So I wanted to take some time just to give you a quick update on where we are, kind of two years into the planning and implementation process. Talk a little bit about the priorities for this year, at least from the Hollywood Hall perspective. Different parts of the university have different priorities as well. And a little bit, and that of course priorities after that because a lot of the things we do, of course, take multiple years and then really leave as much time as you desire up until 415 for any questions or comments you have. So that's the plan. So again, if you remember the plan, of course, Mercury Memphis has plants being one of the coauthors of it with the committee. There are six major milestones. Undergrad, grad, professional ed, environment, global and engaged. I just wanted to touch briefly on a couple of highlights and issues in each one and then talk about the plan for going forward. So first, as you know, we just welcomed the largest freshman class in the history of the University of Delaware, 3,839 students. And that includes 18% of the class. Actually, 18.3% of the class are minority students, up from 16.7 last year. And in addition to just the increase, overall, it was a 25% increase in in-state enrollees. And that was very big jump for us. So we're about 1200 in-state students. Now. That was a factor of three things that happen. One, the rolling admissions, which I think was very popular among citizens, mistake. So the in-state students started to hear in January, rather they were admitted or not. Secondly, enhanced financial aid packages from third, probably the biggest factor, frankly, the economy, just simply the economy, families are looking at very tough, very tough times right now. So the M-state solution for them, with in-state tuition and fees being $8,500 is quite affordable relative to many other alternative safest. So as I've said to many groups going around just talking about this, I think we have a tremendous opportunity to here. We have students here from some schools around the state who frankly never chose us as their first choice before we have a chance to wow these guys intellectually. And I think that's our challenge as a faculty, as to wow them intellectually. And so that they go and they brag about the great experience they had here. And we can get PaaS, keep the momentum going in the state. But I think that's a very nice sign and it gives us a chance to do something that I think we want to do anyway. The first-year experience, I know many of you were involved in the three cups of tea experiment. R1 hates when I say this, but I think it's a great, great experience to have the freshman class read a book together and to discuss it. I just think it's a tremendous introduction into the college, the intellectual life of the college. So I hope we can keep that up. I know it's a tremendous amount of work and a lot of people's part, a lot of people Spartan. So we just need to keep working on that. And last but not least, we need to keep working on the action steps that have come out of the diversity task force. With respect to the Diversity Action Council, I think some of this becomes very pragmatic. So for example, I have one young woman in my first-year experience seminar who's from China, her body language. Day one was sitting at the back of the room. We need to make sure that we welcome those folks into the intellectual conversations that we have on the campus. Second, around graduate education. Graduate enrollments were over 1300. Graduate students, up 15% from last year. So again, that we continue to grow our graduate enrollments that follows, at least for the Ph.D. students. The research funding which continues to trend upward even in a tough market. And we continue to look for other sources like stimulus money and other things that are mentioned here. The last thing I'll mention, which is really the provost chop, is again, trying to create more activity on campus to bring people together across boundaries. And one example is the Provost Distinguished Lecture series. I think that's just a good idea. Now, not all of these ideas are going to work, but things that we can try again, try to bridge these academic divides. We tend to live in fun in our day-to-day existence. Third, around professional education, per say. The good things there, there are a lot, there's a lot going on. And professional master's degree program, for which I won't talk about much because I know they're on your agendas and other things are in the works. To all mentioned though are how sides alliance continues to take shape in particular teams now across all four institutions. I do Patna, Moore's, Christiana Care University, Delaware, Jefferson, or working on a very large grant proposal, actually very significant and important grant proposal to NIH for all of us. This is one example where without that partnership, we wouldn't have a prayer of getting this funded for with this, we have a good shot. But, you know, you know, how does you never doubt? The second thing is we continue to reach out to Aberdeen Proving Grounds. There's a lot going on there as well, particularly in science and engineering departments. But not just limited to science and engineering in terms of the initiative for the planet. As you know, the College of rain in our studies changed its name to earth ocean. And Mubarak was still getting used to saying that. But the, the change there was more than just a change of name. And it's coupled with the Delaware Environmental Institute, which will be launched this month to try to continue to increase our research activities and opportunities for new innovative academic programs for students undergraduate and graduate across university. Unless of course, but not least, we have to choose your metaphor. Walk the talk, eat your own cooking or whatever, whenever you'd like to say. We need to continue to push in this area. You know, we've launched a pretty aggressive goal for reducing our carbon footprint, our carbon emissions 20% by 2020. We continue to look at how to make that happen. You'll see little steps. The second hydrogen bus, fuel cell bus, will be on campus here shortly. There are a lot of other things we need to do. Some of them are very hot and some of them involve change. And figure. But we need to keep making progress here. And we are making progress, and I think the students are, by the way, are fully behind because in fact they're gifted the solar panels last year is an example of the fact that they're behind this and they're very excited. As I know many of us are to finally have single stream recycling campus wide, that it's a little dangerous when you're president, you come into a job, say, how hard could that be? Two years later I found out how hard that, I mean, a lot of people put a lot of effort into making that happen and they're to be applauded. But what I really like about this team of people doing this, this are not self satisfied. Ok, got that. What's the next thing we need to tackle in terms of the global initiatives we are working. And how about on can speak to more, more length or Tom can about what's happening in our institute of global studies. Trying to pull together some of our assets around what we do globally and how we project ourselves globally. There also are conversations continuing with South Korea about the potential for academic programs to be run in South Korea. And Debbie Norris and her team put together a very nice program for international travel grants for graduate students. And we want to continue to try to, again, not just create great Study Away experiences for our undergraduates, but really involve the whole campus community and globalizing. We do lastname Michaels here. He can talk about the name change of his college and continued outreach through, we still want to say, Chuck, I'm sorry, it doesn't roll off the tongue. Doesn't roll off the tongue quite yet, but continued outreach through college and right erase, plus continuing to develop their core academic missions and their research programs. Last thing I just want to highlight here is the continued importance of our alumni outreach. For those of you who were here for the alumni reunion weekend, we have a problem coming up. It was so fun with 80-100 people here. Cindy Camp and Ella and her team and alumni affairs are worried about that number doubling. It's a good problem to have, but we will see, I think a very large increase in that number cause people really enjoyed the experience and not just the party on the green. But they liked going around reconnecting with faculty because that, that program did not come out of the back office where the staff sat around and said, what do we want you to do? The actual mountain survey, the lungs. And the lungs said whether they want to do. One of the key things I wanted to do was connect with her faculty, faculty that changed, transformed their lives. And so we need to continue to work on that. We have this sweet spot within this university. 90% of our alumni have graduated since 1970. 