosity for higher education in Chapel Hill. This is almost $1700. Last year when I made this talk we were about $1300 behind per student and we made up about $600 in that in tuition. Another case for needing more state funding. Direct state appropriations for FTE students. This is what the U.S.News and World Report publishes every year. You know they put out the rankings - 1st quartile, 2nd, 3rd or 4th. We are at about $6100 per student. Florida is at 78 and 88. So we are now about $1700 dollars behind. Here is the endowment figure. That is really sobering. They did not like to see that at all. Virginia is almost at what Charlie - $1 billion, for a public institution. The University of Florida is way above us too. Chapel Hill just finished a campaign celebrating their 200th anniversary - the bicentennial campaign. They start out asking what 250 - so what did they raise? They raised $450 million dollars in a wonderful campaign headed by the CEO of Nationsbank. We must have such a campaign. We are way behind the time to do that - $85 million for endowment. That is one reason why we have to have that bicentennial campaign. So that is the budget challenge for us. How do we spend our money? We said several years ago to the legislature, "you know you are not funding us. We have to go out to raise more money through grants, raise more money through gifts, raise the tuition. This is for all our campuses. Tuition is now 26% of our budget. State appropriations 40. Federal grants about 14. Thank you for all the work you do in getting those grants and buying that equipment, supporting those graduate students, taking care of your summer salary. Sales and services is 11. Private funds is 5 and "other" 4. I already mentioned that this 40% used to be 60%. This has happened since 1981. The decrease in funding. This is not just South Carolina. It is worse in South Carolina than it has been. You know we had that Hugo problem. We had the federal mandate for more prisons. We had increase costs for Medicare and Medicaid. We had that recession. We took care of all of that. We thought that last year that we were finally going to get more money for higher education, and we allocated it to something else in the state. We just can't continue to let that happen in our state.

What do the students do as the tuition goes up? Well here is an indication. 1991: in one year they ran up, South Carolina students at our university $29 million in debt. Last year they accumulated $62 million in debt. They use credit cards a lot more than they used to. We are being paid by credit cards. Here is the number of loans going up since 1990.

Here are the states in the south - since 1986, the last 10 years, % increases throughout the south (this is another slide they did not like to see). In Georgia because of the lottery, 84%; Tennessee - 64; Florida - 56; Kentucky even 39 and there we are, 33. Funding increased 33% and enrollments increased 78. We have really maintained our responsibilty in tight funding times by not increasing enrollment. Some schools have increased enrollment, particularly from out-of-state, to get more cash. And then they have been underfunded and cry "we are the worst funded institution in the state," but I think we were smart enough not to try to do that because tuition alone is not going to make you a viable institution. You need to have state support along with the tuition.

Percent of revenue. Because we had to build those prisons and take care of Medicare and Medicaid, we went from being 16 1/2% on the state budget to 14.8%. And formula funding: from 87% to just 68% for the entire university. Over the last 5 years we have accumulated deficits for all of higher education of about $250 million.

Here are our funding goals for the year. We have had 2 years of salary increases. Not enough. Or we are going to lose our faculty. And by the way these faculty we have lost, we make a big deal out of that. And again, they don't like to lose faculty to the competition. We want to keep the best faculty here. We have these performance parameters. This is our chance as defined uniquely for this campus parameters that will fund us sufficiently so we can be competitive. There are no other institutions like us--Clemson and MUSC will have some of those similar parameters-- but not nearly what we were able to define for ourselves. We got to have an excellent, first-class provost. The search committee worked very diligently last year. We had a dozen or so people that we interviewed. We brought five to the campus. There were 2 finalists, none of whom really built that kind of swell of excitement and support from all the constituencies that need to be involved in that decision. We are continuing to use Korn/Ferry - Matt Bruccoli is going to head that search once again. We have put together a new committee and we are going to continue the search until we find someone that can share in this vision and have the energy and has the credibility and has the respected authority that you would want in a provost to make all this happen with us. I appreciate your patience. As one trustee said, "I am proud of the University for its not having made a mistake just to appoint a provost. Let's get one that we all feel we can support."

You have your strategic plans in your college and you are developing those and you want to continue to work with our interim provost, Don Greiner, to implement those strategic plans. We are not going to stand still. And I would certainly hope that we would consider again raising the academic standards for the institution.

