A Shared Commitment to Excellence Fall Convocation Address
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| I extend you a hearty welcome as we embark upon Radford University's (RU's) 87th year of service and leadership in of higher learning. My welcome especially extends to newly appointed members of the faculty and staff. As always, I'm delighted that the University's Student Govenunent Association (SGA) officials have joined us on this occasion. These ladies and gentlemen are the duly elected leaders of our student body. I'm very taken with vou. and look forward to working with you during this year. I'd also like to thank representatives from the news media and our many other friends who are in attendance here today. Your continuing interest and support don't go unnoticed or unappreciated. In June, 1995, 1 came to the presidency of RU with an enormous respect for the talents and dedication of its faculty and staff. Today, I can assure you that my respect hasn't diminished. To the contrary, it's been reaffirmed and increased. I've been continuously impressed and energized by the strong work ethic, the good humor, and the profound sense of community that I witness in the character of its people. Over the past two years, through your diligence and cooperation, much has been accomplished. These important accomplishments include: (1) revising the Restructuring Plan
required by the State Department of Education; The volume of work undertaken and the level of quality and productivity realized here over the past two years would require at least a decade at most institutions. In my humble opinion, you've done a magnificent job, and I'm proud of you. When I addressed those of you assembled at the Fall Convocation in 1995, two months after my arrival here, I referred to that period as one of transition and adjustment. This year, we have progressed to a stage of readiness and anticipation. Together, we as a faculty/staff and student body have made a good beginning. Some of our endeavors are already showing tangible results; however, much of what is accomplished to date represents low visibility/high impact work. We've created the design, laid the foundation, developed the infra-structure, and now we're ready to build for the future. We've sown the seeds of progress and we're determined to bring our strategic plan to fruition. The plan emanates from our University's mission, and it embodies our vision and priorities, which are operationalized through performance objectives and carefully designed strategies. In most cases, brevity is a virtue, but today, I believe that taking sufficient time to comment on our progress in addressing these eight priorities is justified, because they provide the framework for our strategic plan .... the blueprint for realizing our goals and an opportunity for visionary, transactional leadership. While RU's enrollment decline over the preceding six vears hasn't yet been reversed, reason for optimism is evident--for the second consecutive year, significant growth will occur at the freshman level. As you know. the University's erratic enrollment pattern over the past decade shows a decline in student headcount since 1989 through 1995. In 1996, we realized a freshman class enrollment increase of 3 percent, which was the University' s first enrollment increase since 1991. It's even more heartening to learn that the 1997 freshman class enrollment will be 12-14 percent larger than in 1996, comfortably surpassing the targeted growth of 8 percent. Indeed, the overall enrollment picture is exceedingly bright. Graduate school admissions data increased significantly in terms of inquiries (+28%), applications (+12%) and actual graduate student enrollment (+5%). Summer school attendance also increased 25 percent over that of 1996. The 1997 freshman class will be the largest and most academically prepared since 1993. The Scholastic Aptitude Test (SAT) scores of the freshmen attending RU in Fall, 1997, are 20 points higher, at each quartile, than those of the 1996 entering class. Approximately 43 percent of new freshmen have submitted SAT scores of I 000 or greater. Out-of-state students who have paid deposits comprise over 15 percent of the incoming freshman class. This compares to 14 percent out-of-state students in the general student population. A positive RU image is projecting beyond the borders of Virginia. Student athletes continue to graduate at a rate which exceeds that of the general student body. In June, 1996, USA Today ranked RU 1Oth nationally in graduation rates for student athletes who enrolled in 1989. Total minority student enrollment at RU now exceeds 10 percent, as steadily increasing numbers continue for Fall, 1997. African-American students now comprise approximately 5 percent of the student body, up from 4 percent in 1996. The number of African-American students has increased by 14 percent since 1994. Let me add that the academic achievement level, retention rate and graduation rate for this University's minority student population is equivalent to that of our total student body. RU continues to make community college relations a priority. As we had expected, our extensive, meaningful contact with these two-year institutions has stimulated their graduates to further their education at RU and has enabled us to achieve our targeted 7.5 percent increase in transfer student enrollment. Our efforts to attract prospective students are also enhanced by the high job placement rate and ultimate career success of RU graduates. An Employment Survey conducted by the Career Services Center reveals that 93.5 percent of our graduating class of 1996 are either employed or attending graduate or professional school. The perception of RU as a user-friendly, student-centered University is spreading and replacing