90%, if we don't get them engaged now, they will not open doors for our faculty. They will not open doors for our students and they won't continue to fund this university. I mean, it's really that simple. So these efforts are not just tangential to our mission, are critical to our mission, particularly in tough economic times like this. Where our students are looking for internships and jobs and so forth. Having alumni opened doors for them. But critical, I think that's true in every individual department, college, but across the universe as a whole, we also are discovering, we have alumni groups we never knew about, so we're having an alumni reunion event. And so as part of our trip to South Korea in a few weeks, or actually next week, we have an unbelievable number of people there, 2 thousand plus people in South Korea affiliated with the university Adelbert. They'd have the UD advocate, the right name for it, the UD Alumni Club. And so we never knew this existed. So that's a good problem to have where we have people who are energetic, loyal to the institution. We just have to continue to reach out to them effectively. And so it's a good problem to have, but it's one that we have to keep working on, we have to deliver. So what do we need in order to make this all possible in order to continue to move ahead. Obviously the first and the most, the highest priority or new people, new faculty. So we welcome 28 in totally new tenure-track faculty to university this past year. And we continue to also, I look for a faculty is selected areas that is our highest priority right now, particularly in a market where we are looking at universities cutting back. And in some cases quite significantly, we are trying to garner the resources we can, to the extent we can to keep adding to the faculty where, where we can afford. Now these are tough times and I'll talk a little bit about that. So we can't do it across the board. But I think there's an opportunity here for us collectively to go after some great, great faculty to join the ranks of guo. Secondly, we need to continue to develop our development alumni programs. Because again, this window will pass. If we don't get this window right, they're interests are gonna go elsewhere and we will be, we will be the less for it across the universe. And so it's very important we get our alumni engage. And thirdly, we need to make sure that we again, eat our own cooking or whatever. I just yeah, there's coast day yesterday. An answer. Just walked in and still digesting my crab. Kids eat. Your own cooking is a good analogy because the guy who won last year, Carl's MPV, UD cook, he wanted to best craft Hagen. So we need to make sure we continue to be efficient and effective on the administrative side. And then last but not least, we need to continue to have this attitude. And I would phrase it as an attitude that gets translated into specific things we need to do, but that we hold each other to very high standards that can't just come from hog in Hall or from the dean's office or from the department chairs office, right? We as colleagues need to hold each other in our, in our scholarship, our research, in our academic programs with everything we do to extremely high standard. Be honest with each other about where we are now. That doesn't mean mean about it, but I think it's, it's part of our calling as academics to, to have those conversations. So for example, what does it mean? I mean, you know what it means? I don't need to go through all the details. It means having, making sure that we as faculty, and I think we do this very well, that we continue to hold each other to high standards when it comes to our research that we continue, just like we do in peer reviewed journals, that we continue to hold each other internally tie standards and also demand from each other signs of that in terms of federal peer reviewed grants and so on. Things that raise the stature of a great faculty, continued markers of a great faculty, we just need to make sure that we're focused on that as a faculty. And that means I have an old colleague can use to use the following phrase. I don't quite agree with it, but I'll say it anyway. Said, you know, your research, your publications, are you advertising the world? Invited talks at major conferences and universities. That's the world answering back. And there is some truth in that. And so we need to make sure that we're out and about. That word we're talking about are ideas. We're talking about are ideas not just here on this campus, literally around the world in the major venues, major intellectual venues around the world. And that's to me a very important marker. And for those who don't do talks like the arts and humanities, that performances are being done in major venues, insignificant places, and that our work is being shown. And so that I think is an important measure for us to keep focused on. Along with other sorting, we measure publications of books and so forth. But I think it's also important for us to recognize that, for us to achieve the kind of recognition we want collectively as university, it's incumbent on all of us to go out and talk about our ideas. Second, and it really starts there, has to start with the faculty. Then of course, with departments and interdisciplinary units, we need to make sure that they're effective in supporting those efforts. And also, and I'll just say this personally not hindering faculty who want to wander across disciplinary boundaries because a lot of interesting things happen across disciplinary boundaries. So we might want to make sure that we don't have, every university has barriers to this. So let's not kid ourselves, but we want to try to minimize those barriers so that faculty do feel that they can easily collaborate with her colleagues within a college and with colleagues across cultures. And like I said, last but not least, we will be measured particularly with this. I mentioned this group of young Delaware aliens come to us. But this is true across the board. We will continue to be measured by the quality of what we produce in the classroom and the level of discourse we have with our student body. And if you look at things like the admitted student questionnaire, what, why students don't attend this university? Up on the list is the intellectual climate. That's us, nobody else. It's us. The fact that we need to make sure that we continue to create a great intellectually challenging environment for our students. And again, hold each other to high standards across the university to make sure that happens. That is our bread and butter. We lose that. We've lost everything. That is who we are. It's our ideas, and it's the rigor in which we ask each other to defend their ideas and the discourse that we have in the classrooms. So what are the specific priorities for the next year? And I'm looking for, I want to lump these into categories. I will say these are the just do it somehow some way. They're not the highest strategic priorities and University, we just have to figure out how to get them that they may not get done this year, they may get done this year. But at some point, we just have to do these things. And some of these are evergreen are just going to go on and on. I'm removing the bookstore again. I don't think that's going to move us 50 notches ahead. And US News, right? You know, it's not, but the purpose of doing that is actually very important. It's moving on to main street as an anchor store for Main Street. We see Main Street to be very important to not just the success of the town, but were interlinked with that two successive University. So the more that we can help the city, bringing back more and more activity on the main street to better for office. And so that's the main reason that bookstores moving up there is first, it's really cramp where it is. Secondly, It'll be a 30 thousand plus square foot retail facility in the heart of Main Street that will help continue to drive traffic up there to the restaurants and everything else. Second, we just need to redo the dorms. We've created this have Have-Not situation where if you win the lottery and get up on the layered campus, north campus, you're going Woohoo. And if you didn't, you let him by the trucks. And that's what I hear from my first-year experience. Students are living erotic, their living by the trucks. So we need to just continue to make some investments in the dormitories. Third, the number one complaint from our student body is, I read spaces to Smarr gyms are too small and not the highest priority group. We have to figure out a way to do that at some point. It's kind of hard to be again, just like it was really hard to be against extending the library hours. We're gonna tell students now we don't want you to study, we don't want you to get healthy. These are things which somehow we just have to figure out how to, to meet those needs. And we have to be creative about it. And the tough economy, because you just don't have the capital to spend. And that's the last piece I'll just mentioned. It is going to be, continue to be a tough economy. There's not a lot of really good news coming out