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Tuesday, August 21, 2001
Stewart Theater
3 p.m.

1.    Welcome and Opening Remarks
The meeting was called to order at 3:00 p.m. by Professor Philip B. Carter, Chair of the Faculty .

Chair Carter welcomed everyone to the meeting.

2.    Introduction of Guests
Chancellor Fox thanked everyone for attending and introduced the Executive Officers of the university.

3.    Approval of the Minutes of the January 9, 2001 General Faculty Meeting
The minutes were approved without dissent.

4.    Statement on the 2001 State Employees Combined Campaign, Professor James Smallwood, Chair
"We all know the situation with the salary increases and the increase in medical health care. It is not going to be a particularly fun year to do this job, but it is an important job and I think we have to remember that not only are we experiencing some economic problems in that arena in terms of salary increases and increased medical care but Human and Social Services are also taking a big hit this year. Many of the people served by them are the very people that will benefit from the State Employees Combined Campaign. As we embark on this 2001 State Employees Combined Campaign, we are going to be sensitive to the situation that we are dealing with in terms of people’s salaries, particularly in our staff members, with the increased medical health cost providing additional expenses.

However, when you think about the State Employees Combined Campaign, there is a booklet that you will receive. In that booklet, all of the various organizations and agencies that have qualified are listed. I would like to point out that they are not listed in there automatically. They are scrutinized carefully by an advisory committee that looks at how much of their money goes to fund raising. They have to meet a number of criteria before they qualify. They must reapply every year to be included.

One thing I would like to stress is that the money will not be spent for a lot of administrative cost because it is largely run by volunteers.

Again, it is going to be a challenging year, but we look forward to taking on that challenge and I ask each of you to work in your division to try to encourage people to give. Please be as generous as you can. I want to thank all of you that have given in the past and would like to encourage you to please continue to give./p>

5.    Remarks of Professor Philip B. Carter, Chair of the Faculty
Introduction of new faculty:

(All new faculty were asked to stand and be recognized.)

Introduction of the ROTC Professors of Military Science and cadre:

"I would like to especially recognize Captain Ed Sager, the Marine ROTC coordinator who arrived in the spring semester, and LTC Michael Wawrzyniak, Army Professor of Military Science, who has just joined us. Colonel Wawrzyniak is a native Hoosier from Lebanon, IN and a graduate of the US Military Academy at West Point. Former UNC president Bill Friday enjoys saying that NC State has more generals in the Army than West Point. Clearly, based upon the distinguished military careers that many of our graduates have had, we’re doing something right in the way we educate and train future military officers at NC State. The leadership skills our ROTC contingents provide our students are as important as the generous scholarships that they offer.

A more congenial place:
This university can do a better job of being a community, of being a more congenial place, a place where, in spite of being the largest university in the state, we can do a better job of greeting people we pass on campus and in our daily interactions. What a tragedy it would be if faculty colleagues from New York and New Jersey should assert that Southern hospitality is just a myth at NC State.

One way of helping to improve relationships within our community is to eat lunch together. In spite of the fine facilities of the University Club, its location off from the main campus impedes its general use as a common site for faculty luncheon get-togethers. To facilitate faculty interaction, and afford more direct information exchange with the Faculty Senate and the Chair of the Faculty, I shall host a brown-bag lunch every Wednesday during the academic year at 12:15 PM in the Faculty Senate Chambers. I shall supply the soft drinks and the cookies. No reservations are needed. So, if you’re looking for someone to eat lunch with, if your usual luncheon group is getting boring, just come by the Senate Chambers and meet colleagues from other departments and colleges. There will be no planned program, just good conversation. At least I hope so;
I wouldn’t want "Wednesdays with Phil" to be as moribund as "Tuesdays with Morrie"1. The first such luncheon will be one week from tomorrow. All faculty members are welcome, including those presently serving the university in various administrative positions. The possibility of hosting the luncheon now and then at the EGRC or the College of Textiles will be investigated. But, for those with offices on Centennial Campus or at the Vet College, the Wolfline provides easy transportation to the D.H. Hill Library.