I begin with this motto and I talk about this motto because it is very important to our society. I have been telling them I've been hearing about character from the press now the last 3 or 4 weeks but we have been talking about character since 1801. I remind you that this institution was created in 1801 and part of our mission was to certify people of good character to become leaders in our community. We still are committed to that as a purpose of being here as a university. We want to maintain the best of instruction and scholarship in the humanities and the liberal arts as well as some of the more practical aspects of business, law, nursing, pharmacy and all the rest of them. If we can do both of these, then we will be doing what the citizens of South Carolina funded us to do in 1801. Remember we were the first public institution funded -- in 1801 we received $50,000 -- before Virginia, Chapel Hill and Georgia. They were chartered first but they were not funded. The reason we were funded was that somebody made the case that this state needed this kind of leadership, and, I believe, it is time for this state again to commit themselves to try to get this kind of leadership. That concluded my comments to them and then I answered questions and at least my chairman, Eddie, said I did a good job. We'll see what happens. We are working with the three committees to establish those parameters to be sure that they are dealt with fairly. One of our chancellors, Bob Alexander, is the President of the Council of Presidents this year, and I am in almost daily communication with him. He is keeping an eye on what is happening between the Council of Presidents and the Commission on Higher Education.

I have not heard you make a case that you want a significantly increase the size of this institution, but I have heard you say you want to improve the quality so we hope to get the very best and use that to again raise the level of excellence for this institution. We have our hands full in building new dormitories, renovating old dormitories. We are way behind in deferred maintenance in doing our classrooms, but you will hear a little bit from Charlie on the progress we are making. So, I think, that is our intention right now. We are building a new science building. Charlie will talk about that also. But we are at about maximum capacity even for the research that we have going on right now. If you look at the master plan, it is going to take all that we have to realize the completion of that master plan. The numbers for South Carolina are not as large as they are for the states of Florida or California, etc. We are projected to grow about a million people here, I believe, in the next 10 or 15 years but the student population is not nearly going to be growing as fast as some of the other states.

IV. Report of Provost

It seems to me that ever since I have been provost and I have come up and made an appearance before you I told you about the searches that have been going on. I guess I can do that again although we have fewer now then we did earlier. Right now, we have reopened the searches in education, public health, and the advertisements will begin to appear in September. And then the College of Pharmacy s search is about to get underway. The committee has been appointed except for the 4 people who are going to be elected by the faculty in that college. As you may remember last spring the President appointed a blue ribbon committee to look at the promotion and tenure standards review committee and that committee is headed by Professor Robert Patterson and he has told me that the committee is in the process of establishing 10 subcommittees and they were going to study various aspects of the process. They plan to have 2 meetings which will be held during the month of September on the various issues that they will face and Professor Patterson is here and he would be very happy to answer any questions that you would have. Are there any questions about this subcommittee? I guess it is too early to really get a feel whether you are going to object. As the President mentioned we do have a post tenure review committee. This is being chaired by Dean John Montgomery and his committee has pretty much finished their draft of their report and it will be considered very shortly by the Council of Academic Deans and then I am sure they will come before this body.

Salary equity is always something that people are interested in and you probably are aware there is a standing university committee that has been established which is supposed to advise the president and the provost on equity issues related to faculty salaries. This committee reviews statistical analyses and found no evidence or race or gender inequities this year. You will remember that adjustments were made last year on the basis of previously identified inequities. In addition each dean was asked to provide a justification to the provost for any faculty member whose salary was one standard deviation below the adjusted means and I have reviewed these justifications and then the committee will review the justifications as well this fall. In terms of the raises recommended for faculty this year all were to be based and supported by written justification of faculty performance. Then there is the issue of faculty workload. This is something that is not exactly the best of news I guess but over the past year there has been an increasing interest from the legislature on what we do here especially what are our faculty - how much do we work? Do we really only work 3 hours a week? But any way the HE has taken on this task and they have added a faculty staff components to its computerized management information system. And beginning this year the University will be required to report on the teaching, research, and service activities of all faculty. This information will be needed as the HE develops its set of performance indicators. And, internally Carol Garrison, as you know is the associate provost and dean of the graduate school, is working with institutional research providing the deans with this information for every individual in their college. Indeed this has been sent out and the deans are being asked to justify if it doesn't look like their faculty are indeed doing what they are supposed to be doing. This information has also proved very helpful in planning efforts in both the college and the university level. But, anyway, that is going to be something that is going to be with us probably forever or at least for the foreseeable future.