of Dover these days. There's not a lot of good news is you see coming out more generally out of the US economy, it's going to be a period where we just have to be very careful with our resources, very strategic with our resources, and just make sure we can get through this period. But I'm not going to kid you that everything's just perfect. It's not we don't know what's going to happen. And over this year, and there's again, a lot of things were done the closed budget last year in the state. They were onetime kinds of things. And so what how the state's going to go back unless things turn around pretty quickly here. I don't know the answer to that, but we have to be prepared for that. We can put the university at risk right now. We're just trying to save. For that rainy day, which it looks like some of it's kinda come this year me much. That's not kid ourselves, but to keep the things that we're really focused on strategically, the things that we need to get done that are, that are just critical. And we're really trying to focus our energy around this one I mentioned already knew faculty in strategic areas. We need to try to continue to be in the market for faculty in these strategic areas. Second theme, searched for the College of Arts and Sciences is critically important to all of us in this room, whether in that college or not, it's have to university. So our undergraduates touch that. College is a very important search. So make sure that you know, if if you have an opinion, make your opinion heard to the search committee. Third, and mark is here and we need to continue to grow our infrastructure for research funding in and dealing with the Grants once we get them. You know, you don't wanna be like, you know, the dog, the proverbial dog that caught the car, nella, right? We need to be prepared that we continue to build the capability to deliver on what we promise in any kind of proposal that we went and we continue to do very well in competitive grants. We just need to make sure that we have that infrastructure, staff adding some cases facilities to support that. And that gets into the highest facility meet here. The provost, of course, was a rip roaring hit by proposing Saturday classes. I spoke up and talk about that a little later. But the reality is in the sciences right now, wherever Saturday labs, and we've even debated Sunday laboratories because we're just outerspace. Good news as we've been growing our research activity that uses the research activity need space. And along with at, students who want to study science, we just need more raw capacity. The last truly new capacity added to this campus, not renovated space, really new capacities. Lamont DuPont Labs, which was early designed with Scott Douglas, was the budget director in 1989 and finished in 1993, were coming on almost 20 years with no new truly significant capacity. That's why that building is so important. And it's not just important to the sciences and engineering, it's important to every student on this campus and every faculty member on this campus who's involved in any way or their students are involved in any way in science. So that's, we've me that this is a bit on the drawing board for a long time. We're just not able to compete unless we get this building up. That does not mean, and I know people are concerned, well, where do I fit in the pecking order? There are a lot of important priorities. I know that, but right now, everything kind of has its time. And I would say right now from the trustees on down, they decided, we've decided that we need to add this capacity to stay competitive as a university. That doesn't downplay the other needs we know are out there and individual colleges or individual programs. But this one is a collective across the whole university where we just need to add Chrysler. We continue to work on that. I've said many times we're getting close. We may be getting close. I'd given up saying we're getting close. There's a very complicated deals you can imagine with environmental remediation issues. The fact that Chrysler has just come out of Chapter 11 bankruptcy. I mean, it's just a complex environment, but we continue to work and we continue to be interested in that because that is not something for the next five years or two years of university. It's the next 100 years of growth of universe. The university will grow over the next 5020. Pick your timeframe years. We either grow by gobbling up new art, are we grow onto the price, recite? There really are only two alternatives here in New York and other alternatives and other places. But here in New York, that's it. We'd much rather not, we'd rather not gobble up Nuuk. In fact, with the bookstore movements or fourth, we're going to try and strengthen the City of New York jargon development or need to keep working on. >> I talked a little bit about South Korea. >> With that, let me stop to what's on your mind floors. All viewers, please make your salary. >> Thankfully, I can bring the Department of Psychology. >> And more often they're hearing gone out. He worried the math, we've turned off the light out and we do have length and founded like for harder on all the time, 1.5. >> Yeah, there is one study that I want to now hotel towel and at best methods that way of wearing the method wife out? >> The majority of our yes. No. Not as afraid of everyday people want to be with MCI. Yep. But it is something like turning off lights and lecture off the enemies. Us right where we are today, we have to believe this matters. And I think it's a pretty fun If you really believe it matters, you can get these things done. I agree with you. I think there's some marketing. I'm not sure it's so much psychology or marketing of selling the ideas, but we just, we take out this number just astounds 40 tons of trash out of the football games every weekend, 40 tons. Now we've diverted six tons of that out of the waste stream with recycling. And this is just, we have a lot this way. It has to be a community effort. We have a lot of volunteer students. We asked sororities, fraternities, student groups going down there handing out recycling bags to people coming in the parking lot and just reminding them to do this. But it can't be just an eat it from on high, it will not work. So John Byrne and his team are really looking at lots of ways of getting lots of people involved. I mean, that's a big shift if we can get six tons out of that stream. But again, that's just from a lot of people doing a lot of talking down a game day, getting people to do this, but yeah, their signs and so forth. But which really affected you. Pull them apart and let somebody hands you a bag. >> And you remember what else? >> And I'll I'll ask a question which is that I think I read that when the tuition was just over the summer, that the tuition for graduate programs was increased to them? Yeah. It's a little more complicated than out of fashion. And yes, state-level grasp the concept of in-state graduate tuition. And this isn't anymore it's much more restricted than it. Yeah, that's credit. So it's a little more complicated than that. So we wean decentralized the decision-making authority of pricing graduate programs, non PhD graduate programs, to the individual colleges. Because people meet different markets and individual colleges have the option or providing in-state financial aid for in-state students. But the reason there was mass confusion and we did a lot of thinking and talking about this, there's a lot of confusion. So you're, you're in a graduate nursing program and you work in Christianity. You live in Landon Berg. You pay one price. And it's just as colleges are trying to negotiate for professional degree programs with providers AstraZeneca. We do programs there. Christiana, we do just getting very confusing to people. And then last and absolutely not least, what we're talking about with average II would potentially involve thousands and thousands of grad, part-time graduate students. At that point, it's not obvious that one would like to give the discount to the people ultimately paying that bill, depending on which side of the line helped them, versus new art they live. And so what we're doing though, but we are not deciding that from Hollywood, all individual colleges have that choice and how they want to price those programs. Again, the ability to pay varies a lot. By what kind of parameters are having a kind of one-size-fits-all across as larger university as we are today, just didn't seem to make sense anymore, but us monopolize thank you. >> Play on a. >> Hydrogen got clearing Q at the Department of Energy. >> As the Humphrey died, either tools readily harm to my remaining problem. >> However, if we go to something like passive solar heating and cooling for new buildings technique, and known for 30 years, has half the cost of ASR array on or not going to want to be sure that it's released when you build a new Gilbert Hall. The new Gilbert all part of the issue with rooves, of course, were going through this process right now, looking at we did make a promise regard through the process