Following on this theme, and striving to find ways of enhancing this community of scholars to become even more of a university rather than a collection of colleges, I am asking for representatives of the faculty to meet with representatives of Student Government to propose the framework for what may be called the NC State Lyceum: A special lecture on a contemporary topic of importance to the entire university community, delivered by a person of national or international standing. The objective will be to create an atmosphere in which the end of the lecture will be the beginning of the discussion, from different perspectives, in every classroom on campus. Depending upon my ability to obtain funding, we may be able to host both a fall and a spring lyceum.

Life-Long Faculty Involvement:
The Senate needs to work closely with the university committee on Life- Long Faculty Involvement to identify how best retired faculty can continue to contribute to teaching and advising and have representation. One challenge is to improve communication between the departments and the Senate office. A review last year showed that a number of the retired faculty on mailing lists were deceased. It thus appeared that three groups of faculty exist: The regular faculty, the life-long faculty, and the eternal faculty. Efforts will be made to keep lists current, improve communication, and facilitate the involvement of retired faculty who may wish to continue an active association with the university.

Chair vs. Head:
Last year two Faculty Senate committees joined in a study of faculty governance at the department level at NC State and at a number of peer institutions nationally. It was learned that the term department chair and department head were frequently used interchangeably, with the function of the departmental leader, whatever the title, varying across a wide spectrum. The committees found that the turn over of leaders at the department and college level at NC State was virtually identical to the national average of 4.9 years. That means that, on average, we change 20% of our deans and department heads/chairs each year. (Assuming most of those serving as administrators stay at the university following such service, these findings, suggest that people in these positions should take an active interest in Faculty Senate affairs since the Senate may soon be representing your direct interests. So, again, come to lunch.) Considering the requirement for greater involvement of faculty in the reappointment, promotion and tenure procedures, as well as in the so-called post-tenure review, the joint committees’ report recommended that each college engage in a discussion this academic year on the most appropriate way for their constituent departments to structure administration to maximum benefit.

Honorary degree nominations:
The university administration and its Board of Trustees strongly support and encourage active faculty participation in the nomination process for honorary degrees. We are now at the point where each college could potentially be able to host annually an outstanding individual in a discipline represented within their college as an honorary degree recipient. I would encourage the faculty to work to institutionalize a process within their college so that outstanding nominees are proposed on a regular basis.

Competitive salaries are not the only attractions in the recruitment of excellent faculty; benefits need to be competitive as well. Addressing childcare needs, health, educational, and retirement benefits cannot be allowed to fall further behind peer institutions and, even in these difficult fiscal times, these needs have to be communicated to university and state leaders. The Faculty Senate will work with the Staff Senate, the Council on the Status of Women, the administration and other interested parties to develop responsible recommendations for addressing our benefits needs.

Broader Faculty Involvement:
Those elected to represent the faculty in the Senate cannot do it all. The few senators who serve may not possess the talents and knowledge required to develop the studies needed to address all of the important issues facing our faculty and university. It is hoped that faculty who may not be able to afford the time to serve on the Faculty Senate at this point in their careers will respond to requests for their special talents in addressing discrete needs. This may be done by serving on "white paper" committees to help the Senate develop responsible resolutions and recommendations. Please communicate your willingness to serve in such a capacity to your Senate representative or to me.