I told you that at the beginning that I felt like all I did was announce the searches. Well we were successful this year in getting some of our new deans in and I would like to introduce at this time Dr. Craig Rogers who is the new Engineering Dean. He comes to us from V.I., has a very distinguished record, headed up a research institute, and we are all looking forward to working with him here. We also had searches and appointed Dr. Blase Graham as Dean of the College of Criminal Justice. Unfortunately, Dr. Graham could not be with us today but I know that all of you will welcome him. I think he is very well liked and well-known person around campus. Then we have selected Dr. Farid Sadik as Interim Dean of the College of Pharmacy. Dr. Sadie. We have two other appointments that I should mention here. One the President alluded to. I think all of you know that Professor Greiner will be serving as Interim Provost. Dr. Greiner maybe you would like to introduce the new Associate Provost.

We are very pleased that Professor Ward Briggs, Carolina Professor of French and Classics, has agreed to serve as Associate Provost.
Now deans are important. Don't get me wrong but faculty are the real meat of the University and we have quite a few new faculty members here. (The deans introduced the new faculty who are listed on Attachment A.) With all of these new faculty, there is no way that we can't advance to the level that the President has set out for us. I congratulate all of you and I know it will be an exciting year. I want to also say that I have really enjoyed working you this year and I hope that it will be as an exciting year as I think it is going to be for all of you. Thank you.
We were talking about having an excellent crop of students. I tell the parents that when we first gather, "Thank you for putting trust in us." We are going to take care of your students for 4 and increasingly for 5 years. I want to thank this new faculty for placing trust in us. And, I am going to thank the faculty that's here for a tremendous amount of work engaged in getting this crop of faculty. I think Lester Lefton said he interviewed 75 faculty altogether last year. Let's give ourselves a big hand here for the work that we are doing. I also want to thank publicly Winona Vernberg for the outstanding job. She was ready to retire. We didn't let her do that. I think she really found out what a provost did this year, and I don't think James Moeser told her everything when he left either. So stand up one more time Winona. Thank you for your year as provost. Although Don is taking over here on Friday, Winona is staying on for a month to sort of help him along, and we will have another appropriate occasion where the University can come together to pay tribute and to thank her once again. I now would like to ask Charlie Jeffcoat to bring you up to date on the construction projects that took place during the summer and also what is planned here immediately. I hope you will stay also for the brief update on the campaign and then there is a reception, and I hope you will have a chance to speak for a moment with the new faculty.
First of all I want to ask has anyone noticed that there is construction going on on the campus? Also, has anyone noticed that it is not all going on at the stadium? In fact, we are probably doing about 4 times as much construction here on the campuses as is actually happening at the stadium. Even though that gets more news than the things we are doing here. What we have up is a list of projects that are currently either under construction or in the stages of planning or some of them have even been completed to date. The first one is probably the one closest to everyone and that is the National Advocacy Center which is a federally funded. An almost $30 million project that will train national attorneys on this campus. Every year it will bring between 10,000 and 13,000 people per year to the campus for additional training. It is scheduled to be completed in 1996 and probably occupied by the fall -- I'm sorry I am ahead of myself -- that is the parking facility at the top there. I'm sorry and it is completed and opened and it brought to this campus 1,300 additional parking spaces or new parking spaces and it was done as part of the National Advocacy Center. The Department of Justice gave us approximately $2 million for the replacement of parking that was lost on the site where they are building the Advocacy Center. Since I have already mentioned it, the Advocacy Center which is about midway down the list, is scheduled to be completed in July 1998 and occupied in the fall of 1998.

The next projects there are renovations to Maxcy, Preston and Simms, and Bates. Maxcy is currently under renovation - a total renovation of that dormitory will be the final dorm on campus to receive air conditioning and it will have new computer connections, electrical wiring and plumbing, etc. and a few more additional rooms. Preston and Simms are practically finished. That has been a 2-year project where we improved the public spaces in the dorms as well as the dorm rooms. Bates will begin next year with some exterior repairs and some interior refurbishment. That work is scheduled to be done in 1998.

Sumwalt was slightly renovated -- the School of Engineering almost wore the Sumwalt building out and so in order to put Computer Sciences in there we had to do some additional wiring and just some cosmetic repairs not nearly as much as the building needed and that is virtually complete now.

At the Blatt PE Center we are doing a modest renovation, about 3/4 of million dollars there, to afford the students a little bit more recreational space and to gain some space efficiency in that building. As far as the Blatt Center is concerned, one of the projects that is in planning which is not on the list, which we hope will be the next priority, will be a wellness recreation center to be built according to the recommendations of our master plan and we hope to be in the position to present that project for approval by the first of the year. We are beginning some preliminary planning and studying on it now. We mentioned the National Advocacy Center.