right now, somewhere between four to six megawatts of solar power, which we would not pay for. Their ways are having others come in and do the installation. But go on. And I got the fuel cells. I'm not an expert in this. I would turn to others in the room. All I'll say is you never know. That's the whole point of research, right? And so you might be right, but you could be wrong. And so I think if there are faculty willing to do it, they're passionate about doing it, and there's money to support them. I don't see what I'm never going to tell another. I'm not, shouldn't get into research. >> And good thing with many problems with fuel cells do not have to be weak solution. >> Whereas the other we already know how to do it. Might not be a quick, but remember, this is not just the fuel cell buses are not just here so that we can serve our students as part of their research platform. And lot of research has long-term and focus. And that's okay. We don't have to attribute, has to, and that's what universities Rosa. That's the role of the university. So I hear you and I think we need to invest. We need investigate these other things as well. But I wouldn't want to turn that off just because of the short-term practicalities I just pick. That's not where the universe is about. So now doesn't mean we're completely impractical or else we can't eat. But yes, I noticed SPM Research Scholarship, There's also a priority for professional probably, right? And I'm wondering, because professional programs are often staffed by faculty who are practitioners. How do these two things go together? Well, what loving at, why, why do they have to repack? That's not the case in a lot of programs I'm aware of in engineering and business. They're all full-time faculty teachings. Yes, full-time faculty, but often with a practical portfolio. Now I would say that's the case. I mean, again, I think it could vary some, but you can have some cannot faculty teaching who are outstanding scholars should we, should, we shouldn't settle for it. I'm not real big on this either or let's go after the whole you know, let's go after the we want it. All right. I don't see why we have to settle for this. Were that again, we all have our own biases. That's the world I come from. It's a world many of you inhabit. And I think we shouldn't settle for second best we can do this. And actually, I would argue you cannot have signature graduate and professional programs without great scholarly faculty. Because after giving some overtime, people develop a practical experience. But if they don't, if they don't live in the world of ideas, right, they become stale. Yeah, I had a friend who went into teacher a whole semester course once and he had a very successful business career. After the first week you went in to see as department chair said, I'm done. So really new dice it. I thought I had an interesting career. All my war stories. I used him to class. Actually, I would already faculty that don't have methodological frameworks on which the hanger experiences. And I'm not in the long run being very good teachers anyway, because they can't connect the dots. So that's not me as president that says unless I'm hoping that things will be recognized. Isn't either one of us going once, twice? Well, thank you. >> Present Hooker. Thank you. >> So this concludes the genital faculty session for this semester with President Harker remarks and presentation. >> I will give a minute for the senators to sit down before we start our official Faculty Senate meeting for October. >> So please feel free if you were standing over there to take one of these seats. We have plenty of empty seats here. >> I would like to go ahead and call the meeting to order the faculty senate meeting for October toward Do I hear a motion to adopt an agenda. >> And the agenda is up on the screen and you have get the notification. >> Second. >> All in favor, please raise your cards. >> Thank you. >> Did I do it correctly this time in the last month? >> I screwed up a little bit of stuff. Still trading. Thank you. Okay. >> You had the minutes. >> It's it was posted on the website. And is that any corrections to the minutes before I call for a vote to approve them? Any connections, any changes? >> Do I hear a motion to adopt the minutes as they are presented? >> So second. >> All in favor, please raise your cards. >> Perfect. >> Thank you. >> With that, I would like to move on. >> And aren't agenda up. >> We have two marks. One, these posts, Apple and then be ugly to have Liddy, white, unethical both your presentation. >> Thank you. >> Thank you. Jihad. >> My announcement of Saturday classes was so popular that if there's a review reporter in the room today, let me propose Sunday classes. >> The votes are about even. >> It was 300 against and 1-4. But actually we I do hope that the spirit of my suggestions at the last meeting were taken by the committees of the Faculty Senate to explore, we have a number of issues that we talked about, one of which was classroom utilization and student behavior. I'm gonna talk a little bit today about the little, expand a little bit on what Pat mentioned about academic rigor and outstanding scholarship and what that means to me as Provost, so that we can we can have that discussion as well. But these other issues Classroom utilization. I believe they're now in the hands of the appropriate committees. I'm going to talk a little bit about things that I hope committees will look at as well, having to do with our curriculum. And so this is not I think my proposals dead on arrival, but what I hope the committees will look at ways of and suggestions for how we can better utilize our classrooms. And in, let me re-emphasize what the real problem is. >> There's there's a number of them. >> In fact, I was just talking to one of the Athletics coaches this morning and and she mentioned that her students have trouble getting a lot of their classes because they have some others that they would love, eight o'clock classes, but there just aren't available in all. The classes tend to overlap because we run everything from ten to 330 on Monday through Thursday. So any other ideas, suggestions? Please let your senators know. Remember, this is a representative body. So I hope, and actually I want to harp on that to those of you who were in Arts and Sciences used to, used to know we had our own college senate there. And I'd like to remind people to representative body. And so I hope you all talk at you or in your chairs allow you to talk at your faculty meeting so you can bring the work of the Senate to the faculty. Likewise, you can get the opinions of your, of the people that you represent and bring them to the Senate. >> I think that's, that's a very important thing. >> But I hope we can have good discussions this year about this classroom utilization. And the other problem that stems from that, I think, is the student behaviors on Thursday nights when we have such a light academic load on Friday. So I look forward to the to the deliberations of the appropriate committees there. But the pat President Harker mentioned three important things. Outstanding scholarship at the individual faculty level, at the unit level, and that academic rigor. I feel as provost, Nothing is more important to me than to make sure that we attain these, these goals here of, of having outstanding scholarship and academic rigor. And to me, the ways that we, we think about this are at the individual faculty level. Those faculty exhibit their outstanding scholarship in a number of ways. >> Say Do it in to me. >> One of the purest ways is through peer review. And peer review of grant proposals, where you put your ideas down on paper. You try to also show that you can produce on those ideas. You're this propulsive. Usually. Sap also contains your preliminary work. >> Can, can you all read this? Kind of delinked Katherine K? >> So the peer reviewed competitive federal grant proposal where your work gets reviewed by experts in the field, the best people in the field on a national level. And of course, when we talk about path the prominent, anytime we're sending our workout at the national level, we're presenting our work nationally. It increases the prominence of the University of Delaware Hand in hand with that is the results that you then publish in the top journals, the AA journals, if you will. And again, an example with peer review, invited talks as a, as President Harker mentioned this, this is a sign that the world is answering back because they want you to speak at their university or if they're running a national conference, they want you to be at that conference and presenting your work citations. How many times other people cite the work that you do? >> If it's prominent, that number goes up. >> Shows and exhibits at prominent museums or galleries. Books published many, in many areas of, of research, primarily the humanities. The book is the ultimate in achievement, and that books should be published by a prominent university press. And the other thing I'd mention is thought leadership. That what our faculty think