Knight Commission:
Lastly, this semester I shall ask the Faculty Senate to fulfill one of the requests of the final report of the Knight Foundation Commission on Intercollegiate Athletics, entitled "A Call to Action"2, and pass a resolution in support of its recommendations. Since its publication in June, people have complained that the Commission’s most recent recommendations are unrealistic, out of touch with the times. One Washington Post writer even took the criticism to the personal level, questioning whether the co-chairs of the Commission, Mr. William Friday and Father Theodore Hesburgh, both holders of NC State degrees, were out of touch with modern reality. Well, let me say to those who would nod in agreement that they weren’t out of touch when, as university presidents, Bill Friday dealt firmly with the Dixie Classic when a gambling scandal tainted its proud history at NC State or when Ted Hesburgh reined in the Frank Leahy juggernaut to bring balance between football and academics to his university. These men were not out of touch then and they’re not out of touch now. The issues were difficult then just as they are difficult now. What is required is the same fortitude exhibited by Friday and Hesburgh and a commitment to the proper balance of athletics and academics, the commitment to create and sustain an environment that appropriately balances the development of the minds and bodies of young people. It will be difficult but it can be done. Contemporary examples of university leaders who have made the hard decisions are President Miles Brand of Indiana and our own Professor Hal Hopfenberg, a Holladay medallist, who, while serving as our Director of Athletics, declined ESPN’s offer of funding if NC State would change its homecoming game to an open evening slot. Hal declined saying it would disrupt the Homecoming Dance. Lest some think that I am not supportive of college athletics or would tolerate a mediocre program, let me say that I cherish my experience competing in track on the intercollegiate level and I would no more defend mediocrity on the athletic field than I would in the classroom. I also am particularly sensitive of the pressures and sacrifices our coaches face, all of whom I respect and support, because I served several years as a high school track and field coach. I know there are no easy solutions to the challenges facing university athletics but, at NC State, we must try to identify the right approach and work to implement it. We should recruit student-athletes who want to be students as well as athletes and then we must educate them to be successful and happy in life after their knees give out. Only then can we all, students, faculty, and coaches derive full satisfaction from our athletic programs. Toward this end, I am accepting Lee Fowler’s invitation to discuss what we can all do together. I shall ask Lee, the Faculty Senate, our student leaders and our faculty representatives on the athletics council to come up with suggestions on how we might best engage our university community in the "Call to Action" and decide on the best "course of action" for NC State. My own preference is to propose a roundtable discussion, chaired by our distinguished alumnus, Bill Friday, perhaps with an edited version carried on WUNC-TV, to get the ball rolling.

Now if these points haven’t stirred your interest in faculty affairs, I don’t know what will…come, have lunch, let’s talk."

 1 Reference to the book "Tuesdays with Morrie: An Old Man, a Young

Man, and Life's Greatest Lesson" by Mitch Albom, 1997, Doubleday; ISBN: 0385484518

2 Copies available from:

6.    Remarks from Chancellor Marye Anne Fox
"Welcome back to what is likely to be an exciting and challenging academic year. It has indeed been an interesting summer. How fortunate we all are to be members of the NC State University community.

First, a few comments about our budget. Recall for a moment the Iran Hostage Crisis. Do you remember the TV broadcasts each week that, for example, began ominously, "We are entering Week 17 of the Iran Hostage Crisis?" Well, we are in Week 7 of the "no budget/continuing resolution" crisis at NC State. Since July 1, we have operated under a continuing resolution which, in effect, delays all proactive budget decisions. Until a plan for increasing state income is adopted, an operating budget will be speculative, and this ambiguity will affect our efforts to move ahead on our identified priorities. Given the fiscal difficulties faced by the state, the possibility of significant cuts still looms before us. We all hope for a quick resolution of these budget problems, reflecting the confidence in higher education that the citizens of North Carolina have always shown.

During the current legislative session, we have also had occasion to describe the positive benefit derived from wise investment of the indirect costs that flow from sponsored research. As a Research Extensive university, we continue to attract significant levels of federal funding. Our sponsored projects must support not only the direct costs for salaries, stipends, reagents, and equipment required for conducting the research, but also the indirect infrastructure costs that provide administrative support, library resources, lease or capital space costs and utilities. Given that many of these commitments are multi-year decisions that enable seed investment into facilities or new faculty, flexibility in managing our indirect costs is critical to our ability to plan for the future.

Legislators have also raised questions about faculty workload, thus prompting a useful discussion. Those who teach at Research Extensive institutions realize how much time we invest with each of our students – undergraduates, graduate students, and post-doctoral fellows. I know that the average work week for nearly all of our faculty substantially exceeds 50 hours a week, even when our formal listing of scheduled contact hours may list a much smaller number. Without the continued dedication of our faculty in addressing each of our missions, the extraordinary success of our students could never be achieved. I remain committed to clarifying to our legislators how important it is for our faculty to use their best judgement in allocating their time among the wide-ranging set of responsibilities they undertake while pursuing their educational objectives.