some of the negative labels and rumors occasionally attributed to the University in the past. In carefully planned proactive marketing strategies, we are justifying our University's good name and making certain that its successes are heralded! We also place a high premium on school spirit, pride and unity. Our first "School Spirit Summit," a day-long gathering of students, faculty and staff at Selu Conservancy, will design strategies for stimulating more excitement, loyalty, and enthusiastic support for RU. This institution continues to distinguish itself as one that accommodates and supports students with disabilities. Assistance ranging from "signers" for the hearing impaired, to open-ended testing for the learning disabled, accounts for its reputation as a leader in responding to the special social and educational needs of disabled students. Another top priority continues to be academic quality assurance, which includes providing the support that the academic program must receive in order to flourish. Our academic program is undergirded by a strong liberal arts foundation, but it also responds to the employment needs of today's students, as noted earlier in the high job placement rate for our new graduates. Mirroring the dramatic changes occurring in higher education, we have developed attractive new programs, new learning formats, and new teaching sites in order to increase access for students of all ages. The extended campus programs--using on-site instruction, electronic media, and distance learning--increased the number of enrollments from 106 in 1993-94 to 994 in 1996-97. Special emphasis was placed on our commitment to the Roanoke Valley area and our partnerships with Virginia Western Community College, Roanoke Memorial Hospital, and a varietv of agencies where students from business, nursing, and social work combine practical experience with classroom learning. In addition, RU is continuing its strong role in the assessment and planning for a Higher Education Center in Roanoke. New program development also focused on the unique needs of Western Virginia and service to rural areas. At the Southwest Virginia Higher Education Center in Abingdon, Virginia, a graduate program in Counselor Education immediately enrolled over 3O students in specialized areas of counseling. A new Masters Degree Program in Social Work attracted students to both a part-time program and an Advanced Standing Program for students with an undergraduate degree in social work. Committed to serving in-place professionals, new Masters Dearee programs in Educational Leadership and Curriculum and Instruction were also developed to serve cohort groups on-site in Henry County and Martinsville. On campus, the University is proceeding with the implementation of our new Nurse Practitioner Program and Master's Degree Program in Geoscience Engineering. The Equipment Trust Fund continued to provide significant resources to transform the instructional and communication capability of the campus. Close to $1 million dollars supported new computers for faculty, classrooms, labs, and administrative use. Student computing fees allowed us to continue to network the campus, and assure computer access between our campus and the Commonwealth's community colleges and local school systems. Our new interactive video classroom offered its first classes in Fall 1996. RU's active leadership role in our region's economic development continues through the Business Assistance Center which again received special legislative support to extend the reach of its programs for both local business development and international trade. The Center brought in $615,141 in grants and contracts from January through June 1997, conducted 24 workshops, and consulted with 330 clients. It assisted with the creation of I39 new jobs in the region, adding $4,486,400 in new sales, and stimulating $6,495,620 in new capital investment. A visible asset for RU is the scenic beauty of its campus. Outstanding works of art of every variety, including outdoor sculpture, grace our campus grounds and facilities. Many of these works are from collections which are on loan or donated to the University. This exposure is complemented by special exhibits frequently held in the Flossie Martin Gallery as well as other locations on and off campus. By showcasing the arts, we not only enhance and distinguish the aesthetic character of the institution, we add cultural enrichment through art appreciation as an essential ingredient of the educational experience. Upgrading and maintaining its facilities are essential to the superior quality of our educational programs. Preserving the aesthetic quality of the campus, while keeping it functional, is a high priority. To that end, a number of projects, including major utilities system improvements, were completed over the past year. In addition, construction of the new International Education Building began in November, 1996 and is scheduled for completion in April, 1998. This $4.8 million facility will offer state-of-the-art video-conferencing and distance learning opportunities. Planning is underway for another much-needed and noteworthy project. The 1996 General Assembly appropriated $7.5 million to construct an academic/clinic building for the Waldron College of Nursing and Health Services. Faculty are working with architects to finalize the design work on this building, which will become the University's largest academic facility. On June 7, 1997, some 400 guests attended the dedication ceremony of the Selu Conservancy. The Conservancy is used by faculty, staff, students, and community groups for field studies in the environmental sciences, for outdoor recreation activities, and as a retreat for the creative arts. This 391 acre property, located only five miles from campus along