and say matters nationally. So if congress was investigating something, they're investigating health care. We have UD faculty that they want to hear from, or you do faculty quoted in places with prominent newspapers like the New York Times. So these are the kinds of things that, that should be our goals, I think as individual faculty is, is these types of outcomes in terms of units, terms of, and I didn't put department, but many of them will be departments. But some could be programs and some other things. A very important thing is the training that we do for PhD students that who then get positions in academic institutions. And we might add to that, that these are academic institutions, let's say, of at least our quality. So how many of our PhD graduates do we end up placing in prestigious academic institutions? How's the federal funding patterns of the department? Is the funding per faculty is a number of faculty in the department that has funding is that high? Do we attract high quality students? >> And usually at the department and program level, it's more obvious at the, at the, excuse me, at the graduate level, but who are the students that you're bringing in to your program? >> Do when we're, when we're doing searches for faculty, do we get our first choice? Do they choose the University of Delaware? Or do we sometimes go below the first choice and sometimes the second? I realize oftentimes in searches you have many good candidates, but I think it's sign of a healthy unit when you can attract your top candidate that they're interested and feel they can thrive. At the University of Delaware, Do we have large multi PI grants being awarded, such as our recent energy frontiers grant. So do we have that kind of support, that kind of infrastructure in that kind of collaboration at the university that allows us to win these really big words. And finally, we'll have the, the, the rankings. If the NRC ever gets finished and that's becoming more and more uncertain. And that of course, the more the more popular press. Ie >> Everyone know by the way that we are going to become a subscriber to a group that you may have heard of in lieu of the NRC rankings appearing to never get finished. An independent group called academic analytics, again, examining departments based upon publication citations, federal grants, and things like that. And we will now we will have access to that data and about a week. And so this is academic analytics and allow us to look at where we stand relative to many of our appear and aspirin institutions. The other thing I wanted to spend some time talking about and then we can open it up for questions on anything is academic route. And to me the important parts of that or to have a challenging and engaging curriculum. Now, yeah, by the way, the things I'm talking about are these are things that faculty, Oh, you on you decide who we're gonna hire, who were going to tenure, who are going to promote. And you'll also decide our curriculum. And so to me, it's important that we have an engaging curriculum that students feel challenge sometimes confronted. I think one of the most important things for a young student is to have somebody actually take them out of their comfort zone. And there are a lot of ways to do that. But I think it's important to see Discovery Learning capstones where there's an integrative look at what you know and you've developed in your coursework. I believe interactive is important. I think there's considerable body of evidence now that the, the sage on the stage is probably not the best way for most students to learn at a university. And so more, more of a professor as coaching and stimulator, advisor, provoked provocateur, I think is a, is a way to think of problem-based classes have shown a lot of success. And of course, we're actually very well known for that here. I think it's important to have frequent student performance, whether it's a test or a talk, or a paper. So to students are active and, and things are demanded of them often so that they don't feel they can, they can skate in, in your course because you only give a test twice a semester and somebody else is asking for something every week, they'll probably spend more time on that. We have to think more seriously about outcomes measures. As many of you know, there's the voluntary system of assessment. Now those criteria that they've developed, I think are very good. Whether we can measure them well or not remains to be seen. But their, their goal is to really measure critical thinking skills, higher-order thinking. There are three devices that have been that. The APMU, which used to be a sole xik, is now APL. You think that's public and land-grant universities And they have three tests. It CLIA test, cap test, and a MAP test. Michael middle i is actually the considered the expert in the world speaking prominence. And he's so he has been asked by the APL you to evaluate them and I'm sure at some point Michael would would be happy to address this group with his findings. One thing, those of you in arts and sciences know that I consider really critical and important, and I will continue to harp on, is intensive writing. And this is an area I honestly believe we're behind the schools that we'd like to be like we have y1, ten, and then another writing course for students. I think we need to get to a point where we have writing in the discipline. I think I would recommend, in fact, we have at least one intensive writing course for students every year. You can imagine how it can be rather easily incorporated into discovery, learning experiences, and Capstone's. But those are just options. So I let me, let me issue that is a challenge to the faculty to find a way to get more intensive writing wise intensive writing, import intensive writing. His scholarship, in my opinion, students have to, in order to write a paper, they have to take a thesis. They have to do insignificant literature on it. They have to defend that. They have to make arguments that, that are cogent, well-organized, and so on. So I, I think this is one of the really important skills and way of thinking actually that students need to develop. And I don't know of a better way of doing it than writing. And oral communication skills are tremendously important. Our students are going to, in whatever they choose to do in their life after college, are going to have to present arguments and defend them well. So I think oral communication and a different types of things involved there. And then what I, what I often call the transformational experiences that I think are so important. So experiential learning, research, service learning, Study Away programs and internships and co-ops. I would I would go as far as to say that in the professional programs, I think an internship and a co-op, really, in my opinion, ought to be required. But then again, that's that's you know, I might challenge that those who were in professional programs to consider that option. Finally, I think it's important for us also to, you know, we've talked about kind of looking over each other's shoulders and and calling each other on things to make sure that we keep our standard TI and so on. I do think we have to look at in some areas the course GPAs. I believe we have to set a bar that's significantly high, such that the best students in the class feel challenged in order to get an a, they have to really work hard to do that. And, and so I think we need to look at those kinds of things in that data. It's old data is up on the web, but, but it's, it's very interesting. And I, I encourage people to look at that sort of data when course GPAs. Finally, another metric, obviously in particularly Important in the, again, in the professional schools is what kind of jobs are where students get? And so I think we, those are, these are some of the kind of metrics and things that I think about that are really my job as Provost is to get a great faculty and then have a great faculty creating really compelling, enriching programs that tend attract the best students. So I just thought I'd give you that while, you know, so that you understand a little bit where I come from as a new provost and the things that I'm really passionate about. So, so with that, I'll shut up and take any questions in. The question could be about anything. And if we could have the lights again. Do I need to stand near this isn't being recorded again. Sunday classes. >> Thanks, Tom. >> And I say that first of all, I agree with about 95% of what you have on that PowerPoint slide. >> And so if I now proud about the other 5% wrong way, right? >> And that is the issue of using the success of the department in getting its first choice as a measure of the quality. Something silly. The department or faculty who, and I would just like to say that in my experience that can be misleading because that an easy way to get your first choice is to lower your site's messing with your regular Department says that, well, you know, we have Candidate X here. >> Two already has an offer from Stanford and maybe you will be getting one from MIT