In these budget discussions, we will continue as well to emphasize the strong contributions that NC State University makes to the North Carolina economy. Even though we have so far been denied the use of expanded flexibility in managing this year’s budget, we still can very effectively tell the NC State story. The scholarly achievements of our students, faculty, and staff contribute significantly to our state’s economic growth, a great deal of which is derived from intellectual property created at NC State. In order to continue this growth, we need broader managerial flexibility, including the ability to manage internal allocations of indirect costs and faculty workload.

One of the most effective examples that we use in making this argument is to proudly describe to our legislators the success of our Compact Planning effort. As we all know, Compact Planning is an iterative strategic process in which each academic department, through the dean, and through the provost, and each service unit through the respective Vice Chancellor, define priorities and identify collaborations that will advance their academic and scholarly missions. Compact Planning has been vital in earning the trust of our legislators because it enforces our willingness to accept accountability on our chosen goals.

Matching appropriated educational support with campus initiatives will continue to be a challenge for NC State. I am told by George Dixon, our Vice Provost for Enrollment Management Services, that we have enrolled about 200 more freshmen students (and almost 500 more total enrollment) than we had anticipated last spring, possibly because of the downturn in the economy. Having more than 3,800 bright, highly motivated freshmen coming to join us is, of course, an exciting opportunity. It does mean, however, that many of your classes are going to be full to capacity. We thank you sincerely for your dedication and your eager willingness to work with this diverse group of new students.

Budget questions aside, we are all fortunate to work together at such a great university. Behind me you can see some illustrations of why I am so excited about North Carolina State University. We truly believe that we have emerged as a national leader in science, engineering, and technology, with programs informed by the humanities and the arts. With UNC-Chapel Hill, we stand proudly as sister schools in offering comprehensive scholarly and professional opportunities for this great state and region. Last year, for example, we ranked 16th in the nation for total research/expenditures. This research investment is best illustrated by the clear observation that our Centennial Campus is growing and flourishing, along with our Research Triangle Park partners.

Last year we were challenged by the Commission on the Future of North Carolina State University to move to an objective ranking among the top 25 public research universities in the nation. Allow me, please, to draw your attention to new rankings just issued by the Lombardi Center at the University of Florida entitled, The Top American Research Universities. The Center’s evaluation provides a defensible ranking of universities based on quantitative measures. Using this approach, we are indeed very near that goal of top 25. NC State is now listed as 31st, with several areas needing only small improvement if we are to break into the top 25. Accomplishing any two of the following six measures would result in NC State’s unquestioned ranking in the top 25: For example, if we were to increase our endowment by $200 million; if we were to increase annual giving by $17 million; if we were to have two more of our faculty receive major national awards; if we were to provide support for 60 more postdoctoral fellows, while still supporting our expanding graduate programs; if we were to have two more faculty members elected to the National Academy of Sciences or of Engineering; or if we were to increase our federal research support by $50 million, we would rank unquestionably among the nation’s top 25 universities. Each of these targets is well within our reach. With appropriate state support, we really can be in an enviable position to grasp that brass ring of true academic greatness.

Another key Commission recommendation dealt with outreach and service learning. On July 1, we welcomed a new executive officer, the Vice Chancellor for University Extension and Engagement, Dr. Stephen Jones. He is dedicated to the engagement concept, to incorporating extension and outreach within the portfolio of valued activities undertaken routinely on this campus. Jones has a very aggressive agenda of including professional recognition and rewards for those who contribute to our outreach activities and of involving the entire NC State community in these evolving activities.

Of course, our academic success requires strong administrative leadership as well from the Deans and our Provost. We are very delighted that Dr. Stuart Cooper joined us on August 1. He is an exceptional administrator and a true scholar, coming to us from the Chemical Engineering and Material Science communities, with an undergraduate degree from MIT and a Ph.D. from Princeton. Stuart is already providing us with just the bold, consistent academic leadership that this university needs. I am also really pleased to learn that he intends to continue a modest research program while serving as Provost, as this is a testament to his steadfast commitment to research. Although any senior leadership positions impose significant time challenges, this determination speaks to a heart-felt dedication to collaboration and to active scholarship.