The Science Building and dorms demolition. As you probably noticed, two of the towers dormitories are gone. I think that site looks better already. We plan to build a new science building there. The first of the year we should have construction documents ready for bidding by the end of this year so construction will start in January and pending appropriations we will either complete the building 100% upfitting the laboratories or we will build as much of the building shell as we can and complete the laboratories as we receive money. We are in line for a $10 million state appropriation. That has not materialized but I understand we are still asking for it and I hope we get some of that money. The total fit up of the building is scheduled for February 1999. If we build a shell and outfit the laboratories as money comes in, we will finish it probably 6 or 8 months prior to that February 1999 date.

McMaster renovations. This is an important project that we doing for the school of Art. It will consolidate all the art programs in one place. I think it is also returning the Art Department back home. They were there many, many years ago but they will go to a newly improved home.

Fraser Hall will be torn down to make way for new facilities. The old facility will be totally renovated according to historic preservation guidelines. They will have a brand new facility there to operate out of. That building is scheduled for completion in 1998.

South campus housing phase I -- that is the project that is currently under construction in south campus. It is scheduled to be occupied, believe it or not, by the fall term next year. That contractor is really under the gun and is working very very hard to meet that deadline. That will provide the campus with 400 new apartment style bedrooms. The apartment style gives each student a private bedroom and anywhere from 3 to 4 students will share a living space and a common kitchen area in that building. It is a new style housing for this campus.

The Jones Physical Science Center is a renovation of two floors in the Jones Science Center and that will be accomplished after the science building is occupied. That is the only point in time that we are able to move research and vacate a couple of floors there to begin a total renovation of the Jones Physical Science Center.

Down at the bottom as you can see, is a Preston Green project. That is the only project on the list that is not actually a facility. It is a campus improvement -- it is demolition of some very antiquated facilities. We call them the science annex 1 and 2, of course, you know the old energy plant with the brick smoke tower next to it. All of that is slated for demolition after the completion of the science building and we want to develop a horseshoe type atmosphere within that area of the campus. We will try to maintain some of the parking for immediate access of those buildings that are back in that area. But, I think, this will become a very much improved area of the campus as will be some of the other projects that we are completing. Each one -- the National Advocacy Center, the new housing project, both of those projects will include green space with their plans. So you are going to see a lot of environment improvements on the campus as well.

One of the things I didn't mention is the library storage facility which is in the planning stage. We are having a piece of property appraised this week in order to present to the budget and control board the possibility of purchasing a site for that project and that is what has been holding it up is a lack of a site. That would allow us to move approximately a million volumes of rarely used books out of Thomas Cooper which will open up square footage -- very valuable square footage in the Thomas Cooper Library for other purposes. I think that is all I have for you.

We started several years ago spending several hundred thousand dollars a year on classroom renovations. This past year we completed the total retrofit of the auditorium in the physical science building. That is complete now with the exception of some of the audio visual equipment which, I think, is having a technical problem but it will be ready, I think I have been told, by Monday. Also we did a new classroom in the Davis College for the Library Sciences and that one is completed as well. Last year we outfitted some classrooms in Gambrell Hall and other areas of the humanities and will continue on that program for as many years to come as necessary. I have just completed a comprehensive classroom study which will outline, for my department, all of the classroom deficiencies and we will prioritize those deficiencies in order to make as many corrections to the classrooms as we can. I also hope that you have noticed that we are concentrating more on cleaning the academic facilities. We just completed cleaning the humanites classroom building very thoroughly and we intend, with the reorganization of our custodial services department, to focus more on academic space. So if you don't see any improvements in those facilities, you let me know or let somebody on my staff know. Thank you Dr. Palms. Any other questions for me?

I want to introduce Charlie Phlegar to you. He has been here a couple of years getting organized for this campaign. He is a veteran. He has been involved with I think over 35 campaigns in his young career and he comes to us from the state of North Carolina. He is going to bring you up to date on - that is one of the deans who asked for some money from somewhere. Wasn't it Charlie?
That was actually Dean Montgomery representing Dr. Palms. Dean Montgomery told the Board of Trustees that they would have to be responsible for raising more money. If you are new, Charlie Jeffcoat who just left, is in charge of parking at the University. In three and a half minutes, I have to tell you how to raise $250 million. There is some science to what we do and also a little bit of art to fund raising. There is a timetable that we are working on. We are in the second year of a 6-year project. The most important part is the recruitment of what we call a National Advisory Committee. We have recruited 36 outstanding individuals to represent you and the University. Many of these individuals we did not know 12 months ago. The president of Texaco is a graduate of USC and is now a member of our National Advisory Committee. So some outstanding people are coming on board to help us raise the money.