the Little River, was a gift to the Foundation. The Conservancy includes a new 4,1 00 square foot conference center. Numerous activities over the past year have reinforced the University's cooperative relationship with the City and will provide even greater opportunities for mutually beneficial projects. One such project was the RU Foundation's acquisition of the Norwood Center, a recently renovated, 30,000 square foot building which will serve as a multi-purpose center for both the University and the Community. This three-story down-town building houses a gift shop, a bi-level restaurant, and a ballroom. Conservation of limited resources to support the University's top priorities is more crucial than ever in times of shrinking government support to higher education. Careful fiscal management over the past year has resulted in substantial cost savings. In addition. constant attention has been focused on streamlining and most effectively allocating material resources and deploying University personnel. For the eighth consecutive year, RU has met the Management Standards for Higher Education in Virginia, signifying its continuing record of fiscal integrity and the thorough, efficient management of its finances. A recent statewide survey on faculty productivity conducted by the State Council of Higher Education indicates that RU faculty are exceptionally active in the areas of teaching, university/community service and professional development. The faculty reported a median work week of 55 hours, and approximately 68% of those hours were devoted to teaching, as compared to a statewide average of 59.9%. We have purposefully budgeted more of the University's funds for teaching faculty positions, and we have one of the highest faculty to staff ratios in the Commonwealth. RU maintains an enviable faculty-to-student ratio of I to 16. Such small class sizes assures students of individualized instruction by fully qualified faculty. Private financial support is critically important to the University's ability to attract and retain talented, motivated students and to optimize their learning experiences. RU is fortunate to claim a host of loyal alumni and friends whose generosity represents the margin of difference between academic adequacy and academic excellence. Gifts to the RU Foundation over the past several years have totaled over $9 million, which exceeds the amount received during any other period since its founding. Between 1995 and 1997, the Foundation's total assets have doubled. The 1996 annual campaign was the most successful in University history, raising more than $3.2 million. The largest individual gift in 1996 was received from the estate of the late Mae Jennings. She was a dedicated school teacher and RU alumna who bequeathed $930,000 in support of her Alma Mater's scholarship endowment fund. These positive initiatives and outcomes have positioned the University for the public announcement and kick-off of its first capital campaign beginning this Fall and continuing through the Fall of 1999. The Campaign Goal is $21 million, most of which will be devoted to our Scholarship Endowment Fund. In order to expand its revenue base, RU has also redoubled its efforts to secure extra-mural funds through the public sector. During the past fiscal year, the University was awarded 70 grants and contracts totaling $2,050,670 in funds and in-kind services. This amount represents a 53 percent increase on that of the preceding year. Nevertheless, out of necessity, we've tightened our belts and we're doing an exceptional job in the management of scarce resources. Despite these noble efforts, we need more help from our leaders in state government and our advocates among the electorate.
My references to activities associated with our eight priorities are illustrative rather than definitive. So, while the accomplishments cited don't represent an exhaustive list, they do reflect some of the progress resulting from the diligence and cooperation of many people. These qualities give me great cause for optimism. They represent a source of strength and opportunity as our institution rises to challenges facing higher education. Those who would ponder the fate or question the direction of RU in the coming years should re-direct their attention to its Strategic Plan. It's a data-driven plan; yet, it reflects the ideas and opinions of hundreds of people whose voices were heard and suggestions were included from every aspect of the University Community. It enables us to build on this institution's indigenous strengths, while remaining adaptable and responsive to a rapidly changing society. Since its founding, our University has endeavored to build its reputation as a
community of learners united in a relentless pursuit of academic excellence. In turn, the
University's success has grown out of their self-determination and shared commitment. We
know that the Radford experience works. Its educational programs are sound, its real merit
is clearly established historically and is being continuously reaffirmed, and it commands
the best of our efforts. So, I implore you to join me and to remain steadfast in doing
everything possible to see that this pioneer spirit of mutual helpfulness infuses our
daily work ... to see that it permeates our entire organization ... to see that it becomes
securely woven into the fabric of our institution's culture ... and to see that it guides
our endeavors and sustains us well into the future. In closing, I promise you that,
working together, we can successfully implement our Strategic Plan! I guarantee it! And
when we do that ... when we do that in the twilight of this century and in the dawn of the
next, we will have met the unprecedented challenge of ushering this great University
proudly and boldly into a new millennium. |