The last year has seen the NC State community focused on scholarly excellence and on broad faculty involvement. Our progress has been evidenced in many different ways. In distance learning, for example, we created 516 new offerings. We are proud that three of our faculty were elected to the National Academies: Todd Klaenhammer to the National Academy of Sciences and Bob Davies and Thom Hodgson to the National Academy of Engineering.

Our faculty continue to be recognized by major professional society awards and by invitations to address major international conferences. We also provided new opportunities for NC State staff by funding a program of need-based scholarships for children of staff members whose sons and daughters might then take advantage of the wonderful education offered at our university. In addition, the Campaign for NC State Students was very successful, providing $128 million in endowment for merit-based scholarships. This generosity has resulted in strong growth in the number and the quality of our incoming students. In addition, the Chancellor’s Leadership Award program fully funds over 100 students as a very important contribution to our diversity initiative.

Great scholarship demands a great library. By selective allocation of our indirect costs, NC State has contributed to our library’s improved ranking: now 35th among members of the Association of Research Libraries in the United States.

What are demonstrable outcomes of this scholarly emphasis? Most importantly, the students graduating from this institution are themselves highly regarded, being recruited into great jobs and winning significant national competitions for prestigious graduate fellowships. NC State students were named as Truman scholars (two), Goldwater scholars (two), Udall scholars (two) and, in its first programmatic year, a Gates-Cambridge scholar. Our graduate student enrollment now exceeds 6,000 students as we continue to expand graduate opportunities through increasing federal support.

Not only have our research and teaching missions continued to grow effectively, but we also continue to attract a strong group of partners to our Centennial Campus. Three years ago, we had 22 industrial partners on the Centennial Campus: today, we have 72. Over 2,000 NC State students learn and work on the campus, participating in internships, co-ops, or other industry- sponsored research grants and contracts. They are supervised by or work with 1,300 corporate employees and approximately 1,200 faculty and staff.

The Centennial Campus also has provided a home base for innovation. Thirty-five U.S. patents, 1,625 sponsored projects, $270 million in sponsored research and development continue to provide exceptional academic support for students and entrepreneurs.

NC State ranks among the nation’s leaders in licensing revenues. As an example, the College of Humanities and Social Sciences has been one of our most productive, developing a royalty license income stream which has been reinvested in an innovative way in the educational mission of the college. Last year we earned approximately $7.7 million from 60 licensing agreements and we were fourth in the nation in the number of start-up companies, ranked behind MIT, Stanford and the entire University of California system. We were also ranked among the top three in the nation by the Southern Technology Growth Council for the skill and efficiency of our technology transfer office. The steady stream of visitors who come through the Centennial Campus look in admiration at how effective our technology transfer has been. Although negotiations are always difficult when the possibility of serious profit lurks, I can tell you very clearly that we are used as a model around the nation for defining ways by which one can work effectively with industry. We thank you for the creativity and helpful spirit that produced that opportunity.

This last year saw an expanding research capacity at the Centennial Campus as well. A Genome Research Laboratory and a Bioinformatic Research Center opened, soon to be accompanied by a Toxicology building. More and more frequently, we have been able to provide the state-of-the-art facilities that our most productive researchers require for their work. This improvement will take place over the next 5 years through our scheduled bond build-out. We are extremely grateful to the citizens of North Carolina for their extraordinary support last November when $468 million over the next five years was allocated to NC State for campus construction, renovation, and repair. The construction plan is completely consistent with our Campus Master Plan, and consequences of the build-out will transform this university.

The bond build-out, while exciting, will be a challenge in the next several years. Anytime construction goes on, space must be identified for displaced researchers and for the construction crews. There will be dust; there will be disruption. We understand that. We thank you in advance for your patience, as we look forward to celebrating the opening of these great facilities, as new buildings come on-line and as we address our deferred maintenance problems. Do remember that the campus build-out will transform the quality of both our graduate and undergraduate programs.

We are also delighted that "Arts at NC State" are flourishing. For example, last year we had 60,000 patrons attending events. The gallery hosted several world-class exhibits and sold record number of tickets to student and professional performances.