next. >> We, why should we waste our time doing after? >> Let's go after some other person that we have a better chance of getting one. >> I'm glad you brought that up because I of course, didn't mean that in that context. But that is a gift. And an interesting point, I will say. And I'll speak from my own experience and previous place that I knew faculty who were afraid of getting really hot shot new faculty in the door, because then they were poorer by comparison. I, I hope we don't have any of that here, but I would hope that always has a department. We're out for the very best candidates that we come across. And this candidate is our top choice one based on all of the quality metrics that we hold dear as a department, we go after them. And, and by the way, I'm not I'm not thinking of having a little sheet my office in recording. So a lot of these I don't I don't mean that I'm going to evaluate departments like that. I think the department itself, the faculty, need to need to evaluate themselves. Are we getting our first choices? And if not, what can we do to get them? And sometimes, you know, here's a surprising thing that I learned in my last, my last life as a graduate dean is academic quality is one very important, obvious reason why you, why you attract somebody. A lot of the other things have to do with how much you reach out, a lot of math to do with personal things. I mentioned this to a group not too long ago. In this day and age. It has to do with often spouse or partner issues. And things like that. So you'd be surprised how many times we can beat Stanford if we really reach out and make an effort and really make people realize that they're going to succeed here. So, but that's the sense. And so I thank you for your comments because I, I didn't mean lower our sites so we can get our top choice. My mean is go for our top choice. And when I could follow that up, I'd like to again, like looking back over the last 25 or so years that either are searches for my department and other departments. >> Sometimes the faculty feel that they're under constraint because of having a very limited number of goods, six or seven stretching to the baby. >> Opposition that it seems to me that that's really not a good way to do Kahneman, especially when you're doing hires and deals with a very substantial startup costs, we really want to make sure that the money you invest one vertices with specialized equipment is going to be well invested for the next several decades. I agree with you that the search costs are always trivial compared to the startup costs in the sciences or engineering. But you bring up another point too. If your searches opened to only one-eyed, left-handed, no Canadian mechanical engineers or you're not kind of a very large pool either. So I think one of the I hope I didn't offend anyone. One of the things we ought to think about too, when we're doing searches. Now some of the ideas that you've probably heard and are being implemented. Cluster hires in areas, but leaving the casting a wider net can sometimes be, you know, and you might not get the person that's exactly fit set little niche that you had. But you'll get somebody who's better and maybe tells you about several niches you didn't even know existed. So I think it's wise to keep search net. I think when we get very few qualified candidates, it tells us a little something about what we were searching for. And so I think casting a wide net as as a as a significant part of that as well. But yeah, if you have if you have six great candidates, if you're not going to get fatigued because the other thing that you face than Yep. Bring him in. I agree. I think Kate did you was it you? >> Yes. Gradually higher higher here isn't roaming. >> Well, I hope I hope I'm I hope I certainly dismiss that with my old discussion of academic rigor. But there's, I also realize that not every field has access to multimillion dollar for it. >> I know that the humanities here, yeah, I am an end. >> And therefore the thing that I think in the humanities, you publish on getting the grade book or that the articles you publish and then it gets cited. So I I think now these I realize that not every field has access to the federal funding source. And but I still think actually in many of these fields, there are very prestigious fellowships and things that we should be going out for an sustained process. It's not so much the the amount of money. It's the fact that to get these, in some of these prestigious fellowships or $15 thousand. But it's the fact that you put your ideas down and there's peer review, and that's what's important. A $15 thousand Guggenheim could be more impressive than a $400 thousand per year grant from NSF. So I think we should, in all of our areas, we should look at what brings national prestige to what I do. And, and, and that's what we agree. I disagree. I actually, I don't want to get into a 20 minute discussion on this, but I think there's a lot of prestige and having and being pioneering and some of the gray areas of undergraduate education. And we have, we have a mark and a couple of those were well-known and problem-based learning things that where we stand out. And I think if we continue and we work on, on these kinds of things here, in fact, It's amazing some of the things you can do at the undergraduate level that end up in the Chronicle, for example. And you get cited in these things that make us a great university. I don't think it's an accident that on some campuses you walk on there and many walk on Stanford's campus. And you feel like doing break things because there's an intellectual atmosphere and that's something we have to, we have to continue to, to raise here at the university. >> So I'm not I doubt we're actually disagreeing on anything, but what we can, we can continue those, parse them and integrate or the brand or the power. >> Well, we'll, of course, those grants are, while they are not as a full open competition, they think they are peer reviewed and require us to do great things nationally. So, so I think that Sea Grant brings a lot of notoriety to us and very well run program. In fact, its expansion is under, it is competitive. But you know, all of the kinds of things that we do for our academic enterprise. I look around at the various different departments, and I think they're all in a land-grant mission. To me. The land-grant mission today is creating new jobs, new businesses, new technologies that will help us in our new economy, helping us compete. And many of you know, we had the National Academy's report, the gathering storm, that talked about the incredible national needed in stem disciplines, science, technology, engineering, mathematics. That was followed by the passage of the America competes Act, which unfortunately didn't get into Bush's budget, but it's out there now. And of course, Barack Obama's talking about that a great deal. You know, these are the kinds of things I think are the land-grant mission today. It's, it's educating the 20 thousand students that are on this campus and getting them into positions where they can affect the economy. It's finding ways to take our research to create new businesses. This is one of the reasons that Chrysler site is so important. >> We've gotta be the engine of growth. >> We're we're seeing that cars are no longer going to be made here in Delaware. That's an industry that's moved overseas or we're into the South. A lot of our other kinds of stand bys chemicals in Dupont and so on. They're trying to remake themselves and to a smaller tire company. But where's telework and fitness health think it's health sciences, it's ultimate energy, its environment, it's, it's those kind of things. I think that's to me, that's our land-grant mission. Moral act was in 1862. And at that time, the businesses of the day, we're Agriculture, Mechanical, and that's, that's why a lot of this way of universities with the moniker and A&M after them. They were land-grant universities at the time. It was agriculture and mechanical. And those are still obviously very important. But there's, you know, the new land-grant mission to me is new new venture creation businesses training HITECH workforce jump. Yes. Thank you. >> Follow up on it made by the representative from the Center for the Philosophy Department. >> And I'd like to say that there are some measures of academic rigor that kinda use your up and undergraduate department. >> For example, one can look at the placement of undergraduate majors in top level graduate program, whether or not they are successful when they go to such programs, and they received their training here and enables them to eat with students. Is that her bachelor's degrees from Hopkins University? I'm embarrassed that isn't on here, which is what I'm typing it in. Save it to wherever it goes right in a minute. Also, every once in a while we have one of our undergraduates wins a Rhodes scholarship or a Marshall Scholarship for something. Often you would not want to use those as measures because they're so we free the data is so sparse. >> Very good point. >> Yes, I like