In fund raising you raise from the top down. You try to achieve those top gifts at the beginning and that is what we are in the process of doing currently. What type of gifts do we need to raise $250 million? What we are doing is testing $250 million to see if we can raise that. The University is very new at fund raising. Many of you have been here a while and are from other schools like Harvard and Yale that have been do this for years and years. This is big challenge for us. This University hasn't seen $3 million or $4 million gifts in its history. We need 30 million-dollar-plus gifts in order to raise $250 million and you see a top gift of $25 million on there. Many of you think we are crazy to think we can do that, but we have uncovered many prospects tied to this University that have the capacity to do that. How do you go about raising that? We have a structure in place. This is Amway at its finest. They were successful. We can be too.

Here you see that gifts needed in a major capitol campaign and what we need is about 2,500 gifts to make this work. In order to do that, we need about 7,500 prospects that are able to give at the levels that we are talking about. This year we brought in about 50,000 gifts to the University. Unfortunately, about 38,000 of those were under $100 and that is not going to work in this process. So we are looking at the people who have the capacity to make gifts from $25,000 and above. Dr. Palms' focus will be on those million-dollar-plus prospects.

You go through this prospect list year in and year out. You are building a volunteer network. We will have over a 1,000 volunteers involved in this process. Each college will have its own volunteer network. Their own goal. Last year we established a case statement committee of faculty members to determine what the priorities for the University would. Each college has a goal and most of them have fund-raising directors of development who will be putting this network together. It should work -- no, it will work.

The $250 million is not that big a deal for a university this size. The more challenging part of this is the $100 million worth of new endowment money -- cash money to bring our endowment to $200 million. That is a very very difficult challenge for an institution with no history of giving and no infrastructure in place. That is why I stay up late at night worrying. We will reach the goal -- that and even more. We have good fund raisers. We have good deans. We have a very aggressive university. I am very happy to be a part of this.

Can I answer any questions about fund raising? About how we can help you? If you don't know your director of development in your college, you should get to know that person. They can help you. If you don't know the Development Office, we can also help you. If you are seeking private grants, we can help you. If you are out there asking for money on your own, let us know you are doing it. It is kind of embarrassing when we go to IBM or some other major corporation asking for $1 million and discover that you were just there asking for $500 the day before. It can be a nuisance. NationsBank cannot fund all your projects so please clear those with me. Any questions? We appreciate your support.

Thank you, Charlie. We have made an investment in this project. One of the things that we did is we did an inventory when we started this process. We had a major firm come in and look at us to see what kind of resources we had to have such a campaign. We had no resources. We had no systematic data bases that we could use to see what the potential was out there. We had no staff. We have added considerably to the staff in the area of advancement and development. We still have only less than a half of what so many schools have. But we have enough to handle to bring these people in, and we are concentrating on all of the state. I mentioned to you I visited, I think, over 40 cities in the state last year, and we are continuing to have dinners in these key communities, bringing people on board sharing this vision with them and then working toward solicitation. A lot of cultivation takes place. You just can't walk into some place and identify yourself as a USC graduate. They know why you are there. They know we are having a campaign. This is all done very subtly. This is a five-year campaign. The largest wealth ever transferred from one generation to the next is going to take place in America in the next 10 years. No matter how you fill out your will, Uncle Sam is going to get some of that unless you give some of it away. We are trying to get that part that Uncle Sam was going to get from a lot of these people. We have a good case to make, and we have done so much and the progress you have made has changed the atmosphere on this campus. The mood that now exists in the state towards the University has really helped me in my contacts in this state. Service to the students, service to our new faculty so they will stay here and be successful, and let's continue to work together. I think we are going to have a very successful year. I have to snicker a little bit . I used to think the young faculty looked younger every year, but now we have a dean who is as old as one of my sons. So things are moving on.