We also remain committed to diversity in a very significant way. In this last year, the Provost appointed a new Vice Provost for Diversity and African American Affairs, Dr. Rupert Nacoste. So far he has sponsored diversity-focused curriculum revisions in two departments and has been instrumental in providing the train-the-trainer workshops that facilitate faculty, staff and student participation. This also develops a welcoming climate for under-represented groups. He will soon be undertaking an internal review to measure and enhance the positive role played by the African American Cultural Center. Dr. Nacoste also assists me in coordinating the African American Community Advisory Council and dealing with other diversity issues, such as compliance with the Americans with Disabilities Act and seeking gender equity.

Athletics were mentioned prominently in Professor Carter’s remarks. I simply note that our entire football season is sold out before the season begins, for the first time in our school’s history. In his first year, Coach Chuck Amato broke school records, had our first bowl victory in five years, and recruited the ACC rookie of the year, for the third time in the last three years. This winning spirit has been accomplished while our student-athletes’ scholastic achievement has equaled or exceeded that of our general student body. These same student-athletes are competing at the highest levels while actively participating in academic support programs that help them to succeed in class. I know that many of you were as proud as I was at Commencement to see the entire senior class of the men’s basketball team graduate. We were also proud that Sports Illustrated last year named our women’s basketball head coach, Kay Yow, Coach of the Year and inducted her into the Basketball Hall of Fame, partly in recognition of her 600th collegiate win. Several other sports won ACC titles or national ranking, and our cheerleaders won the Grand National Championship.

Finally I want to describe our plans for a Capital Campaign, and its importance in building key interactions with alumni and the private sector. We are finalizing plans for the silent phase of a Capital Campaign that will provide the endowments that this university needs, in order to support our best faculty. This Campaign will create endowed professorships, will give us the non-academic facilities that enhance student life, and provide scholarships that allow us to maintain quality as we expand our student body.

You can easily see why I conclude that NC State is moving closer and closer to true greatness. Help us, please, to boldly and proudly tell the NC State story. It is a wonderful story. We share a great opportunity in continuing to work together to build this great institution. If any of you would like to review the statistics I mentioned today, I would urge you to go to the web to review The Top American Research Universities at If you are speaking to community groups or to professional societies, please feel free to use the visuals I showed today. Please (!) edit out my picture as you see fit. The web address is:

I thank you sincerely for your support, for your patience, and for your diligence in working with our students and in working with the administration. Thank you for inviting me to speak today."

7.    Remarks from Provost Stuart Cooper
Introduction of the deans.

"It is indeed a great pleasure to be here. The deans are a very important component of the administration. In terms of what a Provost deals with, it is to some extent the Vice Provosts in the office who provide service. The deans are also the closest in terms of moving on academic titles. My early experience with them is that both groups are excellent. I am very pleased to have come to a place with such strong existing infrastructure. I look forward to continue working with those groups.

I thought I would say a few things that are going to be very much down to earth compared to what the Chancellor talked about. It is really implementing some of these great goals that we have here. How do you get to a situation where you can have fifty more post docs? How can you have accomplishments where more faculty get into the national academies? These are very important fundamental things that we have to do well. I subscribe in terms of broad goals to moving the university to a higher level academically. I would like to see us in the top twenty-five nationally, and perhaps even higher in terms of being classified as a public research university. We know in terms of our obligation to the state that we have to grow larger as the state population grows. Our plan is well placed. We want to preserve excellence. We are going to grow larger and more of that growth will occur at the graduate level so we have to implement that and make it successful. We have to have more research support to support the graduate students and post docs.

One of the things that attracted me to North Carolina State is that a lot of the outside visibility of this institution is the Centennial Campus. I think that the academic side tends to work very hard to continue the development of the Centennial Campus until it is fully built out. It is probably going to take the extent of the rest of my career to see that, but I hope that it will occur sooner than later.

Finally in broad goals I think a commitment to diversity in our student, faculty, and staff. We are going to work hard to make that happen. In dealing with specifics, the first one that came to mind is compact plans. I have been impressed with the plans that I have read. I have read them superficially. There is a lot of significant and insightful work within the compact plans. It is certainly going to be my goal to fund the plans to the extent possible, when we receive our budget.