your framework. >> This actually isn't what I was planning to say. But since you can add it either because you ask them where you'd have that access. Talks and papers that AT blogs and wikis could go there. Because when you, when you have a blog or a wiki, you'd actually have a record of what's been said and what's been discussed, actually, but that isn't what I was saying. Well, actually, before we move on and I feel it's depleting. I'm a big fan of portfolios to students portfolios. And so I couldn't agree with you more. And if I could find it quickly under under the thing, I have to type it in here, but I'll remember that I agree. Well, my main ideas probably about as popular as classes. >> But over the summer, the Department of Education released a report. >> It was a meta-analysis done by SRI, looked at hundreds of studies of classroom instruction, online instruction, and hybrid, where you have a like a 50-50 combination of classroom instruction and blindness. Fractionated found that by far, I mean, this was like by an entire effect size me like, which is like a great difference in performance. The most powerful mode was the hybrid. >> But the doubt, oops, I was reflecting on your earlier condenser, the need for more classroom space. Imagine if you had it new category of instructions such as we call it a hybrid. >> And it were, and you had 50% of the, of the class online and 50% of the classroom, you could double the throughput or the output of our classrooms. ****, That's a great idea. I i should come clean. Full disclosure that Iran professional programs at RPI, we I think we think that we developed to hybrid model there. I don't know if that's for sure, not maybe that's just the speak we had on campus, but I couldn't agree with you more. And I know its effectiveness. But the key is having both though. And a lot of teamwork is very characteristic of that, which is also very good. So I couldn't agree with you that jihad is pulling the pin. We take one more look. >> Thank you. >> Would you comment on how class size would have an impact or not? And some of the things up on your screen, I think it's more important to do a lot of the things here when you have a larger class to find a way to get collaborative work done. I think actually some of the hybrid kind of models we're, we're quite well and establishing smaller teams. And I found quite a few of these things can work to sizes up to almost 200. I don't know, about 300. And when you get up into that size, and that is a concern in some areas, but thank you. >> Thank you. Thank you. Okay. I would like to continue with our agenda now. We I would like a white lady, white vice president and general counsel to give about five minute speech about his role. It's a newly created position as I understand and and how he how he is involved in a day-to-day activities. >> I very much appreciate this opportunity to introduce myself to the Senate. It was something that I very much wanted to do. I don't want to tell you who I am and what my office does. My office has existed now for two months and the University of Delaware is late to the game of having an in-house general counsel's office. The concept is very well understood in higher education. And I want to share that concept with you by way of my own background. Even though I'm only in my early thirties, I learned and I figured at the start that it was 35 years ago that I graduated from law school. I was very precocious and I've spent most of that time as a specialist in higher education law. I began after working in a law firm in Washington DC. >> I began as the in-house lawyer with the American Association of University professors in their DC national office. >> At a fascinating moment in the AU, peace history in the early 990s, ply me with a couple of beers, and I'll violate the attorney-client privilege and tell you about the adventure of representing the AAUP at that moment in its history. And since then, over the last 3525, What has it been almost 30 years? I've been an in-house college and university lawyer. I worked in the University of Maryland system for many years. I worked at the University of Virginia. I spent a long period of time as the general counsel at Georgetown University in DC. When my wife and I moved to Philadelphia ten years ago, my wife became the general counsel at the University of Pennsylvania where she was Pat hawkers lawyer. When he was at Penn, I went to work for the Pennsylvania Department of Education as the chief counsel there. And I came to the University of Delaware two weeks, two months ago as the university's first in-house general counsel. Think of the University of Delaware as two things at once. It's a university and it's also a very large corporation. And the lawyer for the university really has two bundles of responsibilities corresponding to those two different iterations of what, of what the university is. As a university, the university is subject to a body of law that's unique to institutions of higher education. Ferpa perhaps being the most outstanding example mandates of the Higher Education Act. And one roll of the institutions lawyer is to provide expertise with respect to that special body of statutory and decisional law that applies to any university in the United States. I am a member and I've been a member for 30 years, of the National Association of college and university attorneys, macula, professional organization that links 3 thousand lawyers who provide legal services to institutions of higher education all over the country. And part of my responsibility is to understand higher education law and what the university has to do in order to be in compliance with those laws. The university is also a very large corporation with all of the legal responsibilities that go with being a corporation. It negotiates contracts, it makes personnel decisions. It operates some motor vehicle fleet. It's a landlord. It operates residence halls. And with respect to all of those attributes of corporate life, there are legal compliance, contract, and other obligations for which the in-house lawyer will be ultimately responsible. So my job is essentially the job of making sure that when any part of the university has a legal issue or census, that there is a legal exposure. There is somebody to turn to for answers. And that is how I conceptualize the job of the in-house general council. I was going to say that the University of Delaware, when my office was created, may have been the largest institution of higher education in the United States without an in-house general counsel's office. I learned last week that dealt Tech has to in-house lawyers. So it's not unusual for a university of the universe of University of our size to have a large in-house office. I've told President Harker that my goal is to keep the in-house office here much smaller than the offices of comparable universities. That's partly because we have been extremely well served over the years by a cadre of lawyers in law firms who know the university, have a lot of institutional history with the university. Bill Manning, who has changed firms recently and is now with the Wilmington Office of Sol Ewing, husband the university's principal outside lawyer for decades. And I think I would be foolish to think that I can quickly supply the, the Long familiarity, the deep familiarity with the university that Bill has. So my goal is to keep the office small and to be as responsive as I can and answering legal questions no matter where they arise in the university, I really pride myself on being always available and having an open door. And if in your capacities as senators and department members and department chairs, you sense that your legal antenna, I tell you that it's time to get a lawyer involved. Pick up the phone and call me or email me and let me try to be of help. The nobody knows better than the lawyer in the room. What it takes to annoy pupil as a lawyer. And I pride myself on being a problem solver and not a problem creator. And I'm working with you torward solutions. I'm not here to impose impediments. So that is that's the five-minute version of of our office. I am very, very happy to be here. In my legal career, I have found the most satisfaction representing what I call the public flagships, the universities like the University of Delaware, that our net national in stature, but play an outsized role in the social and political and economic and cultural lives of the states in which they're located. I loved working at the University of Virginia. I loved working at the University of Maryland. And into short months I've come to love working at the University of Delaware. Great. Embracing people involved in a very significant national and regional mission. So it's a pleasure to be here. Any questions? I know you've got other things to do besides talking with the lawyer. Questions about the office. >> It was actually my coaching evil about course, you will not go through it maps. >> I thank you for reminding me. I mentioned that I'm a member of the National Association of college and university attorneys, NAC, UA