V. Reports of Committees.


VI. Old Business


VIII. Good of the Order.


IX. Adjournment - 4:30 p.m.


NEW FACULTY 1996-1997

Applied Professional Sciences

Department of Retailing
Deborah Fowler, PhD, Texas Tech University
Ann Minton, PhD, University of South Carolina

Administrative Information Management
Robert Matyska, PhD, University of Missouri
Hazel Walker, PhD, University of Tennessee

Hotel, Restaurant and Tourism Administration
Stephen Morse, PhD, University of Tennessee

Business Administration
Tatiana Kostova, PhD, University of Minnesota

Criminal Justice
Kimberly McCabe, PhD, University of South Carolina
J. Mitchell Miller, ABD, University of Tennessee
William Ruefle, PhD, Florida State University


Educational Leadership and Policies

Donald Tetreault, PhD, University of Southern California

Educational Psychology
Eric Drasgow, PhD, University of Illinois
Louise Jennings, PhD, University of California-Santa Barbara
Robert Johnson, PhD, University of North Carolina-Greensboro
Instruction and Teacher Education
Laura Brinker, PhD, University of Wisconsin-Madison
Nathan Carnes, PhD, University of Miami, Ohio
Caroline Owens, EdD, Indiana University

Craig A. Rogers, PhD, Virginia Polytechnic Institute

Richard H. Seamon, JD, Duke University
Annette Ruth Appell, JD, Northwestern University

Library and Information Science
Robert Molyneux, PhD, University of North Carolina-Chapel Hill
Donna Shannon, PhD, University of North Carolina-Chapel Hill

Liberal Arts


Ann Kingsolver, PhD, University of Massachuesetts-Amherst

African-American Studies
Marilyn Thomas-Houston, ABD, New York University

Peyton Rowe, MFA, Virginia Commonwealth University

Kate Brown, PhD, University of California-Berkeley
Barbara Hancin-Bhatt, PhD, University of Illinois
Susan Vanderborg, PhD, Stanford University

Kirstin Dow, PhD, Clark University
Michael Hodgson, PhD, University of South Carolina

Germanic, Slavic and Oriental Languages
Kurt Goblirsch, PhD, University of Minnesota

Government and International Studies
Keith Toppler, PhD, University of California-Los Angeles
Robin Wolpert, PhD, University of Chicago

Lessie Jo Frazier, PhD, University of Michigan
Mark M. Smith, PhD, University of South Carolina
Tom Brown, PhD, Harvard University (jointly with Southern Studies)
Thomas Burke, PhD, Stanford University

Spanish, Italian and Portuguese Languages
Dorothy Peterson, PhD, University of Arizona
Gracia E. Tissera, PhD, University of Pennsylvania

Theater, Speech and Dance
James Hunter, MFA, University of Virginia

Women's Studies
Lynn Weber, PhD, University of Illinois-Urbana

Guy Bibeau, MD, Medical University of South Carolina
Morris Blachman, PhD, New York University
Ramoth Cox, MD, Medical University of South Carolina
Kathryn Hickman, MD, Michigan State University
Joseph Horvath, MD, Temple University
John Dewey Hynes, MD, Medical University of South Carolina
Davinder Lally, MD, Southhampton University
Jamaluddin Moloo, MD, Baylor University
Shanti Thirumalai, MD, University of Bombay
Karen Yokoo, MD, Northwestern University

Scott Price, DMA, University of Oklahoma

Constance Hendricks, PhD, Boston College
Carolyn Murdaugh, PhD, University of Arizona

Public Health

Environmental Health Science

Gary Kleppel, PhD, Fordham University

Epidemiology and Biostatistics
Maureen Sanderson, PhD, University of Washington

Exercise Science
Greg Hand, PhD, University of Texas-Austin

Health Promotion and Education
Belinda Reininger, DrPH, University of Texas-Houston

Speech-Language Pathology and Audiology
Maria Houston, MSP, University of South Carolina
Michael VanLue, MSP, University of South Carolina

Social Work

Errol Bolden, PhD, University of Pittsburgh
Toni Cascio, PhD, University of Pennsylvania
Jan Ligon, ABD, University of Georgia
Terry Wolfer, PhD, University of Chicago

Regioinal Campuses and Continuing Education


Ron Harshbarger, PhD, University of Pittsburgh
Bonnie Lawrence, PhD, University of Texas-Arlington

Kathleen Fritz, PhD, University of Maryland

James William Tucker, PhD, University of South Carolina

University Libraries
Charlene Loope, MLS, University of South Carolina
Patricia Shepherd, MLS, University of North Carolina-Greensboro
Robert Skinder, MLS, University of Rhode Island