We have a goal to attract a diverse and highly qualified freshman class. We have to balance the notion of accessibility to the campus with our desire to have SAT scores and other measures of accomplishments grow higher. I think we do a good job at that and we will continue to work at it. Once the students get onto campus we have a challenge. We are going to work hard this year in terms of matriculation and graduation rate. We have got to get more happy campers in the advising that allows the students, and put some obligation on the students to make early decisions, to get into programs, and on with their major.

There will be a commitment on my part to continue and to develop academic enrichment programs: The Honors Program, the First Year Inquiry Program, and the interface between Honors and Scholars Programs. A Vice Chancellor’s activity I think is a very important one and I think is growing in an effective partnership as we move forward. I believe that research and education or undergraduate affairs are not separate entities. That research enhances the undergraduate experience, provides opportunities for undergraduates to participate in research in term of opportunities to the connections of faculty and coop experiences as well. We are a research university and we should get our students involved as much as possible.

With respect to an international flavor, building capacity in our international study abroad program is a desirable future.

With respect to the graduate program, we certainly want to accelerate graduate enrollment and support the growing effort for the overall research enterprise at the graduate level. That is going to take research dollars. It is going to take policies that allow us to put more money into tuition remission and it is going to take a coordinated effort to have the facilities in place as the research expands. I intend to interact very much with the offices that support greater capability in graduate research. Certainly I am very pleased with what I see here. Coordination of planning with research growth is under way to the extent that the deans and I can get involved with it. It is very important that the deans get involved with it.

Finally, I want to support the entrepreneurship of the faculty. We are going to need more new centers for research and activities. We want to have more technology transfer. We want the faculty to feel free to engage in that enterprise.

With respect to faculty governance, I certainly will support the Faculty Senate and faculty processes. My history of twenty-six years at a school which is known for its shared faculty governance, the University of Wisconsin, makes me feel very comfortable in that framework. I have always felt that when enough people really bear down on a question, usually the right kind of result comes out.

We have a slightly unfinished mandate in reappointment, promotion, and tenure processes. We want to make sure that implementation takes place at the departmental level and that we assure excellence in the process and also in the outcomes by conferring tenure on our very best faculty and holding to high standards. We want to foster good communications between faculty, chairs, deans and the administration. I think that is a given at North Carolina State. I certainly want to contribute to that if I can. In general I am very pleased. My door is open and my team of Associate Provosts are ready to engage in consultation with the faculty.

With respect to the programmatic thrusts that one finds in the Commission for North Carolina State, I think they are very broad. These are themes that appear in many other universities. Advanced materials, genomics and bioinformatics, information technology and networks, environmental science and technology, K-12 education, and global competitiveness are six areas where many of the colleges and departments can play. Cooperation and collaboration between and among colleges and departments will produce ideas, efforts, and activities that surmount college or departmental boundaries. We want to build partnerships where possible to develop these themes and other activities, and certainly I want to support that to the extent possible. We want to involve both undergraduate and graduate students in these areas. We want to build post doctoral support and we want to build new centers that will bear on the thrust areas that we have identified.

North Carolina State has ten strong colleges. It has numerous high quality departments, but I see a need to make the whole greater than the sum of the parts. We have to start pulling together as a university, and that is a challenge. We need more interactions across departments, across colleges and a sense that the whole is greater than the sum of the parts. That will be a challenge and will not happen overnight. Perhaps there has been a good start in that direction. I would like to continue to have that move along.

I think it is going to be important to maintain and build quality in Humanities and Social Sciences. Those areas provide an essential experience for our undergraduates so that they become well-rounded persons and good citizens. I intend to support that college very strongly as we go forward. I think in general we want to combine our strengths in science and technology with arts, humanities and design to create well rounded scholars who will be future leaders. To the extent that I can, I will try to support those mandates. Thank you for your attention."

8.    Adjournment
Chair Carter thanked everyone for attending and adjourned the meeting at 4:00 p.m.

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