operates a very lively listserv that connects these 3 thousand lawyers and provide sort of instant early warning of any issue that might be national in scope. And last week I exchange a whole bunch of messages with both Tom and others about a website called course hero.com, a very misleading name. >> Has anybody heard of it? >> Some of you have heard of it. It's essentially an aggregation site that puts online faculty members exams and other material that can be grabbed from the web with a, with a spider and, and puts it online by institutions. So we have a couple of course clicks. Those of you who have actors can do it right now, coursera.com to clicks take you to the University of Delaware page. And some of you may find, to your chagrin, maybe has the right where the course material, including your final exams from years gone by or on the website and papers and other things, you can push that as well. And students are allowed to post? Yes. >> Or they can get the inflammation 5-6 95 a month. >> We haven't we have an expert on Kevin, but one of the things I was talking to Tom about is whether we should using the Digital Millennium Copyright Act. I knew I couldn't get through this talk without mentioning one statute, whether we could send him a take down notice and get them to take down the website where at least ticked on the University of Delaware references on the website. The problem is it's a little bit like a whack-a-mole game. You tick down one of these sites, five of them spring up in its place. They were using a trademark protected University of Delaware shield. And when we shipped the tree a little bit, that shield came off the websites. So that's a small victory. But that's, that is an example of the knack. You will listserv serving as sort of an early detection warning for legal issues that could very conceivably be of interest to our faculty. And through time I will let you know about these things and get your advice as to what we ought to do in response. Thank you for reminding me. I did write down if we did a search for a one-eyed, left-handed Canadian faculty member. How many federal statutes do you think that would apply? >> And I came up with five. >> Thank you. Thank you. >> Thank you, lay Oh, you got my joke, I think. Okay. We are going on with agenda items. I'm going to start the announcements in a second if I can get this thing, i was first, if you just bandwidth. >> And second, let's see if I can show this. >> Okay. I was in Toronto Over the last this past weekend. And when pose Apple was talking about being asked by other people to come and talk. I was asked this past weekend and here's the picture. This I wasn't in a street vendor eating a burger French file enter at a pub combo for 499. He said, Hey, sir, how is that burger? I said, oh, that's great burger. So I was very pleased. I am sure that I cannot attach this add to my resume. But in this economy, tough economic times, talk about deal for 99 Berger and french fries and the Congo. So I was proud of myself, of course, I hope hopefully have more things to be asked, not just a house that burger because I was eating it very passionately. Areas for VR3, he is he has gathered Dallas absolute for NIH has a good deal. Okay. In terms of an animal's, as I told in our September meeting, I'm the new president. I would like to keep you updated about the initiatives that the faculty is taking. Doing so as you know, prowess Apple has brought up some issues which we directed them to committees. I'm going to give you studies update what we've been doing. First of all, the winter session there was suggested that we may consider having the winter session for freshman students to take courses for the courses that they fail in the previous semester. This has been directed to undergraduate and graduate studies committees and they are going to meet in a November, so we will hopefully hear from them by either December or February meeting of faculty senate. And the other thing that has been also directed to undergraduate qualities is approving new programs by council of deans. Again, promise. Apple has introduced this idea. New program has been approved. He suggested that council of deans may be looking at this to interchange ideas to see if there's any potential conflicts that can be prevented. That's also in the undergraduate committees. And finally, the scheduling, the scheduling the courses. Maybe Fred's suggestion about hybrid courses, Saturday courses, sunday, whatever that will be also in undergraduate and graduate committees because it effects both. And again, they will, when they report back to us Executive Committee, we will bring that to the Senate floor for further discussion. At the time everybody will have a chance to discuss. And finally, in terms of another direction that we have sent to P and T committee for the for the P and T dossiers to be seen reviewed by instead of a single Dean instead of a single deemed by the council of deans again, and the P&T committee is actually scheduling a meeting to discuss about this idea. And then when they bring it back, I will we will report back to you. And then four will bring it for further discussion. This is old in terms off my my announcements for this month. With that, I would like to continue on agenda into consent. Agenda. We do not have any business in our regular agenda forward it unfinished business. We have not we have a new business. And you may remember just in September, I've told you that the residential life V, This came to the front of the Senate in May, meeting off 20094 as an item for information. However, there was a amit went off one word optional from the, from the plan. So we asked the student life committed to add that. And then it has been edited and revised, and then it has come to us for approval. We said that for the sake of transparency and openness. So we will bring this to do senators, what I will do that before I do that, I would like to Betty a U here. Okay. I would like you might barium Wolcott. He's going to speak on behalf of the student life computate to tell us what has been changed. Very briefly, MAC pi salesman was the chair of student life quality. He's unfortunately not yet very, he's going to take maybe five minutes. I will do my best. >> And they've got the clock right there, so okay. >> Okay. >> Great. >> It's it's good to be here and representing the committee. The committee has worked very hard to make sure that we have the best Residential Life program. >> A lot of people have worked on it from rest life, from Student Life, and from faculty input. And so what you have before you then is essentially, I think an attempt at a very good attempt to very good program to help the students establish a sense of belonging and to integrate when they get here, especially as freshman, the things that have changed the word optional. >> Alright, from the very, from the very get go with the exception of the floor meetings which are required, which discuss things like safety, fire alarms in this sort of thing, which are required and those are noted in the program. >> The other thing that that has changed, I think there's more integration of offices around campus, like the Center for International Studies, wellsprings of the Dean of Students Office. That's also been explicitly mentioned here. >> And I think that's also a good, a good thing. >> And finally, let's see. >> Towards the very end, there's been an additional program that one of the RAs wanted to add and that's an addendum at the very end of the first year program. >> And it's basically one RA and the George read complex, I believe, wanted to do a couple of other things with small meetings with students and faculty or staff representatives there. So as succinctly as possible, that is that is the program and you can stay with me here. And if we get introverted or no positioned at the edges of the room before I call for a vote for this item in front of us, I would like to ask if there is a discussion questions. >> It's not clear we'll have a chance to vote on a plan every year. >> It's not just that we're voting now because there is a view of the fine young yes, we will, we will world where yes, if there is changes to the existing behind WMO, that's that's the reason why we're doing this right now. >> Yes. Good. >> I support this. I should check. >> Any questions? Discussion? Thank you, sir. I would like to hear a motion to approve the shoe life pleasant life, land from sorry. Second. All in favor, please raise your cards. Oppose oppose Epstein. Perfect. The motion wounds? Thank you. The last item in the agenda is introduction of new business. Is that any new business, please note that if there is a new business, we will not be able to act in this meeting. We will act on them later in the future meetings. Any new business? >> Before we adjourned? >> Do I hear a motion to a joint? >> Perfect. >> Thank you. Seconds? And if you improve, please raise your card. Okay. Thank you. Thank you very much.
2009-2010/facsen-20091005.mp3
From Joseph Dombroski May 06, 2020
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